HRO Today July/August 2015 - 52

Workforce Insight
Investing in
People
Six successful ways high-performing organizations approach
human capital management.
By Karie Willyerd
HR and talent professionals have known it for years
and now it's been proven: a better-prepared workforce
delivers better results. In fact, a global survey of more
than 2,700 executives conducted by Oxford Economics
and SAP backs up intuition with data. The study examined
thousands of high- and low-performing companies
worldwide, examining correlations between workforce
priority and fi nancial success.
The results named several key characteristics of highperforming
companies that leverage talent to drive
bottom-line growth. Many HR departments make the case
that talent drives results to the C-suite, and some fi ndings
show that employees are worth investing in. Highperforming
organizations approach their human capital
management in specifi c ways, including:
1. Drive workforce strategy at the C-level. Top-performing
organizations prioritize workforce issues at a far higher
level, extending them through the top management of
the company. Executives at high-growth companies are
signifi cantly more likely to say that workforce issues drive
strategy at the board level (64 percent versus 49 percent).
Nearly a quarter of underperformers say that workforce
issues are an afterthought in current business planning
and will continue for three years.
Preparation for the future workforce means more
[52]
HRO TODAY MAGAZINE
| JULY/AUGUST 2015
than just reacting to changing trends-it requires
that workforce issues, including developing talent,
implementing learning programs, succession planning,
and onboarding, be on the C-suite agenda. In HR, urgent
tasks often take priority over big picture ones, making
it diffi cult to pay attention to what's truly strategic. Yet
the survey shows that companies that perform well place
an emphasis on board-level discussions of workforce
strategy. Making time to implement strategic workforce
issues will help organizations achieve high-performer
status.
2. Prioritize training and mentoring. More than half of
high-performing companies say they offer supplemental
training programs as an employee benefi t. In fact, highperforming
companies were nearly 10 percent more
likely to have a mentoring program as compared to
underperformers. Additionally, high-growth companies
are 16 percent more likely to have a formal mentoring
program than underperforming companies.
Training programs are important because the new
generation of workers expects these initiatives to be
in place in order for them to grow and succeed. The
survey found that Millennials rated development as a
bigger priority than compensation in the United States.
This is a big factor in attracting the next generation of
talent. Plus, as baby boomers exit the workforce, there

HRO Today July/August 2015

Table of Contents for the Digital Edition of HRO Today July/August 2015

HRO Today July/August 2015 - 1
HRO Today July/August 2015 - 2
HRO Today July/August 2015 - 3
HRO Today July/August 2015 - 4
HRO Today July/August 2015 - 5
HRO Today July/August 2015 - 6
HRO Today July/August 2015 - 7
HRO Today July/August 2015 - 8
HRO Today July/August 2015 - 9
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HRO Today July/August 2015 - 11
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HRO Today July/August 2015 - 14
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