Optimizing Workforce Development in Resource-Constrained Times : Research Findings & Implications
Type
work report
Date Issued
2010
Author(s)
Abstract
Study Report - More than ever before, companies nowadays encounter the challenge of attracting, developing, and retaining a high-impact workforce in an efficient and effective manner. In this regard, Human Resources Management (HRM) assumes a key role in deliberately allocating resources to workforce development, ensuring that the firm's strategy can be implemented accordingly. But like any other department, HRM needs to decide on how to use scarce resources best by determining the critical segments of the workforce. Spreading scarce resources too broadly is no suitable option when focus is needed to achieve impact and differentiation.
The study "Optimizing Workforce Development in Resource-Constrained Times" explores HR Executives' perspectives, perceptions, and intentions in their quest for optimizing workforce development. Three vital aspects of workforce development are investigated: First, the perceived impact of select functions on a company's economical success and risk. Second, the current training and development measures conducted in relation to these functions. And third, career advancement opportunities associated with these functions.
A specific, "corporate" focus has been adopted to investigate these aspects. Specifically, the study explores 14 key corporate functions. Corporate functions have generally increased in number and importance as a result of organizational growth and international expansion. They often play a pivotal boundary-spanning, coordination, and even leadership role, which makes them an important subject for investigation as well as HRM decision-making.
Key Findings:
Corporate Customer / Key Account Manager, Corporate R&D Manager, and Corporate Marketing / Product Manager are rated as the most impactful functions regarding firm value creation and future economic success. These functions are also perceived as involving the highest degree of intangible assets. On all of the above dimensions, Corporate Auditor / Controller receives the lowest ratings by the respondents. In contrast, this function is perceived as the most important one regarding the reduction of firm risk.
If they were the only deciders, the respondents would allocate training funds to the corporate functions in the same way as they perceive the corporate functions' importance with respect to creating firm value, reducing firm risk, impacting future economic success, and holding intangible assets.
Four out of the 14 corporate functions are considered as roles that prepare for a senior leadership position. Out of those four, the Corporate Customer / Key Account Manager is the one which is deemed to be the most suitable function by far.
The study "Optimizing Workforce Development in Resource-Constrained Times" explores HR Executives' perspectives, perceptions, and intentions in their quest for optimizing workforce development. Three vital aspects of workforce development are investigated: First, the perceived impact of select functions on a company's economical success and risk. Second, the current training and development measures conducted in relation to these functions. And third, career advancement opportunities associated with these functions.
A specific, "corporate" focus has been adopted to investigate these aspects. Specifically, the study explores 14 key corporate functions. Corporate functions have generally increased in number and importance as a result of organizational growth and international expansion. They often play a pivotal boundary-spanning, coordination, and even leadership role, which makes them an important subject for investigation as well as HRM decision-making.
Key Findings:
Corporate Customer / Key Account Manager, Corporate R&D Manager, and Corporate Marketing / Product Manager are rated as the most impactful functions regarding firm value creation and future economic success. These functions are also perceived as involving the highest degree of intangible assets. On all of the above dimensions, Corporate Auditor / Controller receives the lowest ratings by the respondents. In contrast, this function is perceived as the most important one regarding the reduction of firm risk.
If they were the only deciders, the respondents would allocate training funds to the corporate functions in the same way as they perceive the corporate functions' importance with respect to creating firm value, reducing firm risk, impacting future economic success, and holding intangible assets.
Four out of the 14 corporate functions are considered as roles that prepare for a senior leadership position. Out of those four, the Corporate Customer / Key Account Manager is the one which is deemed to be the most suitable function by far.
Language
English
Keywords
workforce
human resources
training
people development
key account manager
HSG Classification
contribution to practical use / society
Refereed
No
Publisher
Research Institute for International Management
Subject(s)
Division(s)
Eprints ID
62250