Description
In today’s global economy, companies must continually invest in human capital. In the role of business partner, HR leaders work closely with senior management to attract, hire, develop and retain talent.
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2006 SHRM®Research Quarterly
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Talent Management:
Driver for Organizational Success
Research SHRM
By Nancy R. Lockwood, SPHR, GPHR, M.A.
Manager, HR Content Program
Sponsored by:
Introduction
“It is nearly unanimous that HR can and should
add more value to corporations. The best way to
do this is by being a business partner—by directly
improving the performance of the business. This
can be accomplished by effective talent manage-
ment, helping with change management, influ-
encing strategy and a host of other value-added
activities that impact effectiveness.”
1
In a competitive marketplace, talent management is
a primary driver for organizational success. Broadly
defined, talent management is the implementa-
tion of integrated strategies or systems designed
to increase workplace productivity by developing
improved processes for attracting, developing, retain-
ing and utilizing people with the required skills and
aptitude to meet current and future business needs.
2
A recent study shows that 85% of HR executives
state that the “single greatest challenge in workforce
management is creating or maintaining their compa-
nies’ ability to compete for talent.”
3
Without question,
effective talent management provides one of the
most critical points of strategic leverage today.
Offering enormous business value, talent man-
agement is complex and continually evolving.
Influenced by external factors such as the econ-
omy, global expansion and mergers and acquisi-
tions, critical success factors for effective talent
management include alignment with strategic
goals, active CEO participation and HR manage-
ment. Over time, common themes around talent
management are emerging, such as the role of
line leaders in the development of talent (see
Figure 1). Overall, the main recurring themes are
CEO involvement, culture, management, processes
and accountability.
4
Research shows that organizations increasingly
focus on talent management. Moving from reac-
tive to proactive, companies are working hard to
harness talent. According to SHRM’s 2006 Talent
Management Survey Report, 53% of organizations
have specific talent management initiatives in
place. Of these companies, 76% consider talent
management a top priority. In addition, 85% of HR
professionals in these companies work directly
with management to implement talent manage-
ment strategies.
5
Yet different companies may not define talent the
same way. The belief in talent and its impact on
the bottom line are at the heart of talent manage-
ment. To be effective, the talent mindset must be
embedded throughout the organization, starting
with the CEO. Going beyond succession planning
for top leadership positions, companies that value
talent have a deep appreciation for the contribu-
tion of individuals at all levels, now and for the
future. In essence, talent is the vehicle to move
the organization where it wants to be.
6
Drivers for Talent Management
To gain competitive advantage, the demand for
human capital drives talent management. Talent
management strategies focus on five primary
areas: attracting, selecting, engaging, developing
and retaining employees. Although pay and ben-
efits initially attract employees, top-tier leadership
organizations focus on retaining and developing
talent (see Figure 2).
7
Workforce trends drive talent management strate-
gies. Factors such as an increasingly global and
virtual workforce, different generations working
together, longer life expectancies and an empowered
and autonomous workforce have forever changed
the workplace. Due to demographic changes, the
workforce is also increasingly diverse-—from age,
gender and ethnicity to lifestyles, migration patterns
and cultural norms. Organizations are already taking
advantage of these workplace trends. For example,
The Home Depot, Inc., the home improvement giant,
focuses its staffing initiatives on older workers and
partners with AARP for referrals; 15% of its workforce
Abstract
In today’s global economy, companies must continually invest in human capital. In the role of business
partner, HR leaders work closely with senior management to attract, hire, develop and retain talent. Yet
the skills shortage presents both socio-economic and cultural challenges as talent crosses borders. Thus,
in view of workforce trends such as shifting demographics, global supply chains, the aging workforce and
increasing global mobility, forward-looking organizations must rethink their approach to talent management
to best harness talent. By doing so, they will be positively positioned to succeed in a highly competitive
marketplace. In addition, organizational culture, employee engagement and leadership development have
a significant impact on talent retention. Taking these factors into consideration, an integrated approach to
talent management offers a pathway toward sustaining outstanding business results.
Common Principles of the
Talent Management Agenda
1. Expectations regarding the differentiation of talent.
2. The role of line leaders in the development of
people.
3. Philosophy regarding the movement of people
across businesses and functions.
4. The role of diversity in staffing strategy.
5. Beliefs about hiring for potential versus hiring for
position.
Source: Why the leadership bench never gets deeper: Ten insights
about executive talent development. (2002). HR. Human Resource
Planning.
Figure 1
2 Talent Management: Driver for Organizational Success
2006 SHRM®Research Quarterly
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is over 50.
8
Talent management strategies also pro-
vide the context for diversity and inclusion. Proctor
and Gamble, for example, feels that getting the right
mix of people is a major part of talent management
and hires many of its leaders as university recruits.
9
Talent management is also driven by the antici-
pated skills shortage in the coming years. While
not all organizations, industries and professions
will experience a lack of skills, organizations are
already competing for talent. For example, cus-
tomer service, health care, computer support and
technology repair are areas where there is an
anticipated acute talent shortage.
10
In addition, as
noted in SHRM’s 2005 Future of the U.S. Labor
Pool Survey Report, the anticipated loss of talent
in the next decade will vary by organization size,
sector and industry. For example, large organiza-
tions—as compared with small and medium com-
panies—are more concerned about loss of talent
from the retirement of the baby boom generation,
and public and government organizations are more
concerned about the loss of potential talent than
private companies.
11
Finally, key business strategies also drive talent
management. For example, with the growing need for
global technical expertise, Ford Motor Company links
competency development to its organizational stra-
tegic goals. Corporate branding, a key organizational
strategy, is another business strategy that drives
talent management. Increasingly, firms are linking
their brand to employees and corporate behavior. At
JPMorganChase, for example, the concept of leader-
ship for all employees is part of its corporate brand-
ing: “One Firm, One Team, Be a Leader.”
12
Ownership of Talent Management
Supported by the CEO and the board of directors,
talent management is headed by human resourc-
es, usually the head of the HR organization (e.g.,
vice president of HR, chief human resource offi-
cer). While responsibility for talent management is
shared throughout the organization—from the CEO
to the line manager—the role of HR is to identify
and deploy optimal strategies to engage employ-
ees by driving satisfaction, loyalty and retention.
Commitment to talent management requires HR
to be a strategic business partner. A 2005 study
on global human capital found that chief HR offi-
cers (CHROs), as “chief talent architects,” played
a central role as strategic business advisors by
leveraging human capital to improve organizational
performance and workforce effectiveness. Based
on CEO priorities, the top seven CHRO initiatives
were organization transformation, people develop-
ment, talent management, HR transformation,
leadership development, recruitment initiatives
and rewards.
13
Moving talent management initiatives forward,
however, requires organizational buy-in. That is,
all levels of management must be on board with
the importance of talent management strategies.
When the board is involved, the value of talent
management is apparent and has high visibility.
Yet to be successful, the value must be under-
stood throughout the organization. In high-perform-
ing companies, for example, senior management
also is responsible for the success of talent man-
agement. At the same time, for talent manage-
ment initiatives to be effective, organizations need
formal processes, with many people involved and
with strong links between leadership and talent to
translate into specific organizational value-based
behaviors.
14
Ownership of talent management is also reflected
in dedicated resources. A formal budget for talent
management initiatives, for example, is evidence
of organizational commitment. As noted in SHRM’s
2006 Talent Management Survey Report, firms
with talent management initiatives are more likely
than organizations without such initiatives to have
formal recruitment budgets (72% compared with
39%, respectively).
15
Further, it is important that HR educate top man-
agement on the link between the talent manage-
ment cycle and the cost of turnover. For example,
an employee’s decision to stay or leave is related
to career possibilities in the company as well as
how he or she can become better prepared to
move to other opportunities. To keep a valued
employee, the easy answer is not merely compen-
sation. Employee loyalty tends to be more directed
to his or her professional skills rather than to the
organization.
16
Thus, to best attract, engage, devel-
op and retain talent, those who have responsibility
1. Senior executive commitment to development.
2. Organizational reinforcement of development
(through manager incentives and recognition).
3. Hiring for organizational compatibility.
4. Culture of meritocracy.
5. Offering rising executives a full exposure to the
business.
6. Selecting successors based on leadership ability.
7. A succession management system focused on
skills scarce in the labor market and emphasizing
position fit above general skill development.
Source: Corporate Leadership Council. (2003). High-impact succes-
sion management: From succession planning to strategic executive
talent management. Retrieved from www.executiveboard.com
Seven Hallmarks of
Distinction of Top-Tier
Leadership Organizations
Figure 2
Talent Management: Driver for Organizational Success 3
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2006 SHRM®Research Quarterly
4 Talent Management: Driver for Organizational Success
2006 SHRM®Research Quarterly
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for talent management must understand what is
important to employees.
The Role of HR
As a primary owner of talent management, HR has
many roles—one of the most important is that of
facilitator of the talent mindset. HR leads the way
for the organization to own, as an entity, the role of
talent management for organizational success. In
the role of business partner, HR works closely with
the board, the CEO and senior management to
ensure that they are committed to talent manage-
ment work. As talent management facilitator, HR
also pays close attention to how the organization’s
culture supports talent. Broadly speaking, HR’s
role encompasses communicating the talent man-
agement philosophy companywide and knowing
the industry competition. In addition, HR needs
to develop an integrated and proactive strategic
approach to talent management—the big picture—
as well as managing critical information, such as
tracking turnover and knowing what factors contrib-
ute to retention (see Figure 3).
To integrate talent management into all areas
of the company, HR also plays a role of change
management agent. To drive this change, HR
addresses four diverse talent management
activities: recruitment, performance manage-
ment, leadership development and organizational
strategy. In this role, HR manages four major
risks to the business: 1) vacancy risk (to safe-
guard key business capabilities, focus on scarce
skills and fit to position); 2) readiness risk (to
accelerate leadership development, provide full
business exposure to rising stars); 3) transition
risk (to avoid loss of key talent, select succes-
sors with leadership ability and hire for organiza-
tion capability); and 4) portfolio risk (to maximize
strategic talent leverage, focus on senior man-
agement’s commitment to development and per-
formance standards).
