Businesses are mostly blind to the fact that a very small percentage of top-performing employees are responsible for a very large proportion of their overall output, according to a talent assessment expert.
Internal recruitment functions are moving to more specialised models that require skills from areas outside the traditional recruitment and HR talent pool, says a talent management expert.
Identifying the "hidden leaders" at the grassroots level of an organisation can be invaluable in garnering support for initiatives, or providing insights about what employees really think about the company, according to leadership experts.
Reporting on metrics that are interesting to HR rather than useful for the rest of the organisation is a common mistake preventing HR from growing its influence, says talent metrics specialist Dr John Chan.
HR professionals should look inside their business rather than rely on external consultants' advice when deciding how to apply their talent metrics, says QBE's Dr John Chan.
Employers can gain an edge over their competition by focusing on two productivity drivers that many organisations largely ignore: internal mobility and workspace design, say experts in these fields.
Comprehensive strategies to develop and measure key talent often lose effectiveness when "inertia sets in" and the programs become more about processes than outcomes, warns Aon Hewitt leadership head, James Rutherford.
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