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Talent Champions?

Nearly all HR leaders say that managing talent is one of their most important duties, but one-third may not set retention goals for their high performers. See other results from our survey on the importance of talent development and talent issues, revealing the views of HR leaders, both as individuals and as architects of their organizations' efforts.

Thursday, November 19, 2009
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Our survey on the role of HR leaders as talent champions (pursuant to our June 2, 2009 feature story, The Talent Solution) drew 103 HREOnlineTM reader respondents, the vast majority of whom (90 percent) believe that managing talent is one of the three most important responsibilities for HR leaders.

Large majorities of respondents also say they evaluate individuals annually for both performance and potential (86 percent) and communicate and demonstrate the specific behaviors expected by the company's leadership-competency model (79 percent).

Two-thirds (68 percent) of the respondents spend 30 percent or more of their time on talent development and/or talent issues, and three-quarters (77 percent) say they have an "intuitive ability" to spot talented individuals within the firm.

At the same time, one-third (32 percent) are not sure if they set annual retention goals for "A" and "B" players and one-quarter (26 percent) do not set specific goals for improving annual employee satisfaction ratings.

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See
here for the complete survey results, which also offer a scoring methodology to determine how you would rank as a talent champion.

The survey was created by Patrick Wright, the William J. Conaty GE Professor of Strategic Human Resources at Cornell University's School of Industrial and Labor Relations, and Mark Stewart, a senior consulting at Management and Personnel Systems.

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