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A Pressing ChallengeIntegrated Talent Management Failing to Deliver Returns

Only 1 in 4 HR organizations have effectively integrated their talent management practices and achieved effective integration with strategic business objectives. Of those that have undertaken integration, the majority have failed to see returns on their investments.

Challenges stem from 3 new work realities: Wider distribution of managing talent; Interdependence of work; and Unpredictability of business change.

What the Best Companies DoThe Shift to Enterprise Talent Management

Enterprise talent management drives enterprise talent outcomes by as much as 17%, leading to a 2% YoY increase in revenue and a 3% YoY increase in net profit.

Enterprise talent management is different from integrated talent management in 3 key ways:

1. Integration is co-owned by HR and key stakeholders

2. Integration supports enterprise, not just BU, goals

3. Integration is based on forward-looking analyses of talent

We Can HelpMember Testimonials

"Strategic sourcing, high potential programs, succession planning… Those are all examples of where we've leveraged CEB."

Jonathan Turner
Director, Global Talent Management
B/E Aerospace, Inc

"CEB's been great as far as a resource for providing data in research and building our integrated talent strategy."

Shawn Zimmerman
Vice President, Global Talent & Organization Capability
The Hershey Company

"We are very forward-thinking on integrating talent management...[and CEB] gives that comfort factor that we're headed in the right direction."

Bonny Simi
Vice President, Talent
JetBlue Airways Corporation

"We're able to exchange some basic knowledge and insights [with the CEB peer network] that we can then very quickly tailor and adapt and customize to our own business."

Claudia Healy
Vice President, Global Talent Acquisition & Development and HR Operations & Administration
Verizon Communications Inc.