The efficiency of the HR function is burdened by silos within silos. For HR to remain viable as a true strategic partner there must be an intentional transition away from a standalone talent management practice to a more holistic and unified approach.
However many companies still haven’t arrived at this critical juncture despite the fact that research demonstrates that process improvements in talent management can generate a 15% increase in earnings. Beyond the proven financial benefits of a more unified approach to talent management there are numerous process improvements that result in higher performance and productivity, greater engagement and retention and more impactful learning and development.
Building out a true talent management strategy isn’t going to be a walk in the park. But not doing so can result in countless unforeseen consequences that will only reinforce the status quo and hinder HR’s ability to make strategic talent decisions supported by irrefutable business intelligence.
Join this webcast to learn:
The principles of a more modern and holistic approach to HR
The key statistics to ensure leadership buy-in for stronger talent management unification
The areas of HR that present the greatest risk to the business if they are to remain in silos
I heard an HR success story the other day, or at least it started out that way. A friend who is a risk engineering consultant at a global insurance company was recounting a development program he attended, and the benefits of participation. He was able to network with peers from across the organization in an authentic way, and during the course of the program, he met several individuals with specialized knowledge that he plans to leverage to support his work in the company.
Strategic workforce planning is often seen as HR’s opportunity to claim a “seat at the table” with rest of the strategic business functions. But, without the right cross-functional knowledge and partnerships, SWP is an ...