- Acquiring key talent/lack of available talent
- Building leadership capability
- Driving cultural and behavioral change in the organization
- Retaining key talent
- Increasing line manager capability to handle people-management responsibilities
- Succession planning
- Constraints on headcount (”making do with less”)
- Increasing workforce productivity
- Lack of consensus about the organization’s strategy/direction
- Encouraging organizational innovation
- Resourcing and managing HR issues in “new geographies” for the company
- Managing human capital during and after an acquisition or merger
- Implementing people changes resulting from changes due to operational performance
- Workforce planning
- Measuring the contribution of human capital to business performance
- Reducing overall human capital costs
- Coping with an aging workforce
Does your organization's issues compare with these, let me know at wgstevens2@gmail.com .
Base: Survey of 154 senior HR professionals in the U.S. and Canada
Source: “The State of HR Transformation,” North America, Mercer Human Resource Consulting, 2006
Discovered via Workforce Management (10 September 2007)
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