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Published October 2007

The Top 22: A Priority List for HR

 

  Josh Bersin

As part of our 2007 research into high-impact talent management organizations, Bersin & Associates surveyed more than 700 corporations and interviewed about 55 executives to learn more about top business problems, talent-related challenges and the adoption and sophistication of various talent-related processes ranging from recruiting to succession planning.

As part of the research initiative, we put all data collected under a microscope, so to speak. We wanted to understand the issues involved in implementing these talent management processes and, even more important, determine how they drive business results.

But don't nod off yet — although the analysis and number crunching involved in this work would put most people to sleep, the findings are a wake-up call.

Our research found that of 62 processes examined, 22 consistently drive highest business impact. These processes (we call them the Top 22) represent a priority list for HR executives and business leaders when it comes to developing and managing talent. If your organization is questioning where to start or how to strengthen its talent management program, these are the processes on which you should focus.

We strongly believe the value of HR and learning organizations is directly tied to their alignment with business. Therefore, our research involved a methodology designed to determine exactly where and how HR organizations get the highest business results.

Our list of 62 talent processes, compiled through our experience and market knowledge, falls into eight categories:

1. Sourcing and recruiting

2. Performance management

3. Competency management

4. Learning and development

5. Leadership development

6. Succession planning

7. Workforce planning

8. HR systems

For each process, we asked respondents to rate their organizations on 16 different business measures. Examples of measures include onboarding, response to business change, compliance, employee engagement and retention.

Certainly, we know self-measurements aren't 100 percent accurate. But over the years, we've found respondents to be amazingly truthful. And when large numbers of such responses are analyzed, the results provide highly reliable information.

Because the Top 22 were identified using this methodology (with no opinions or subjective assumptions factored in), they provide an unbiased perspective.

Analysis of the Top 22 provides highly actionable guidance. The following are the most important takeaways:

1. Focus first on coaching. At the top of the list is the implementation of coaching programs for employees. Organizations with strong coaching cultures, coaching programs and support structures develop much higher levels of engagement, leadership, flexibility and performance. Organizations are adopting a variety of coaching programs, ranging from intensive executive coaching to informal, ad hoc programs for specific skill development.