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Diana Costa (丁仙娜)
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What are today’s key human capital management challenges and how will they be addressed in the future? To answer these questions, ClearCompany partnered with HR.com to conduct a survey of nearly 400 Human Resource Professionals. One of the areas explored was leadership. We wanted to know if responding HR experts believed that leaders are effectively managing human capital in their companies. And, we asked if they saw a connection between leadership and other critical areas such as engagement and employee performance. Another important area of the investigation was employee productivity. Not only did our research investigate whether productivity is rising or falling in today’s workplace but, we also explored how long it takes for a new hire to reach full productivity. The research also covered the issue of employee retention. We were looking to discover if there were any indications that present themselves when an employee is disengaged and looking to leave. Based on responses, we created a list of the top ten signs that workers could be looking to leave. If employees do leave, what is the best way of attracting and locating new talent? This has become an issue of growing importance as unemployment rates have declined and labor markets have tightened. We explored whether companies tend to look internally or externally for top talent. Finally, the survey asked HR professionals to look to the future. We wanted to know if they thought it’s possible to accurately forecast workforce needs. And if we can model the workforce in ways that optimize costs, productivity and profits. After all, these issues are crucial to the long-term survival of most organizations. Here’s a quick look at some of the key findings: The Future: Most respondents not only believe it’s possible to accurately forecast workforce needs, they think it’s possible to model the workforce in a way that optimizes costs, productivity and profits. Leadership: Only 37% of participants say that their leaders effectively manage human capital, and only about a third report that leadership actions are correlated to engagement, retention and performance. Recruitment: Referrals are the most widely cited source for finding top talent as well as employees who are a good cultural fit. Talent: Respondents are split as to whether the best talent comes from internal or external sources. Productivity: Just 44% say productivity is on the rise.
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Workforce planning is a core function of human resources and it’s related to the identification and analysis of what an organization is going to need in terms of its workforce. Workforce planning determines what mix of experience, knowledge and skills are required, and it sequences steps to get the right number of people in the right place at the right time. Workforce planning is one of the most important issues that human resources professionals are talking about. Still, many have not gone beyond the talking stage. The task of implementing workforce planning is daunting because it is so difficult to define. In an effort to take a pulse on the workforce planning today, we partnered with HR.com to conduct a survey in the fall of 2016, to gather information on the current state of human resources and their workforce planning efforts.
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What are today’s key human capital management challenges and how will they be addressed in the future? To answer these questions, ClearCompany partnered with HR.com to conduct a survey of nearly 400 Human Resource Professionals. One of the areas explored was leadership. We wanted to know if responding HR experts believed that leaders are effectively managing human capital in their companies. And, we asked if they saw a connection between leadership and other critical areas such as engagement and employee performance. Another important area of the investigation was employee productivity. Not only did our research investigate whether productivity is rising or falling in today’s workplace but, we also explored how long it takes for a new hire to reach full productivity. The research also covered the issue of employee retention. We were looking to discover if there were any indications that present themselves when an employee is disengaged and looking to leave. Based on responses, we created a list of the top ten signs that workers could be looking to leave. If employees do leave, what is the best way of attracting and locating new talent? This has become an issue of growing importance as unemployment rates have declined and labor markets have tightened. We explored whether companies tend to look internally or externally for top talent. Finally, the survey asked HR professionals to look to the future. We wanted to know if they thought it’s possible to accurately forecast workforce needs. And if we can model the workforce in ways that optimize costs, productivity and profits. After all, these issues are crucial to the long-term survival of most organizations. Here’s a quick look at some of the key findings: The Future: Most respondents not only believe it’s possible to accurately forecast workforce needs, they think it’s possible to model the workforce in a way that optimizes costs, productivity and profits. Leadership: Only 37% of participants say that their leaders effectively manage human capital, and only about a third report that leadership actions are correlated to engagement, retention and performance. Recruitment: Referrals are the most widely cited source for finding top talent as well as employees who are a good cultural fit. Talent: Respondents are split as to whether the best talent comes from internal or external sources. Productivity: Just 44% say productivity is on the rise.
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