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FEATURED              Human	  Capital                      ManagementRESEARCH              Trends                      Man...
BEST IN CLASSCOMPANIES      81% Employee as “Highly Engaged”      71%         of Key Positions Have a Ready      Successor...
Human Capital Management Trends              2012     Managing Talent to Lead Organizational Growth                     Ja...
Getting the Talent     Right isGetting Business      Right
KEY STRATEGIESOF BEST-IN-CLASSCOMPANIES       300 ORGANIZATIONS  NOVEMBER -DECEMBER 2011
FAST FACTS > >
HOW STRATEGIC is HR?                              SCALE   1                                                    5Reactive  ...
STRATEGIC VALUE OF    HR                                   Ye 5                                    a                      ...
What is themostimportantskill for theHR leader of                ?the future
30%        70%                        according to                over 70%      of both HR and line of business
The ability toconnectHR initiatives toBusiness.        How i wish you could        speak business to me.....
Organizations with criticalroles identified has...2x CUSTOMER RETENTION3x CUSTOMER SATISFACTION
BEST-IN-CLASSCOMPANIES ARE  2Xmore likely to provide managers    with access to relevant TALENT DATA compared to      lagg...
Organizations usingassessments saw,on average:28%       Higher Job Satisfaction28%       Higher Engagement 2X       Cost P...
Human Capital Management Trends 2012: Managing Talent to LeadOrganizational GrowthPage 3Table of ContentsExecutive Summary...
Human Capital Management Trends 2012: Managing Talent to LeadOrganizational GrowthPage 11                                 ...
FEATUREDRESEARCHREPORTOverview Presenter:HEINTJIE SANTOSAssessment Solution Expert | Country Director , SingaporeProfiles A...
Human	  Capital                                 Management                                 Trends                         ...
Human Capital Trends 2012
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Human Capital Trends 2012

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In a 2012 survey conducted by Arberdeen Research on nearly 300 companies, a staggering 70% of HR and business respondents felt that the top most important skill for the HR leader of the future was to connect HR initiatives with business priorities. Other skills such as "understanding the organization's industry and customers" were the next frequently cited ones.

In other words, the business needs HR to understand how value is created.

As organizations struggle to make sure that they stay ahead of the competition, can HR also play a strategic role beyond "just hiring someone" to provide direction, data and insight to help organizations develop?

Read about how the top performers or "Best-in-Class" organizations are trying to build value in their HR and follow the mantra that "getting talent right is getting business right"!

Published in: Business, Technology
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Transcript of "Human Capital Trends 2012"

