Osobine darovite djece

HR priorities and delivery capacityAcross the total sample, aligning HR and business strategies, and management andleadership development stand out as high priorities. Other high-priority items areemployee engagement, and sourcing scarce and critical skills.In general, it is a concern that ability to deliver a range of activities associated withbuilding and transferring skills (developing technical and vocational skills, workforceplanning, career management etc.) is weak and in particular, that management andleadership development (a high priority) is described as such.The priorities do not change substantially when data for local, multinational and publicsector organisations are compared. All share capacity gaps in people development.Employee engagement is a priority for the private sector but not the public sector, whereperformance and reward is an important focus area for the latter.South African respondents show labour market compliance as their third most importantpriority, with expatriate skills transfer showing as the area of least capacity and lowestpriority. This could be as a result of expatriates not being a feature of South Africanresponses. Managing diversity is the second lowest priority which is surprising given thatit would be an important enabler to effective succession planning and labour marketcompliance.HR priority-capacity chart-all respondentsLow Capacity HighManagingDiversityLabour Market ComplianceRecruitment (in general)Employee EngagementCustomised Performance and RewardDevelop/Deliver Technical &Sourcing scarce and critical skillsVocational skillsWorkforce planningCareer Management/DevelopmentSuccession planning +Expatriate skillstransferAligning HR & BusinessstrategyManagementt /LeadershipDevelopmentLowPriorityHighEY |15