Development problems
Managing talent is actively being developed literally the last 4 years. In 2003, research Conference Board showed that labor markets are in "shambles." In the 2004 questionnaire survey of Conference Board found that 65% of the companies recognize that the role of talent in the company's strategy "has increased to the limit, compared with 2001," In 2006, McKinsey & Co. interviewed senior managers worldwide, and the results of the study, more than half of respondents believe that the time and resources of their companies to the Office of talent, is clearly insufficient, and therefore unresolved staffing issues do not allow to execute business tasks assigned to their companies. And in the 2007 polls McKinsey & Co. showed that in the list of concerns of top management challenges TNC Management talent is one of the first places, ahead of even the threat of economic expansion of China and India.
At the moment, talent management in most companies to be two-bulls, with the two heads do not work. The first option does nothing: it is believed that the direct supervisor may determine the level of competence and improve his subordinate when he reaches the desired level. In fact, it all comes down to personal relationships between superiors and subordinates. In addition, this system does not reveal character, useless at lower levels, such as strategic thinking. Disappointed subordinate dismissed and the company once again loads your HR department. The second variant exhibit the largest and oldest companies in the market and is the long-term planning needs of the company and hence massive skills development programs. This practice is costly and irrelevant, because its development was accounted for by the 60-ies of XX century, when the business was much more predictable, in the current circumstances, a 10-year plan to train personnel to be absolute nonsense.