17
Finally, proactive HR leaders take a holistic
approach to talent management. It is important
to establish clear expectations and communicate
openly about the talent management process. By
HR explaining to management and employees why
talent management is important, how it works and
what the benefits are to the organization and par-
ticipants, talent management strategies are more
likely to be seen as a fair process.
18
Employee Engagement and
Its Relationship to Talent Management
Effective talent management policies and practices
that demonstrate commitment to human capital
result in more engaged employees and lower turn-
over. Consequently, employee engagement has a
substantial impact on employee productivity and
talent retention. Employee engagement, in fact,
can make or break the bottom line. Employees
who are most committed perform 20% better and
are 87% less likely to resign. In addition, the foun-
dation for an engaged workforce is established by
the quality, depth and authenticity of communica-
tion by HR and senior management to employees,
as well as the quality of supervision. The role of
the manager as the most important enabler of
employee commitment to the job, organization and
teams cannot be overemphasized. Furthermore,
when done well, practices that support talent man-
agement also support employee engagement (e.g.,
work-life balance programs—flex time, telecom-
muting, compressed workweeks, reward programs,
performance management systems).
19
Rewards and recognition also help both to retain
talent and to improve performance. A Carlson/
Gallup study on employee engagement and busi-
ness success showed that employees who were
extremely satisfied at work were four times more
likely than dissatisfied employees to have a formal
measurement process in place as well as receive
regular recognition. Further, 82% said recognition
1. Develop an integrated, proactive talent management strategy: View “employer of choice” status as an outcome
of coherent corporate culture rather than ad-hoc programs.
2. Balance grassroots involvement in talent attraction and retention with management accountability.
3. Know the company’s business environment and plans—the competitive climate: Know plans for growth, merger,
divestiture, new products or technologies and project their impact on immediate and longer-term talent needs.
4. Know what factors contribute to difficulties in attraction and retention: Base initiatives on the real concerns of
employees. Raw numbers on turnover can show where retention problems are but not what they are.
5. Keep various retention factors in balance, especially the mix of compensation and nonfinancial motivators.
6. Track turnover: Know its costs and where they are the greatest and convey them to management to support the
business case for retention.
7. Market the company and its brand to current employees as vigorously as to the outside talent pool.
Source: Dell, D., & Hickey, J. (2002). Sustaining the talent quest. New York: The Conference Board.
Seven Keys to Effective Talent Management Figure 3
Talent Management: Driver for Organizational Success 5
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2006 SHRM®Research Quarterly
motivated them to improve job performance.
20
Increasingly, organizations are putting formal and
informal reward programs in place. For example,
according to SHRM’s 2005 Reward Programs and
Incentive Compensation Survey Report, 84% of
companies offer some form of monetary and/or
nonmonetary reward programs to employees. To
be most effective, however, organizations must
regularly communicate to employees about reward
programs. Discussing reward programs as early as
during the interview process demonstrates that the
organization values its employees.
21
The process of building employee engagement
is ongoing. Beyond compensation and benefits,
employee engagement is best fostered through a
meaningful and emotionally enriching work experi-
ence. Effective employee engagement—a mixture
of tangible and intangible factors—fosters an
environment of stimulation, development, learning,
support, contribution and recognition. However,
a recent study found that less than one-fifth of
employees were highly engaged, one-fifth of the
workforce was disengaged and about two-thirds
were moderately engaged. The impact of employee
dissatisfaction varies, depending on work experi-
ence (e.g., overwhelming workloads, distant and
noncommunicative senior leadership, few develop-
mental opportunities). The risk is that moderately
engaged employees may move toward being dis-
engaged. The opportunity and challenge for HR,
working with senior management, is to increase
the strength of employee engagement. Focus on
engagement demands strong leadership, a sense
of shared destiny, autonomy, accountability and
opportunities for development and advancement.
To better engage workers, companies must work
harder to inspire people and provide a sense
of passion, pride and mission.
22
Ultimately, it is
organizational culture that determines employee
engagement and retention of talent.
Finding the Right People
In the war for talent, organizational success
depends on effective recruitment and retention. To
accomplish this goal, HR can provide value by focus-
ing on five key areas: ensuring organizational sta-
bility, emphasizing employer brand and reputation,
developing integrated talent strategies, supporting
multilevel accountability, getting involved in talent
management initiatives and offering opportunities
for career and personal development.
23
Regarding recruitment and retention, HR has a
number of challenges to address. According to
SHRM’s 2006 Talent Management Survey Report,
the top areas in need of improvement regard-
ing talent management practices and strategies
are 1) building a deeper reservoir of successors
at every level; 2) creating a culture that makes
employees want to stay with the organization;
3) identifying gaps in current employee and candi-
date competency levels; and 4) creating policies
that encourage career growth and development
opportunities.
24
To attract and retain talent, hiring for compatibil-
ity—the “fit” between employer and employee—is
critical. In addition, companies with excellent
reputations and strong brands are well positioned
to attract top talent. Yahoo! Inc. exemplifies the
organization that effectively links organizational cul-
ture and company values in its recruiting initiatives
to determine the best candidates. This process,
however, takes time. For example, in the first six
months of 2004, Yahoo spent 6,000 hours inter-
viewing candidates to fill 500 positions—an aver-
age of 12 hours per new hire.
25
Another effective recruiting strategy is tapping into
specific labor pools. By assessing the organiza-
tion’s areas of strength in its workplace programs
and policies, HR may identify possible segments
of the labor force to target. For example, women
who have either not yet begun their careers or are
reentering the labor market from childbearing years
represent a sizeable talent pool. With a workplace
environment supportive of women’s career devel-
opment, Whirlpool Corporation, a top U.S. home
appliance maker, targets women in recruiting and
promotion. Some organizations focus on workers
with disabilities, an excellent source of talent. For
example, at IBM, 42% of the organization’s dis-
abled workers possess key skills such as market-
ing, IT architecture and software engineering.
26
By
carefully assessing the organization’s current and
future talent needs, HR can develop recruiting and
retention strategies that align with the company
business goals, thus promoting organizational
growth and sustainability.
Succession Planning Management
Investment in human capital requires careful plan-
ning. Under the talent management umbrella, suc-
cession planning and leadership development are
important organizational business strategies to
develop and retain talent. As noted in the 2005
Human Capital Index Report, succession planning
is also one of the key strategies to reduce turnover
costs.
27
While in the past succession plans were
primarily focused on key leadership roles, organiza-
tions are now establishing leadership development
and succession planning initiatives early in the pro-
cess of employee career development. In addition,
according to SHRM’s 2006 Succession Planning
Survey Report, 58% of organizations have either a
6 Talent Management: Driver for Organizational Success
2006 SHRM®Research Quarterly
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formal (29%) or informal (29%) succession plan and
26% plan to develop one. The survey findings note
that large organizations (500 or more employees)
and publicly or privately owned for-profit organiza-
tions are more likely to have formal succession
plans. The responsibility for implementing succes-
sion planning varies, starting with HR and followed
by senior management, the president/CEO and the
chief operating officer. However, not all organizations
are jumping on the bandwagon to develop succes-
sion plans; 16% do not intend to do so. The rea-
sons vary, with companies saying more immediate
needs take precedence, some companies have too
small a staff size, while others have not yet consid-
ered it, and still others have no support from senior
management.
28
At the same time, organizations grapple with how
to best utilize succession planning—and the cor-
responding leadership development initiatives—to
manage, develop and retain talent. For those con-
sidering leadership development as part of their
talent management agenda, it is important to 1)
determine whether the parts of the program, when
combined, enable the organization to be more com-
petitive; 2) assess if the leadership development
system reinforces perceptions about the company
that the organization wants others to have; and 3)
evaluate whether employees view the leadership
programs as legitimate. For example, do they take
them seriously? Do these initiatives really affect
business decisions?
29
Increasingly, organizations are putting structured
processes in place for leadership development
(see Figure 4). As highlighted in SHRM’s 2006
Talent Management Survey Report, organizations
anticipate that their employee development bud-
gets will increase in the next three years (accord-
ing to 60% of organizations with talent initiatives
and 58% of those without talent initiatives).
30
Clearly, employee development is seen as impor-
tant for organizational stability and growth. S.C.
Johnson & Son, the consumer products company,
is a good example of a company that uses its
performance appraisal program to identify rising
stars for management and technical positions.
High performers are evaluated through 360-degree
feedback to evaluate promotion readiness. The
company has processes to identify ready replace-
ments for crucial jobs. Due to the organization’s
carefully-honed talent development strategies, nine
out of 10 positions are filled internally.
31
As HR
leaders work to support their organizations, lead-
ership development and succession planning are
areas that provide substantial business value.
Measuring Business Impact
Talent management metrics link human capital
investment to financial performance. According to
Fueling the Talent Engine DVD
Finding and Keeping High Performers: A Case Study of Yahoo! Inc.
If you would like to find out more about talent management, watch the SHRM Foundation’s DVD
on this topic. This DVD showcases talent management at Yahoo! Inc. as an integrated set of stra-
tegic decisions. Yahoo’s strategy focuses on attracting, selecting and keeping the very best talent
to achieve a competitive edge in the global marketplace. The DVD includes interviews with many
of Yahoo’s top executives, including the chief people officer, the chief financial officer and the vice
president of engineering.
The video features two segments: a 20-minute version perfect for classroom use and a 10-minute
version ideal for use in chapter programs and meetings. As a bonus, the DVD includes a slideshow
on Yahoo! Inc. and a discussion guide. For the international audience, the DVD may also be viewed
with subtitles in Spanish, Chinese or Japanese.
The DVD…
· Makes the concept of talent management come alive
· Is classroom-tested, easy to use
· Includes a discussion guide that enhances understanding
· Is hosted by Wayne Cascio, Ph.D., noted teacher, author and scholar
How to order:
The DVDs are available for purchase from the SHRMStore.
Full price: $80 SHRM member price: $50
Visithttp://shrmstore.shrm.org/shrm or call 1-800-444-5006, option #1, to order.
