社員にフォーカスするとは、社員の能力を分析して活用すること

Companies that will have continued success despite ever-changing economic conditions have a culture that focuses on employees (emphasis added), as this culture shows through to customers. Well-run organizations with a clear understanding of their internal talent may adapt and thrive better than their competitors. This depends on their ability to capitalize on the knowledge, skills and abilities of their respective workforces and recruit to supplement their current talent pool.

Effective talent management starts with People Intelligence - a deep understanding of the skills, behaviors and potential within an organization and how they align to current and future business objectives. We also see an increased appetite for talent analytics, which enables organizations to compare their talent with that of other organizations (by industry, country or globally)."

• A disconnect exists between talent decisions and business outcomes.
  
  

  人事データ分析が進んでいるアメリカにおいても、8割以上が人材の適材適所の配置とビジネス目標とのリンクが重要と思っていつつ、半分以下がその測定やさらなる改善に取り組めていないとのこと。

  
  
• There seems to be an increased emphasis on engagement and leadership.
  
  人事における2012年の主要対応項目として、56%がengagement/retention(エンゲージメントと引き留め)、55%がleadership development(リーダーシップ開発)をあげており、70%以上がOJT/Off-JTの仕組みを整えている。
  
  
• Organizations seem to be losing their focus on career development.
  
  エンゲージメントへの注力の陰で、キャリア開発への興味・関心が薄れてきているとのこと。引き留め策としての活用も減っているようです。
  
  
• Assessment use continues to grow.
  
  いまや70%以上が、アセスメントを活用。
  
  
• Social media is a powerful recruitment tool.
  
  昨年と比べて、10%以上も利用率が増加。
  
  
• Metrics are seen as important, but few consistently use them.
  
  アセスメントによって社員の生産性を測る重要性は認識しつつも、大部分がまだうまく活用出来ていない。

This may seem obvious in theory, but it's proving to be difficult in practice.

• 人材アセスメント