Published on February 28, 2014
The State of Talent Management 2014
Talent Management 2014 Challenges • Complex regulatory environment • Unpredictable ﬁnancial market • Diverse and distributed workforce • Problem in sourcing and attracting new skilled talent • Retain and engaging existing workforce • Integrated HR Technology • Accurate accessible data • Securing a strategic business role for HR
The State of Technology and HR • Functions only partially automated and integrated • Disruptive HR technologies • A goldmine of data but need better access • Only 27% can access HR data through mobile technologies • 57% are incorporating social technology into their HR strategy in 2014.
Top Insights: technology and HR What Happens when HR functions are not integrated? 59% say “Lack of consistent workflow, processes, data and analytics are the biggest problem that result.”
The State of Talent acquisition 28% professionals reported recruiting as their big concern RECRUITMENT IS A TOP HR CHALLENGE, ENGAGEMENT IS A CONCERN 53% professionals said that creating an attractive organisational culture to engage employee is a top source of concern alongside with recruiting the right candidate for the company (51%) !
Top Insights: Talent Acquisition • Professionals perceive a distinct challenge in attracting top millenials talent as baby boomers retire • Creating culture that attract and engage • Recruiters adopt new technology faster
Top Insights: Talent Acquisition Recruitment from the Other Side Of The Desk Different generations have different value when considering an employer Millennials ! Flexible work arrangements Passionate, engaged workforce ! Generation X! Work life balance Opportunities for professional development ! Baby Boomers ! Good beneﬁt, recognition, reward for achievement ! !
Pet Peeves: Was My Application Lost In Cyberspace? • Companies unresponsive to resumes or applications! ! • No follow-up after the interview! ! • Difﬁcult or lengthy application process! ! • Poor interviewing technique, unprofessional interviewers! ! • Disconnected sourcing and recruiting processes! ! • ! ! Interviewers frustrated by a parade of unqualiﬁed candidates! The w ay ca durin ndida g the t recru es are tre leave itmen ated s a la t proc sting and t ess heir o impre long after pinions r ssion, ﬁlled. a positio esonate n has dama Poor pra ctices been ge yo ur em can brand ploymen t .
The State of Compliance 2014 is the year companies face signiﬁcant challenges in compliance and workplace reporting • 63% professionals are concerned about staying up to-date with evolving compliance law and regulations • 47% professionals are concerned with ensuring healthy and safety training and having the data readily for compliance reporting
Top Insights: Compliance Racing to Keep Up, But Not Fully Automated 1. Staying Current with evolving compliance laws and regulations 2. Ensuring that employees have appropriate training to avert lawsuits and risks 3. Having the data readily available for compliance reporting 1. Partially-automated 2. Paper-Based 3. Fully automated but compliance is NOT integrated with talent management 4. Fully integrated
The State of Performance and Learning The Missing Link: Performance and Learning Only 8% Have an Integrated Performance and Learning System • 61% companies indicated to make recommendations to employee on “how they can develop themselves” • 36% companies assign activities to employee’s development plan as part of the process • 13% companies map out a career path for its employees
Top Insights: Learning and Performance Results of Learning and Performance Automation Top 3 Achieved Learning Top 3 Achieved Performance
The State of Employee Engagement Organisations tend to look employee engagement as “one off” 54% of companies do not have explicit employee engagement program Companies harbour good intentions for engagement, but many are giving it lip service Engagement programs lack strategic planning and consistency
Top Insights: Employee Engagement • Engagement programs are not explicit • HR professionals cannot do it alone • The C- suite need to be ﬁred up about it • More frequent measurement with overall strategy Companies will do a better job of engaging employees if their leaders are truly engaged.! Executives who are not wholly committed to employee engagement are missing the opportunity to unlock the creativity and energy of the workforce. Disengagement cost money: actively disengaged employee - the least productive- cost UK economy up to £340 billion per year lost in productivity. (Hay Group)
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