Talent Management

HR is still thought of as a "necessary evil" in many organisations. But its hardly a surprise when just a fifth are considered to be any good at what are meant to be their basic tasks.

Why do organizations have so much trouble hanging onto talented people? At the heart of the problem is the fact that talent and their managers are often competitors who are each striving to climb the same ladder to higher levels of the organization.

CEOs believe most of their problems boil down to a lack of good people. But don't expect them to trust their HR departments to do anything about it.

With skilled workers increasing happy to cross continents to find work, how to manage talent shortages across the globe is set to be the key challenge facing HR for years to come.

A global shortage of skilled workers is severely hampering the ability of companies to grow and expand and could, in time, become an even greater threat than the financial credit crunch.

The chronic shortage of skilled workers is now the number one concern for American HR managers, causing them even more sleepless nights than the ever-rising cost of healthcare.

Organisations throughout the developed world face two key challenges. How do they keep their best, most experienced and knowledgeable people? And how can they make better use of those who are considering retirement?

If you are unhappy with someone's performance then you need to do something about it. Ignoring the problem isn't going to make it go away.

If you are unhappy with someone's performance then you need to do something about it. Ignoring the problem isn't going to make it go away.

Traditionally, experience and expertise have tended to trump talent. But in today's work environment, aptitude for a particular type of work may be more important. But how do you decide the balance between the two?

Business leaders love to rant and rage at how poor HR is at grooming future talent. But the real problem might be closer to home – staring them in the mirror, in fact.

More evidence has emerged that good talent management boosts job satisfaction, improves retention and even affects how employees view the capabilities of their managers.

A new study has suggested that those firms which adopt a comprehensive and consistent approach to people management perform better.

If the top of an organisation is full of people with business or technical skills but little grasp of how to manage people, problems can quickly ensue. Because running a business is not just about the balance sheet.

With the search for talent such a priority for today's businesses, why is it that so many managers sill have such a negative view of human resources departments? Ross Bentley investigates.

Unloved and unappreciated, HR departments regularly come under fire from their management colleagues for failing to deliver. And this week has been no different.

It is not only the dark clouds of global recession keeping senior managers awake at night. The chronic lack of talent coming through at the top is becoming an ever more pressing concern.

Amid turmoil in the global financial markets, business confidence is on the decline and fear of recession has topped the list of worries that keep CEOs awake at night.

With the rapidly darkening economic picture and a chronic shortage of talent, perhaps 2008 looks set to be a tough year in the workplace.

Across America, organizations need to find and retaining the best talent, particularly for leadership positions. But in many cases, that talent simply isn't out there.

It's the start of the appraisal season. But many of us view this annual ritual as a dishonest waste of time conducted by managers who couldn't care less.

China's economy may be booming, but its managers are increasingly dissatisfied with their lot and ready to jump ship if they don't get what they want.

Who are the first people American managers turn to when they have a workforce problem to solve? Not HR, that's for sure.

Many American chief executives are looking over their shoulders at the generation of managers coming up below them and not liking what they see.

Only a minority of American employers go the extra mile to help recruits settle in to their new jobs, meaning many walk out the door within a year.

Employers around the world are facing a talent crisis in their finance departments, yet many chief finance officers are too busy studying their spreadsheets to have worked out what to do about it.

Employers struggling to recruit and hold on to top performers are making life hard for themselves by taking a timid approach to pay, incentives and performance management.

Name me one CEO of a leading FTSE or Fortune-500 company who comes from a people-related background. I can't and I bet you can't either.

HR departments have come under fire from both their management colleagues and their own HR directors for failing to address the strategic or people challenges facing their organisations.

A successful merger is all about cost savings, right? Wrong. The most important thing is making sure that the valuable talent from both companies doesn't simply march out the door.

Organisations can talk about talent management until they are blue in the face, but the fact is that fewer than a third of American companies are actually any good at it.

