New study highlights employees' views on talent management
New research reveals employee attitude to talent management programmes
The study, undertaken by Capgemini consulting, comprised a survey of 300 respondents and interviews with senior leaders in a talent programme/pool within each organisation, as well as those not selected to go on these programmes.
The top-line findings from the study include:
- The majority (81%) of respondents said talent management programmes make them feel more engaged at work
- The top reason for wanting to be a participant in the programmes is the belief that the development activities offered help people in the future (84%). More than half (52%) also hoped the programme would help them progress up the company at a faster pace
- Respondents were split evenly over the main objectives: half said it solely exists to help them perform better in their current job, while the other half thought it was more about preparation for a future role
- Most senior managers point to the benefits of the programme in increasing their networks (78 percent), developing new skills (72 per cent) and learning from a challenging experience (62 per cent)
- There was very little difference between participants and non-participants regarding level of pride in their organisation and overall happiness with the organisation
The role of Human Resources in owning talent management programmes came out as important in the study, having a positive effect on how well they are run and perceived by the business.
Claire McCartney, resourcing and talent planning adviser, CIPD, said: “It’s encouraging to see that leadership support and sponsorship of talent initiatives was found to be strong across all the organisations. Support across divisions and between line managers, however, is inconsistent, which could compromise the effectiveness of programmes. HR’s role in communication, raising awareness and educating line managers will help address this.
“HR also needs to actively support peer groups represented on the talent programmes – often the highest performing employees across the business – to continue to meet and network beyond the programme. This will help organisations get the most out of groups that have participated in talent programmes, harnessing their energy and creativity for business success.”