Talent Management: Driver for Organizational Success 7
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2006 SHRM®Research Quarterly
management gurus Huselid, Becker and Beatty,
there are three critical challenges to successful
workforce measurement and management. First,
there is “the perspective challenge”—meaning,
do all managers really understand how workforce
behaviors and capabilities drive strategy execution?
Second, there is “the metrics challenge”—that is,
are the right measures of workforce success identi-
fied (e.g., workforce culture, mindset, leadership,
competencies and behaviors)? The third challenge
is “the execution challenge”—specifically, in order
to monitor progress and communicate the strategic
intent of talent management initiatives, are manag-
ers motivated to use these data and do they have
access and capability to do so?
32
Talent management metrics are evolving. As orga-
nizations increasingly focus on talent management
strategies, they seek ways to validate these initia-
tives and measure their business impact. Many
firms are beginning to include talent management
in their dashboards or scorecards. For example,
HSBC, a banking and financial services institu-
tion, uses the Balanced Scorecard™, with talent
management listed under learning and growth.
Scorecards provide a clear “line of sight” to orga-
nizational strategic goals by linking talent manage-
ment to objectives and performance appraisals.
Measures may include factors such as employee
survey results, turnover (e.g., talent pools) and the
number of employees on secondments (temporary
assignments).
33
Companies also create their own measurements to
fit their organizational cultures. Pfizer, for example,
developed three primary talent management objec-
tives—strength of leadership team and pipeline,
robustness of talent management processes, and
development of talent mindset and values—with
corresponding drivers and metrics. One metric
used to evaluate the robustness of talent manage-
ment processes is the percentage of key position
holders with individual development plans.
34
Avon,
a global cosmetics company, is an example of a
company that transformed its talent management
system by shifting how it looks at talent and con-
sequently how it utilizes technology. This transfor-
mation was necessary to be able to answer four
key questions: 1) is there the necessary bench
strength to staff the organization’s growth and
transformation initiatives; 2) is world-class talent
in key roles; 3) how can the talent “hit rate” be
increased; and 4) when and where does the com-
pany make or buy talent? The core of this transfor-
mation was the change from a “referral of talent”
mode (e.g., a manager recommends an employee
for a position) to a more objective and formal
approach to talent management. This shift result-
ed in talent being assessed objectively through a
leadership model to better determine suitability
for various roles. To be able to identify where tal-
ent in the organization is located, a database now
houses employee profiles, which can be routinely
updated. As a result, the organization can make
more data-driven decisions regarding talent.
35
Increasingly, talent management technology to
house and track talent management strategies is
becoming available. Databases with all relevant
data in one location can result in significant time
savings for staffing, such as the ability to quickly
identify talent for open positions. Organizations
are recommended, however, to carefully evaluate
which talent management technology program best
fits their current and future needs. Some vendors
include talent management solutions in their HR
suites. Strategic talent management software may
help manage workforce skills and capabilities (hour-
ly, salaried and contingent), demographics, career
planning, employee retention initiatives, workforce
and succession planning, and performance and
learning management. Although few vendors offer
all of these options in one package, it is important
to know if the software can be integrated with other
systems.
36
Opinions vary, however, on the value of
technology systems regarding talent management.
Figure 4
Structured Process to Develop,
Track and Evaluate Employees
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
84%
Evaluate
employees
annually on
performance
61%
Track potential
leaders’
performance
52%
Develop
potential
leaders
53%
Evaluate
employees
annually on
potential
Note: Excludes respondents who indicated that their organizations
did not have formal or informal succession plans.
Source: SHRM 2006 Succession Planning Survey Report
n = 214
8 Talent Management: Driver for Organizational Success
2006 SHRM®Research Quarterly
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Challenges of Global Talent Management
Global competition for skilled workers is keen;
worldwide, many employers are experiencing a tal-
ent shortage. A survey of nearly 33,000 employers
in 23 countries reveals that 40% are struggling to
locate qualified candidates.
37
With the liberation
of trade policies, transnational companies moving
production to low-cost areas and the correspond-
ing growth of global supply chains, increased
globalization has resulted in socio-economic and
cultural challenges. Further, talent now takes many
forms, from migrants crossing borders (temporarily
or seeking new homes), students gaining degrees
and expatriates on assignment to tourists, refu-
gees and business travelers. Consequently, the
demand for skills has countries working hard to
develop policies that will attract talent with human
and technological skills to support economic
growth, retain talent and even reverse talent
migration. In a “reverse brain drain” effect, China
and India, for example, encourage their educated
nationals to return and fill jobs at home.
38
Thus, the need for talent creates movement
between countries. The United States relies on for-
eign talent, particularly in certain fields. U.S. univer-
sities, for example, are not graduating enough U.S.
students in science and engineering, and by 2010,
25% of the nation’s scientists and engineers will
reach retirement age. Reflecting this shift, in 2000,
22% of all U.S. science and engineering positions
were held by foreign-born professionals, up from
14% in 1990.
39
In contrast, countries such as China
and India have a wealth of talent in science, engi-
neering and technology. Each year, China produces
350,000 graduate engineers and India 120,000,
compared with 63,000 in the United States.
40
In
addition, the demand for foreign-born talent is fur-
ther demonstrated by the fact that the total cap
on the number of available H-1B visas under U.S.
immigration policies is regularly reached months
in advance of the application deadline. Clearly, the
ability to attract and retain talent is increasingly
important to long-term growth.
Managing global talent has challenges and sig-
nificant implications for sustainability and growth.
A recent study of global companies, for example,
states that companies are concerned about the
development of future leaders capable of navigat-
ing the global business environment. Key findings
show that the most important determinant of
global talent management (GTM) success is the
degree of involvement by the CEO, the board of
directors and the GTM leader in talent manage-
ment activities. On average, for example, CEOs
spend 16% of their time speaking publicly about
GTM, mentoring high potentials, participating in tal-
ent reviews and approving the succession plans.
Board members in 46% of companies provide
input into assessment of key employees and 39%
meet with high potentials during the year.
41
In sync with the trend to develop global HR
policies and practices, organizations are creating
global talent management processes. For example,
at Intel Corporation, a global chip maker, HR uti-
lizes a talent management program and works
with management to assess workforce needs.
42
Research shows organizations value having global
frameworks, specifically around a common lan-
guage and structure in areas such as performance
management, leadership development for high
potentials and professional development. There is
less agreement, however, about developing com-
mon frameworks for recruitment.
43
Recent Studies on Talent Management
Studies on talent management reveal a number
of common themes. First, the focus on talent
management forces companies to become aware
of—and assess—their workforce talent and cur-
rent and future talent needs. Second, organiza-
tions that understand the business case for talent
management successfully link talent management
and organizational strategy, reaping benefits in
increased workplace performance. Third, organiza-
tions are seeking effective ways to measure talent
and determine bottom line impact.
• 2005 Talent Management Strategies Survey
44
According to this study, 43% of companies see
retention of key talent as the issue that will have
the most impact on their business. Further, 72%
of organizations are concerned about the nega-
tive effect on the bottom line due to inadequate
skills of incoming workers. The study empha-
sizes that as baby boomers turn 62 in 2008 and
skills gaps widen, the impending talent crisis will
quickly become a global, cross-industry threat. For
example, 33% of companies state that 11% of their
workforce may retire in the next two or three years.
For 31% of companies, the issue of retirement and
impending skills shortages is being discussed at
the board level. However, only 50% of organizations
have a defined list of critical skills for the future.
• The High-Performance Workforce Study 2004
45
Executives in six countries spanning more than 15
industries were surveyed. The findings reveal six
practices that dramatically improve workforce per-
formance, yielding strong contributions to business
performance. The number one practice is a formal
process for talent management, supported by tech-
nologies, that enables an organization to objectively
Talent Management: Driver for Organizational Success 9
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2006 SHRM®Research Quarterly
assess employee skills and capabilities and quickly
identify the best candidates for open positions.
• Survey of Global Talent Management Practices
46
This survey explores global talent management
practices among multinational companies (MNCs),
focusing on global-scale processes to identify and
develop leaders. According to the study findings,
the most effective processes for identifying talent
and increasing visibility of high potential candidates
are assessment processes with open and frank
discussions. Yet not all MNCs consider these
discussions at the same level; 80% of American
companies see talent review meetings as open and
frank, compared with 55% of European companies.
Many MNCs explicitly seek and encourage diversity
in their talent pools. Within development planning,
the most critical experiences are those that provide
high potentials with a broad organizational view, vis-
ibility and experience outside of their comfort zones
(e.g., participation on global task forces, two- to
three-year international assignments, inclusion in
critical meetings).
• How Leading Organizations Manage Talent
47
From in-depth interviews with HR leaders of large
employers in a variety of industries, this study
reveals that leading companies make attracting,
engaging and retaining employees a strategic busi-
ness priority. Senior leadership focuses on clearly
communicating the business strategy to the work-
force as well as defining the role people play to
execute that strategy. Effective leaders have a clear
understanding of what drives value in their organi-
zations, what motivates their customers and how to
achieve growth in the future. Many companies have
developed talent management metrics to support
business and financial measures, with metrics built
into the balanced scorecard. Through the perfor-
mance management system, managers are held
accountable for employee retention and creating
opportunities for high-potential employees.
Looking to the Future
Anticipated workforce changes and cost-effective
ways to access talent are key to the next genera-
tion of talent management. Predictive workforce
monitoring will lead to effective strategic talent
decision-making. Factors such as flexible talent
sourcing, customized and personalized rewards,
distributed and influential leadership, and uni-
fied and compassionate workplace cultures will
be important for successful talent management.
Companies will increasingly utilize different types
of employment relationships, and nonstandard
employment models will continue to evolve. Free
agency employment relationships—contracting
for the best talent on an as-needed basis—will
become more common. To benefit from the knowl-
edge, skills and corporate memory of mature
workers, phased retirement will become prevalent.
Keeping workers engaged—particularly the next
generations—may call for HR to redesign the work-
week, benefits packages and reward programs.
48
Scenario planning and talent-match databases will
become essential planning tools.
