For the majority of employers (more than 80%), top performance will require rethinking every facet of human capital management. Even agile and committed companies whose senior managers understand the new environment will have to work hard to stay current.
Rowayton, CT (PRWEB) April 03, 2014
Leadership and Business Impact summarizes three years of research on how employers have transitioned from the opaque, information-poor talent marketplace of the 20th century to the transparent, information rich marketplace of today. Leaders who understood the changes and transitioned aggressively are now recruiting and managing talent twice as effectively as those who did not. For them the war for talent has been won.
“We see it clearly in the metrics we have kept since 1998,” said David Earle, author of the report. “Performance spreads have widened. Before 2000, all staffing departments operated more or less the same way. You could transition from one to another and be fully productive within a few days. No longer. Today there are dozens of ways to do almost everything related to finding, hiring and managing talent, which makes many performance benchmarks – even between companies in the same industry – misleading if not useless.”
“In fact, we tell our clients to avoid industry benchmarks if they want to define world class performance because all they tell you is where average performance is, and average performance won’t win you any medals in today’s hyper competitive talent marketplace,” said Earle. “Also, averages don’t mean much if all you’re doing is forcing apples and oranges into the same survey sample.”
The new report lays out these facts, explains how the talent environment has changed, and points to the specific problems HR and business leaders need to address as they plan for the future.
“For example, HR systems are notoriously static, which is a liability during periods of rapid change. Second, few HR departments own the technology tools that control how well they can do their jobs. IT departments own those tools. And third, although top corporate managers universally proclaim “people are our most important asset,” few of them have built the necessary systems and structures to fully exploit that asset.”
For the majority of employers (more than 80%), top performance will require rethinking every facet of human capital management. Even agile and committed companies whose senior managers understand the new environment will have to work hard to stay current, because world class performance is a moving target, not a fixed one.
Leadership and Business Impact was released in mid-March and is available at Staffing.org's research store.
About David Earle
David Earle is Managing Partner of staffing.org and the author of Leadership and Business Impact and other reports in the company’s Corporate Research Report series. The report summarizes research conducted by the company from 2011 through 2013.
Staffing.org is a staffing research, advisory and consulting firm that has provided benchmark, best practice and thought leadership advice to hundreds of clients worldwide since 1998.