Report Finds Resources Lacking to Address Talent Shortages
New research from the Hackett Group indicates that budget-cutting and staff shrinkages are impeding organizations' talent initiatives.
By Andrew R. McIlvaine
New research from the Hackett Group finds that many HR and talent-acquisition functions are lagging when it comes to helping their organizations deal with talent shortages in key areas, and -- due to a lack of resources -- sufficient progress likely won't be made anytime soon.
The report, The CHRO Agenda: An Urgent Need to Close Large Gaps in Talent and Technology Capabilities (registration required), is based on survey results from executives at 180 large U.S. and foreign companies, most with annual revenue of $1 billion or more. It finds that HR at many organizations lacks the ability to fully support key enterprise goals such as adapting talent-management strategies and processes to deal with changing business needs, address talent shortages in critical areas, manage change more effectively and develop agile executives fully capable of leading in a volatile business environment.
HR leaders at these companies don't suffer from a lack of ambition: The report finds that they're planning to address issues such as talent-related change and strengthening their organizations' HR tech and information capabilities and organizational structure and processes. However, their departments are held back by limited resources, with the number of full-time equivalent employees within the departments expected to decline by 1.4 percent this year on top of a decline of 1.3 percent last year and budgets that are projected to decrease by an average of 1.6 percent, compared to a reduction of 0.3 percent in 2016.
"The consistent finding here is that most HR organizations are simply too busy fighting fires to get out in front on strategic issues," says Harry Osle, Hackett's global HR advisory leader. "In many cases, they are in reactive mode, with too much on their plates and an inability to say no to work that does not allow [the function] to become more strategic."
HR must change this mindset if it's ever going to deliver strategic value, he says. "To build a true leadership position within the organization, it is essential that HR find ways to more effectively manage and prioritize its service portfolio, adopt proactive demand management techniques from IT and make headway on transformation and improvement in key talent areas."
Hackett finds that HR organizations are planning to "dramatically increase" their mainstream adoption efforts in several digital technology areas, including cloud applications and Software-as-a-Service, social media and collaboration technologies and advanced analytics.