Nearly two-thirds of employers in a 2010 survey report having problems attracting critical-skill employees...

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.

Talent and Performance Management

Talent and performance management systems remain the top priority for HR service delivery professionals (see below). Survey respondents specifically cite induction and learning management as two important areas for expansion.



However, according to Towers and Watson (2009) research showed organisations are taking a more cost-effective tack than in prior years. They intend to streamline their existing investments in processes and systems, rather than focus on upgrading and enhancing service delivery systems. This new focus takes a more integrated view of HR service delivery systems and technologies already in place, which means closer alignment with the business to ensure that its priorities are addressed. It also allows companies to take stock of existing service delivery investments, identify gaps or areas for improvement, and determine effective solutions.

The Ongoing Evolution of the HR Function

Prior to the economic downturn, according to recent studies, many organizations were engaged in HR transformative efforts, including human resource management and self-service. Today, there is a clear focus on leverage — from making better use of shared services and centralized structures, to realizing cost savings through HR outsourcing.

According to our survey respondents:

  • Fewer than 30% do not use shared services in delivering HR services.
  • Only 12% have large-scale HR outsourcing arrangements.
  • Nearly two-thirds (64%) have no plans to change their HR structure in the next 18 months.

Those companies that are planning changes to their HR structure are committed primarily to one objective: moving to or expanding a shared services environment with HR centers of excellence and HR business partners. In fact, one in five organizations intends to move toward a shared services model for the first time.

What Align HR Consulting can do to help

Employee Value Proposition (EVP)

  • An EVP is important - the economic downturn and employee reasons to join a company (opportunity for challenge, location, career advancement, reputation, and flexibility) need to be considered in attracting and retaining talent. Align HR Consulting can provide a service to work with Businesses to develop an EVP.

Performance Management

  • Performance Management is the most critical area to ensure talent is nurtured and managers have the skills and knowledge, as well as tools, to ensure effective development of their talent and career planning. According to Towers & Watson (2010) less than 10% of companies maximize the effectiveness of their key performance management processes. Align HR Consulting can work to review and improve performance management processes to ensure managers have the skills and knowledge and the business tools to support managers in nurturing talent more effectively.

Streamlining, integration and Value added Services

  • Rather than focus on new services, it is critical to focus on services that will cut costs or save on administration time and improve efficiencies. It is essential to pitch a business case or proposal in a way that demonstrates the value-add and measurable outcomes and deliverables - Align HR can do this so you can save and improve.
  • Align HR are specialists in alignment and integration of HR processes and services to business strategy and will work closely with clients to ensure performance improvement is measureable.

New business opportunities

  • HR outsourcing will be on the increase due to cost saving structures. Only 12% of businesses currently outsource and with the move to integration rather than transformation. There will be a growing market for outsourcing HR service functions that demonstrate value add. Align HR Consulting will exceed expectations and demonstrate excellence and value for money.

Align HR Consulting: Point of Differences

  • Demonstrate added value and follow up services as well as a more customised approach
  • Use an evidenced based approach at all times when working with clients
  • Having services that focus on adding further value not offered by other global consulting groups – eg., employee exiting, Human Capital Audit - PE2 People Quality, talent management risk analysis, optimal capability structure, customised training design and training matrix will enable new outsourcing services to Singapore market.