In closing, to sustain outstanding business results
in a global economy, organizations will rethink
and reinvent their approaches to talent manage-
ment. Effective talent management calls for strong
participatory leadership, organizational buy-in,
employee engagement and workplace scorecards
with talent management metrics. Companies that
master talent management will be well-positioned
for long-term growth in workforce performance for
years to come.
Online Resources
SHRM 2006 Succession Planning Survey Report
www.shrm.org/surveys
SHRM 2006 Talent Management Survey Report
www.shrm.org/surveys
Building Engineering & Science Talent
www.bestworkforce.org
Center for Creative Leadership
www.ccl.org
Corporate Leadership Council
www.corporateleadershipcouncil.com
Human Capital Institute
www.humancapitalinstitute.org
International Labour Organization
www.ilo.org
Institute for Workplace Studies
www.cornell.edu/iws
Milken Institute
www.milkeninstitute.org
Saratoga Institute
www.saratogainstitute.com
The Conference Board
www.conference-board.org
The Institute of Executive Development
www.execsight.org
The Performance Institute
www.performanceweb.org
World Economic Forum
www.weforum.org
Acknowledgments
The author would like to extend sincere appre-
ciation to members of the SHRM Organizational
Development Special Expertise Panel for their valu-
able insights: Fernan R. Cepero, Isaac E. Dixon,
SPHR, Juliet C. Hafford, SPHR, Ruthann Liagre,
Patricia A. Miller, SPHR, GPHR, and Judy Tansky,
Ph.D.
Endnotes
1
Lawler, III, E. E. (2005, Summer). From human resource management
to organizational effectiveness. Human Resource Management, 44, 2,
165-169.
2
SHRM HR Glossary, www.shrm.org
3
AberdeenGroup Inc./Human Capital Institute. (2005). Retaining talent:
Retention and succession in the corporate workforce. Boston: Author.
4
Morton, L. (2004, January). Integrated and integrative talent manage-
ment: A strategic HR framework. New York: The Conference Board.
5
Fegley, S. (2006, January). 2006 talent management survey report.
Alexandria, VA: Society for Human Resource Management.
6
Morton, L. (2005). Talent management value imperatives: Strategies for
execution. New York: The Conference Board.
7
Towers Perrin. (2003). Working today: Understanding what drives
employee engagement. Retrieved February 14, 2006, from
www.towersperrin.com
8
Tucker, E., Kao, T., & Verma, N. (2005). Next-generation talent manage-
ment: Insights on how workforce trends are changing the face of talent
management. Retrieved January 26, 2006, from www.hewitt.com
9
Morton, L. (2005). Talent management value imperatives: Strategies for
execution. New York: The Conference Board.
10
Dell, D., & Hickey, J. (2002). Sustaining the talent quest. New York: The
Conference Board.
11
Collison, J. (2005, June). 2005 future of the U.S. labor pool survey report.
Alexandria, VA: Society for Human Resource Management.
12
Morton, L. (2005). Talent management value imperatives: Strategies for
execution. New York: The Conference Board.
13
IBM Corporation. (2005). The capability with: The global human capital
study 2005. Retrieved January 12, 2006, from www.ibm.com
14
Morton, L. (2005). Talent management value imperatives: Strategies for
execution. New York: The Conference Board.
15
Fegley, S. (2006, January). 2006 talent management survey report.
Alexandria, VA: Society for Human Resource Management.
16
Dell, D., & Hickey, J. (2002). Sustaining the talent quest. New York: The
Conference Board.
17
Corporate Leadership Council. (2003). High-impact succession
management: From succession planning to strategic executive talent
management. Retrieved January 27, 2006, from www.executiveboard.com
18
Walker, J. W., & LaRocco, J. M. (2002). Perspectives: Talent pools: The
best and the rest. HR. Human Resource Planning, 25, 3, 12-15.
19
Corporate Leadership Council. (2004). Driving performance and retention
through employee engagement. Retrieved January 27, 2006, from www.
executiveboard.com
20
The Gallup Organization. (1998). Employee engagement = business
success. Retrieved March 7, 2006, from www.bcpublicservica.ca
21
Burke, M. E. (2005, March). 2005 reward programs and incentive
compensation survey report. Alexandria, VA: Society for Human Resource
Management.
22
Towers Perrin. (2003). Working today: Understanding what drives
employee engagement. Retrieved February 14, 2006, from
www.towersperrin.com
23
Dell, D., & Hickey, J. (2002). Sustaining the talent quest. New York: The
Conference Board.
24
Fegley, S. (2006, January). 2006 talent management survey report.
Alexandria, VA: Society for Human Resource Management.
25
Throop, M. (2005). Fueling the talent engine: Finding and keeping high
performers, a case study of Yahoo! Inc. Alexandria, VA: SHRM Foundation.
26
Tucker, E., Kao, T., & Verma, N. (2005). Next-generation talent manage-
ment: Insights on how workforce trends are changing the face of talent
management. Retrieved January 26, 2006, from www.hewitt.com
27
Watson Wyatt. (2005). Maximizing the return on your human capital
investment: The 2005 human capital index report. Retrieved March 6,
2006, from www.watsonwyatt.com
28
Fegley, S. (2006, June). 2006 succession planning survey report.
Alexandria, VA: Society for Human Resource Management.
29
Cohn, J. M., Khurana, R., & Reeves, L. (2005, October). Growing talent
as if your business depended on it. Harvard Business Review, 83, 10,
62-70.
30
Fegley, S. (2006, January). 2006 talent management survey report.
Alexandria, VA: Society for Human Resource Management.
31
Cohn, J. M., Khurana, R., & Reeves, L. (2005, October). Growing talent as
if your business depended on it. Harvard Business Review, 83, 10, 62-70.
32
Huselid, M. A., Becker, B.E., & Beatty, R. W. (2005). The workforce
scorecard: Managing human capital to execute strategy. Boston: Harvard
Business School Press.
33
Morton, L. (2005). Talent management value imperatives: Strategies for
execution. New York: The Conference Board.
34
Ibid.
35
Accenture. (2004). The high-performance workforce study 2004. Retrieved
January 31, 2006, from www.accenture.com
36
Schweyer, A. (2004). Talent management systems: Best practices in
technology solutions for recruitment, retention and workforce planning.
Canada: John Wiley & Sons Canada, Ltd.
37
Manpower. (2006, February). Talent shortage survey: Global results.
Retrieved February 21, 2006, from www.manpower.com
38
Kuptsch, C., & Pang, E. F. (Eds.) (2006, January). Competing for global
talent. Retrieved January 30, 2006, from www.ilo.org
39
Building Engineering & Science Talent/BEST. (2004). The talent impera-
tive: Meeting America Section 1s challenge in science and engineering,
ASAP . San Diego, CA: Author.
40
Gandossy, R., & Kao, T. (2004). Channels to anywhere: The supply chain
for global content. Retrieved January 26, 2006, from www.hewitt.com
41
Industrial Relations Counselors, Inc. (2004). IRC survey of global talent
management practices. Retrieved January 12, 2006, from www.orcinc.com
42
Tucker, E., Kao, T., & Verma, N. (2005). Next-generation talent
management: Insights on how workforce trends are changing the face of
talent management. Retrieved January 26, 2006, from www.hewitt.com
43
Morton, L. (2005). Talent management value imperatives: Strategies for
execution. New York: The Conference Board.
44
Deloitte. (2005). 2005 talent management strategies survey. Retrieved
February 8, 2006, from www.deloitte.com
45
Brakeley, H., Cheese, P., & Clinton, D. (2004). The high-performance work-
force study 2004. Retrieved January 13, 2006, from www.accenture.com
46
Industrial Relations Counselors, Inc. (2004). IRC Survey of global talent
management practices. Retrieved March 6, 2006, from www.orcinc.com
47
Towers Perrin. (2002, September). Talent management powers perfor-
mance at leading companies. Retrieved January 23, 2006, from
www.towersperrin.com
48
Tucker, E., Kao, T., & Verma, N. (2005). Next-generation talent manage-
ment: Insights on how workforce trends are changing the face of talent
management. Retrieved January 26, 2006, from www.hewitt.com
10 Talent Management: Driver for Organizational Success
2006 SHRM®Research Quarterly
????
ABOUT THE AUTHOR
Nancy R. Lockwood, SPHR, GPHR, M.A., is manager, HR Content Program, for the Society
for Human Resource Management. Her responsibilities include identifying topics and
focus areas in need of additional human resource management research and creating HR
products of strategic and practical value for target audiences. She is certified as a Senior
Professional in Human Resource Management and a Global Professional in Human
Resources by the Human Resource Certification Institute. Ms. Lockwood can be reached
by e-mail at [email protected].
ABOUT SHRM RESEARCH
SHRM Research, as part of the Knowledge Development Division supporting SHRM,
produces high-quality, leading edge research and provides expertise on human resource
and business issues. It acts as an advisor to SHRM for the purpose of advancing the HR
profession and generates and publishes cutting edge research used by human resource
professionals to develop their knowledge and to provide strategic direction to their organi-
zations. As leading experts in the field of HR, SHRM Research works closely with leading
academics, policy makers and business leaders.
ABOUT SHRM
The Society for Human Resource Management (SHRM) is the world’s largest association
devoted to human resource management. Representing more than 200,000 individual
members, the Society’s mission is to serve the needs of HR professionals by providing
the most essential and comprehensive resources available. As an influential voice, the
Society’s mission is also to advance the human resource profession to ensure that HR is
recognized as an essential partner in developing and executing organizational strategy.
Founded in 1948, SHRM currently has more than 550 affiliated chapters and members in
more than 100 countries. Visit SHRM Online at www.shrm.org.
© 2006 Society for Human Resource Management. All rights reserved.
This publication may not be reproduced, stored in a retrieval system or transmitted in
whole or in part, in any form or by any means, electronic, mechanical, photocopying,
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Resource Management, 1800 Duke Street, Alexandria, VA 22314, USA.
