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Table 1
Today (n = 517)
Future (n = 504)
Managing talent
48% (2)
52% (1)
to managing demographics.
52% (1)
45% (2)
16%
34% (3)
Managing demographics
46% (3)
33% (4)
34% (4)
31% (5)
28% (5)
26%
25%
25%
21%
21%
Managing globalization
9%
20%
23%
20%
Managing diversity
20%
19%
10%
15%
14%
15%
Mastering HR processes
15%
10%
16%
9%
7%
8%
5%
6%
Note: Table represents U.S. respondents. Percentages do not total to 100% as respondents were allowed multiple choices. Respondents were
asked to select the four most important topics in 2007 and in the future (2010-2015). Data sorted in descending order by the 2010-2015 data.
Source: Key Priorities for the HR Profession Through 2015 (BCG/WFPMA/SHRM, 2008)
Although similar challenges were reported for 2007 and 20102015, there were some notable differences. For example, compared
with 2007, more than twice as many respondents believed that
managing demographics and managing globalization will be
key issues in 2010-2015. Delivering on recruiting and staffing is
expected to take on a lower priority for organizations in the future
than it does today (33% compared with 46%).
Based on their selections for key priorities in 2010-2015, respondents were then asked a series of follow-up questions. The top five
future HR challenges for organizations are outlined below.
1. Managing Talent
For the purposes of the study, managing talent was defined as the
means used to attract, recruit, retain, identify and develop highpotential people. This topic ranked as the most critical HR topic
facing organizations in the future. Laura Lea Clinton, GPHR,
director of human resources management for CARE USA and a
member of SHRMs Employee Relations Special Expertise Panel
concurs: A major issue for organizations, as they continue to
evolve, is retentionthe whole concept of talent management
identifying who the talent is within the organization and focusing
effort and energy on developing, engaging and retaining them.
In her opinion, the focus of these efforts in the past has been on
rehabilitating poor performersthe trend will reverse to a focus on
the continued engagement and retention of the top performers.
Figure 1
30%
27%
Managing demographics
(n = 172)
Delivering on recruiting and staffing
(n = 166)
64%
6%
64%
23%
9%
70%
12%
69%
21%
18%
70%
Unfavorable
Neutral
8%
8%
Favorable
Note: Figure represents the top five most important topics for 2010-2015, U.S. respondents only. For the purposes of the analysis, the following ratings were recorded: unfavorable = 1 significant need for improvement
and 2; neutral = 3 and 4; favorable = 5 and 6 best practice company. Percentages may not total to 100% due to rounding. Data sorted in descending order by the most important topics for 2010-2015.
Source: Key Priorities for the HR Profession Through 2015 (BCG/WFPMA/SHRM, 2008)
Table 2
HRs Role
Yes
No
None
Partial or Shared
Responsibility (Partner)
Primary Responsibility
(Owner)
Managing talent
58%
42%
12%
55%
33%
Improving leadership
development
64%
36%
9%
53%
38%
Managing demographics
25%
75%
23%
46%
30%
81%
19%
4%
52%
44%
34%
66%
13%
69%
18%
Note: Table represents the top five most important topics for 2010-2015, U.S. respondents only. Percentages may not total to 100% due to rounding. Data sorted in descending order by the most important topics for
2010-2015.
Source: Key Priorities for the HR Profession Through 2015 (BCG/WFPMA/SHRM, 2008)
age group, with participation rates roughly half that of the prime
age group, the overall labor force participation rate will decline
significantly.3
Coupled with lower participation rates among older groups are
concerns that new workforce entrants lack a number of skills necessary to job success4 and that Generation X (those born between
1965 and 1980) and Y (those born after 1981) workers are not
(or have not been) prepared to assume leadership roles. As such,
organizations have become increasingly concerned with preserving
the critical knowledge of older workers and boosting skill levels of
younger workers.
As Fernn R. Cepero, PHR, vice president of human resources
at The YMCA of Greater Rochester, points out, Given the
recent economic downturn that has decimated most retirement
plans, organizations need not worry about a mass exodus of
Baby Boomers from their workforce as many will opt to continue
working out of financial necessity.
Table 3
Challenges
Actions
Managing talent
75%
58%
58%
49%
Managing demographics:
managing future capacity
loss due to aging
workforce
64%
57%
Managing demographics:
managing an aging
workforce
80%
47%
Delivering on recruiting
and staffing
62%
59%
79%
74%
Improving leadership
development
Note: Table represents the top two actions HR took in 2007 in response to managing talent,
improving leadership development, managing demographics, delivering on recruiting and
staffing, and managing change and cultural transformation (top five most important topics for
2010-2015), U.S. respondents only.
