Surveys
NTMN 2013 State of Talent Managers  
The 2013 State of Talent Manager Survey advances the New Talent Management Network’s (NTMN) goal of conducting original research to benefit the talent management profession.  Our goal is to track and report on the structure, practices, and organization of the talent community worldwide.  2013 marks the fifth survey that we have conducted on behalf of our members. The survey – like everything in the NTMN – is completely free.
 
 
2011 NTMN Survey - Executive Summary  

NTMN Survey - Executive Summary
Talent Management and Social Media
July 2011
 
 
2011 NTMN Survey - Executive Summary  

OUR 2011 STATE OF TALENT MANAGEMENT REPORT

Our fourth annual survey finds that the increased tenure and near universality of talent management (TM) groups still isn’t translating into consistently effective results. This year’s survey provides insights to help address that challenge. We find that senior team support, clear accountability for executing talent processes and simple process design emerge as key drivers of TM success.


OUR 2011 INSIGHTS
INSIGHT 1: In charge but not in control

The keys to talent management success appear to lie largely outside of our direct control. CEO/senior team support and managerial accountability top the list of reasons why talent management practices are successful. These factors are ranked significantly higher than more controllable factors like having a supportive head of HR or HR team. Surprisingly, HR technology seems to neither help nor hinder these processes.


One bright spot – the design of TM processes was seen as a moderately powerful enabler and blocker of success.  Survey analytics further show that easy to use process design is significantly related to perceived process effectiveness. 


INSIGHT 2: Here to stay (for now)

Those writing off TM as a passing fad or an exercise in repackaging HR will be disappointed our 2011 results.  The average age of TM groups increased to just over four years and 70% of participating companies with more than one thousand employees had formal TM groups.  A relative paucity of senior TM talent is keeping compensation at strong levels with pay packages in the $700K - $800Krange for talent executives in larger companies.


INSIGHT 3: Investment flows in

In the post-recession corporate world, increased funding unmistakably signals increased corporate commitment.  With 53%of companies increasing TM budgets and 27% increasing TM staff, those who control the corporate purse strings are sending a very clear message about their commitment to talent management. Mid-sized companies were most likely to see increased budgets with 74%of those with 5K – 15K employees receiving more cash for talent management in 2011.

 
 
2010 NTMN Survey – Executive Summary  

Our third annual survey finds the talent management profession increasingly well defined and its practitioners optimistic about its future. As our profession matures (the average TM group is 3.6 years old vs. 2.6 years in our 2009 survey), we still face questions about whether unique value is added by grouping a set of activities under a TM organization. Our survey shows where this value emerges and, for the first time in any TM survey, provides statistically derived insights to the secrets of TM success.


OUR 2010 INSIGHTS

INSIGHT 1: An Increasingly Well-Defined Specialty

Formal TM groups* are far more focused than other TM groups on the processes involved in talent production, including talent reviews, high potential development and assessment and feedback. These formal TM groups also more frequently consider the CEO, executive team and other senior leaders their clients.


INSIGHT 2: Value Adding, But with significant Room for Improvement

We add value selectively: High potential identification, talent reviews and goal setting processes are 50% more effective when run by formal TM groups. However, that advantage doesn’t extended to practices like executive coaching, assessment or other key drivers of talent growth. Overall, less than 50% of TM groups rate their talent building processes as always or often effective.


We know more about why: The simplicity and accountability of talent practices scored low in most companies, but emerged as huge drivers of effectiveness when present. Simplicity and accountability scores were highly predictive of whether talent review processes were rated

effective. Surprisingly, company size and tenure of the talent management group had no impact on TM practice effectiveness.


INSIGHT 3: Cautiously Optimistic About the Future
Participants were optimistic about their company’s 2010 TM investment, with 45% seeing TM expenditures increasing, and 21% seeing a more than 10% increase vs. 2009. That spending won’t translate into new staff though, with only 17% predicting staff increases. Only 29% were concerned that key talent would be lost in 2010.

 
 
 
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