The Opportunity:

A talent management strategy is second only to a business strategy in importance at any organization. But, many organizations still lack a detailed strategy for talent decisions and actions. Their approach to attracting, developing, engaging, and retaining talent is disparate and targets only select talent processes. More than one-third (37%) of organizations attributed their under-performing business results to ineffective talent management practices.

The Insights:

Organizations everywhere are focused on six talent management priorities: sustaining employee engagement, developing high potential leaders, creating a learning experience, retaining top talent, recruiting scarce skills, and offering career development. To address these priorities, high performance organizations plan to increase their talent management budget and apply the investment in defining a prioritized roadmap to upgrade talent across the enterprise. The highest performance talent strategies integrate data from all employee lifecycle processes (workforce planning, acquisition, on boarding, leadership and professional development and learning, succession management, and career management), and the best talent strategy roadmaps engage leadership around four key actions: 1.) define current talent supply, 2.) forecast talent demand, 3.) assess leadership and employee current capability and future requirements, and 4.) close gaps between supply and demand as well as between current capability and future requirements to ensure a sustainable business.

The Research:

Our empirical research, flavored by personal stories of success and failure from leadership and other business and HR/Talent leaders, offers insights and actionable guidance to assess current “as is” state, define desired “to be” state, and action plan for implementation of a high performance approach — an approach that has a measurable impact on the business. To get started on implementing a high performance talent strategy, our study revealed several decisions and actions that high performance organizations are taking and some of the more notable are:

• 98% plan to increase their focus on developing leaders at all levels
• 64% plan to develop managers as effective performance coaches
• 63% plan to transform learning from formal classroom based to an informal learning experience
• 47% plan to accelerate development of high potential leaders
• 41% plan to implement mobility for all key talent segments and job roles
• 39% plan to engage executives to govern their approach to managing talent
• 22% plan to increase their investment to enable workforce planning

Sample Research:

Business Builder

Building the Business Case for Investing in a Talent Management Strategy

Executive Summary

High-Performance HCM Framework

Powering Talent Management with Technology

Why Great Managers Matter

The Tools:

Brandon Hall Group doesn’t stop at the research. We know insights and trends are necessary and informative, but applying them in the context of your culture and business makes the real difference. To this point, we make available downloadable and interactive tools and benchmark data, even in-person or virtual open enrollment or custom strategic laboratory-like workshops,  to ensure your success as you shape the implementation of a high performance talent strategy.