Source: Key Priorities for the HR Profession Through 2015 (BCG/WFPMA/SHRM, 2008)
Table 4
Challenges
Actions
Managing talent
73%
65%
70%
64%
Managing
demographics:
managing future
capacity loss due to
aging workforce
66%
66%
Managing
demographics:
managing an aging
workforce
79%
60%
Delivering on recruiting
and staffing
67%
67%
83%
83%
Improving leadership
development
Note: Table represents the top two actions HR is planning to take for 2010-2015 in response
to managing talent, improving leadership development, managing demographics, delivering
on recruiting and staffing, and managing change and cultural transformation (top five most
important topics for 2010-2015), U.S. respondents only.
Source: Key Priorities for the HR Profession Through 2015 (BCG/WFPMA/SHRM, 2008)
Endnotes
Methodology
In October 2007, the World Federation of Personnel Management Associations (WFPMA) and Boston Consulting Group
(BCG) conducted a worldwide study to identify and address key
HR priorities. SHRM partnered with WFPMA and BCG in the
collection of the data for the U.S. portion of the 83 countries and
markets represented in the study. This survey brief presents the key
U.S. findings from the study. An e-mail that included a link to the
online survey was sent to 4,000 randomly selected SHRM members
(directors and above) from organizations with 1,000 or more
employees. Members who were students, consultants, academics,
located internationally or had no e-mail address on file were
excluded from the sampling frame. Participants were also asked
to forward the survey link to non-HR professionals to obtain the
perspectives of this group. Of these, 3,595 e-mails were successfully
delivered, and 526 individuals responded, yielding a response rate
of 15%. Of the 526 individuals who responded to the survey, 28
responses were submitted by non-HR professionals. The survey was
online for a period of three weeks, and several e-mail reminders, a
fax and a phone call reminder were sent to nonrespondents in an
effort to increase response rates.
4 Casner-Lotto, J., & Barrington, L. (2006). Are they really ready to work? United States:
The Conference Board, Corporate Voices for Working Families, Partnership for 21st
Century Skills and Society for Human Resource Management.
5 Society for Human Resource Management. (2007). 2007 advances in e-recruiting:
Leveraging the .jobs domain: A survey report by SHRM. Alexandria, VA: Author.
6 Ibid.
7 Society for Human Resource Management. (n.d.). SHRM HR glossary of terms.
Retrieved October 3, 2008, from www.shrm.org/hrresources/hrglossary%5Fpublished/.
8 Benedict, A. (2007). SHRM 2007 change management survey report. Alexandria, VA:
Society for Human Resource Management.
About SHRM
The Society for Human Resource Management (SHRM) is the worlds largest association
devoted to human resource management. Representing more than 250,000 members in over
140 countries, the Society serves the needs of HR professionals and advances the interests of
the HR profession. Founded in 1948, SHRM has more than 575 affiliated chapters within the
United States and subsidiary offices in China and India. Visit SHRM Online at www.shrm.org.
Media Contact
Julie Malveaux
julie.malveaux@shrm.org
(703) 535-6273
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Project Team
Project leader: Jessica Frincke, survey research analyst
Project contributors: Evren Esen, manager, survey program
Jennifer Schramm, manager, workplace trends and forecasting
Steve Williams, Ph.D., SPHR, director, research
External contributors: Kristi Acuff, SPHR, VP and chief HR officer, Alyeska Pipeline Services Company
Thomas Belker, SPHR, GPHR, managing director, human resources, OBI Group,
and member of SHRMs Global Special Expertise Panel
Lewis Benavides, SPHR, associate vice president for human resources, Texas
Womans University, and member of SHRMs Workplace Diversity Special
Expertise Panel
Jeff Chambers, former VP, HR, SAS
Fernn R. Cepero, PHR, vice president, human resources, The YMCA of Greater
Rochester
Laura Lea Clinton, GPHR, director, human resources management, CARE
USA, and a member of SHRMs Employee Relations Special Expertise Panel
Libby Sartain, former executive vice president of HR and chief people officer,
Yahoo!
Melanie Young, VP, corporate HR and services, Arrow Electronics
Editor: Katya Scanlan, copy editor
Design: Scott Harris, senior graphic designer
This survey brief is published by the Society for Human Resource Management (SHRM).
All content is for informational purposes only and is not to be construed as a guaranteed
outcome. The Society for Human Resource Management cannot accept responsibility
for any errors or omissions or any liability resulting from the use or misuse of any such
information.
December 2008 Society for Human Resource Management. All rights reserved.
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Resource Management.
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SHRM Survey Findings: www.shrm.org/surveys
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