Talent Management - July 2008 - (Page 43)

ADVERTISEMENT FIGURE C: Talent Management Functions That Exist in Organizations Workforce planning Average - all industries Banking/financial/accounting Business services Computer manufacturing Education Government Insurance/real estate/legal Manufacturing (noncomputer) Health care/pharmaceutical Transportation/utilities Wholesale/retail/distribution Other 45% 39% 45% 33% 53% 59% 50% 58% 33% 58% 38% 42% Recruiting 77% 80% 79% 75% 67% 82% 68% 83% 89% 75% 83% 79% Retention 57% 67% 63% 46% 39% 49% 58% 62% 60% 54% 62% 53% On-boarding 55% 57% 63% 58% 47% 41% 60% 54% 58% 58% 76% 59% Performance management 79% 81% 66% 83% 67% 79% 80% 90% 73% 83% 83% 80% Competency management Average - all industries Banking/financial/accounting Business services Computer manufacturing Education Government Insurance/real estate/legal Manufacturing (noncomputer) Health care/pharmaceutical Transportation/utilities Wholesale/retail/distribution Other 42% 41% 39% 42% 28% 49% 53% 52% 53% 46% 38% 38% Workforce analytics 23% 19% 26% 21% 14% 31% 28% 29% 20% 25% 14% 27% Training and performance support 74% 81% 63% 54% 72% 74% 73% 75% 65% 83% 72% 75% Succession planning 54% 56% 37% 42% 25% 46% 68% 75% 58% 75% 69% 50% Compensation, rewards and benefits 63% 61% 68% 58% 56% 56% 58% 63% 75% 67% 66% 64% N=826, rows do not total 100% as multiple answers were permitted In looking at how organizations currently deﬁne their talent management programs, it is clear that a single deﬁnition does not exist across all respondents. Only 53 percent of organizations include all employees in their talent management programs. Based on this ﬁnding, one can see that almost half of organizations do not utilize the broad deﬁnition of talent management — the general practice of recruiting, developing, deploying and retaining all employees (e.g., talent) across the organization. Instead, these organizations have a narrower view of talent management, resulting in a smaller pool of targeted employees that are considered talent. As seen in Figure C, the functions that exist within talent management programs vary widely across organizations. The most prevalent talent management functions are performance management and recruiting, representing 79 and 77 percent of organizations, respectively. Not surprisingly, recruiting remains a critical talent management element, as it is the foundation of any effective program. Another common area, training and performance support, exists within 74 percent of organizations’ talent management programs. More and more executives understand the positive impact that formal and informal training and support tools can have on employee productivity and overall competitiveness in the marketplace. When asked to characterize their talent management programs, 65 percent of respondents stated that talent management within their organization is a somewhat integrated process and only 13 percent reported their talent management programs are fully integrated. Based on this ﬁnding, it is clear that many organizations have a long way to go in their effort to create integrated programs. Respondents also reported the level of automation is limited within each talent management process. Almost two out of ﬁve organizations, or 39 percent, stated that many manual processes exist within each of their talent management functions. Furthermore, 55 percent of organizations reported having some automation, and only 6 percent reported having fully automated talent

Table of Contents Feed for the Digital Edition of Talent Management - July 2008

Talent Management - July 2008 Editor’s Letter Human Performance Leading Edge Learning Connections Guest Editorial Passive Candidate Recruiting: Evolving with a Changing Workforce How Do They Feel? Sec Regulations and Executive Compensation Performance Management: A Retail Perspective Train the Non-Trainer Management-Go-Round: Developing Future Leaders Netflix Creates Its Own Script for Talent Management Intuit Spotlights Strategic Importance of Global Employee Recognition Make HR a Profit Center: Automate Technology to Gather Tax Credit Data Offshoring and the Impact on Talent Management Advertisers’ Index Editorial Resources Full Potential

Talent Management - July 2008

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