Too many mid-size enterprises do not have the management commitment and technology to execute talent management practices. The result is a negative impact on their growth.
Integrated talent management Part 2 ” Surviving corporate adolescence and reaching organizational maturity from IBMs Institute for Business Value and HCI offers insights into mid-size enterprise talent practices where they find: many Mid-size organizations are in the midst of adolescent crisis.
On the other hand, mid-size enterprises such as Taleo customer CDW Corporation with 6,000 employees have supported rapid growth with talent management practices and technology, and:
Replaced a manual paper process and drove efficiencies.
Reduced approval times for job requisitions and postings.
Targeted candidate markets more cost effectively.
There are many proof points for fueling growth with talent management and talent intelligence. Companies need to recognize where they are in their business lifecycle and make the requisite investments.
HR leaders must first be aware themselves, but then be able to sell leadership on the needs for an overall talent management plan and infrastructure.
The infrastructure must also include the capability to collect and analyze the right data, and, of course, the integrated systems that will enable human capital professionals to truly understand the workforce”its strengths and weaknesses and the talent gaps that must be filled.
