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Pressure on the HR department is increasing: Talent management to the boss!


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HR must leadership prove and pursue a strategic approach. Otherwise, the struggle for the best talent can not be won in line with business growth.

Pressure on the HR department is increasing: Talent management to the boss!


Writing for you: Joachim Skura is Thought Leader Human Capital Management at Oracle. Profile

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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 provides the HR department with benefits in the battle for talent and paves the way for innovation and growth. This was the result of PWC's recent consultancy. PWC states that "a company that pursues effective talent management can focus more on business opportunities than on the workforce."

To provide the best employees with incentives and keep them in key positions can be difficult. Good employees are aware of their value and would like to be recognized by the employer accordingly. Staffing departments must not only find and recruit the best talent, but also ensure that employees are professionally required and emotionally committed to the company.

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 competences for the personnel 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 expertise in the data and analytics of the HR department, the better it can support business strategies and strengthen their profile. In doubt, this means again the "school bench press". Just as we demand in HR the lifelong learning from the employees, it affects also the own guild. Personnel must rethink and be prepared to work for the employees. They must ensure that the company meets the changed expectations, and is a platform for "business talents".

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