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4. The 2011 Talent Landscape (cont.) General Trends in Human Resources Effective organizations tie workforce management processes to an overall model of employee performance, using proprietary and off-the-shelf models of competencies to help guide everything from job requirements to career paths to succession plans. Competency models allow transparency in the requirements for effective performance, and also allow HR professionals to effectively manage their workforce. However, as in years past, only 41% of companies report using these models successfully in the way in which their employees are managed (see Table 6). There are a variety of reasons why organizations may not be using competency models to their full capacity, including the time and effort it takes to create and manage proprietary models. In terms of the focus of HR in 2011, 56% of HR professionals report that they are focusing more on internal roles in 2011, consistent with the results from 2010. Approximately 45% of companies agree that they are recruiting for more open positions in 2011 as compared to 2010. This is up from 23% in 2010. Additionally, we see an increase in the perceptions that recruiting and hiring talent will be challenging in 2011 as compared to 2010, with nearly 70% of companies agreeing or strongly agreeing that it will be challenging, as compared to 54% in 2010. Likewise, nearly three-fourths of HR professionals agree that retaining employees will be challenging as the economy improves. Table 6: Trends in Human Resources Survey Statement Percent Agree/Strongly Agree Our company’s competency model is being used effectively as part of our overall employee lifecycle (from hiring to development to promotion). In general, my company is focusing more on developing talent internally than on hiring externally. We are currently recruiting for more open positions company-wide as compared to last year. We expect it will become increasingly challenging to recruit and hire talented individuals for key positions in the coming year. We anticipate that retaining employees will become a greater challenge as the economy improves. - 10 - 2011 2010 2009 41% 37% 44% 56% 52% 37% 45% 23% - 68% 54% - 73% 68% -
5. Losey, 2011 Government Hiring in the U.S. In the United States, Federal Agencies are required to comply with new Hiring Reform guidelines, which have major implications for recruiting and selecting government employees. Specifically, the guidelines call for the following changes: • Remove written essays as a first step in the hiring process • Allow candidates to submit résumés and cover letters • Assess applicants using valid, reliable tools • Eliminate category ratings, allowing hiring managers to review a wider range of qualified candidates • Make hiring managers increasingly accountable and involved in the hiring process • Improve the quality and speed of hiring • Notify applicants of their status during various stages in the hiring process As part of the 2011 survey, we asked HR professionals (n = 18) from U.S. Federal Agencies to respond to various statements regarding their perceptions of the effectiveness of Hiring Reform. As shown in Table A1, over 70% of professionals responded they have experienced an increase in hiring. Two-thirds believe that eliminating knowledge, skills and ability (KSA) narratives will increase the number of applicants. Seventy two percent believe that Hiring Reform will lead to broader adoption of pre-employment assessments. The vast majority of respondents (78%) agree that assessments are an effective method of screening a large number of applicants. In fact, a recent study conducted by the Partnership for Public Service identified assessments as the weakest link in federal government’s hiring process and recognized that the government’s ability to meet the goals of hiring reform is contingent on implementation and much broader use of high quality, competency assessments across government. Towards this end, the Office of Personnel Management is currently spearheading development and implementation of a large scale assessment program that will be made available to all agencies government-wide. Only a relatively small proportion of respondents (35%) thought that Hiring Reform would decrease time to hire. This result is contrary to some recent reports which suggest that time to hire is decreasing, and manager satisfaction with candidates is increasing. 5 To the extent that agencies continue to improve their processes to comply with hiring reform requirements and couple these with the use of effective hiring assessments, the government should be able realize substantial improvements in hiring reform’s central goals – speed and quality of hiring, mirroring the outcomes that have been achieved in the private sector when similar hiring processes have been implemented there. Table A1: U.S. Federal Agency Hiring Trends Survey Statement - 11 - Percent Agree/ Strongly Agree Our agency has experienced an increase in hiring. 72% The reform of the Federal hiring process initiated by President Obama will have a positive impact on our hiring practices. Hiring reform initiatives will decrease time to hire. 35% Eliminating the use of written KSA narratives will increase the number of applicants who apply for jobs. 67% Eliminating the use of written KSA narratives will lead to an increased use of assessments at my agency. 72% My agency is currently using assessments for making selection decisions. 72% The use of assessments will improve the quality of hires at our agency. 67% The use of assessments is an effective method for screening a large number of applicants. 78% Resource constraints at my agency make it difficult for me to implement effective assessments. 33% If assessments were made available, my agency would benefit from including them in the hiring process. 61% 45%
Page 1 and 2: 2011 GLOBAL ASSESSMENT TRENDS REPOR
Page 3 and 4: 1. Executive Summary Over 460 human
Page 5 and 6: People Intelligence: Critical in Ch
Page 7 and 8: Table 3: Industries Represented Ind
Page 9: Table 5: Top HR Priorities: 2009 -
Page 13 and 14: Where Do Candidates Take Assessment
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Page 17 and 18: KEY FINDING 5 Pre-Hire Testing Incl
Page 19 and 20: KEY FINDING 6 Structured Interviewi
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Page 23 and 24: Table 15 summarizes the way in whic
Page 25 and 26: With many HR professionals using or
Page 27 and 28: Table 17: Trends in Human Resources
Page 29 and 30: Efforts designed to develop future
Page 31 and 32: 7. Overall 2011 Trends in Measuring
Page 33 and 34: 9. Selected References Davis, A. C.

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