Hi,
A very thought provoking article
Please read at Making talent a strategic priority - The McKinsey Quarterly - talent management strategy - Organization - Talent
Excerpt from it:
Quote:
Companies like to promote the idea that employees are their biggest source of competitive advantage. Yet the astonishing reality is that most of them are as unprepared for the challenge of finding, motivating, and retaining capable workers as they were a decade ago
A particular demographic challenge comes from Generation Y—people born after 1980—whose outlook has been shaped by, among other things, the Internet, information overload, and overzealous parents. HR professionals say that these workers demand more flexibility, meaningful jobs, professional freedom, higher rewards, and a better work–life balance than older employees do. People in this group see their professional careers as a series of two- to three-year chapters and will readily switch jobs, so companies face the risk of high attrition if their expectations aren’t met.
Unfortunately, the credibility and influence of HR executives have declined over the past decade, and the function has failed to develop many critical capabilities. According to our research, 58 percent of all line managers believe that the HR function lacks the wherewithal to develop talent strategies in line with a company’s business objectives, though only 25 percent of the HR professionals in our interviews agreed.
HR leaders need to widen their focus beyond senior management and better address the needs of the front line. “HR serves only the top layers,” complained one global HR director recently. “My head of HR in North America works only with the CEO—nobody knows her, and she doesn’t know where the talent lies in the business.”
In the same spirit, HR departments need to get a better feel for segmentation and internal marketing in order to create and define a number of different employee value propositions. HR managers at Southwest Airlines, for example, use such skills to treat its frontline contact employees as internal customers by researching their needs and preferences as energetically as the company’s marketers investigate those of its external customers.
Unquote::::::::::::::::::::::::::
One particularly interesting attachment is uploaded here........................
From India, Madras
20A very thought provoking article
Please read at Making talent a strategic priority - The McKinsey Quarterly - talent management strategy - Organization - Talent
Excerpt from it:
Quote:
Companies like to promote the idea that employees are their biggest source of competitive advantage. Yet the astonishing reality is that most of them are as unprepared for the challenge of finding, motivating, and retaining capable workers as they were a decade ago
A particular demographic challenge comes from Generation Y—people born after 1980—whose outlook has been shaped by, among other things, the Internet, information overload, and overzealous parents. HR professionals say that these workers demand more flexibility, meaningful jobs, professional freedom, higher rewards, and a better work–life balance than older employees do. People in this group see their professional careers as a series of two- to three-year chapters and will readily switch jobs, so companies face the risk of high attrition if their expectations aren’t met.
Unfortunately, the credibility and influence of HR executives have declined over the past decade, and the function has failed to develop many critical capabilities. According to our research, 58 percent of all line managers believe that the HR function lacks the wherewithal to develop talent strategies in line with a company’s business objectives, though only 25 percent of the HR professionals in our interviews agreed.
HR leaders need to widen their focus beyond senior management and better address the needs of the front line. “HR serves only the top layers,” complained one global HR director recently. “My head of HR in North America works only with the CEO—nobody knows her, and she doesn’t know where the talent lies in the business.”
In the same spirit, HR departments need to get a better feel for segmentation and internal marketing in order to create and define a number of different employee value propositions. HR managers at Southwest Airlines, for example, use such skills to treat its frontline contact employees as internal customers by researching their needs and preferences as energetically as the company’s marketers investigate those of its external customers.
Unquote::::::::::::::::::::::::::
One particularly interesting attachment is uploaded here........................
From India, Madras
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