\nWhat is not surprising is that the tactical processes of training, performance, compensation are the most utilized. Workforce management areas such as succession planning, competency management and career planning are more future sight items that are not being utilized.<\/p>\n
What gives a grain of hope is when you look out 36 months. I\u2019m not sure I have huge optimism that companies will implement systems they say they will, but people are considering learning, succession, competency and career planning for implementation in the next few years. This is at a sharp contrast to the other tactical processes (performance and comp). So while we have only implemented tactical management tools, the vision is to implement strategic management tools. (remember the definition of HR strategy put forth by this website was \u201cthe shaping of the workforce\u201d).<\/p>\n
On another note, I\u2019d like to cast serious doubt regarding the actual implementation rate in the next 12 and 36 months. If you look at competency management, only 22% of survey respondees use such systems today, but an additional 19% (almost double) will implement such a system this year. Then another 21% of organizations will implement between months 13 and 36. While I understand that competencies is one of the HR buzzwords, and competencies are on everyone\u2019s mind, I wonder if this shows a lack of understanding on the part of HR practitioners. I get concerned that strategic objectives are valuable, but not implemented well due to \u201cjumping on the bandwagon without a real clue.\u201d<\/p>\n
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