How can organisations sell the importance of TM to their shareholders when they do not measure the financial impact of their TM strategy?

Here is the next part of this series of blogs summarising our 2012 findings into the Future of Talent Management.

Whilst the review and assessment of TM strategies are recognised as important few organisations measure the ROI. Indeed, only 5% of Leaders said their organisation had a valid and reliable measure of return on investment (ROI) of their TM practices. 44% say they never measure the ROI of their TM practices, 26% are not sure and 25% have a process but do not consistently use it. In addition to this only 2% consistently assess the impact of TM strategy on Total Shareholder Return (TSR) with 53% reporting it is not assessed at all, 25% being unsure, 14% reporting it not applicable and the remaining 6% reporting it being assessed on some strategies. » Read more: The Future of Talent Management: What does the future look like? Part 2

Organisations will increase their focus on TM over the next three years, however they do not have adequate budget to attract, recruit, develop or retain talent.

Here is the next part of this series of blogs summarising our 2012 findings into the Future of Talent Management.

The majority of Leaders who completed the survey recognised that the focus on TM had increased over the past 3 years. 82% of the Leaders said they have had an increased focus on TM in the past 3 years. A high percentage of individuals from HR (91.5%) and from Talent (83%) supported this statement, however only 68% of Business Leaders concurred. » Read more: The Future of Talent Management: What does the future look like? Part 1

TM strategy does not explicitly consider the well being of the employees.

Here is the next part of this series of blogs summarising our 2012 findings into the Future of Talent Management.

35% of Leaders believe that their TM Strategy does not fully consider the well being of their employees, this includes 42% from HR, 28% from the Business Leaders and 30% from Talent. This implies that many Leaders and particularly HR Leaders do not see the TM strategy explicitly considering the well being of individuals. » Read more: The Future of Talent Management: Key Findings Part 15

Organisations encourage their Leaders to demonstrate resilience when facing challenge and adversity.

Here is the next part of this series of blogs summarising our 2012 findings into the Future of Talent Management.

Generally organisations equip Leaders to be resilient in difficult situations (according to 66% of respondents) and give their Leaders the tools and techniques they need to bounce back from challenge and adversity (according to 64% of respondents). Business Leaders tend to view their organisations more positively in this area, for example 77% of Business Leaders believe that they equip their Leaders to be resilient in difficult situations, compared to 60% of HR Leaders and 63% of Talent Leaders. » Read more: The Future of Talent Management: Key Findings Part 14

In this economic climate, organisations are more likely to develop existing employees than recruit new talent.

Here is the next part of this series of blogs summarising our 2012 findings into the Future of Talent Management.

65% of Leaders reported that their organisation is more likely to develop existing talent than recruit new talent, including 75% of Business Leaders, 54% of Talent and 67% of HR Leaders. A total of 35% report the opposite suggesting that not all organisations are doing enough to develop and retain their current key talent. This concurs with The RSA Group (2011) research which found that “55% of executives say the industry does not give adequate consideration to retaining top talent”. » Read more: The Future of Talent Management: Key Findings Part 12

TM strategies are responsive to external market conditions, but they do not show how they are different from their competitors.

Here is the next part of this series of blogs summarising our 2012 findings into the Future of Talent Management.

Our research suggests that the majority of organisations ensure their TM strategy is not operating in isolation and is therefore flexible, valid, and responsive to market conditions. 78% of the Leaders surveyed confirmed that their organisation’s talent model takes the current market conditions into account. This includes a high percentage of Talent (80%) and HR Leaders (83%). A slightly more conservative 71% of Business Leaders concurred. » Read more: The Future of Talent Management: Key Findings Part 11