For more information, please contact:
SHRM Research Department
1800 Duke Street, Alexandria, VA 22314, USA
Phone: (703) 548-3440 Fax: (703) 535-6473
www.shrm.org/research
Disclaimer
This report is published by the Society for Human Resource Management (SHRM). All
content is for informational purposes only and is not to be construed as a guaranteed
outcome. The Society for Human Resource Management cannot accept responsibility
for any errors or omissions or any liability resulting from the use or misuse of any such
information.
ISBN 1-932132-42-2
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Research SHRM
Talent Management: Driver for Organizational Success 11
doc_324448978.pdf
In today’s global economy, companies must continually invest in human capital. In the role of business partner, HR leaders work closely with senior management to attract, hire, develop and retain talent.
????
2006 SHRM®Research Quarterly
?
Talent Management:
Driver for Organizational Success
Research SHRM
By Nancy R. Lockwood, SPHR, GPHR, M.A.
Manager, HR Content Program
Sponsored by:
Introduction
“It is nearly unanimous that HR can and should
add more value to corporations. The best way to
do this is by being a business partner—by directly
improving the performance of the business. This
can be accomplished by effective talent manage-
ment, helping with change management, influ-
encing strategy and a host of other value-added
activities that impact effectiveness.”
1
In a competitive marketplace, talent management is
a primary driver for organizational success. Broadly
defined, talent management is the implementa-
tion of integrated strategies or systems designed
to increase workplace productivity by developing
improved processes for attracting, developing, retain-
ing and utilizing people with the required skills and
aptitude to meet current and future business needs.
2
A recent study shows that 85% of HR executives
state that the “single greatest challenge in workforce
management is creating or maintaining their compa-
nies’ ability to compete for talent.”
3
Without question,
effective talent management provides one of the
most critical points of strategic leverage today.
Offering enormous business value, talent man-
agement is complex and continually evolving.
Influenced by external factors such as the econ-
omy, global expansion and mergers and acquisi-
tions, critical success factors for effective talent
management include alignment with strategic
goals, active CEO participation and HR manage-
ment. Over time, common themes around talent
management are emerging, such as the role of
line leaders in the development of talent (see
Figure 1). Overall, the main recurring themes are
CEO involvement, culture, management, processes
and accountability.
4
Research shows that organizations increasingly
focus on talent management. Moving from reac-
tive to proactive, companies are working hard to
harness talent. According to SHRM’s 2006 Talent
Management Survey Report, 53% of organizations
have specific talent management initiatives in
place. Of these companies, 76% consider talent
management a top priority. In addition, 85% of HR
professionals in these companies work directly
with management to implement talent manage-
ment strategies.
5
Yet different companies may not define talent the
same way. The belief in talent and its impact on
the bottom line are at the heart of talent manage-
ment. To be effective, the talent mindset must be
embedded throughout the organization, starting
with the CEO. Going beyond succession planning
for top leadership positions, companies that value
talent have a deep appreciation for the contribu-
tion of individuals at all levels, now and for the
future. In essence, talent is the vehicle to move
the organization where it wants to be.
6
Drivers for Talent Management
To gain competitive advantage, the demand for
human capital drives talent management. Talent
management strategies focus on five primary
areas: attracting, selecting, engaging, developing
and retaining employees. Although pay and ben-
efits initially attract employees, top-tier leadership
organizations focus on retaining and developing
talent (see Figure 2).
7
Workforce trends drive talent management strate-
gies. Factors such as an increasingly global and
virtual workforce, different generations working
together, longer life expectancies and an empowered
and autonomous workforce have forever changed
the workplace. Due to demographic changes, the
workforce is also increasingly diverse-—from age,
gender and ethnicity to lifestyles, migration patterns
and cultural norms. Organizations are already taking
advantage of these workplace trends. For example,
The Home Depot, Inc., the home improvement giant,
focuses its staffing initiatives on older workers and
partners with AARP for referrals; 15% of its workforce
Abstract
In today’s global economy, companies must continually invest in human capital. In the role of business
partner, HR leaders work closely with senior management to attract, hire, develop and retain talent. Yet
the skills shortage presents both socio-economic and cultural challenges as talent crosses borders. Thus,
in view of workforce trends such as shifting demographics, global supply chains, the aging workforce and
increasing global mobility, forward-looking organizations must rethink their approach to talent management
to best harness talent. By doing so, they will be positively positioned to succeed in a highly competitive
marketplace. In addition, organizational culture, employee engagement and leadership development have
a significant impact on talent retention. Taking these factors into consideration, an integrated approach to
talent management offers a pathway toward sustaining outstanding business results.
Common Principles of the
Talent Management Agenda
1. Expectations regarding the differentiation of talent.
2. The role of line leaders in the development of
people.
3. Philosophy regarding the movement of people
across businesses and functions.
4. The role of diversity in staffing strategy.
5. Beliefs about hiring for potential versus hiring for
position.
Source: Why the leadership bench never gets deeper: Ten insights
about executive talent development. (2002). HR. Human Resource
Planning.
Figure 1
2 Talent Management: Driver for Organizational Success
2006 SHRM®Research Quarterly
????
is over 50.
8
Talent management strategies also pro-
vide the context for diversity and inclusion. Proctor
and Gamble, for example, feels that getting the right
mix of people is a major part of talent management
and hires many of its leaders as university recruits.
9
Talent management is also driven by the antici-
pated skills shortage in the coming years. While
not all organizations, industries and professions
will experience a lack of skills, organizations are
already competing for talent. For example, cus-
tomer service, health care, computer support and
technology repair are areas where there is an
anticipated acute talent shortage.
10
In addition, as
noted in SHRM’s 2005 Future of the U.S. Labor
Pool Survey Report, the anticipated loss of talent
in the next decade will vary by organization size,
sector and industry. For example, large organiza-
tions—as compared with small and medium com-
panies—are more concerned about loss of talent
from the retirement of the baby boom generation,
and public and government organizations are more
concerned about the loss of potential talent than
private companies.
11
Finally, key business strategies also drive talent
management. For example, with the growing need for
global technical expertise, Ford Motor Company links
competency development to its organizational stra-
tegic goals. Corporate branding, a key organizational
strategy, is another business strategy that drives
talent management. Increasingly, firms are linking
their brand to employees and corporate behavior. At
JPMorganChase, for example, the concept of leader-
ship for all employees is part of its corporate brand-
ing: “One Firm, One Team, Be a Leader.”
12
Ownership of Talent Management
Supported by the CEO and the board of directors,
talent management is headed by human resourc-
es, usually the head of the HR organization (e.g.,
vice president of HR, chief human resource offi-
cer). While responsibility for talent management is
shared throughout the organization—from the CEO
to the line manager—the role of HR is to identify
and deploy optimal strategies to engage employ-
ees by driving satisfaction, loyalty and retention.
Commitment to talent management requires HR
to be a strategic business partner. A 2005 study
on global human capital found that chief HR offi-
cers (CHROs), as “chief talent architects,” played
a central role as strategic business advisors by
leveraging human capital to improve organizational
performance and workforce effectiveness. Based
on CEO priorities, the top seven CHRO initiatives
were organization transformation, people develop-
ment, talent management, HR transformation,
leadership development, recruitment initiatives
and rewards.
13
Moving talent management initiatives forward,
however, requires organizational buy-in. That is,
all levels of management must be on board with
the importance of talent management strategies.
When the board is involved, the value of talent
management is apparent and has high visibility.
Yet to be successful, the value must be under-
stood throughout the organization. In high-perform-
ing companies, for example, senior management
also is responsible for the success of talent man-
agement. At the same time, for talent manage-
ment initiatives to be effective, organizations need
formal processes, with many people involved and
with strong links between leadership and talent to
translate into specific organizational value-based
behaviors.
14
Ownership of talent management is also reflected
in dedicated resources. A formal budget for talent
management initiatives, for example, is evidence
of organizational commitment. As noted in SHRM’s
2006 Talent Management Survey Report, firms
with talent management initiatives are more likely
than organizations without such initiatives to have
formal recruitment budgets (72% compared with
39%, respectively).
15
Further, it is important that HR educate top man-
agement on the link between the talent manage-
ment cycle and the cost of turnover. For example,
an employee’s decision to stay or leave is related
to career possibilities in the company as well as
how he or she can become better prepared to
move to other opportunities. To keep a valued
employee, the easy answer is not merely compen-
sation. Employee loyalty tends to be more directed
to his or her professional skills rather than to the
organization.
16
Thus, to best attract, engage, devel-
op and retain talent, those who have responsibility
1. Senior executive commitment to development.
2. Organizational reinforcement of development
(through manager incentives and recognition).
3. Hiring for organizational compatibility.
4. Culture of meritocracy.
5. Offering rising executives a full exposure to the
business.
6. Selecting successors based on leadership ability.
7. A succession management system focused on
skills scarce in the labor market and emphasizing
position fit above general skill development.
Source: Corporate Leadership Council. (2003). High-impact succes-
sion management: From succession planning to strategic executive
talent management. Retrieved from www.executiveboard.com
Seven Hallmarks of
Distinction of Top-Tier
Leadership Organizations
Figure 2
Talent Management: Driver for Organizational Success 3
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2006 SHRM®Research Quarterly
4 Talent Management: Driver for Organizational Success
2006 SHRM®Research Quarterly
????
for talent management must understand what is
important to employees.
The Role of HR
As a primary owner of talent management, HR has
many roles—one of the most important is that of
facilitator of the talent mindset. HR leads the way
for the organization to own, as an entity, the role of
talent management for organizational success. In
the role of business partner, HR works closely with
the board, the CEO and senior management to
ensure that they are committed to talent manage-
ment work. As talent management facilitator, HR
also pays close attention to how the organization’s
culture supports talent. Broadly speaking, HR’s
role encompasses communicating the talent man-
agement philosophy companywide and knowing
the industry competition. In addition, HR needs
to develop an integrated and proactive strategic
approach to talent management—the big picture—
as well as managing critical information, such as
tracking turnover and knowing what factors contrib-
ute to retention (see Figure 3).
