HR leaders key to an organisation’s talent sustainability, says ManpowerGroup
17 June 2014
Human resources leaders must play three distinct roles to ensure talent sustainability in their organisations, a report from staffing giant ManpowerGroup says.
Tue, 17 Jun 2014
Human resources leaders must play three distinct roles to ensure talent sustainability in their organisations, a report from staffing giant ManpowerGroup says.
The report, ‘The Talent Shortage Continues: How the Ever Changing Role of HR Can Bridge the Gap’, says that HR leaders are the one group with the expertise and influence to reshape their companies' talent base and must now adopt the roles of supply and demand experts, marketers and designers.
ManpowerGroup suggests that HR leaders can bridge the skills gap by evolving their role in three critical ways:
• Supply and demand experts: HR leaders must provide market intelligence supported by relevant data, understanding their internal and external talent supply and how forces are shaping the availability of required skills.
• Marketers: In a world of talent shortages, HR's role has expanded to include attracting and retaining customers (ie. talent), in the same way that marketers segment and target consumers of the company's products and services.
• Designers: A different way of thinking is required to cultivate communities of work and balance the employment mix to include contingent, fully outsourced, partially retired and other workers.
Does your organisation aim for talent sustainability? Enter Recruiter’s new Investing in Talent Awards!
Human resources leaders must play three distinct roles to ensure talent sustainability in their organisations, a report from staffing giant ManpowerGroup says.
The report, ‘The Talent Shortage Continues: How the Ever Changing Role of HR Can Bridge the Gap’, says that HR leaders are the one group with the expertise and influence to reshape their companies' talent base and must now adopt the roles of supply and demand experts, marketers and designers.
ManpowerGroup suggests that HR leaders can bridge the skills gap by evolving their role in three critical ways:
• Supply and demand experts: HR leaders must provide market intelligence supported by relevant data, understanding their internal and external talent supply and how forces are shaping the availability of required skills.
• Marketers: In a world of talent shortages, HR's role has expanded to include attracting and retaining customers (ie. talent), in the same way that marketers segment and target consumers of the company's products and services.
• Designers: A different way of thinking is required to cultivate communities of work and balance the employment mix to include contingent, fully outsourced, partially retired and other workers.
Does your organisation aim for talent sustainability? Enter Recruiter’s new Investing in Talent Awards!