  1. 1. FEATURED Human  Capital ManagementRESEARCH Trends Managing  Talent  to  Lead  Organizational  GrowthREPORT 2012 www.profiles.com.sg
  2. 2. BEST IN CLASSCOMPANIES 81% Employee as “Highly Engaged” 71% of Key Positions Have a Ready Successor 13% Year-Over-Year in Hiring Manager Satisfaction
  3. 3. Human Capital Management Trends 2012 Managing Talent to Lead Organizational Growth January 2012 Mollie Lombardi, Madeline Laurano
  4. 4. Getting the Talent Right isGetting Business Right
  5. 5. KEY STRATEGIESOF BEST-IN-CLASSCOMPANIES 300 ORGANIZATIONS NOVEMBER -DECEMBER 2011
  6. 6. FAST FACTS > >
  7. 7. HOW STRATEGIC is HR? SCALE 1 5Reactive Pro-activeTactical StrategicNot Aligned to the Business Aligned to the Business
  8. 8. STRATEGIC VALUE OF HR Ye 5 a r-O4.2 De ve3.4 cl r-Y2.6 in e e a r1.8 1 2008 2009 2010 2011 Trend Score
  9. 9. What is themostimportantskill for theHR leader of ?the future
  10. 10. 30% 70% according to over 70% of both HR and line of business
  11. 11. The ability toconnectHR initiatives toBusiness. How i wish you could speak business to me.....
  12. 12. Organizations with criticalroles identified has...2x CUSTOMER RETENTION3x CUSTOMER SATISFACTION
  13. 13. BEST-IN-CLASSCOMPANIES ARE 2Xmore likely to provide managers with access to relevant TALENT DATA compared to laggard companies
  14. 14. Organizations usingassessments saw,on average:28% Higher Job Satisfaction28% Higher Engagement 2X Cost Per Hire Improvement64% Better Quality of Hire10X Greater Goal Achievement
  15. 15. Human Capital Management Trends 2012: Managing Talent to LeadOrganizational GrowthPage 3Table of ContentsExecutive Summary....................................................................................................... 2 Best-in-Class Performance ..................................................................................... 2 Competitive Maturity Assessment ....................................................................... 2 Required Actions...................................................................................................... 2Chapter One: Benchmarking the Best-in-Class .................................................... 4 Business Context ..................................................................................................... 4 The New Normal..................................................................................................... 4 The Maturity Class Framework ............................................................................ 6 The Best-in-Class PACE Model ............................................................................ 7 Best-in-Class Strategies........................................................................................... 8Chapter Two: Benchmarking Requirements for Success ................................. 13 Competitive Assessment...................................................................................... 14 Capabilities and Enablers ...................................................................................... 15Chapter Three: Required Actions ......................................................................... 21 Laggard Steps to Success ...................................................................................... 21 Industry Average Steps to Success .................................................................... 21 Best-in-Class Steps to Success ............................................................................ 22Appendix A: Research Methodology..................................................................... 23Appendix B: Related Aberdeen Research ............................................................ 25FiguresFigure 1: Pressures Driving HCM Efforts in 2012 ................................................. 5Figure 2: Barriers to Investment of Time / Effort in HCM .................................. 6Figure 3: Best-in-Class Strategic Actions ................................................................. 9Figure 4: Business Impact of Best-in-Class HCM ................................................. 10Figure 5: Can Talent Impact on Business Metrics be Measured ...................... 11Figure 6: Impact of Identifying Critical Roles ........................................................ 16Figure 7: Talent Management Data Accessible to Managers ............................ 17Figure 8: Most Important Metrics ........................................................................... 18Figure 9: Critical HCM Elements to Executing Business Strategy ................... 20Figure 10: Critical HCM Elements to Executing Business Strategy ................. 20TablesTable 1: Top Performers Earn Best-in-Class Status.............................................. 7Table 2: The Best-in-Class PACE Framework ....................................................... 8Table 3: Strategic Value of HR ................................................................................. 11Table 4: The Competitive Framework................................................................... 14Table 5: The PACE Framework Key ...................................................................... 24Table 6: The Competitive Framework Key .......................................................... 24Table 7: The Relationship Between PACE and the Competitive Framework......................................................................................................................................... 24© 2011 Aberdeen Group. Telephone: 617 854 5200
  16. 16. Human Capital Management Trends 2012: Managing Talent to LeadOrganizational GrowthPage 11 Figure 3: Best-in-Class Strategic Actions Human Capital Management Trends 2012: Managing Talent to Lead Aberdeen Insights — Strategy Organizational Growth Page 14 Table 3: Strategic Value of HR 2008 2009 2010 2011 All Respondents 3.31 3.23 3.05 2.94 Competitive Assessment Best-in-Class 3.62 3.71 3.43 3.53 Aberdeen Group analyzed the aggregated metrics of surveyed companies to Laggard 2.89 2.74 2.83 2.51 determine whether their performance ranked as Best-in-Class, Industry Average, or Laggard. In addition to having common performance levels, each HR 3.40 3.28 3.16 3.12 class also shared characteristics in five key categories: (1) process (the Business 3.22 3.17 2.71 2.58 approaches they take to execute daily operations); (2) organization (corporate focus and collaboration among stakeholders); (3) knowledge Source: Aberdeen Group, December 2011 management (contextualizing data and exposing it to key stakeholders); (4) technology (the selection of the appropriate tools and the effective At a time of extreme focus on results, some organizations do not deployment of those tools); and (5) performance management (the understand the strategic role HR can play in achieving those results. ability of the organization to measure its results to improve its business). Some ground has been regained among top-performing companies, but a These characteristics (identified in Table 3) serve as a guideline for best gulf has emerged between Best-in-Class and Laggards. This disparity may practices, and correlate directly with Best-in-Class performance across the be explained by the vast difference in the ability of HR organizations in key metrics. these groups to demonstrate the value they create. As Figure 5 shows, Source: Aberdeen Group, December 2011 Best-in-Class organizations are more than six times as likely to be able to Table 4: The Competitive Framework use data to demonstrate the impact of talent management efforts on the The next most Best-in-Class cited Average among Best-in-Class involves commonly strategy Laggards business. workforce planning, to identify job roles that are critical to that has been gaining Process an area of talent management steam. Nearly organizational success Process half of Best-in-Class organizations are looking to identify gaps Figure 5: Can Talent Impact on Business Metrics be Measured between the supply61% demand of talent in order to meet specific business and 33% 32% requirements. Line of approach transcends traditional headcount analysis by This business leaders are given accountability for recruiting, development, performance management, and / Organization gap analysis and scenario planning. their teams including skill or other aspects of talent management within The ability to identify these gaps gives HR the insight needed to prepare for current and future business 63% 55% 42% needs. To successfullyhave access to relevant talent data (employee rely on both internal Managers identify gaps, organizations must and external data and make this informationresults, etc.)available at any and profiles, development plans, assessment readily every stage of the employee lifecycle. Aberdeen’s32% Knowledge 63% 48% forthcoming Big Data study to be published in Managers have2012 will discuss the importance of data to HCM. access to relevant workforce / labor data (time worked, certifications, etc.) While over 40% of organizations can integrate and analyze Talent 57% 60% 41% Management, Workforce Management and / or Internal business HCM technology currently in use: performance data, only 22% are able to integrate and analyze external data. 68% Pre-hire 53% Pre-hire 38% Pre-hire assessments assessments assessments The third most 68% HRIS / strategicHRIS / is also aHRIS / business challenge common 57% action 62% top according to Aberdeen’s Business Review. Employee Engagement has a great HRMS software HRMS software HRMS software impact on the success of individuals and organizations. Aberdeens 2009 62% 54% 46% Technology & Recruitment Recruitment Recruitment Source: Aberdeen Group, December 2011 Employee Engagement study, as well as Aberdeen’s 2011 Performance and Enablers technology technology technology Engagement report, found a strong correlation between employee platform platform platform engagement and organizational43% Employee 56% Employee growth. 35% Employee self-service self-service self-service portal portal portal 55% Post-hire 31% Post-hire 24% Post-hire assessments assessments assessments While many traditional HR silos were established for a reason, theseTelephone: 617 854 5200 © 2011 Aberdeen Group. silos
  17. 17. FEATUREDRESEARCHREPORTOverview Presenter:HEINTJIE SANTOSAssessment Solution Expert | Country Director , SingaporeProfiles Asia
  18. 18. Human  Capital Management Trends Managing  Talent  to  Lead  Organizational  Growth 2012visit and contact uswww.profiles.com.sg Share , Connect and Follow Us Download Free Research Report 
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