Of evonik industries of germany hr should focus on

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Unformatted text preview: rmers Is a Development Priority for Both Groups Business Managers’ Skills: Differences in Importance and Capabilities Ranked by Gap HR professionals’ view Business managers’ view Deal with low performers 5 Deal with low performers 1 Assess training needs 3 HR strategy development 4 HR strategy development 8 Provide training 7 Recruiting 2 Assess training needs 2 Manage staff costs 6 Manage staff costs 6 Make redundancy decisions 4 Recruiting 5 Make promotion decisions 1 Make redundancy decisions 8 Provide training 7 Make promotion decisions 3 Low Capability Importance High Low High Rank by importance Sources: Proprietary Web survey with 5,561 responses; 641 respondents in this section; BCG/WFPMA analysis. C P A they are the least involved—providing training and HR strategy development—participation still exceeds 50 percent. Furthermore, the majority of business managers expressed a desire to be more involved in these activities. Training and Development to Support Strategic Partnerships Relatively few organizations have deployed the right measures to develop the capabilities of their HR business partners on business expertise. (See Exhibit 20.) Less than However, as the exhibit highlights, business managers do half of the respondents offer training on business expernot yet have the people management skills tise—and current curricula are focused on to support their active involvement in HR expertise and people management, reHandling low these activities. By their own assessment, flecting the past rather than the future of performers is the most their skills are relatively undeveloped. HR the function. important people professionals agreed with that evaluation—although the two functions prioriThe good news is that virtually all of the activity for business tized the skills differently, just as they did measures displayed in Exhibit 20 were ratmanagers. with the skills required for HR business ed as highly effective. That trend is tempartners. pered by the scant deployment of these measures, which has not matched demand for the skill In their self-assessment, business managers’ largest skills sets. (For an example of closing this gap, see the sidebar gaps lie in dealing with low performers, HR strategy develop“Credit Suisse: Developing HR Business-Partner Capabilment, and providing training; and again HR professionals ities.”) largely concurred with that selection. Both groups identified the appropriate handling of low performers as the Just as development paths for HR business partners most important people-management activity for business hew too close to the old paradigm, development measmanagers—a priority that may reflect the recent economures for business managers still focus on classical ic crisis. management skills. (See Exhibit 21.) Training in specific HR skills is rare. Furthermore, less than one-quarter of HR professionals, who are oen less senior than their business managers are measured or given incentives business-manager p...
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