To integrate talent management into all areas
of the company, HR also plays a role of change
management agent. To drive this change, HR
addresses four diverse talent management
activities: recruitment, performance manage-
ment, leadership development and organizational
strategy. In this role, HR manages four major
risks to the business: 1) vacancy risk (to safe-
guard key business capabilities, focus on scarce
skills and fit to position); 2) readiness risk (to
accelerate leadership development, provide full
business exposure to rising stars); 3) transition
risk (to avoid loss of key talent, select succes-
sors with leadership ability and hire for organiza-
tion capability); and 4) portfolio risk (to maximize
strategic talent leverage, focus on senior man-
agement’s commitment to development and per-
formance standards).
17
Finally, proactive HR leaders take a holistic
approach to talent management. It is important
to establish clear expectations and communicate
openly about the talent management process. By
HR explaining to management and employees why
talent management is important, how it works and
what the benefits are to the organization and par-
ticipants, talent management strategies are more
likely to be seen as a fair process.
18
Employee Engagement and
Its Relationship to Talent Management
Effective talent management policies and practices
that demonstrate commitment to human capital
result in more engaged employees and lower turn-
over. Consequently, employee engagement has a
substantial impact on employee productivity and
talent retention. Employee engagement, in fact,
can make or break the bottom line. Employees
who are most committed perform 20% better and
are 87% less likely to resign. In addition, the foun-
dation for an engaged workforce is established by
the quality, depth and authenticity of communica-
tion by HR and senior management to employees,
as well as the quality of supervision. The role of
the manager as the most important enabler of
employee commitment to the job, organization and
teams cannot be overemphasized. Furthermore,
when done well, practices that support talent man-
agement also support employee engagement (e.g.,
work-life balance programs—flex time, telecom-
muting, compressed workweeks, reward programs,
performance management systems).
19
Rewards and recognition also help both to retain
talent and to improve performance. A Carlson/
Gallup study on employee engagement and busi-
ness success showed that employees who were
extremely satisfied at work were four times more
likely than dissatisfied employees to have a formal
measurement process in place as well as receive
regular recognition. Further, 82% said recognition
1. Develop an integrated, proactive talent management strategy: View “employer of choice” status as an outcome
of coherent corporate culture rather than ad-hoc programs.
2. Balance grassroots involvement in talent attraction and retention with management accountability.
3. Know the company’s business environment and plans—the competitive climate: Know plans for growth, merger,
divestiture, new products or technologies and project their impact on immediate and longer-term talent needs.
4. Know what factors contribute to difficulties in attraction and retention: Base initiatives on the real concerns of
employees. Raw numbers on turnover can show where retention problems are but not what they are.
5. Keep various retention factors in balance, especially the mix of compensation and nonfinancial motivators.
6. Track turnover: Know its costs and where they are the greatest and convey them to management to support the
business case for retention.
7. Market the company and its brand to current employees as vigorously as to the outside talent pool.
Source: Dell, D., & Hickey, J. (2002). Sustaining the talent quest. New York: The Conference Board.
Seven Keys to Effective Talent Management Figure 3
Talent Management: Driver for Organizational Success 5
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2006 SHRM®Research Quarterly
motivated them to improve job performance.
20
Increasingly, organizations are putting formal and
informal reward programs in place. For example,
according to SHRM’s 2005 Reward Programs and
Incentive Compensation Survey Report, 84% of
companies offer some form of monetary and/or
nonmonetary reward programs to employees. To
be most effective, however, organizations must
regularly communicate to employees about reward
programs. Discussing reward programs as early as
during the interview process demonstrates that the
organization values its employees.
21
The process of building employee engagement
is ongoing. Beyond compensation and benefits,
employee engagement is best fostered through a
meaningful and emotionally enriching work experi-
ence. Effective employee engagement—a mixture
of tangible and intangible factors—fosters an
environment of stimulation, development, learning,
support, contribution and recognition. However,
a recent study found that less than one-fifth of
employees were highly engaged, one-fifth of the
workforce was disengaged and about two-thirds
were moderately engaged. The impact of employee
dissatisfaction varies, depending on work experi-
ence (e.g., overwhelming workloads, distant and
noncommunicative senior leadership, few develop-
mental opportunities). The risk is that moderately
engaged employees may move toward being dis-
engaged. The opportunity and challenge for HR,
working with senior management, is to increase
the strength of employee engagement. Focus on
engagement demands strong leadership, a sense
of shared destiny, autonomy, accountability and
opportunities for development and advancement.
To better engage workers, companies must work
harder to inspire people and provide a sense
of passion, pride and mission.
22
Ultimately, it is
organizational culture that determines employee
engagement and retention of talent.
Finding the Right People
In the war for talent, organizational success
depends on effective recruitment and retention. To
accomplish this goal, HR can provide value by focus-
ing on five key areas: ensuring organizational sta-
bility, emphasizing employer brand and reputation,
developing integrated talent strategies, supporting
multilevel accountability, getting involved in talent
management initiatives and offering opportunities
for career and personal development.
23
Regarding recruitment and retention, HR has a
number of challenges to address. According to
SHRM’s 2006 Talent Management Survey Report,
the top areas in need of improvement regard-
ing talent management practices and strategies
are 1) building a deeper reservoir of successors
at every level; 2) creating a culture that makes
employees want to stay with the organization;
3) identifying gaps in current employee and candi-
date competency levels; and 4) creating policies
that encourage career growth and development
opportunities.
24
To attract and retain talent, hiring for compatibil-
ity—the “fit” between employer and employee—is
critical. In addition, companies with excellent
reputations and strong brands are well positioned
to attract top talent. Yahoo! Inc. exemplifies the
organization that effectively links organizational cul-
ture and company values in its recruiting initiatives
to determine the best candidates. This process,
however, takes time. For example, in the first six
months of 2004, Yahoo spent 6,000 hours inter-
viewing candidates to fill 500 positions—an aver-
age of 12 hours per new hire.
25
Another effective recruiting strategy is tapping into
specific labor pools. By assessing the organiza-
tion’s areas of strength in its workplace programs
and policies, HR may identify possible segments
of the labor force to target. For example, women
who have either not yet begun their careers or are
reentering the labor market from childbearing years
represent a sizeable talent pool. With a workplace
environment supportive of women’s career devel-
opment, Whirlpool Corporation, a top U.S. home
appliance maker, targets women in recruiting and
promotion. Some organizations focus on workers
with disabilities, an excellent source of talent. For
example, at IBM, 42% of the organization’s dis-
abled workers possess key skills such as market-
ing, IT architecture and software engineering.
26
By
carefully assessing the organization’s current and
future talent needs, HR can develop recruiting and
retention strategies that align with the company
business goals, thus promoting organizational
growth and sustainability.
Succession Planning Management
Investment in human capital requires careful plan-
ning. Under the talent management umbrella, suc-
cession planning and leadership development are
important organizational business strategies to
develop and retain talent. As noted in the 2005
Human Capital Index Report, succession planning
is also one of the key strategies to reduce turnover
costs.
27
While in the past succession plans were
primarily focused on key leadership roles, organiza-
tions are now establishing leadership development
and succession planning initiatives early in the pro-
cess of employee career development. In addition,
according to SHRM’s 2006 Succession Planning
Survey Report, 58% of organizations have either a
6 Talent Management: Driver for Organizational Success
2006 SHRM®Research Quarterly
????
formal (29%) or informal (29%) succession plan and
26% plan to develop one. The survey findings note
that large organizations (500 or more employees)
and publicly or privately owned for-profit organiza-
tions are more likely to have formal succession
plans. The responsibility for implementing succes-
sion planning varies, starting with HR and followed
by senior management, the president/CEO and the
chief operating officer. However, not all organizations
are jumping on the bandwagon to develop succes-
sion plans; 16% do not intend to do so. The rea-
sons vary, with companies saying more immediate
needs take precedence, some companies have too
small a staff size, while others have not yet consid-
ered it, and still others have no support from senior
management.
28
At the same time, organizations grapple with how
to best utilize succession planning—and the cor-
responding leadership development initiatives—to
manage, develop and retain talent. For those con-
sidering leadership development as part of their
talent management agenda, it is important to 1)
determine whether the parts of the program, when
combined, enable the organization to be more com-
petitive; 2) assess if the leadership development
system reinforces perceptions about the company
that the organization wants others to have; and 3)
evaluate whether employees view the leadership
programs as legitimate. For example, do they take
them seriously? Do these initiatives really affect
business decisions?
29
Increasingly, organizations are putting structured
processes in place for leadership development
(see Figure 4). As highlighted in SHRM’s 2006
Talent Management Survey Report, organizations
anticipate that their employee development bud-
gets will increase in the next three years (accord-
ing to 60% of organizations with talent initiatives
and 58% of those without talent initiatives).
30
Clearly, employee development is seen as impor-
tant for organizational stability and growth. S.C.
Johnson & Son, the consumer products company,
is a good example of a company that uses its
performance appraisal program to identify rising
stars for management and technical positions.
High performers are evaluated through 360-degree
feedback to evaluate promotion readiness. The
company has processes to identify ready replace-
ments for crucial jobs. Due to the organization’s
carefully-honed talent development strategies, nine
out of 10 positions are filled internally.
31
As HR
leaders work to support their organizations, lead-
ership development and succession planning are
areas that provide substantial business value.
Measuring Business Impact
Talent management metrics link human capital
investment to financial performance. According to
Fueling the Talent Engine DVD
Finding and Keeping High Performers: A Case Study of Yahoo! Inc.
If you would like to find out more about talent management, watch the SHRM Foundation’s DVD
on this topic. This DVD showcases talent management at Yahoo! Inc. as an integrated set of stra-
tegic decisions. Yahoo’s strategy focuses on attracting, selecting and keeping the very best talent
to achieve a competitive edge in the global marketplace. The DVD includes interviews with many
of Yahoo’s top executives, including the chief people officer, the chief financial officer and the vice
president of engineering.
The video features two segments: a 20-minute version perfect for classroom use and a 10-minute
version ideal for use in chapter programs and meetings. As a bonus, the DVD includes a slideshow
on Yahoo! Inc. and a discussion guide. For the international audience, the DVD may also be viewed
with subtitles in Spanish, Chinese or Japanese.
