Emil Cvitan: Kaj skrbi evropske managerje?
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The document summarizes the key findings of a talent management survey of business leaders. It finds that 1) companies face a talent shortage despite high unemployment, as skills needs have changed, 2) leaders are concerned about developing future leaders through leadership programs, and 3) retention of top talent is a major concern for most executives surveyed as the economic reality has changed.
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Why Organizational Strategy Matters
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Top performing companies successfully leverage their organization more effectively than rivals and derive over 64% more profit per employee than next-tier performers.
Few companies though look at their organization as strategically and holistically as they might - which is surprising considering the extent to which organization capabilities and performance drive business value today.
We contend that absent such consideration and definition, gaps and misalignment will frustrate business strategy and desired performance objectives will not be met. It’s as simple as that.
Developed and implemented effectively organizational strategy enables companies to convert strategic intent into sustainable and high performance results.
Talent Management Why Best Fit Beats Best Practice
The document discusses three key problems with the concept of "best practice" in talent management:
1. Many studies of successful companies have actually looked at companies that were lucky rather than genuinely remarkable, so the practices identified may not be what truly led to their success.
2. Research in the field often confuses causes of success with consequences, attributing practices to success when they may have just resulted from it.
3. Understanding the practices of currently successful companies has not helped predict future success, so the "best practices" approach has not proven useful for improving performance over time.
What Keeps CEOs Up At Night?
What keeps CEOs up at night?
“Leadership”, answered the President of one of India’s largest business conglomerates recently. “Do we have the right skills and capabilities to pull our strategy off,” reported a Global 500 CEO. “I worry that the current management team will not be able to take us where we need to go to next,” answered a third corporate leader.
Most CEO’s are satisfied with their strategies. Many are less satisfied with their performance. This Executive Insight Thought Leader centers on the imperative of leadership capability development as a business priority.
Talent1
While talent management has received renewed focus, the same problems persist. An exclusive focus on select individuals risks demotivating others and neglects organizational culture. True talent development requires opportunities for all staff and aligning individual talent with organizational needs through leadership, structure and culture. Metrics are also needed to evaluate social capital development beyond individual human capital.
impact of recession on H.R in India
A recession is defined as two consecutive quarters of declining GDP growth. The document discusses the challenges faced by HR during an economic slowdown in India. It outlines strategies used by HR professionals such as consolidating the workforce, identifying and rewarding top performers, and communicating with employees to build trust and morale. Recommendations include developing talent, reviewing policies, and maintaining open communication throughout the organization.
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- 1. Talent Edge 2020: Blueprints for the new normal Portorož, 30 September 2011
- 2. Key findings Business leaders are adjusting their talent strategies to meet the shifting demands characterized as the “new normal”
- 3. The talent paradox is already creating key shortages High unemployment rates have not created the talent surplus many would have predicted. Many executives predict a talent shortage across key business units.
- 4. Companies are increasingly challenged to develop the next generation of leaders Many executives expressed concern over their companies’ leadership development programs and pipelines.
- 5. Retention plans Most executives surveyed (63%) are either highly or very highly concerned about employee retention over the next 12 months. Ramping up financial and non- financial incentives
- 6. The great recession leads to the “great rebalance” In the space of 12 months the executives taking part in the survey made a “great rebalance.” Leaders are struggling to find an equilibrium between austerity measures designed to meet the new economic reality and the need to invest for future expansion.
- 8. The talent paradox Top 3 point to a new reality. The nagging questions. Bottom 3 point to a job well done.
- 9. Hot Spots Sources of innovation Where Europe is struggling
- 10. The next generation of leaders
- 11. Retention in a new playing field Executives worry about retention but admit their retention plans are not impacting turnover. Why?
- 12. Redesigning the retention strategy Focus on emerging leaders Focus on generation and gender Focus of the employer brand Focus on incentives Differentiation by culture, compensation and future opportunities
- 13. The fear of loosing high-potential 68% of executives fear loosing critical talent. 64% of executives fear loosing high potential and leadership 60% of executives fear loosing top managers and executive leadership. Why?
- 15. It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change. (Charles Darwin)