Sue Filmer

This attitude is particularly prevalent in technical and engineering companies, according to Sue Filmer, a principal adviser on human capital at Mercer Human Resource Consulting.

"In these sectors, the onus is on developing technical skill sets.The personal, softer skill sets of HR are regarded as less vital to the business," she says.

Sheer size, or lack of it, may also play a role, adds Filmer.Whereas in a medium-sized business there might be thousands of people in core operational roles, the HR departments may be small, with only a handful of staff.It may be that in this scenario, companies decide there is no need to apply talent management to what is seen as a minor function.

Limited horizons

Since some HR departments are limited in scope, Filmer says HR professionals who are on talent management programs often find their development takes them into roles across the rest of the business.

She says a compensation and benefits specialist, for example, may be moved across different groups of the business or across the globe to get experience in different settings.If a company is moving towards a business partner-type model then they might be developed to be able to offer this kind of service.

"Some organisations will also move HR people out of their function and into operational roles in the business, and move operational people into HR," says Filmer.

Sue Filmer, Principal at Mercer discussed what it takes to make the leap - building, developing and motivating high performing sales teams

Sue Filmer, Principal at Mercer discussed what it takes to make the leap - building, developing and motivating high performing sales teams

Sue Filmer, Principal at Mercer will discuss what it takes to make the leap - building, developing and motivating high performing sales teams
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Sue Filmer, Principal - Mercer