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Human Resources Trends and Metrics: Valuing Your Talent

The Conference Board of Canada, 67 pages, June 7, 2010
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The 2010 Human Resources Trends and Metrics report presents survey findings on talent management practices as well as the human resources function. It also explores the economic and demographic trends driving human resources planning.

Document Highlights

This edition of the Human Resources Trends and Metrics report presents survey findings and analysis that support the strategic management of human resources. It profiles the economic and demographic trends affecting HR strategy, illustrates and benchmarks a range of measures that provide insights into the effectiveness of talent management practices, and explores the efficiency and effectiveness of the HR organization. It also collects data on the size and cost of the function, among other metrics.

In discussing drivers of the HR planning process, the report notes several broad trends. On the one hand, respondent organizations identify the importance of keeping critical talent and building leadership capacity in the face of escalating retirements and declining labour force growth. On the other hand, their performance on developing diverse talent is mixed. In the talent management area, the report finds, for example, that more organizations in 2008 than in 2005 are collecting data on the effectiveness of HR practices such as leadership bench strength. With regard to the evolution of the HR function, the report notes that more than three-quarters of HR leaders believe they are more influential today than five years ago. The level of outsourcing has increased only slightly.

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Table of Contents

Executive Summary

Chapter 1—Benchmarking Strategic Human Resources Management in Canada

  • Talent Matters
  • Organization of the Report

Chapter 2—Labour Market Challenges and the Human Resources Planning Agenda

  • Drivers of the HR Planning Agenda
  • The Business Environment
  • Labour Force Trends
  • Challenges and Priorities Driving Workforce Planning and HR Strategy

Chapter 3—Measurement and Talent Management

  • A Measurement Framework for HR Decision Making
  • Toward a Measurement Model

Chapter 4—Talent Management—Acquire

  • Recruiting Challenges
  • Efficiency in Selection and Hiring
  • Effectiveness of Hiring

Chapter 5—Talent Management—Develop

  • Training Versus Development
  • Formal Learning and Development Plans
  • Managing Performance

Chapter 6—Talent Management—Reward

  • Total Rewards
  • Priorities Shift in 2010
  • Base Pay
  • Incentive Compensation
  • Recognition

Chapter 7—Talent Management—Lead and Manage

  • Are Organizations Planning for Leadership Succession?
  • How Deep Is the Leadership Pool?
  • Managerial Accountability
  • Span of Management Control

Chapter 8—Talent Management—Engage

  • What Is Employee Engagement?
  • Tracking Employee Engagement
  • Drivers of Engagement
  • Other Work-Climate Indicators
  • Employee Health and Wellness
  • Community Involvement and Volunteerism
  • Social Networking

Chapter 9—The Human Resources Function

  • HR Believes It Has Become More Strategic
  • HR Staffing
  • HR Expenses
  • Human Capital Metrics

Appendix A—Bibliography

Appendix B—Responding Organizations

Appendix C—Related Products and Services