More Talent Management Facts #4

Another addition of leadership and talent management “facts” from all over the world. Some intuitive and some not….what do you think?

1. CO2 Partners in a recent 2007 internet survey of over 3,000 employees (90% middle to senior managers) found a supervisor as a source for workplace advice by 11%.  More workers relied on a peer (24%), another senior level employee (15%), a friend outside the company (14%) and mentor or coach (13%).  In response to the question of how often does your boss ask for your advice on solving a problem at work, 3.9% didn’t know, 62.6% said often/occasionally and 32.6% said seldom/never.

2. In a 2006 survey by CCH asking about the effectiveness and use of work/life programs, those rated as most widely used included:

• EAP 73%
• Wellness programs 67%
• Leave for school functions 65%
• Flu shot programs 64%
• Alernate work arrangements 63%
• Telecommuting 59%
• Compressed work week 58%
• Job sharing 51%
• Satellite work places 44%
• Childcare 44%

3. In a recent 2007 survey by Robert Half International, 46% of executives surveyed said they rely heavily on instinct when making hiring decisions.  Another 49% follow their gut at least some of the time.

4. In a 2006 Performance Management Survey by the Institute for Corporate Productivity (formerly i4cp, formerly the Human Resource Institute) based on 1,031 respondents in diverse companies 8% said their performance management process contribute in a significant way; 45% said their PM processes contributes but more improvements are required; and 47% were not sure if the PM process makes any contribution at all.

5. In a 2007 survey by McKinsey & Company who asked senior executives of global companies to rank obstacles that prevent talent management programs from delivering business value—the eight most critical barriers included: 1) 54% senior managers don’t spend enough time on talent management; 2) 52% line managers not sufficiently committed to people development; 3) 51% silos discourage collaboration and resource sharing; 4) 50% line managers unwilling to differentiate high and low performers; 5) 47% senior leaders do not align talent management and business strategies; 6) 45% line managers ignore chronic underperformance; and 7) 39% planning or allocation do not match right people to roles.

6. In a 2005 Gallup survey on health, 54% of disengaged employees say their work has a negative affect on their health; 62% of engaged employees feel their work positively affects their physical health but among disengaged workers this drops to 22%

7. The 2007 Performance and Talent Management Trend Survey (SuccessFactors in cooperation with the Business Performance Management Forum and the Human Capital Institute) reports responses of 726 business executives and HR staff that nearly 75% of the respondents agree strongly or very strongly that talent management is a strategic priority at their company but only 57% said their companies have formal talent management plans in place.

8. Sirota Survey Intelligence in 2007 (64,304 workers) reports that employees at all ages and job levels who have been on the job less than a year report 70% satisfaction with their work.  After 2 to 5 years, job satisfaction dropped to 53%.

9. 61% of more than 1,300 executives from 71 countries believe that telecommuting decreases chances of advancing in one’s career despite that finding that over 33% of the executives notes that telecommuters are more productive (2007 Futurestep).  42% of the 1,730 executives said telecommuters were as productive as workers in traditional settings and 36% were more productive.  66% of the 1,944 executives said taking a sabbatical or extended break was “extremely” or “somewhat” beneficial to a person’s career.

10. Fatigued workers cost US employers $136.4 billion annually in health related lost productivity.  Tired workers averaged 5.6 hours weekly in lost productivity time compared to 3.3 hours from other workers (SHRM HR News)

Gosh, if these don’t fit your paradigm, just twist the facts….Be well….

 
[tags]talent management, succession planning, coaching, executive coaching, executive development, surveys, kenneth nowack, ken nowack, nowack, Envisia Learning, Envisia [/tags]

Ken Nowack

Kenneth Nowack, Ph.D. is a licensed psychologist (PSY13758) and President & Chief Research Officer/Co-Founder of Envisia Learning, is a member of the Consortium for Research on Emotional Intelligence in Organizations. Ken also serves as the Associate Editor of Consulting Psychology Journal: Practice and Research. His recent book Clueless: Coaching People Who Just Don’t Get It is available for free for a limited time by signing up for free blog updates (Learn more at our website)