The DVD…
· Makes the concept of talent management come alive
· Is classroom-tested, easy to use
· Includes a discussion guide that enhances understanding
· Is hosted by Wayne Cascio, Ph.D., noted teacher, author and scholar
How to order:
The DVDs are available for purchase from the SHRMStore.
Full price: $80 SHRM member price: $50
Visithttp://shrmstore.shrm.org/shrm or call 1-800-444-5006, option #1, to order.
Talent Management: Driver for Organizational Success 7
????
2006 SHRM®Research Quarterly
management gurus Huselid, Becker and Beatty,
there are three critical challenges to successful
workforce measurement and management. First,
there is “the perspective challenge”—meaning,
do all managers really understand how workforce
behaviors and capabilities drive strategy execution?
Second, there is “the metrics challenge”—that is,
are the right measures of workforce success identi-
fied (e.g., workforce culture, mindset, leadership,
competencies and behaviors)? The third challenge
is “the execution challenge”—specifically, in order
to monitor progress and communicate the strategic
intent of talent management initiatives, are manag-
ers motivated to use these data and do they have
access and capability to do so?
32
Talent management metrics are evolving. As orga-
nizations increasingly focus on talent management
strategies, they seek ways to validate these initia-
tives and measure their business impact. Many
firms are beginning to include talent management
in their dashboards or scorecards. For example,
HSBC, a banking and financial services institu-
tion, uses the Balanced Scorecard™, with talent
management listed under learning and growth.
Scorecards provide a clear “line of sight” to orga-
nizational strategic goals by linking talent manage-
ment to objectives and performance appraisals.
Measures may include factors such as employee
survey results, turnover (e.g., talent pools) and the
number of employees on secondments (temporary
assignments).
33
Companies also create their own measurements to
fit their organizational cultures. Pfizer, for example,
developed three primary talent management objec-
tives—strength of leadership team and pipeline,
robustness of talent management processes, and
development of talent mindset and values—with
corresponding drivers and metrics. One metric
used to evaluate the robustness of talent manage-
ment processes is the percentage of key position
holders with individual development plans.
34
Avon,
a global cosmetics company, is an example of a
company that transformed its talent management
system by shifting how it looks at talent and con-
sequently how it utilizes technology. This transfor-
mation was necessary to be able to answer four
key questions: 1) is there the necessary bench
strength to staff the organization’s growth and
transformation initiatives; 2) is world-class talent
in key roles; 3) how can the talent “hit rate” be
increased; and 4) when and where does the com-
pany make or buy talent? The core of this transfor-
mation was the change from a “referral of talent”
mode (e.g., a manager recommends an employee
for a position) to a more objective and formal
approach to talent management. This shift result-
ed in talent being assessed objectively through a
leadership model to better determine suitability
for various roles. To be able to identify where tal-
ent in the organization is located, a database now
houses employee profiles, which can be routinely
updated. As a result, the organization can make
more data-driven decisions regarding talent.
35
Increasingly, talent management technology to
house and track talent management strategies is
becoming available. Databases with all relevant
data in one location can result in significant time
savings for staffing, such as the ability to quickly
identify talent for open positions. Organizations
are recommended, however, to carefully evaluate
which talent management technology program best
fits their current and future needs. Some vendors
include talent management solutions in their HR
suites. Strategic talent management software may
help manage workforce skills and capabilities (hour-
ly, salaried and contingent), demographics, career
planning, employee retention initiatives, workforce
and succession planning, and performance and
learning management. Although few vendors offer
all of these options in one package, it is important
to know if the software can be integrated with other
systems.
36
Opinions vary, however, on the value of
technology systems regarding talent management.
Figure 4
Structured Process to Develop,
Track and Evaluate Employees
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
84%
Evaluate
employees
annually on
performance
61%
Track potential
leaders’
performance
52%
Develop
potential
leaders
53%
Evaluate
employees
annually on
potential
Note: Excludes respondents who indicated that their organizations
did not have formal or informal succession plans.
Source: SHRM 2006 Succession Planning Survey Report
n = 214
8 Talent Management: Driver for Organizational Success
2006 SHRM®Research Quarterly
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Challenges of Global Talent Management
Global competition for skilled workers is keen;
worldwide, many employers are experiencing a tal-
ent shortage. A survey of nearly 33,000 employers
in 23 countries reveals that 40% are struggling to
locate qualified candidates.
37
With the liberation
of trade policies, transnational companies moving
production to low-cost areas and the correspond-
ing growth of global supply chains, increased
globalization has resulted in socio-economic and
cultural challenges. Further, talent now takes many
forms, from migrants crossing borders (temporarily
or seeking new homes), students gaining degrees
and expatriates on assignment to tourists, refu-
gees and business travelers. Consequently, the
demand for skills has countries working hard to
develop policies that will attract talent with human
and technological skills to support economic
growth, retain talent and even reverse talent
migration. In a “reverse brain drain” effect, China
and India, for example, encourage their educated
nationals to return and fill jobs at home.
38
Thus, the need for talent creates movement
between countries. The United States relies on for-
eign talent, particularly in certain fields. U.S. univer-
sities, for example, are not graduating enough U.S.
students in science and engineering, and by 2010,
25% of the nation’s scientists and engineers will
reach retirement age. Reflecting this shift, in 2000,
22% of all U.S. science and engineering positions
were held by foreign-born professionals, up from
14% in 1990.
39
In contrast, countries such as China
and India have a wealth of talent in science, engi-
neering and technology. Each year, China produces
350,000 graduate engineers and India 120,000,
compared with 63,000 in the United States.
40
In
addition, the demand for foreign-born talent is fur-
ther demonstrated by the fact that the total cap
on the number of available H-1B visas under U.S.
immigration policies is regularly reached months
in advance of the application deadline. Clearly, the
ability to attract and retain talent is increasingly
important to long-term growth.
Managing global talent has challenges and sig-
nificant implications for sustainability and growth.
A recent study of global companies, for example,
states that companies are concerned about the
development of future leaders capable of navigat-
ing the global business environment. Key findings
show that the most important determinant of
global talent management (GTM) success is the
degree of involvement by the CEO, the board of
directors and the GTM leader in talent manage-
ment activities. On average, for example, CEOs
spend 16% of their time speaking publicly about
GTM, mentoring high potentials, participating in tal-
ent reviews and approving the succession plans.
Board members in 46% of companies provide
input into assessment of key employees and 39%
meet with high potentials during the year.
41
In sync with the trend to develop global HR
policies and practices, organizations are creating
global talent management processes. For example,
at Intel Corporation, a global chip maker, HR uti-
lizes a talent management program and works
with management to assess workforce needs.
42
Research shows organizations value having global
frameworks, specifically around a common lan-
guage and structure in areas such as performance
management, leadership development for high
potentials and professional development. There is
less agreement, however, about developing com-
mon frameworks for recruitment.
43
Recent Studies on Talent Management
Studies on talent management reveal a number
of common themes. First, the focus on talent
management forces companies to become aware
of—and assess—their workforce talent and cur-
rent and future talent needs. Second, organiza-
tions that understand the business case for talent
management successfully link talent management
and organizational strategy, reaping benefits in
increased workplace performance. Third, organiza-
tions are seeking effective ways to measure talent
and determine bottom line impact.
• 2005 Talent Management Strategies Survey
44
According to this study, 43% of companies see
retention of key talent as the issue that will have
the most impact on their business. Further, 72%
of organizations are concerned about the nega-
tive effect on the bottom line due to inadequate
skills of incoming workers. The study empha-
sizes that as baby boomers turn 62 in 2008 and
skills gaps widen, the impending talent crisis will
quickly become a global, cross-industry threat. For
example, 33% of companies state that 11% of their
workforce may retire in the next two or three years.
For 31% of companies, the issue of retirement and
impending skills shortages is being discussed at
the board level. However, only 50% of organizations
have a defined list of critical skills for the future.
• The High-Performance Workforce Study 2004
45
Executives in six countries spanning more than 15
industries were surveyed. The findings reveal six
practices that dramatically improve workforce per-
formance, yielding strong contributions to business
performance. The number one practice is a formal
process for talent management, supported by tech-
nologies, that enables an organization to objectively
Talent Management: Driver for Organizational Success 9
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2006 SHRM®Research Quarterly
assess employee skills and capabilities and quickly
identify the best candidates for open positions.
• Survey of Global Talent Management Practices
46
This survey explores global talent management
practices among multinational companies (MNCs),
focusing on global-scale processes to identify and
develop leaders. According to the study findings,
the most effective processes for identifying talent
and increasing visibility of high potential candidates
are assessment processes with open and frank
discussions. Yet not all MNCs consider these
discussions at the same level; 80% of American
companies see talent review meetings as open and
frank, compared with 55% of European companies.
Many MNCs explicitly seek and encourage diversity
in their talent pools. Within development planning,
the most critical experiences are those that provide
high potentials with a broad organizational view, vis-
ibility and experience outside of their comfort zones
(e.g., participation on global task forces, two- to
three-year international assignments, inclusion in
critical meetings).
• How Leading Organizations Manage Talent
47
From in-depth interviews with HR leaders of large
employers in a variety of industries, this study
reveals that leading companies make attracting,
engaging and retaining employees a strategic busi-
ness priority. Senior leadership focuses on clearly
communicating the business strategy to the work-
force as well as defining the role people play to
execute that strategy. Effective leaders have a clear
understanding of what drives value in their organi-
zations, what motivates their customers and how to
achieve growth in the future. Many companies have
developed talent management metrics to support
business and financial measures, with metrics built
into the balanced scorecard. Through the perfor-
mance management system, managers are held
accountable for employee retention and creating
opportunities for high-potential employees.
Looking to the Future
Anticipated workforce changes and cost-effective
ways to access talent are key to the next genera-
tion of talent management. Predictive workforce
monitoring will lead to effective strategic talent
decision-making. Factors such as flexible talent
sourcing, customized and personalized rewards,
distributed and influential leadership, and uni-
fied and compassionate workplace cultures will
be important for successful talent management.