They might claim that talent management is a top priority, but British management simply isn't doing what it takes to nurture their people and could be facing a critical shortage of star performers within three to five years.

Faced with the twin challenges of an ageing workforce and rampant skills shortages, how to keep, manage and attract the best talent will be the most critical HR challenge facing European businesses over the next eight years.

If you've long suspected that performance appraisals are either an unscientific lottery or just a measure of your popularity with the boss, there is new evidence to back your hunch.

While having better HR professionals has a measurable effect on performance, the effectiveness of a company's HR department as a whole has a far greater impact on the business than the skill of individuals.

Apparently, six 6 in 10 small businesses prefer to hire family, friends, and personal associates of their own or those of their employees to fill job openings. So let's think about this for a moment.

The focus of many American businesses on nurturing their top-level talent is masking a growing crisis down the management scale.

In a tight talent market, most of us don't have the luxury of moving along those "less spectacular" performers. So we have to learn to work effectively with what we have. Here's how.

With the effectiveness of a company's human resource professionals now potentially accounting for a fifth of a business's bottom line, it is all the more important that managers squeeze as much value as they can from their HR function.

Senior managers want their HR teams to stop spending so much time on employee development and put more effort into improving how their workforce deals with and attracts customers.

Global technology companies need to get beyond thinking about hardware and software and focus more on the people behind their products if they are to maintain a competitive edge, a new report has argued.

Talent shortages among skilled professional workers are spreading across the world, leaving gaps in many organisations and forcing employers to pay higher salaries, a new global survey has revealed.

Dealing with the impending retirement of the Baby Boomer generation and keeping workers in their mid-careers happy and engaged are the biggest challenges facing U.S employers, a new survey has suggested.

Poor management techniques and inadequate training is putting British businesses at greater risk of losing talented young worker and tuning many off the idea of becoming manages themselves.

U.S. competitiveness is under threat because its future workforce is ill-prepared and lacking in both basic academic aptitude and critical workplace skills, a new report has warned.

People issues appear to be dropping down the priority list for today's senior executives as new research finds that managing risk has overtaken improving the workforce as management's top priority.

More and more U.S companies are employing temporary professionals to help protect the jobs of their full-time workforce.

As the workforce grows older, companies are spending more time and effort analysing and forecasting the talent they have or need to acquire in order to execute their business strategy.

Are U.S. employers about to be hit by a long-anticipated shortage of talent, or are all the dire warnings just scaremongering? Listening to what employers have to say, the jury is still out.

Although a consensus is emerging on the best way to measure the value and performance of a workforce, there is often a gap between what managers want to measure and the data available to them.

Leading global companies are failing to integrate their business plans with their people strategies and are ignoring people-related risks such as their ageing workforces, new research has argued.

Senior executives worldwide have blamed lack of effective HR and training support for their workforces lacking the skills they need to achieve market leadership, with even critical functions failing to perform as strongly as they should.

Employers need to be doing more to attract mothers, carers, retired people and other "returners" back into the workplace if they want to tackle changing workplace demographics.

Companies spend a fortune hiring and keeping interim managers, but then fail to make the most of them once they have them on board, UK research has suggested.

British managers are often confused about who should take responsibility for training and development, fail to develop proper succession planning procedures and rely on the corporate "grapevine" for communication.

Apart from its potential link with the extreme reaches of perfectionism, another intriguing aspect of obsessive compulsive disorder is its connection with that bane of our lives, namely micromanagement.

Why do so many employers use such extensive efforts to find high-quality candidates only to restrict their initiative and ingenuity once they become employees?

HR professionals are spending too much time focussing on staff retention and talent management and neglecting the critical area of employee engagement, a new report claims.

Nearly half of British businesses fail adequately to measure how successful their recruitment methods are, and one in 10 does not even bother to try.

Senior executives across the world have given their HR departments an emphatic thumbs-down, rating them the worst-performing of all their business functions.