Sustainability is the new buzzword, from environmental issues to technology and even venture capitalism; businesses big and small, local and international have been using it to foster their policies and practices.

So how does it apply to talent? How does talent sustainability help to ensure a balanced and dynamic ecosystem that meets an organization’s business aims?

For a better understanding, the Center for Creative Leadership (CCL®) in partnership with HRM Asia launched a Talent Sustainability Survey, seeking to get insights to the following questions:

  • How effective are current talent management systems at meeting organizational needs?
  • To what extent does the entire organization demonstrate a talent mindset?
  • To what extent do current talent management systems incorporate elements of talent sustainability?
  • What do companies with high-impact talent management systems do differently?

The survey saw a total of 371 responses with the majority of the respondents being Singapore-based HR practitioners.

Our key findings are:

Firstly, slightly less than half of the participants reported that their talent management systems are effective to achieve talent and business outcomes. Next, developing talent sustainability is a shared responsibility that depends on the efforts of everyone in the organization, not just the human resource function. We identified five critical roles in organizations responsible for talent management. Through the responses we found that the role of the line managers need the most attention for organizations to develop a talent mindset.

And finally, what differentiates organizations with high-impact talent management systems is their keen understanding and approach to talent management.

While the majority of the organizations have a few talent management practices in place, organizations with high talent sustainability have a more comprehensive and systematic approach to talent management.

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