Pressure on personnel department
Company rely on well-trained employees to maintain their competitiveness. But the battle for skilled talent is tough. The pressure on the HR department to find top talent is high - often the result of a lack of business planning.
The employees are the most important resource of a company, but also its largest investment. This brings the expectation of service to the individual in the foreground. However, in order for the individual employee to meet this requirement, someone has to take care of the talent management throughout the company. Good and active personnel are predestined to align the employees with the company's success. Those who master this not only increase their own importance for the company, but also optimize their professional bandwidth. The HR department must demonstrate the added value it offers to the company, not only in support but also through measurable contributions to business success.
Talent drives the organization and not vice versa
A strategic approach to talent management gives the human resources department talent advantage and paves the way for innovation and growth. This was the finding of the consulting firm PWC in its most recent study. PWC states that "a company that has effective talent management can focus more on business opportunities than on the workforce issues."
However, incentivising and retaining key employees can be difficult. Good employees are aware of their value and would like to be appreciated by the employer. So HR departments not only need to find and recruit the best talent, but also make sure employees are challenged professionally and emotionally committed to the business.
Why automation is necessary
A high claim to HR! How should this be done with a ratio of 1: 150 to HR employees to employees? How should this 24 / 7 all-round support look like? Automation and technology are a necessity here.
This more intensive support of talents includes individual training courses that are aligned with employee development plans, greater transparency for the employee in terms of career development, and a better understanding of employee needs - these are the central pillars of a modern human resource management system.
This does not mean that the personnel departments themselves have to develop and implement development strategies. Much more important is that they are committed to change, and in other areas of business they are promoting their approach. Without the buy-in of the business runs hardly an HR project. Therefore quantifying the effect of HR measures and explaining their relevance within the company is so important.
The measurement of the talent effect
Important initiatives in the company have to start from the management days - including talent management. The human resources department must clearly demonstrate how closely an effective talent management, individual performance and the overall success of the company are related. Managing directors want clear, quantifiable evidence that processes for employee development and other talent management approaches lead to greater business success. HR Analytics are indispensable in this regard.
The amount of data captured by enterprises is doubling every year. HR is affected just as much as other departments are concerned with the maintenance and evaluation of data. An organization's requirements for knowledge, succession planning, forecasting needs, and the identification of employee trends - these important metrics can be identified using employee data when this information is correctly evaluated.
New skills for the HR department
Classical personnel departments rarely take a leadership role or pursue a strategic approach to data usage. However, in view of changing business requirements, additional skills are required. Individuals who know how to evaluate data profitably will be leaders - in their teams and in the management days.
The higher the level of competence in HR data and analytics, the better it can support business strategies and strengthen their profile. When in doubt, this again means "pushing the school board". Just as we demand the lifelong learning from the employees in HR, it also affects one's own guild. Personnel have to rethink and be ready to work for their employees. They need to ensure that the company meets the changed expectations and is a platform for "business talent".
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