The war for talent
rages on—and HR
consulting still needs
BY ERIC KRELL
Twenty years ago, McKinsey fired a disruptive piece of thought leadership across the bow of traditional human re- sources (HR) consulting firms. The white paper’s first sub- head —“There is a war for talent, and it will intensify”—was prophetic in more ways than the McKinsey co-authors prob- ably imagined as they examined the talent management processes of 77 large U.S companies in the late 1990s.
The “War for Talent” paper examined how HR departments could address key challenges (primarily demographic, but also economic and
technological) that would limit the supply of talent available for executive
roles one to two decades down the road. The report also placed traditional
HR consultancies on notice. ALM Intelligence Associate Director and Lead
for HR Consulting Research Liz DeVito was working for one of the largest
traditional HR consulting firms shortly after McKinsey published its report.