TM - June 2008 - (Page 56) dashboard by Christopher Faust Workforce Readiness: Preparing Personnel to Meet Business Goals Talent managers say the workforce is not where it needs to be to meet global business challenges. Effectively managing HR processes can help by connecting efficiency process , improvement and talent management strategy . Demands on a rapidly changing workforce increase dramatically in a recession-leery economy. Improved employee productivity and effectiveness are paramount. Organizations are pressured to achieve more with less and often struggle to keep pace with the workforce measurement and preparation necessary for growth. Softscape’s 2008 “State of the Global Talent Nation” survey of more than 250 human resources professionals from around the world corroborates this. Some 94 percent of respondents do not feel their personnel are adequately prepared to meet future company goals. This percentage has increased 30 percent in the three years Softscape has conducted the survey (Figure 1). The primary reason HR professionals are less confident about workforce readiness is because more than half of survey respondents are not confident their businesses effectively manage HR processes. Therefore, it comes as no surprise that companies’ top concerns are related to employee retention, development and performance (Figure 2). Talent Acquisition and Performance Senior management at many organizations is much more aware of workforce-related issues and their impact on the overall business than in previous years. Nearly 92 percent of survey respondents said improving quality of hire is one of their executive teams’ top priorities. Talent management concerns such as recruiting are a concern for many boards, as well. To impact recruiting, organizations often leverage performance-based goal setting during their on-boarding processes, and performance-driven cultures are increasingly embraced by companies of all kinds. Some 81 percent of those surveyed link competencies to talent acquisition to improve the quality of hire, and these businesses measure hiring effectiveness to impact and predict productivity gains. Speed and cost of hire are the top priorities for organizations measuring hiring effectiveness, while post-hire performance and productivity assessments are gaining in popularity. Sixty-six percent of respondents said improving workforce productivity and performance remain top issues for senior executives. Yet, that same 66 percent of organizations still use inefficient paper-based processes to communicate and align organizational goals to their employees and manage overall annual review processes. Development Seventy-six percent of those surveyed also said learning and development are high priorities for their executive management teams. Unfortunately, development still tends to be underfunded by many organizations, and most HR professionals said a lack of regular employee-development opportunities is impacting overall employee retention. At the same time, performance-driven learning is becoming the de-facto norm because performance appraisals remain a primary trigger for employee development. However, many organizations struggle to successfully implement processes that link performance and development and then measure the effectiveness of development for return on investment. The struggle is due in part to use of manual, paper-based talent management processes. Companies are seeking to better understand their overall organizational skill gaps in order to support future needs. Further, to get more productivity out of fewer resources, there is a growing trend toward multifunctional roles and shared services. Many HR professionals indicate the majority of their employees have complex multifunction roles, and this is driving a need for more real-time employee development. Finding new ways to increase employee engagement also is on the rise as organizations seek to improve overall performance. The following strategies are at the top of the list for ways talent managers can boost employee motivation and engagement: 56 June 2008 talent management magazine www.talentmgt.com http://www.talentmgt.com
Table of Contents Feed for the Digital Edition of TM - June 2008 TM - June 2008 Editor’s Letter Contents Human Performance Leading Edge Foundations The New Components of Compliance Candid Culture: Embracing Employee Complaints Transitioning to a New Era: C&B at Nonprofits Three Ways to Build Successful Manager-Employee Relationships Implementing Successful Learning Programs The Succession Fix Fifth Third Bank: Putting People First Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu Workforce Readiness: Preparing Personnel to Meet Business Goals Kelley Blue Book: Writing the Book on Performance Management Advertisers’ Index Editorial Resources Full Potential TM - June 2008 TM - June 2008 - (Page Intro) TM - June 2008 - TM - June 2008 (Page Cover1) TM - June 2008 - TM - June 2008 (Page Cover2) TM - June 2008 - TM - June 2008 (Page 3) TM - June 2008 - Editor’s Letter (Page 4) TM - June 2008 - Editor’s Letter (Page 5) TM - June 2008 - Editor’s Letter (Page 6) TM - June 2008 - Editor’s Letter (Page 7) TM - June 2008 - Editor’s Letter (Page 8) TM - June 2008 - Contents (Page 9) TM - June 2008 - Contents (Page 10) TM - June 2008 - Contents (Page 11) TM - June 2008 - Human Performance (Page 12) TM - June 2008 - Human Performance (Page 13) TM - June 2008 - Leading Edge (Page 14) TM - June 2008 - Leading Edge (Page 15) TM - June 2008 - Foundations (Page 16) TM - June 2008 - Foundations (Page 17) TM - June 2008 - The New Components of Compliance (Page 18) TM - June 2008 - The New Components of Compliance (Page 19) TM - June 2008 - The New Components of Compliance (Page 20) TM - June 2008 - The New Components of Compliance (Page 21) TM - June 2008 - The New Components of Compliance (Page 22) TM - June 2008 - The New Components of Compliance (Page 23) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 24) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 25) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 26) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 27) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 28) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 29) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 30) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 31) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 32) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 33) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 34) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 35) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 36) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 37) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 38) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 39) TM - June 2008 - Implementing Successful Learning Programs (Page 40) TM - June 2008 - Implementing Successful Learning Programs (Page 41) TM - June 2008 - The Succession Fix (Page 42) TM - June 2008 - The Succession Fix (Page 43) TM - June 2008 - The Succession Fix (Page 44) TM - June 2008 - The Succession Fix (Page 45) TM - June 2008 - The Succession Fix (Page 46) TM - June 2008 - The Succession Fix (Page 47) TM - June 2008 - The Succession Fix (Page 48) TM - June 2008 - The Succession Fix (Page 49) TM - June 2008 - Fifth Third Bank: Putting People First (Page 50) TM - June 2008 - Fifth Third Bank: Putting People First (Page 51) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 52) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 53) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 54) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 55) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 56) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 57) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 58) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 59) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 60) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 61) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 62) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 63) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 64) TM - June 2008 - Editorial Resources (Page 65) TM - June 2008 - Full Potential (Page 66) TM - June 2008 - Full Potential (Page Cover3) TM - June 2008 - Full Potential (Page Cover4)
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