April 9, 2013 · 4:30 am
SHL has published their fascinating yearly report on global assessment trends. SHL, acquired last year by CEB, is an assessment company, so reporting on assessment trends is right up their alley. The survey data are interesting and the conclusions are worth noting by anyone in HR.
But their questions and conclusions go way beyond the use of assessment instruments for employment selection and employee development strategies and practices.
The first part of the report reviews organizations’ talent management focus and landscape. For example , the authors compare the top five HR priorities in emerging economies to the top 5 HR priorities in established economies.
The lists are similar but not identical. You can see that four of the priorities show up on both lists, although prioritized differently; and that succession planning shows up in the top 5 on the established economies list, while training shows up in the top 5 on the emerging economies list.
Other findings relate to HR’s use of big data and the perception that there is room for improvement around the world in using objective data to make workforce decisions. In fact, less than 25% of the survey respondents reported that their organizations have a clear understanding of workforce potential.
The second part of the report focuses on the assessment of talent – both for hiring and for employee development. Interesting findings in this section include the desire by nearly 75% of respondents to improve talent measurement and the practice of linking pre-hire and post-hire testing to specific business outcomes.
The third part of the report focuses on technology in testing, with a specific focus on mobile devices and social media. The key findings here include data showing that emerging economies want to use mobile technology assess candidates – both recruiters and candidates want this capability; and social media data is becoming less critical to hiring decisions. (See last week’s Data Point Tuesday.)
The report concludes with four recommendations for HR in 2013:
Big data presents HR with a unique opportunity to demonstrate business value
Only the right data will lead to the success of talent initiatives
HR should embrace innovation that improves how talent is recruited, but with caution
Mobile technology should be considered for competitive advantage, not to follow the crowd
The data in this report are presented in a way that is easily understood and useful. At 30 pages, it’s worth the 45 minutes it will take to scan it and then hone in on the impactful sections. I especially appreciated the selected references at the end, as well as the key findings lists from the same survey reports for 2009 – 2011. I’m always interested in the evolution of these kinds of lists.
But the bottom line for me is that here’s yet another source of global HR data shining a light on HR’s need to figure out how to demonstrate its business value. Whether you prefer this report to others you’ve discovered here at Data Point Tuesday — or you prefer other sources of HR data and analysis, the drum beat is the same: aligning HR strategy (and tactics) to business outcomes is the only way to demonstrate business value. And the only way for HR professionals to be seen as business leaders.
Filed under Big Data and HR, China Gorman, Data Point Tuesday, Employment Screening, HR Data, SHL, Talent Assessment, Talent Management
Tagged as Big Data and HR, China Gorman, Data Point Tuesday, Employment Screening, HR Data, SHL, Talent Assessment, Talent Management
November 13, 2012 · 4:30 am
SHL Talent Analytics™ has published a white paper that you need to read if you are involved with acquiring, developing or managing talent. And that would be everyone in HR. The SHL Talent Report: Big Data Insight and Analysis of the Global Workforce is a thorough review of the state of talent – especially leadership talent – around the world. Using their vast global supply of data from organizational surveys, almost 4 million assessments from almost 200 countries, and the work of 300+ occupational psychologists, authors Eugene Burke and Ray Glennon provide compelling insights into the state of today’s talent as well as opportunities to prepare tomorrow’s talent for success.
The white paper covers the following talent issues with data that is deep and makes it easily understandable:
- Organizational Risk
- Global Distribution of Critical Skills
Each section is compelling and could stand alone in its organizational usefulness. At 72 pages long, though, it’s a not a tough read.
I was particularly taken with the section on Diversity. Its discussion of gender and leadership should be required reading for all those involved in the acquisition and development of talent headed to the C-Suite. (I wrote about that here recently.)
But even more interesting was the discussion of generational differences. This is a topic that won’t go away for those in the talent management business –for good reason! Burke and Glennon believe “it’s not really about gender and generations…it’s about the best person for the job and having managers who know how to leverage differences effectively.”
Right. How many times have we heard this? But the data they share are compelling.
I’ve seen a great deal of analysis that show that, while the values differences between generations are more a difference in order of importance than a complete difference in values, these data show the impact of the difference in order of importance in a pretty dramatic visual:
Think about the beleaguered manager in your organization who has all three generations represented on their team. Do you think they understand these motivational and values differences? Do you think they interact and communicate differently with their team members in order to engage their team? Do you think they have the skills to leverage these generational differences in ways that motivate their team to greater productivity and efficiency? Do you think they could use these insights to become a more effective leader?
What would be the impact on turnover, engagement and performance if all the managers in your organization had these insights and knew how to leverage them?
And, oh by the way, what gets you up in the morning?
Filed under Baby Boomers, China Gorman, Connecting Dots, GenX, HR Analytics, HR Data, Millennials, SHL, Talent development
Tagged as Baby Boomers, China Gorman, Connecting Dots, GenX, HR Analytics, HR Data, Millennials, SHL, Talent Development