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A new study from KPMG International shows that the “war for talent” is crucial to almost every business in today’s competitive global markets. However, the Human Resources function is often viewed as being non-essential or ineffective.
In the last several years, there has been a preoccupation with cost optimization, cost reduction, sustainable cost management - all things ‘cost’. This has required HR to play its part, largely through making the HR function more efficient, but not necessarily more effective.
With this relentless focus on costs, the problem has been that many HR functions have lost sight of how they can generate value in the wider business. This is a significant issue given that the people agenda in most organizations contains some truly business-critical issues and challenges, such as:
• the war for recruitment and retention of “top talent”
• the engagement of a global workforce operating within a much more fluid environment
• the smart use of technology to support both the business and its employees
• drawing predictive insights from complex sources of data to ensure the agility of the organization
• ensuring the people profile matches the value drivers of the business
To probe more deeply into these challenges, as well as the opportunities for the HR function to change the dynamics of its relationship with the business, KPMG International commissioned the Economist Intelligence Unit to conduct a study of over 400 executives across the globe. Rethinking Human Resources in a Changing World provides a fresh view of the path forward for leaders of the HR function.
Who Should Participate
All HR executives, all Senior level executives
Extra Learning Material
All Registered HR.com members are also eligible for:
Human Resources Management
Workforce Management (Time & Attendance)
International and Global HR
Integrated Talent Management
What You Will Learn
The Human Resources function currently faces pressing, interconnected challenges. The challenges for HR range from adjusting to the demands of a globalized workforce, through negotiating cost constraints, to taking advantage of new technologies. At the same time, HR’s potential strategic value is under-appreciated. In order to emerge stronger from its current struggles - stronger and better able to add value - executives must recognize and implement three concurrent changes to the HR function:
Who is Eligible
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