| 2010 NTMN Survey -- Executive Summary |
| Click here to download the complete report |
|
Our third annual survey finds the talent management profession increasingly well defined and its practitioners optimistic about its future. As our profession matures (the average TM group is 3.6 years old vs. 2.6 years in our 2009 survey), we still face questions about whether unique value is added by grouping a set of activities under a TM organization. Our survey shows where this value emerges and, for the first time in any TM survey, provides statistically derived insights to the secrets of TM success. |
OUR 2010 INSIGHTS |
| INSIGHT 1: An Increasingly Well-Defined Speciality |
|
Formal TM groups* are far more focussed than other TM groups on the processes involved in talent production, including talent reviews, high potential development and accessment and feedback. These formal TM groups also more frequently consider the CEO, executive team and other senior leaders their clients. In all but the smallest organizations, the TM leader typically reports to the companies Top HR leader. |
| INSIGHT 2: Value Adding, But with significant Room for Improvement |
|
High potential identification, talent reviews and goal setting processes are rated as 50% more effective when run by formal TM groups. However, that advantage doesn't extended to practices like executive coaching, assessment or other key drivers of talent growth. Overall, less than 50% of TM groups rate their talent building processes as always or often effective. |
| INSIGHT 3: Cautiously Optimistic About the Future |
|
Optimism about the direction of their company's TM investment was evident, with 45% seeing TM expenditures increasing in 2010, and 21% seeing a more than 10% increase vs. 2009. That spending won't translate into new staff though, with only 17% predicting staff increases. More than 70% felt that ongoing talent wars would challenge their ability to hire quality talent, but only 29% were concerned that key talent would be lost. |
Â
Â
