Seems to me that ‘direct’ impact are the highest priorities and those related more to Talent Management/Development are more ‘indirect’ and therefore score less…maybe still a priority to some extent but not primary.

Very interesting and align nicely with what we are seeing also. Especially in the area of Diversity Recruitment. Although to a degree I am surprised on the back to work ranking – it’s such a mixed bag when I talk to people in the industry on the relevance – especially for those that have such a strong “in presence culture”. If Covid has taught us anything, however, it’s how to be highly productive and engaged in a virtual way. Something those of us in TA have known for years.

Recruiting diverse talent is absolutely our top priority. As a CPG company we need to reflect our consumers, and more specifically, gender parity at the Manager + level. Naturally, as part of this, attrition is also a key initiative for our organization.

We are also in the middle of a HR Transformation, included in that is simplifying and automating as much as we can in the recruiting process. Lastly, Sr. Leadership is working to determine our philosophy and then put into practice, our position on allowing employees to work remotely, more to come.

I am curious how other companies are viewing working remotely coming out of Covid19. Hybrid (Some home some in office) only in office or completely at home?

Be well!!

C Shep

I am not really surprised by these priorities and they mostly align with ours at Marsh McLennan especially diversity hiring, optimizing our TA COE delivery and return to the office. We are also going through another round of HR transformation. I think of it more as a continuous improvement cycle with periodic pushes driven by economics and leadership strategy.

No surprises for me in the results. We align with the top 5 with one exception, we move Internal Mobility into our Top 5. We’ve spent the last 16 months “transforming” HR and TA and have made tremendous progress.

With respect to Chris Sheptoski’s question about post pandemic remote work, the pandemic completely transformed our leaders thinking about remote work. They were 100% against any form of remote work pre-pandemic and have just launched our phase 1 return which allows employees to choose to work in the office or split time between remote and office. This was a revolutionary change for us and was brought on by the fact that our leaders recognized, to their astonishment, that people who didn’t have to commute for 1+ hours each day became more productive. We grew during the pandemic and our leaders were so impressed by the productivity they gave us Friday afternoons off all last summer because they worried people were working too much. Waiting to see if that happens again…

Chris Hoyt, one question, are the numbers on the y axis the number of respondents per question? Thanks for posting this. I’m, as always, a very appreciative CXR Alum!

I a m surprised that Internal Mobility came in last. Good people want to work at good places. Attracting diversity talent could be enhanced by internal success stories.

I would agree with your top 5 — however, I feel that ethics in recruiting aligns to Diversity and aligns to discussions that seem to be pretty popular around de-biasing…however not sure if there was a different meaning behind this one. I agree, the Sourcing piece aligns also with Diversity and as companies are ramping back up, Sourcing is back to being top of mind.