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Talent Management Technology Entrenches Itself

Talent Management Technology Entrenches Itself

It's psychological, it's physical, and it's a good thing. Talent management technology has integrated itself deeply into organizations' collective consciousness and, through the spread of software, into their everyday activities. At this point, for most organizations, getting rid of talent management technology would mean watching interdependent HR systems lose critical components and functionalities. These are key inferences of recent research into HR technology trends, and because of these trends, organizations today are much less likely than in the past to scale back the implementation of talent management technologies -- despite present economic uncertainty.

Twenty percent of organizations put into place a new HRMS over the 18 months immediately preceding their participation in Towers Watson's research for the "2011 – 2012 HR Service Delivery and Technology Research Report." Another 20 percent said that they were planning a major upgrade to their HRMS within the next year. Additionally, 41 percent of respondents indicated that talent/performance systems were among the top three HR service delivery issues at their organizations, and notably, 25 percent said so of exercising more HR involvement in strategic business-driven issues. Only 11 percent pointed to cost as a top-three concern, a major decline in perceived importance, according to Towers Watson.

The confluence of these findings strongly suggests that HR technologies and, more narrowly, technologies for talent management, are growing inextricably linked with HR's basic ability to function -- and that this does not bother HR leaders in the least. By most measures, Towers Watson's report finds that HR is embracing technologies are far deeper, more integrated and fundamental leves. And the findings are broadly extrapolative. Just shy of three-fifths of the 444 responses to Towers Watson's survey were from organizations with headquarters in the United States; the remaining were from organizations with headquarters located elsewhere. A majority of participating organizations were those that employ 5,000 or more.