Importance sources proprietary web survey with 5561

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Unformatted text preview: y, to help them think and act with the business in mind. The goal is for HR professionals to become more strategic partners to the corporate decisionmakers in developing, challenging, and implementing the business strategy. prepared recommendations for addressing underperformance and talent issues in a key regional market and business area, or developed a strategic workforce plan for a division. To track the impact of the program, Credit Suisse embedded the training in a broader process that includes recurring goal-setting as well as impact and skills assessment. Credit Suisse identified three levels of consulting skills— essential, advanced, and expert—and then detailed which levels applied to 12 relevant consulting skills, ranging from slide design (essential), to quantitative tools and analysis (advanced), to b ecoming a trusted advisor (expert). Credit Suisse launched a global blended learning program that combines entry tests and semiannual formal sessions with on-the-job training and e-learning. The formal training sessions employed a case study approach that develops new skills in a highly interactive and businessoriented context. For instance, participants analyzed and C P A Exhibit 21. Leadership Training Dominates Business Managers’ Curricula Activities performed (% of respondents)1 Effectiveness of activities Offer training on leadership and managing people 43 Offer training on HR expertise 27 Offer training on business expertise 27 23 Offer training on change management skills Measure and provide incentives on the basis of people management performance 22 Prioritize HR knowledge and expertise in hiring decisions 18 Offer training on HR information technology 17 Employ former HR professionals as business managers 7 Offer rotational programs that include a stay in the HR function 6 Low High Sources: Proprietary Web survey with 5,561 responses; 641 responses in this section; BCG/WFPMA analysis. 1 Includes only companies that actually performed the activity. T B C G • W F P M A Appendix I Methodology W e started our original research in 2006 by compiling a list of 40 topics in human resources and subsequently focusing on the 17 most relevant topics. We narrowed the field by conducting an exhaustive literature search both in general business publications and in HR journals. In our literature search, we considered how the number of mentions for each topic had changed over time, and we ranked each topic according to whether interest in it had been increasing or declining. Next, in order to discover emerging topics whose importance might not have been captured in the literature search, we gathered input on the topics from HR experts within BCG and WFPMA. The survey consisted of two parts: one mandatory part and a second part seeking responses in any of five optional sections. In the mandatory section, respondents were asked questions about themselves and their organizations. They were also asked to rate 21 topics, assessing current a...
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