Companies will increasingly utilize different types
of employment relationships, and nonstandard
employment models will continue to evolve. Free
agency employment relationships—contracting
for the best talent on an as-needed basis—will
become more common. To benefit from the knowl-
edge, skills and corporate memory of mature
workers, phased retirement will become prevalent.
Keeping workers engaged—particularly the next
generations—may call for HR to redesign the work-
week, benefits packages and reward programs.
48
Scenario planning and talent-match databases will
become essential planning tools.
In closing, to sustain outstanding business results
in a global economy, organizations will rethink
and reinvent their approaches to talent manage-
ment. Effective talent management calls for strong
participatory leadership, organizational buy-in,
employee engagement and workplace scorecards
with talent management metrics. Companies that
master talent management will be well-positioned
for long-term growth in workforce performance for
years to come.
Online Resources
SHRM 2006 Succession Planning Survey Report
www.shrm.org/surveys
SHRM 2006 Talent Management Survey Report
www.shrm.org/surveys
Building Engineering & Science Talent
www.bestworkforce.org
Center for Creative Leadership
www.ccl.org
Corporate Leadership Council
www.corporateleadershipcouncil.com
Human Capital Institute
www.humancapitalinstitute.org
International Labour Organization
www.ilo.org
Institute for Workplace Studies
www.cornell.edu/iws
Milken Institute
www.milkeninstitute.org
Saratoga Institute
www.saratogainstitute.com
The Conference Board
www.conference-board.org
The Institute of Executive Development
www.execsight.org
The Performance Institute
www.performanceweb.org
World Economic Forum
www.weforum.org
Acknowledgments
The author would like to extend sincere appre-
ciation to members of the SHRM Organizational
Development Special Expertise Panel for their valu-
able insights: Fernan R. Cepero, Isaac E. Dixon,
SPHR, Juliet C. Hafford, SPHR, Ruthann Liagre,
Patricia A. Miller, SPHR, GPHR, and Judy Tansky,
Ph.D.
Endnotes
1
Lawler, III, E. E. (2005, Summer). From human resource management
to organizational effectiveness. Human Resource Management, 44, 2,
165-169.
2
SHRM HR Glossary, www.shrm.org
3
AberdeenGroup Inc./Human Capital Institute. (2005). Retaining talent:
Retention and succession in the corporate workforce. Boston: Author.
4
Morton, L. (2004, January). Integrated and integrative talent manage-
ment: A strategic HR framework. New York: The Conference Board.
5
Fegley, S. (2006, January). 2006 talent management survey report.
Alexandria, VA: Society for Human Resource Management.
6
Morton, L. (2005). Talent management value imperatives: Strategies for
execution. New York: The Conference Board.
7
Towers Perrin. (2003). Working today: Understanding what drives
employee engagement. Retrieved February 14, 2006, from
www.towersperrin.com
8
Tucker, E., Kao, T., & Verma, N. (2005). Next-generation talent manage-
ment: Insights on how workforce trends are changing the face of talent
management. Retrieved January 26, 2006, from www.hewitt.com
9
Morton, L. (2005). Talent management value imperatives: Strategies for
execution. New York: The Conference Board.
10
Dell, D., & Hickey, J. (2002). Sustaining the talent quest. New York: The
Conference Board.
11
Collison, J. (2005, June). 2005 future of the U.S. labor pool survey report.
Alexandria, VA: Society for Human Resource Management.
12
Morton, L. (2005). Talent management value imperatives: Strategies for
execution. New York: The Conference Board.
13
IBM Corporation. (2005). The capability with: The global human capital
study 2005. Retrieved January 12, 2006, from www.ibm.com
14
Morton, L. (2005). Talent management value imperatives: Strategies for
execution. New York: The Conference Board.
15
Fegley, S. (2006, January). 2006 talent management survey report.
Alexandria, VA: Society for Human Resource Management.
16
Dell, D., & Hickey, J. (2002). Sustaining the talent quest. New York: The
Conference Board.
17
Corporate Leadership Council. (2003). High-impact succession
management: From succession planning to strategic executive talent
management. Retrieved January 27, 2006, from www.executiveboard.com
18
Walker, J. W., & LaRocco, J. M. (2002). Perspectives: Talent pools: The
best and the rest. HR. Human Resource Planning, 25, 3, 12-15.
19
Corporate Leadership Council. (2004). Driving performance and retention
through employee engagement. Retrieved January 27, 2006, from www.
executiveboard.com
20
The Gallup Organization. (1998). Employee engagement = business
success. Retrieved March 7, 2006, from www.bcpublicservica.ca
21
Burke, M. E. (2005, March). 2005 reward programs and incentive
compensation survey report. Alexandria, VA: Society for Human Resource
Management.
22
Towers Perrin. (2003). Working today: Understanding what drives
employee engagement. Retrieved February 14, 2006, from
www.towersperrin.com
23
Dell, D., & Hickey, J. (2002). Sustaining the talent quest. New York: The
Conference Board.
24
Fegley, S. (2006, January). 2006 talent management survey report.
Alexandria, VA: Society for Human Resource Management.
25
Throop, M. (2005). Fueling the talent engine: Finding and keeping high
performers, a case study of Yahoo! Inc. Alexandria, VA: SHRM Foundation.
26
Tucker, E., Kao, T., & Verma, N. (2005). Next-generation talent manage-
ment: Insights on how workforce trends are changing the face of talent
management. Retrieved January 26, 2006, from www.hewitt.com
27
Watson Wyatt. (2005). Maximizing the return on your human capital
investment: The 2005 human capital index report. Retrieved March 6,
2006, from www.watsonwyatt.com
28
Fegley, S. (2006, June). 2006 succession planning survey report.
Alexandria, VA: Society for Human Resource Management.
29
Cohn, J. M., Khurana, R., & Reeves, L. (2005, October). Growing talent
as if your business depended on it. Harvard Business Review, 83, 10,
62-70.
30
Fegley, S. (2006, January). 2006 talent management survey report.
Alexandria, VA: Society for Human Resource Management.
31
Cohn, J. M., Khurana, R., & Reeves, L. (2005, October). Growing talent as
if your business depended on it. Harvard Business Review, 83, 10, 62-70.
32
Huselid, M. A., Becker, B.E., & Beatty, R. W. (2005). The workforce
scorecard: Managing human capital to execute strategy. Boston: Harvard
Business School Press.
33
Morton, L. (2005). Talent management value imperatives: Strategies for
execution. New York: The Conference Board.
34
Ibid.
35
Accenture. (2004). The high-performance workforce study 2004. Retrieved
January 31, 2006, from www.accenture.com
36
Schweyer, A. (2004). Talent management systems: Best practices in
technology solutions for recruitment, retention and workforce planning.
Canada: John Wiley & Sons Canada, Ltd.
37
Manpower. (2006, February). Talent shortage survey: Global results.
Retrieved February 21, 2006, from www.manpower.com
38
Kuptsch, C., & Pang, E. F. (Eds.) (2006, January). Competing for global
talent. Retrieved January 30, 2006, from www.ilo.org
39
Building Engineering & Science Talent/BEST. (2004). The talent impera-
tive: Meeting America Section 1s challenge in science and engineering,
ASAP . San Diego, CA: Author.
40
Gandossy, R., & Kao, T. (2004). Channels to anywhere: The supply chain
for global content. Retrieved January 26, 2006, from www.hewitt.com
41
Industrial Relations Counselors, Inc. (2004). IRC survey of global talent
management practices. Retrieved January 12, 2006, from www.orcinc.com
42
Tucker, E., Kao, T., & Verma, N. (2005). Next-generation talent
management: Insights on how workforce trends are changing the face of
talent management. Retrieved January 26, 2006, from www.hewitt.com
43
Morton, L. (2005). Talent management value imperatives: Strategies for
execution. New York: The Conference Board.
44
Deloitte. (2005). 2005 talent management strategies survey. Retrieved
February 8, 2006, from www.deloitte.com
45
Brakeley, H., Cheese, P., & Clinton, D. (2004). The high-performance work-
force study 2004. Retrieved January 13, 2006, from www.accenture.com
46
Industrial Relations Counselors, Inc. (2004). IRC Survey of global talent
management practices. Retrieved March 6, 2006, from www.orcinc.com
47
Towers Perrin. (2002, September). Talent management powers perfor-
mance at leading companies. Retrieved January 23, 2006, from
www.towersperrin.com
48
Tucker, E., Kao, T., & Verma, N. (2005). Next-generation talent manage-
ment: Insights on how workforce trends are changing the face of talent
management. Retrieved January 26, 2006, from www.hewitt.com
10 Talent Management: Driver for Organizational Success
2006 SHRM®Research Quarterly
????
ABOUT THE AUTHOR
Nancy R. Lockwood, SPHR, GPHR, M.A., is manager, HR Content Program, for the Society
for Human Resource Management. Her responsibilities include identifying topics and
focus areas in need of additional human resource management research and creating HR
products of strategic and practical value for target audiences. She is certified as a Senior
Professional in Human Resource Management and a Global Professional in Human
Resources by the Human Resource Certification Institute. Ms. Lockwood can be reached
by e-mail at [email protected].
ABOUT SHRM RESEARCH
SHRM Research, as part of the Knowledge Development Division supporting SHRM,
produces high-quality, leading edge research and provides expertise on human resource
and business issues. It acts as an advisor to SHRM for the purpose of advancing the HR
profession and generates and publishes cutting edge research used by human resource
professionals to develop their knowledge and to provide strategic direction to their organi-
zations. As leading experts in the field of HR, SHRM Research works closely with leading
academics, policy makers and business leaders.
ABOUT SHRM
The Society for Human Resource Management (SHRM) is the world’s largest association
devoted to human resource management. Representing more than 200,000 individual
members, the Society’s mission is to serve the needs of HR professionals by providing
the most essential and comprehensive resources available. As an influential voice, the
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ISBN 1-932132-42-2
06-0217
Research SHRM
Talent Management: Driver for Organizational Success 11
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