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Many companies are still struggling to execute effective talent management practices and programs consistently, according to a study released by global human resources consulting firm Hewitt Associates and the think tank Human Capital Institute (HCI).
Nearly 700 senior-level human resource and business leaders who participated in the study identified attracting and retaining skilled workers as the workforce issue that is most affecting their organizational strategy. Specifically they cited the need to address shortages of management or leadership talent and succession pool depth, develop manager capabilities and retain high performers.
There are advances being made in talent management, according to the report The State of Talent Management: Today’s Challenges, Tomorrow’s Opportunities. Improvements can be attributed in large part to more senior leaders recognizing superior talent as a business advantage and, therefore, getting more involved in their company’s talent management strategy.
Despite this, the study shows a key gap in talent management execution, particularly around accountability. In fact, few organizations hold managers (7 percent) or senior executives (10 percent) accountable consistently for developing their direct reports through performance management processes.
“Today’s uncertain economic environment has created an even stronger sense of urgency among companies to address talent issues quickly and effectively,” said Bob Campbell, leader of Hewitt’s North American talent management practice, in a press statement. “To be successful, organizations need to make talent management a shared business and HR responsibility, where business leaders consistently emphasize the importance of talent management, are actively engaged in the process and hold themselves accountable in tangible ways for developing talent beyond the leadership levels.”
Program Hurdles: Development, Alignment, Execution, Analysis
Lack of accountability is just one of the hurdles to today’s talent management efforts. The study identifies four additional challenges to well-executed talent management programs:
Organizations that are making significant strides in managing talent are differentiating themselves in the following ways:
“Successful companies embed their talent strategy into the overall strategic planning process, integrating individual programs and practices to ensure they are all driving toward the same set of objectives,” notes the report.
“Organizations striving to improve their talent management practices have to start by acknowledging challenges,” says Allan Schweyer, executive director of HCI. “This report will help companies understand those challenges, and reprioritize their human capital initiatives accordingly.”
Theresa Minton-Eversole is an editor/manager for SHRM Online.
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