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Unformatted text preview: rporate capabilities in this area have improved
only slightly since our 2008 survey.
◊ Improving leadership development has risen in importance over the past two years. Fiy-six percent of sur- T B C G • W F P M A vey respondents cited a critical talent gap for senior
have a strong capability in an important HR area,
managers’ successors. In volatile times, leaders who
these organizations keep reﬁning and experimenting
can convey the company’s vision and motivate emto grow even stronger.
ployees are invaluable. It is generally easier and more
eﬀective for homegrown talent to step into leadership
Companies need to reboot their HR function and
roles. Yet companies ﬁll more than half of their execuboost resources devoted to it.
tive positions from outside, suggesting that internal
leadership-development programs, in◊ HR professionals should be viewed as
cluding corporate universities, need to
functional experts and partners to the
business units, similar to corporate ﬁcompanies emphasize
nance. At many companies, they have
HR practices that
been going through this transformation,
◊ Employee engagement suffered during
but they still need stronger capabilities
the past two years because of layoﬀs
and larger roles. HR professionals themand other cutbacks. Companies are now
selves acknowledge that they have big
trying to restore a sense of pride and
capability gaps in business analytics,
trust. Our survey found that ﬂexibility
business planning, and client relationship managemeasures such as job mobility and ﬂexible work arment. In particular, more sophisticated analytical skills
rangements can help improve engagement and are
will permit them to better predict future requirements,
more eﬀective economic measures than cutbacks over
track performance outcomes, and calculate the return
the long term. Strengthening the corps of middle manon investment for various human-capital initiatives.
agers, who supervise the majority of employees, is another means of bringing engagement back.
◊ While both HR professionals and business managers
◊ Strategic workforce planning is the cornerstone of factrecognize the need for training and other developmenbased HR management. Companies need an accurate
tal initiatives, the diﬀerences in their perceptions must
picture of the composition, age structure, and capabilbe addressed. Business managers view HR professionities of their people. But executives rated current capaals’ HR expertise as less important than their skills in
bilities low in this regard. Only 9 percent of companies
business planning and conﬂict resolution. And, while
deploy a sophisticated workforce supply-and-demand
both groups agree that business managers’ handling of
model, suggesting that strategic-workforce-planning capoor performers is their most important people-manpabilities have a long way to go. Business volatility and
agement skill, business managers see a fa...
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- Fall '13