Whether for talent identification, acquisition, deployment, development, performance management, engagement or retention, employers need to stop pretending that HRMS/HRIS from SAP, Oracle, or any of the rest of them, can do the real job.  These IT packages are workflow and transaction driven, encouraging people managers to check the boxes, timely, rather than to manage talent.

Meanwhile, "... the source of wealth is something specifically human: knowledge.  A manager is responsible for the application and performance of knowledge.  And the goal is to make productive the specific strengths and knowledge of each individual." - Peter F. Drucker.

We've known what to do and how to do it for decades.  Until the CEO, CFO, CLO and CHRO get with the program, companies will continue to underperform (typically wasting 20-50% of annual payroll) and employee engagement levels will remain at embarrassingly low and highly deleterious levels.

In a recent whitepaper, the Institute for Corporate Productivity characterized the state of talent management as "dismally uniform and uniformly dismal".

Upgrading employee selection processes to comply with the Uniform Guidelines on Employee Selection Procedures pays for itself in many ways and many times over, very quickly.  Few companies have any better investments to make.  For whatever reasons, however, the aforementioned CXOs choose not to do so ... generally favoring the do-nothing alternative that preserves their wasteful and demoralizing legacy employment practices.  As Peter Drucker wrote (HBR, 1985) "In no other area of management would we put up with such miserable performance."

Fix this first or "tie your hands" in making anything else better.