Talent Q issues wake-up call to HR community

Talent Q issues wake-up call to HR community over unscientific talent management practice

- Extensive research among large number of senior UK HR professionals reveals lack of rigour and disjointed approach to talent management

- Over half the HR professionals surveyed have not linked talent management to the fundamentals of their organisation

- Majority of HR professionals reported their organisations havenít adapted their talent management as a result of the recession

Talent Q has revealed the results of an extensive survey of talent management practice among UK human resources professionals. The people assessment firm surveyed nearly 200 individuals, from private and public sector organisations, whose organisations together employ around 5 per cent of the UK workforce.

The findings, which have been written up in a freely available in depth report, show that the HR profession is facing significant ëfire fightingí challenges and it is struggling to maintain a strategic focus on talent management. The report indicates that there are few organisations that can claim best practice, and even fewer that measure and demonstrate the return on investment of their talent management activity.

Dr Alan Bourne, director of Talent Q, said: ìOverall, HR departments are often finding it difficult to support their organisation in a strategic manner. The survey particularly highlighted that, for many organisations, HR practitioners were unable to link talent management to positive business outcomes. The reverse should be true, especially in the current climate.î

Talent Qís analysis goes on to show:

Two thirds of respondents reported that their organisations fail to apply talent management strategies in a coordinated way

Two thirds of organisations havenít adapted their talent management strategy to respond to the recession

Over 70 per cent donít measure overall relationships between talent management and business performance

Over 80 per cent donít measure return on investment of their talent management activity

90 per cent donít benchmark their talent management effectiveness against external comparators.

The report, underpinned by data from organisations of different sizes and across different sectors, paints a picture of human resources departments being reactive to events rather than showing leadership within their organisation.

Dr Bourne continued: ìWhat we found of most concern is that despite many HR professionals admitting that their practices arenít effective, nearly 40 per cent said that their organisations had no plans to adapt their talent management strategy in the coming year. Thatís despite the fact that there are some very simple steps that could be taken and tools they could employ.î

To assist those responsible for talent management, Talent Q has issued a four-point recovery plan:

Understand the implications of the recession (resources and budgets, engagement of incumbent employees and increased external talent pool) and adapt talent management strategy and practice accordingly

Develop a joined up talent strategy, reflecting best practice elements of strategic human resource management

Implement talent management in an integrated and consistent manner, for example ensuring that data captured in recruitment can be drawn on to support other elements of the talent lifecycle

Measure HRís contribution and articulate this in business language, thereby ensuring continued investment in talent management.

ìBy way of example, the use of objective assessment data to inform decisions about people has for a long time been regarded as a key to success. At Talent Q we are committed to playing our part in helping organisations to explicitly evaluate the value and return on investment to be gained from psychometrics and other talent management activities.î concluded Dr Bourne.