Business Implications of the New Reality 2008: - Stanton Chase ...
Business Implications of the New Reality 2008: - Stanton Chase ...
Business Implications of the New Reality 2008: - Stanton Chase ...
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18<br />
Respondents indicated that <strong>the</strong>ir organizations’ top needs include:<br />
The <strong>New</strong> <strong>Reality</strong> <strong>2008</strong><br />
Talent is <strong>the</strong> most important source <strong>of</strong><br />
competitive advantage in <strong>the</strong> new<br />
economy, and market-leading companies<br />
are struggling to realize its potential<br />
ra<strong>the</strong>r than simply measure its cost.<br />
Effective talent practices are a fundamental competitive lever in <strong>the</strong> global knowledge<br />
economy. Human capital management is not a human resources function; ra<strong>the</strong>r, it is<br />
a critical new set <strong>of</strong> business skills for leaders throughout <strong>the</strong> enterprise.<br />
Thriving in <strong>the</strong> <strong>New</strong> <strong>Reality</strong> and Winning <strong>the</strong> War for Talent<br />
As <strong>the</strong> data has shown, The War for Talent is not a looming crisis for which we must<br />
prepare; it is upon enterprises and organizations <strong>of</strong> all sizes right now. The <strong>New</strong><br />
<strong>Reality</strong> is that we are in <strong>the</strong> midst <strong>of</strong> talent management challenges at all levels <strong>of</strong><br />
management.<br />
Almost 40 percent <strong>of</strong> business unit leaders, 52 percent <strong>of</strong> executives and 62 percent <strong>of</strong><br />
CEOs have an understanding <strong>of</strong> <strong>the</strong> implications <strong>of</strong> <strong>the</strong> <strong>New</strong> <strong>Reality</strong>. Fur<strong>the</strong>rmore,<br />
more than half <strong>of</strong> CEOs are willing to adopt and implement necessary strategies to<br />
compete in The War for Talent, which are encouraging signs. Whe<strong>the</strong>r <strong>the</strong>se<br />
challenges present <strong>the</strong>mselves more as a result <strong>of</strong> a generational talent gap or a<br />
significant attrition <strong>of</strong> <strong>the</strong> management pool due to baby boomer retirement is, in<br />
some ways, irrelevant. The solutions coalesce around a few paths.