7 august 2017
The familiar pattern of education, a job for life, followed by retirement, is dying. It is being replaced by a multi-stage life, enabled by technological developments, bringing opportunities & challenges for the nature of work, working patterns, career ambitions and motivations. The need to reinvent, redefine and refresh one’s skills and behaviours over time emphasizes the need for organizations to have clarity on the critical skills for the future, and how they will intertwine to deliver business objectives.
For this week’s #ConnectWithContent we dove into some great articles on acquiring the right talent, the latest trends on talent management and we discovered how design thinking can improve both the candidate experience and the hiring process.
Talent Management: is it a real priority or just window dressing?
Let’s kick-off this week’s #ConnectWithContent with 8 talent management trends from HR trend institute:
1) Focus on today instead of tomorrow:
A big challenge for organisations is to make talent management urgent, and to make it a priority of today, not of the future. How? By focussing on interventions that have an effect today such as appointing one of your biggest talents as chief digital officer.
2) From standard to individual approach.
If you know what the capabilities of people are, what their wishes are and in what direction they want to develop, you can design opportunities that fit best with their individual needs and wishes.
3) Blurring boundaries between internal and external
There is talent everywhere. Organisations limit themselves unnecessarily, if they focus too much on developing and retaining the talent on the payroll. You can make your talent pools larger, if you include talent elsewhere such as freelancers.
4) Performance consulting
Good people want to become better. Performance consulting is the practice to help people to become better, by giving them regular and granular feedback, based on real performance.
5) More focus on teams
Teams are the major building blocks in most organisations. Developing and strengthening talent teams is therefore key for organisations to thrive.
6) The talent experience
People like to share experiences, and the more positive experiences they share via social media, the better for the employer branding. The employee experience better be nice!
7) A more organic approach to talent management
Planning and control are overrated. Most talent management programs cost a lot of money and do not deliver on the high expectations. Better to opt for a “go with the flow” approach with talent in your organisation starting initiatives without corporate involvement.
8) Talent analytics as the foundation
Talent analytics is the foundation of all talent management initiatives. Unfortunately many organisations are still just exploring the possibilities.
Read the whole article here.
The three R’s of tomorrow’s talent
Organizations must reinvent, redefine and refresh if they are to retain talent for the future, writes Camelia Ram. Enjoy this great read on the workforce of the future and what the key messages are that organizations must advance to incoming and outgoing talent.
Tomorrow’s workers, who have grown up in an ‘always on’ society, have come to expect the same freedom and flexibility in their professional lives that they enjoy in their personal lives.
Labour market dynamics, career paths and competition for talent continue to evolve in myriad ways. Increasingly, the mechanisms for attracting, acquiring, retaining, developing and promoting talent must be linked by a compelling narrative that goes beyond mere affiliation with the organization’s brand and its values.
For individuals, adapting your mindset to reinvent and redefine your role – supported by a refreshing of your skills as technology transforms the talent landscape – will bring success.
For organizations, supporting individuals and teams on this journey will go a long way to sustaining and building a resilient talent pipeline.
From robotics and artificial intelligence to genome sequencing and wearable technology, today’s generation of workers can expect to live longer and work in environments where tasks requiring human intervention will constantly evolve.
Employers who support the broader needs of employees to explore varying roles, taking career breaks to pursue a personal passion, living in other places, building other skills, will be better placed to retain their talent over time.
Repetitive, rules-based, time-bound work is being replaced by automated processes, which are cheaper and more reliable than human labour. This can lead to a bifurcation in the work that humans do: either low-skilled jobs not amenable to automation –such as handling complex customer queries; or high-skilled jobs – such as partnering to develop new products, systems or processes.
Addressing this requires a comprehensive, institutionalized career path that allows professionals to pick up experience across teams. This means creating an environment that encourages employees to be flexible and open to change.
The education of today will not relevant over a lifetime. The changing nature of skills, capabilities and behaviours will mean that experiential interventions will help keep pace with evolving technology. Tools that proactively enhance workforce productivity and performance will be increasingly valuable.
Academic and professional qualifications will come to be valued most for the foundation they lay for professionals to step into a range of business roles.
Read the whole article here
It's Time to Rethink Your Talent Strategy and Design Thinking Can Help
New research shows power of leveraging Design Thinking in recruiting and talent processes at world-class companies.
In a previous blog I wrote for HRbuilders about the new HR stack (introduced by Lisbeth Claus) I already mentioned that HR should embrace design thinking. And in this article Linda Naiman mentions a new study on "Designing and Refining Talent Acquisition" that reinforces the important role Design Thinking plays in HR.
Many organizations are rethinking their talent acquisition strategy and approaches they use in problem-solving. And for a growing number of organizations, these problem-solving approaches now include Design Thinking which takes an outside-in approach to solution-finding, starting with the perspective of the customer.
When using Design Thinking for problems in talent acquisition, the emotional, physical, and cognitive needs of all the stakeholders in this process are carefully considered. Start by asking discovery questions to gain a better understanding of stakeholders and from each of those "customer" perspectives--consider: What do they need, want, and value?
By empathizing with the experiences of each customer, Design Thinkers can provide context for problems and challenges in designing and refining the talent acquisition process.
This approach, which integrates the needs of each of these key stakeholders, will translate into a superior and robust talent acquisition strategy.
You can read the whole study via this link
Read the whole article here
Hope you enjoyed this week’s #ConnectWithContent...
- Do you have a great article you want to share?
- Do you want to share your vision on #TheFutureOfHR?
Feel free to reach out to me! I enjoy meeting HR peers driven by innovation and #TheFutureOfWork.
HRbuilders – established in 2008 with HQ in Belgium – is active in HR Interim Management/ HR Consultancy assignments across Europe. Our niche as a matchmaker is 1. HR (only) 2. temporary assignments (only) and 3. freelancers (only). No headhunting, no other HR services, we focus on what we are great at! We offer our clients peace of mind where-ever they might need temporary HR support. On average our assignments are 1 year or longer.
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