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April 29, 2015 — Organizations with a clear talent strategy are more likely to
perform well on business outcomes, including innovation, efficiency and
business agility, according to new research from Bersin by Deloitte. Summarized
in a WhatWorks® Brief, the research findings appear in Building Competitive Advantage with Talent-Part 1: An Introduction to Talent Strategy. The report is
the first in a four-part series slated for publication this year that explores
current trends and challenges in understanding, creating and leveraging a talent
talent strategy – defined as interlocking decisions related to talent that
enable an organization to most effectively execute its business strategy –
remains a challenge for many organizations. Based on a survey of 454 Global
2000 organizations, the research found that just 12 percent of organizations
have a clear talent strategy, with advanced and integrated talent processes in
place. However, organizations that create a clear structure for setting talent
strategy and engage leaders in the process are best positioned to develop a
clear and business-aligned talent strategy. The new research was announced today at Bersin by
Deloitte’s IMPACT 2015: Bold HR, the industry’s premier
research-based executive conference for HR, learning and talent leaders and
their teams, which takes place through May 1 at the Trump National Doral in
“On our survey,
of those organizations that rate themselves at the highest level of
effectiveness on business outcomes, at least half have an established talent
strategy with some or many advanced processes in place,” said Stacia Sherman
Garr, vice president, talent and HR research, Bersin by Deloitte, Deloitte
Consulting LLP. “Moreover, those organizations with a talent strategy are more
than four times as likely to be in the top quartile of business outcomes. These
business outcomes include innovation, improving processes to maximize business
efficiency, and anticipating and responding to business changes efficiently and
noted that there are additional reasons that a talent strategy matters.
speaking, organizations lack the staying power they once had and they need a
way to fight back,” she said. “Consider this: The average lifespan of a company
listed in the S&P index has declined to just 15 years from 67 years in the
Garr said that
there are likely many factors contributing to this decline in organizational
longevity, but one that cannot be discounted is that innovations are driving
disruptions in markets and business models at a historically high rate.
Garr said, “many organizations will need to broaden their focus to more
effectively leveraging people – not just capital structures and investments –
to drive competitive advantage.
Organizations should have a talent strategy to determine how best to do
In addition, a
talent strategy can help an organization:
importantly, Garr said, “the talent strategy should provide leaders with
guidance as to the critical investments – as well as some of the tactical
decisions – that should be made.”
To learn more,
register to join Stacia Sherman Garr for her online webinar, “Talent Strategy:Building Competitive Advantage with Talent,” June 18, 2 p.m. ET/ 19:00 BST.
in learning more about Bersin by Deloitte or its WhatWorks® membership may
email email@example.com or call +1 510 251 4400.
About Bersin by
Deloitte delivers research-based people strategies designed to help leaders and
their organizations in their efforts to deliver exceptional business
performance. Our WhatWorks® membership gives Fortune 1000 and Global 2000 HR
professionals the information and tools they need to design and implement
leading practice solutions, benchmark against others, develop their staff, and
select and implement systems. A piece of Bersin by Deloitte research is
downloaded on average approximately every minute during the business day. More
than 5,000 organizations worldwide use our research and consulting to guide their
HR, talent and learning strategies. For more information, please visit
http://www.deloitte.com/bersin or http://www.bersin.com.
As used in this
document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of
Deloitte LLP. Please see http://www.deloitte.com/us/about for a detailed
description of the legal structure of Deloitte LLP and its subsidiaries.
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i. Source: Professor Richard Foster from Yale