Short Attention Span: Hiring Often Focuses on Fulfilling Immediate Needs, Neglecting the Future, According to Korn Ferry Survey
-- Nearly Half Admit They Only Plan Out Six Months or Less for Future Hiring Needs –
-- Nearly a Quarter Don’t Plan for the Future Because They Don’t Know What it Holds --
Editor’s Note: Infographic here
While 83 percent of hiring professionals agree they have a long-term talent acquisition plan that ties directly into their strategic business plan, it appears that many are falling down on implementation. Forty percent admit they only forecast out six months or less for future hiring needs, with 16 percent saying they only plan for immediate needs.
Eighty-two percent say that when it comes to finding talent, it’s a challenge to meet current business needs while planning for long-term business goals. When asked why this is so difficult, 57 percent said business leaders are only focused on the short term, and 22 percent said they don’t know what the long-term goals are, or what kind of talent will be needed.
“It is true that the changes in business imperatives have never been
more frenetic, but it’s critical that organizations work to predict
future talent needs and either hire or retrain existing employees to
meet the challenges of tomorrow,” said
Nearly two-thirds of respondents (61 percent) say that it is more important to hire people who can adapt to changing business needs in the future vs. hiring people who can fit immediate vacancies.
In addition, 61 percent say that when considering the fast-changing environment and tougher competition for talent, they invest more in upskilling their existing employees than recruiting externally. Nearly half (47 percent) say they have formal training programs in place to upskill their employees.
“Existing employees are a treasure trove of knowledge on how your organization operates,” said Cooper. “Retraining workers to meet tomorrow’s business priorities is a key part of workforce planning, along with making strategic new hires – people who can make an ongoing impact on the business.”
About the Survey – The global
To what extent would you agree with the following: We have a long-term talent acquisition plan that ties directly into our strategic business plan
|To a great extent||23 percent|
|To some extent||60 percent|
|To no extent||17 percent|
For what period of time do you plan for your future hiring needs
|Only immediate needs||16 percent|
|6 months||24 percent|
|A year||36 percent|
|1-3 years||20 percent|
|3 years or more||5 percent|
Given the fast-changing environment and tougher competition for talent, do you invest more in:
|Upskilling your team||61 percent|
|Recruiting externally||39 percent|
To what extent do you agree with the following statement: Hiring people who can fit current vacancies is more important than hiring people who will be able to adapt to future roles
|Strongly agree||8 percent|
|Somewhat agree||31 percent|
|Somewhat disagree||42 percent|
|Strongly disagree||19 percent|
When it comes to finding talent, do you find it difficult to meet changing business needs?
|Yes to a great extent||20 percent|
|Yes to some extent||62 percent|
|No to some extent||15 percent|
|No to a great extent||3 percent|
If answered yes, why do you find it so difficult to be agile in managing current talent needs while planning for a future workforce that meets long-term business goals?
|We don’t have the staff to do both||21 percent|
|Business leaders are focused on short-term needs||57 percent|
|We don’t know what the long-term goals are or what kind of talent will be needed||22 percent|
Do you have formal programs in place to retrain workers whose jobs have evolved?
What is the most effective talent acquisition strategy that you have found for navigating these conflicting priorities?
|Implementing a strategic workforce plan||32 percent|
|Assessing an individual’s potential before hiring||19 percent|
|Exploiting talent analytics and predictive analytics||9 percent|
|Reviewing internal mobility programs and career plans||17 percent|
|Using artificial intelligence to diversify sourcing strategy||1 percent|
|Investing more in people development||22 percent|