Introducing Align HR's Pulse Series
Welcome to Align HR's Pulse Series Publication. The purpose is to provide an up-to-date short, concise snapshot of key talent management themes and topics relevant to organisations. The aim is to enable HR professionals, leaders, executives and management to better understand and prepare as well as improve people performance, capability and talent management practices. Each Pulse issue will include a variety of interesting and relevant content and ways to align and integrate into the business and organisational objectives.
So far, we have identified 8 areas that might be of interest to organisations across varying sectors and markets. They include:
Align HR's Pulse Series 1: Employee Engagement
Align HR's Pulse Series 2: Talent Management Framework
Align HR's Pulse Series 3: Training & Development
Align HR's Pulse Series 4: Leadership Roadmap Development Framework
Align HR's Pulse Series 5: Performance Management
Align HR's Pulse Series 6: Selection & Recruitment
Align HR's Pulse Series 7: Competency Framework
Align HR's Pulse Series 8: Succession Management
Topics identified so far include: competency framework; building a capability framework; workforce planning; career management; succession management; performance management; learning and development framework; compensation framework (in partnership with Carrots Consulting)….. any other topics that you would like to see included?
Talent Management Research
In May and June of 2010, Towers Watson conducted a survey of 1,176 human resource professionals with responsibilities in compensation and benefits or talent management. Some key findings:
Reasons to Join a Firm:
*Ranking represents the frequency the item was selected as one of the top five reasons an employee would join their workplace.
Differences in business climate are also reflected in local labour market supply and demand dynamics and employers' attraction and retention experiences. While nearly two-thirds of respondents report having problems attracting critical-skill employees, this proportion varies widely — from a high of approximately 80% in Asia and Brazil to roughly 50% percent in the U.S., Spain and Ireland.
Going forward, in order to attract, retain and engage their employees, organizations need to think about developing a sustainable employee value proposition — one that is flexible enough to be vital throughout the economic cycle.
Employers can also take many specific steps to improve their reward and talent management programmes by:
- Differentiating rewards between top performers and average performers
- Developing a formal employee value proposition and communicating it to employees
- Introducing organization-wide consistency in reward and talent management programs
- Developing business-centred leadership competencies
- Increasing their emphasis on performance management, leadership, and employee learning and development.
Getting and Keeping the RIGHT Talent
- Although fears about talent shortages eased in the wake of the global recession and delayed retirements, organizations are once again taking a hard look at their long-term talent pipeline.
- The issue is not just the size and shape of that pipeline, but also the degree of alignment with changing business strategies and skill needs, and shifts in the core employment deal.
- With cost pressures prompting cutbacks in rewards, organizations need to understand the value proposition for their key talent segments, and how to create a work experience and deal that attracts, retains and engages the right people — at a cost the organization can afford.
