17-12-2009

One Size Fits One
Best Practices to Build a Talent Strategy that Attracts and Retains a Committed Workforce

Employee turnover is expected to rise next year. Our latest research highlights that many workers are unhappy with their present jobs. In fact, 60% of employees intend to leave and an additional one-in-four are networking and updating their resumes.

Navigating the C-Suite
Leadership imperatives for HR

Human capital risks are the most significant threats companies' face, yet few firms have effective practices in place to manage them. It's HR's role to make the case and elevate this discussion to the C-suite.

Lack of talent strategy is the number one impediment to executing on business plans. Yet, fewer than half of HR professionals are involved in regularly influencing strategic decisions. A further one-in-four don't have a seat at the executive table. To earn that seat, HR needs to develop C-suite level thinking.

Understand each C-level executive and relate your function's activities to his/her strategic imperatives. Who are these people in your organization?

• The Chief Financial Officer who views the business through the prism of financial performance and shareholder value
• The Chief Operating Officer who is focused on execution of business plans and operational effectiveness
• The Chief Executive Officer who runs the overall business strategy and is ultimately accountable for performance

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