With layoffs and restructuring in the works to keep afloat in an economy with the power to sink you, "holistic" may bring to mind nothing more than the hope you can keep your company together. But for some training and human resources practitioners, the term means a new approach to managing permanent and contingent staffs. Instead of seeing them as disparate entities, a recent report from The Human Capital Institute and TAPFIN Process Solutions describes a new approach that integrates the two. Here are highlights from the report, "Integrated Resource Fulfillment":
- HR and talent management departments are making solid, if only gradual, progress toward holistic talent management, the report states. Even when an organization cannot necessarily identify its top performers or always align individual goals and rewards with corporate objectives, HR professionals are at least aware of the issues and, in most cases, are working toward solutions.
- According to research conducted by HCI in 2009, 94 percent of U.S. organizations use contract talent. Broadly defined, contract talent (where consultants, outsourced talent, contractors, professional services, and temporary workers are included) already accounts for at least a quarter of the country's workforce and is growing at between two and three times the rate of the traditional workforce.
- Ninety percent of respondents expose high-potential employees to special assignments sometimes or frequently, and 82 percent agree it is important to deploy and assign top performers to the organization's most important initiatives. Thus, the study concludes, "it is important for organizations to know who top performers are, not only to ensure more informed downsizing where necessary, but to fill key positions and assignments internally in a manner that maximizes performance and develops future leaders."
- The fact that 72 percent of organizations use a human resources management system, and more than half use an applicant tracking system, provides evidence that few organizations practice total workforce management, the study's researchers point out. "HR, as custodians of HR technologies, tends to use those tools to better manage the traditional, full-time workforce only, despite the size and importance of the contingent workforce."
- A study interviewee described his organization's efforts to track the performance of new recruits over time so recruiters might gain insights into which sources of talent are better than others depending on the position. "By integrating performance management and total workforce acquisition, the potential to transfer intelligence is enormous," the study notes. "This organization also is able to inform those responsible for leadership development which junior managers are best suited to take the next step up, and to which stretch assignments they are best suited."
- "Key decisions," the study points out, "about whether to hire externally versus deploy internally, whether to staff assignments with contract talent versus full-time employees, about who to develop into the next generation of leaders, about how to motivate the workforce to drive corporate objectives, about how and who to retain, rely on linkages between the components of HR and talent management, and on a view of the entire workforce, including contract and other non-traditional workers."
By Training Magazines
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