85 per cent of Canadian HR professionals asked to show payoff of talent development: Survey

Globally, two-thirds say they are effective at measuring impact on business
|hrreporter.com|Last Updated: 06/12/2013

Human resources professionals are facing growing pressure to quantify the business benefits of talent development programs, according to a survey of more than 2,360 senior executives in the field from 14 countries by Right Management.

A global average of 82 per cent of the HR executives agreed or agreed somewhat with the statement: “At our organization, we are under increased pressure to measure the business impact for talent development initiatives.”

• India (93 per cent)
• Singapore (93 per cent)
• China (91 per cent)
• Brazil (89 per cent)
• Canada (85 per cent)
• United Kingdom (85 per cent)
• United States (83 per cent)
• Norway (79 per cent)
• Australia (76 per cent)
• Japan (76 per cent)
• France (75 per cent)
• Netherlands (69 per cent
• Belgium (63 per cent)
• Germany (61 per cent).

Development professionals and HR executives are being held more accountable for their talent management investments, said Gerald Purgay, senior vice-president of Right Management.

“The survey findings show this is a global trend, and I presume it will only become more intense as top management demands better metrics as well as evidence that such programs mesh with the organization’s overall strategy.”

HR and training professionals are becoming more adept at gauging the success of their leadership development and similar efforts, found the survey. Respondents were asked if they agree with the statement: “At our organization, we are highly effective at measuring the business impact for talent development initiatives.” Globally, two-thirds (68 per cent) of the HR executives either agreed or agreed somewhat.

Strongest agreement was expressed by respondents from Brazil, China, India and Singapore.

Organizations worldwide are confronting similar challenges, said Purgay.

“It’s now a global contest for them to recruit and develop the best talent, which is by its nature is always limited. We’re in the Human Age, and employees need new skills to prepare them to deal with the complexity of the business world as well as to manage individuals and teams.”

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