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.
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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
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"Strategic sourcing, high potential programs, succession planning… Those are all examples of where we've leveraged CEB."
Director, Global Talent Management
B/E Aerospace, Inc
"We are very forward-thinking on integrating talent management...[and CEB] gives that comfort factor that we're headed in the right direction."
Vice President, Talent
JetBlue Airways Corporation