As organizations seek to overcome challenges associated with globalization, changing workforce demographics, and the emergence of new business models, they are looking to their employees as the critical source of differentiation in the market. However, organizations continue to search for guidance regarding the value of investing in talent management, and where they should place their investments. Should they spend precious time and resources in upgrading their learning capabilities, or focus their attention on attracting new employees from the outside? Do they invest in developing the ability to connect employees around the globe, or on a system that allocates human capital across the organization? How can these practices work together in a more seamless and integrated fashion? These are just a few of the issues that we see organizations wrestling with today.
To better understand how organizations are addressing talent management, IBM and the Human Capital Institute surveyed 1900 individuals from organizations around the world, regarding their organization's talent management capabilities. The respondents varied by position and included people involved with HR and non-HR functions. Combined with 49 follow-up interviews, financial analysis and secondary research, this study provides a unique window into the current state of talent management practices within organizations, the gaps that exist today, and recommendations for bolstering one's talent management capability.