When equipped with the right human intelligence — the recognition that people will make future possibilities become realities — companies can ensure an effective strategy to address their current and future talent needs.
Randstad Sourceright, a global talent leader, shared details of its research on how today’s employers can design, build and implement talent strategies that drive business results and maximize their Human Intelligence Advantage.
Through its research, it found that while HR leaders recognize and embrace the greater responsibility and expectations of their function, they also express a need to demonstrate measurable value of their programs and initiatives.
And while their counterparts in sales, operations and procurement are readily able to directly quantify their impact on business performance with hard data, HR often relies on soft metrics, like filling business-critical roles or reducing attrition.
When HR leaders can redefine the position of HR through analytics and insights, however, they can leverage greater intelligence to make fact-based decisions, hold high-level discussions about talent, and drive business and talent strategy recommendations that impact the bottom line.
“Despite the rise of automation, machines and big data, people are still an organization’s greatest asset, providing the skills, experience, drive, courage, creativity and common sense that can’t be matched by technology,” said Louisa Wilson, global marketing director at Randstad Sourceright.
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“When organizations discover and develop their own human intelligence advantage, they can create a strategy to ensure they have the right talent in place to identify long-term strategic opportunities and achieve short-term operational needs.”
To understand how the human intelligence advantage impacts business performance, Randstad Sourceright recently conducted a comprehensive study among HR professionals, C-suite leaders and the company’s own staff to gauge HR priorities and perceptions across the globe.
Through this research, it gained crucial insight into the challenges and opportunities facing the talent management profession today and how the company can continue to provide strategic solutions, consultative expertise and integrated HR technology that enable its clients to achieve maximum results from their talent.
According to the survey, majority of respondents (71 percent) cite their ideal talent partner drives and delivers technology innovations to manage their talent network, while 70 percent also cited sharing and leveraging global best practice and subject matter expertise as a key differentiator.
“C-suite leaders, including CEOs, are paying attention to talent more than ever before. They know that the availability of the right talent impacts their ability to achieve business goals. Questions about workforce strategy — from talent attraction, development and retention, to the deployment of talent when and where it is needed — are all critical to strategic planning activities for organizations of all sizes, in all sectors, all over the world,” commented China Gorman, CEO of CMG Group.
Gorman continued, “Having effective technology and partners in place to drive insights from talent-related data can make the difference between achieving growth plans and falling short of stakeholder expectations.”
“Deriving actionable insight from talent data will soon be one of the most sustainable advantages that organizations will have given rapidly shifting demographics, talent shortages and the gaps between the needs of the economy and the output of the global education infrastructure.”
“To be successful in today’s challenging environment, companies need an agile approach to their talent strategies that gives them access to the right people to carry out their most pressing initiatives, while also focusing on future growth,” added Wilson.
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