People Solutions for R&D

摘要: THE HUMAN SIDE Sibson Consulting and the Industrial Research Institute (publisher of Technology Management) have conducted a study 114 R&D organizations contained within major U.S. industrial companies. The survey focused on people issues solutions that are unique to R&D. included responses from 159 40 HR leaders. Sixty percent participants came corporate organizations, while majority remaining were division environments. Top Issues Nearly one out three in study, which was completed January 2002, cited getting more innovation employees as their top human capital concern. Employee turnover primary concern leaders two years ago. While is still concern, by 11 respondents, most focusing attention primarily retaining individuals with key skills rather than mass numbers professionals (see chart, next page). These results show dramatic shift world over last few years. During economic boom late 1990s many companies expanding operations keep up demand growth. number for then how attract retain talent order support this Now, seen full effects downturn experiencing slowing growth or reduction workforce. In fact, nearly 50 reporting reduced professional headcount fiscal year. Survey findings provide further evidence -based widening gap cultivating innovative employees. 70 think they work culture encourages 80 respondents believe almost all performers, only 25 actually express enough technical/scientific leading-edge skills. Companies may established environment supports employees, but do not ways employee date. skill occurring across industries. Eighty-two reported would need scientific/technical 2-3 66 believed significantly different sets same time period. As look at upgrading talent, will ensure recruitment retention strategies reinforce rewards valued professionals. What Professionals Value Several indicate much workforce differ other types organizations. Productivity cost reign priorities functions such sales operations. However, labs, innovation, skills, discovery collegiality drivers success through people. For example, performance measurement system drives right behaviors be just wrong scientific staff must focus managing complex, long-term projects continually knowledge. therefore, require approaches structuring jobs, technical/ Respondents indicated value "work itself" rewards. This prevalent response attracting (36 respondents) (43 …