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FLEXO Magazine : January 2010
28 FLEXO JANUARY 2010 www.flexography.org in talent management, as the results of the question on com- pany capabilities confirm. Greatest talent needs. Operations is seen as the number one area in need of outstanding talent in the coming years. Almost two-thirds (66 percent) of respondents identified op- erations/supply chain management/manufacturing as one of their top three areas of greatest need for talent over the next five years (Figure 5). Given the hypercompetitive nature of the industry and the focus on driving efficiency and executing growth, this result is hardly surprising. Nearly as many cited general management (64 percent) and sales and marketing (62 percent) in their top three. Interestingly, only 18 percent placed human resources among their top three, despite their overwhelming recognition of the criticality of talent, their difficulty attracting and retaining it, and their acknowledged weakness in talent management. Strongest and weakest company functions. Finance led the list of strongest functions, while sales and marketing and HR were seen as the weakest A little less than a third (31 percent) of respondents cited finance as their company 's strongest suit, followed by operations at 24 percent (Figure 6). Sales & Marketing was cited by 24 percent of respondents as their company's weakest function and, in a virtual tie, HR was cited by 23 percent as their weakest function. No respondents named HR as their company 's strongest function. Again, de- spite the enormous talent challenges facing the industry, most companies appear to be neglecting the human resources function. Over time, this neglect will likely compromise their ability to address the needs of the most critical functions in play today. It is also apparent that cost pressures have dimin- ished the talent pools in revenue-generating functions such as sales and marketing and in areas focused on innovation. Recruiting within the sector. More than four in 10 respon- dents say top talent is difficult to find inside the paper and packaging industry. The 41 percent of those surveyed who find it difficult to recruit talent from within the industry largely attribute the problem to limited talent pools and lack of inter- nal capabilities in talent management (Figure 7). Said one respondent, "For the most part, we are in a 'C' talent indus- try and the best people often leave to go to other sectors." Another cited a "lack of appropriate processes and focus to attract and retain talent." Similarly, another said his company lacks "resources and skills within our HR function." Recruiting from outside the sector. More than 60 percent of respondents agreed that it is a good idea to recruit talent from outside the paper and packag- ing industry (Figure 8). About half as many (30 percent) disagreed. Among those who view outside industry recruiting favorably, 55 percent said that general industry has been the best place to look while 50 percent cited consumer packaged goods (CPG) (Figure 9). While companies continue to pursue talent from CPGs, they risk overlooking more relevant talent from other industries. INDUSTRY INDICATORS
Sustainable EOY 2009