Here we are entering the worst recession in more than 30 years, reading about layoffs, downsizing, and restructuring in almost every industry. So why would I start our 2009 research with a discussion about the need to focus on recruiting? Well, contrary to what many may believe, even in times of job reductions recruiting must take a top priority. Let me give you five good reasons: 1. Even in times of an economic slowdown, many organizations still suffer from severe skills and leadership shortages. Our Fall 2008 TalentWatch® research shows that 36% of organizations have severe shortages in line managers; 17% cite major shortages in technical roles, and industries like healthcare, government, and professional services still have shortages in many line positions.
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Business and HR leaders have been focused on integrated talent management for the last three years now, and it is clear that talent management concepts, strategy, and solutions have started to transform HR. Most HR organizations today now have an owner of "talent management" and this person is pulling together formerly silo'd HR processes like performance management, succession management, career management, and leadership development.   Fig 1: Bersin & Associates Talent Management Framework But something continues to be missing: many of these programs and strategies arevery HR-focused. They are often cost-justified and driven by the HR or L&D organization's desire to become more aligned and efficient. (I have sat through five presentations called "One-HR" in the last six months).
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Witness the number of companies undergoing a wrenching transformation (read "potential death") in today's economy: the US Auto industry (GM, Ford, Chrysler) , the US Newspaper industry (LA Times, NY Times), and many elements of the financial services industry. A recent global survey of 1100 business leaders by Boston Consulting Group found that one of the top three things keeping CEOs awake at night was their ability to "build a learning organization. " Our research shows clearly that organizations can be broadly grouped into two types: those that "learn" and those that "don't. " Those that "learn" have an uncanny ability to evolve: they are what we call "enduring" companies, and they find ways to continuously change their products and services as markets change. Examples of companies that "learn" include UPS - which started as a horse and buggy delivery company and is now a global logistics company operating in every mode of transportation.
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