|
Integrated Talent Management
IBM and HCI Research
|
 IBM and HCI have released a study of 1,000 organisations - Integrated Talent Management - that further validates the value and ROI.
A key finding is that "Organisations
that apply talent management practices demonstrate higher financial
performance compared to their industry peers."
The research is a three-part series
about the return on investment of talent management, gaps in executing
a talent management strategy, and recommendations for bolstering this
capability.
Part 1 - Understanding the opportunities for success
Part 2 - Surviving corporate adolescence and reaching organisational maturity
Part 3 - Turning talent management into a competitive advantage: An industry view
The
papers explain how investing in talent management capabilities linked
to business strategy leads to competitive advantage and better
financial performance than industry peers. Specific practices that
boosted business performance included defining and supporting employee
engagement and performance management.
To download the relevant research, click on the links above.
|
|
Global Human Resources Risk - From the danger zone to the value zone
Ernst & Young Research
|
 A report by Ernst &Young takes an in-depth look at HR risks in terms of where they reside, how they should be approached and their role in business improvement. The report is based on the results of a survey conducted among multi-national finance, human resource and risk executives from Fortune 1000 companies around the world.
According to survey findings, companies are beginning to focus on the areas of risk that can make the business better, such as improved reporting and disclosure structures, cost reduction of operations and compliance, talent management, pay for performance and tone at the top. But despite these efforts, executives are still not managing HR risks with the same intensity as they do traditional issues. Survey findings include the following:
- 41% of respondents say their Board of Directors either never formally reviews the companies' HR risk profiles or only reviews them on an ad hoc basis.
- Less than half (42%) validate and prioritise their HR risk profile
- Only 43% analyze HR risk coverage by business unit and develop, monitor and enhance their plans
- Nearly half (46%) validate their HR risk with executive management and the audit committee
- Slightly more than half (56%) of the respondents say they identify and document the likelihood and impact of HR risks to the organisation
Click here to download a copy of this report. |
|
How To Create A Comprehensive, High-Impact Learning Strategy Claire Schooley for Information & Knowledge Management Professionals Study
|
 Training departments in companies of all sizes are revamping their training and learning programs. Why? Learning organisations must develop employee-centric, business-driven learning strategies that guide the successful deployment of learning that is more contextual and more relevant to employees' work. Workforce quality and productivity remains one of the most vital areas where an organisation gets significant competitive differentiation.
Click here to download a copy of this report.
|
