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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.

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