According to a McKinsey classic vision, although companies promote the idea that employees are their biggest source of competitive advantage, yet most of them are as unprepared for the challenge of finding, motivating, and retaining capable workers as they were a decade ago.
Ten years after McKinsey conducted its War for Talent research, that drew attention to an alarming shortage of executives, the problem remains acute—and if anything has become worse.
Research by McKinsey titled Making talent a strategic priority
contests that the demand for true talent far exceeds the existing supply, which leads to a war for talent, and HR should assume a more active role in talent management The study found that demographic changes, globalization, and rise of knowledge worker, are forcing organizations to address the serious talent .
The ability to adapt, to make decisions quickly in situations of high uncertainty, and to steer through wrenching change is critical. But at a time when the need for superior talent is increasing, big US companies are finding it difficult to attract and retain good people. Executives and experts point to a severe and worsening shortage of the people needed to run divisions and manage critical functions.
Executives largely blame themselves and their business line managers for failing to give the issue enough time and attention. They also believe that "silo mentality" and a lack of cross-functioning across the organization remain considerable inhibitors.
Solid support from HR to provide the right resource talent at the right time, is needed.
