Traditionally, many organizations have ensured talent by partnering
with colleges and universities to influence HR curriculum content.
These days, only 26% of high-performance organizations see such
partnerships as an effective way to ensure availability of future HR
Instead of hiring graduates with HR degrees, companies are training
internally for HR knowledge, or simply hiring based on necessary
competencies. Two-thirds (66%) of high-performance organizations
develop HR talent internally through HR-specific development programs
to prepare HR leaders with needed competencies for the future, compared
to only half of lower performers. Meanwhile, 57% of high performers
(versus 43% of low performers) say that they hire talent with the
required competences that will be needed in the future.
“My preference is to find the right talent that has the
capabilities and grow it,” explains Mark Blankenship, SVP and
Chief Administrative Officer for Jack in the Box. “There are
other variables that affect success: culture fit, for instance, things
that are not technical skills. You can find that raw talent and grow
it. It may not come into HR, but other parts of the organization."
The question of competencies and high-level skills needed to become an
HR leader is answered in the new i4cp report The Future of HR - The
Transition to Performance Advisor, available exclusively to i4cp
As the role of the HR professional transforms into a more strategic
one, organizations are realizing the importance of choosing future
talent with more of an emphasis on strategic competencies, rather than
looking for those with a vast knowledge of HR.
Mara Swan, the CHRO of ManPower Group, looks for a strategic mindset in
job candidates: "What I’ve been looking for is the right
mindset. I’d like to see more marketing people, IT people,
finance, line and HR people together on a team. I create groups to work
on projects – they think differently and work well together
to solve business problems.”
According to research participants, the abilities to think and act
strategically are extremely important competencies to have, and they
will be even more important five years from now. Currently, 71% percent
of high performers and 62% of low performers view strategic thinking as
one of the most important competencies for HR professionals, with 73%
and 71% respectively indentifying it as the most important in five
Furthermore, half of high-performing organizations believe that
strategy execution is currently one of the most important competencies
for HR professionals―a view shared by only 35% of low-performing
companies―but both see it as important five years from now, with
expectations increasing to 62% for high performers and 60% for low
performers, a 53% increase for that group.
To learn more about what CHRO's and other HR professionals are saying
about the future of HR, download the full report.