Pressures driving HCM efforts:
- economic uncertainty forcing efficiency
- organic growth goals
- scarcity of key skills in the marketplace
Barriers to investment of time / effort in HCM:
- HR spends too much time on tactical HR activities
- lack of support from business leaders for HCM initiatives
- senior leadership not bought in to HCM efforts
Best-in-class strategic actions:
- continually align business and talent strategy
- identify gaps between workforce supply and business demand
- foster a culture of innovation and creativity
Critical skills for the future HR leader:
- ability to connect HR initiatives to the strategic priorities of the organisation
- understanding of the organisation’s industry and customers
- general business acumen
Top organisational capabilities:
- visible senior leadership support for learning and development efforts
- managers are held accountable for development progress of their team members
Talent management data accessible to managers:
- performance scores / reviews
- resume information
- employee development plans
- learning participation data
- assessments data
HCM initiatives critical to business strategy:
- talent acquisition
- succession planning / leadership bench strength
- employee performance management
- learning / career development
Automation of HCM processes:
- employee data and payroll
- time, labour management and scheduling
- learning / career development
- employee performance management
- talent acquisition
To achieve best-in-class performance, companies must:
- know the job roles that drive business performance
- automate where possible to improve efficiency
- have access to and know how to utilise HCM data to make better business decisions
