Before future importance but remained close to the

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Unformatted text preview: ge and cultural transformation declined ments and a smaller pool of young skilled workers from as well, yet HR professionals must ensure that employwhich to recruit. Companies would do well to improve ees can continuously adapt to changes in regulatory their supply-and-demand models for guidance in longregimes, skill requirements, and work. term recruiting, training, and staffing decisions. According to Nick Thripp, HR vice president at Infineum Interna◊ Similarly, providing shared services and outsourcing HR tional, a global formulator, manufacturer, and marketer dropped in perceived future importance, while capaof petroleum additives headquartered in the United Kingbilities remain very low. Yet shared services and outdom, “An unprecedented number of our leaders are exsourcing remain effective methods of improving HR pected to retire in the next five years or so. We are concosts and productivity. templating further ‘life friendly policies,’ including extended careers for people close to retirement.” Note that certain HR capabilities are assessed quite differently depending on one’s vantage point in the organiFour topics in the yellow zone—managing globalization, zation. For example, HR executives tend to give higher work-life balance, diversity and inclusion, and corporate soratings than do line business executives to all HR capacial responsibility—also saw a drop in perceived future imbilities. Exhibit 4 shows the seven capabilities with the portance that we believe is unwarranted. Each of these largest ratings difference between the two groups. topics was sidetracked both by the economic crisis and by increases in perceived corporate capabilities in these areas. However, we would argue that they are highly releThe Tide Turns in 2010 vant for future success, because of long-term demographic and social trends, and that managers should rekindle The survey also asked executives about the topics’ current efforts to improve in each area. As Amy DiGeso, executive importance, and it’s worth noting what has changed since vice president of global HR at Estée Lauder, put it, the 2008. (See Exhibit 5.) In response to the economic crisis, company benefits from “encouraging and leveraging difcompanies generally focused more on workforce producferences; we know that inclusiveness strengthens our cultivity topics, such as mastering HR processes and measuring ture and business results.” workforce performance, and less on topics related to building workforce capabilities, such as managing work-life balAmong other topics in the yellow zone: ance and managing change and cultural transformation. ◊ Measuring workforce performance increased in both future importance and current capability. Companies Managing talent and improving leadership development remain the top two in current importance, though the latter T B C G • W F P M A Exhibit 4. Seven HR Capabilities Are Assessed Very Differently by HR and Non-HR Executives Assessment of c...
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This document was uploaded on 09/30/2013.

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