Analyst Reports
Read about Taleo and the recruiting and talent management markets in reports, studies, and articles from leading industry analysts.
Aberdeen: The Looming Leadership Void - Identifying, Developing, and Retaining Your Top Talent
Baby boomers are leaving the workforce in greater numbers and creating the largest potential leadership void in history. Aberdeen's study of more than 9,000 organizations reveals that less than half have a succession planning strategy today. To ensure leadership continuity and succession, companies need to act now by:
- Targeting high potential talent early in the employee’s career.
- Deploying processes to keep top talent focused, engaged, and motivated.
- Providing insight into potential leadership gaps in the organization.
- Identifying knowledge, skills, behaviors, and attributes.
Aberdeen: Managing Employee Performance
With the majority of organizations realizing that business performance is directly tied to group and individual performance, pressure has increased to implement automated performance management processes. Aberdeen has identified key required actions that include involving all employees in the process, reinforcing annual reviews with ongoing meetings, and using multiple reviewers to ensure rounded results.
Findings show that the shared characteristics of best-in-class success include:
- 77% of managers involve employees in goals definition.
- 70% of organizations have standardized performance review ratings.
- 68% of employees connect individual goals up to organization goals.
Aberdeen: Workforce Collaboration and Web 2.0
Find out how Best in Class Organizations are using Web2.0 tools to improve productivity and facilitate knowledge transfer. This research, a compilation of surveys and interviews from 270 organizations worldwide, serves as a roadmap for organizations that seek to maximize workforce collaboration and understand how Web 2.0 software tools can enhance collaboration efforts.
Aberdeen: Workforce Planning
Strategies in Workforce Planning: Using Talent Acquisition and Performance Management Programs to Meet Tomorrow's Business Needs
Learn how to plan for tomorrow's talent needs with a unified approach today. Aberdeen Group explains how to assess skills and capabilities, identify gaps, and make the required adjustments to transform your workforce planning.
Aberdeen: Succession Management - Addressing the Leadership Development Challenge
As a follow up to Aberdeen's research in 2007: "The Looming Leadership Void: Identifying, Developing and Retaining Your Top Talent," This report is a more in depth look at what Best in Class organizations are doing to identify and develop high-potentials. This report, a compilation of survey respondents from 310 organizations, is a roadmap for organizations that desire to develop their leadership pipeline and improve their bench strength at key positions through Best-in-Class implementations of strategies, internal processes and technology tools.
Aberdeen: The 2009 HR Executives Agenda - Driving Business Execution and Employee Engagement
Human Resources (HR) executives are under more pressure than ever to ensure that their activities are aligned with business priorities, and to deliver consistently higher performance without increasing their budget. Everyone is looking to get more from less - more from their people, their processes and their technology. This report looks at t the entire suite of strategies, capabilities and enabling technologies and services that Best-in-Class Human Capital Management (HCM) organizations are using to drive business performance and build employee engagement in through today's uncertain economic conditions and into 2009.
This report, a compilation of surveys of and interviews with more than 400 HR executives and line of business managers (representing all sizes, industries and geographies) provides a roadmap for any HR (or HCM) executive looking to execute on immediate business priorities without shortchanging long-term strategic objectives, while preserving key talent in tough times.
Authors: Kevin Martin, VP and Principal Analyst, Aberdeen - Human Capital Management; Jayson Saba, Senior Research Associate, Aberdeen – Human Capital Management; Mollie Lombardi, Research Analyst, Aberdeen – Human Capital Management
Assessments in Talent Management, Strategies to Improve Pre and Post Hire Performance
Recent Aberdeen research has shown that the economic environment brings forth two main issues: 1) The agendas of HR executives will focus on retaining, developing, and engaging the existing workforce, and 2) recruiting the best available talent is still crucial given the influx of active candidates into the talent market. While sourcing and job advertising are less challenging, screening and selection have become more difficult. This study shows that nine in 10 organizations currently using assessments do so in talent acquisition. However, Best-in-Class organizations differentiate themselves through applying assessments in the post-hire stage, specifically in learning, development, competency management, and succession planning.
Aberdeen: “Fully On–Board”: Getting the Most from Your Talent in the First Year
Engaging employees early in their career with a new company is essential to employee satisfaction, retention, and performance. Onboarding made its mark within talent management in 2008, and data collected by Aberdeen in December 2008 and January 2009 from more than 600 HR, talent management, and line of business managers shows that onboarding is poised to make significant strategic gains again this year. The data and analysis in this 2009 onboarding study will provide organizations with the means to benchmark their performance against peers as well as improve onboarding performance over the coming year.
Authors: Kevin Martin, Vice President & Principal Analyst, Human Capital Management & Mollie Lombardi, Research Analyst, Human Capital Management
Bersin: The Essential Guide to Employee Performance Management Systems – Part 2
Dramatic advancements in performance management solutions now support unified talent management strategies. This comprehensive research study from Bersin & Associates experts provides organizations with a practical guide to answer their questions on new feature sets, process benefits, adoption success, and implementation.
IDC Talent Survey: Candidate Shortages Still Prevail
At Taleo WORLD 2006, a survey was distributed to all attendees and covered topics such as talent strategies, candidate shortages, and hiring metrics. More than 100 executives representing the recruiting, HR, and talent strategy functions responded to this survey. Lisa Rowan of IDC analyzed the results and published this study which offers the following key observations:
- Candidate shortages are real—especially in IT, sales, and finance functions.
- Over 70% of respondents reported that they have implemented competency models.
- More than 75% of respondents cited retaining top talent as the most critical challenge.
Knowledge Infusion: How to Buy a Talent Management Suite
By following the best practices outlined in this paper, organizations will be well on their way to deploying a talent management solution that boosts organizational performance, delivers true business value, and optimizes their return on investment. Learn the proven methodology for higher performance, business value, and ROI from Knowledge Infusion experts:
- Develop your talent management strategy
- Select your solution
- Jump-start your project
- Ensure successful deployment
CedarCrestone: Value and Customer Satisfaction Study, 2007
For the second year, Taleo ranked very high in customer satisfaction and value as reported by the independent research firm, CedarCrestone. Based on more than 135 customer responses, findings cite cost reductions by replacing manual and inconsistent staffing processes, better time to hire, and increased visibility into business performance through real-time staffing metrics. Highlights include:
- Overall customer satisfaction rating of 95%.
- Decreased process costs for 53% of customers.
- Increased line manager hiring process participation of 13%.
- Cost per hire reduction of 10% to 50% for more than half of respondents.
- Average time to hire of 35 days, one day better than Saratoga best practices.
- Improved quality of hire for the 54% of customers that measure this metric.