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Three Missing HR Capabilities
published by , on 25/10/2010

Based on conversations with hundreds of chief HR officers worldwide, IBM’s 2010 study titled Working Beyond Borders identified three workforce gaps where HR is missing key capabilities:

Exposing the gaps

Based on respondents’ relative ranking of importance and effectiveness, their organizations fall short in three key capabilities. blog-exposing-the-gaps.jpg

  • Developing future leaders
  • Rapidly developing workforce skills and capabilities
  • Fostering collaboration and knowledge sharing

Each of these gaps can be filled using an online learning platform tied to formalized talent management processes in succession planning, development, and performance. Take the approach to live and learn—using talent intelligence captured in every phase of the talent lifecycle—to foster a holistic approach to investing in the organization as a whole.

Reactions (1)
  • Jean Vanbesien says:

    The above articles contains two (typical) errors:
    1. it mixes opinions with facts
    2. it proposes (commercial) products for resolving process and organisation issues.

    It’s not because a 1000 or more HR directors (or any other professional group for that sake) indicate that “future leadership” is an issue, that it really is so.
    The idea that “filling the talent gap” is the biggest HR-issue of the moment is according to me the result of two separate evolutions:
    – push-sales of consultancies who position this problem as the key issue …. and surprise-surprise they have the solution.
    It might be an interesting effort to study the long-term relationship between this in the same way as it’s done between perceived sickness and pharmaceutical advertisements.
    – secondly, the fact that many companies and their top managers really have no clue how to develop/ adapt/ change for the future. As such it is indeed hard to find right managers, for the simple reason that there is no clear profile. More over, history learns that the ideal profile (of consultancies) never works;
    how many successful CEO’s full fill this profile? Who saw the profile of M. Zuckerberg.

    2. The 2nd and 3rd problems are fundamentally organisation and process issues. Trying to resolve these problems by the (magical) IT-solutions of consultancies is yet another recipe for failure.
    IT-applications can only bring solution if they fit within a clear process which is understood and supported by all management layers within an atmosphere of trust. None of these are provided by IT-solutions.

    Without any disrespect for the author, but the above article is more a commercial add, then it is an insightful article.

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