Lack of buy-in by senior executives and poor training is undermining the success of talent management initiatives.
Despite growing pressure to find skilled IT and other staff, nine out of 10 companies are ignoring talent management processes, according to research from Diagonal Consulting.
Almost two-fifths of the 100 HR directors in large companies blame CIOs and other directors for failing to take HR seriously enough.
“Every project faces difficulty getting buy-in from the board, so it is crucial to for the HR department to clearly show (sic) the benefits for the company and for employees of implementing a talent management system,” advises Jason Kiely, HR practice head at Diagonal Consulting.
When a system is introduced, executive apathy and poor communication often dampen its long-term success. Almost half the HR directors feel that line managers fail to explain how changes will affect or benefit employees. Similarly, as initial training often isn’t followed up by further training sessions, the interest of managers and employees quickly fizzles out.