This new 55-page report explores how leaders can manage and coordinate their workforce as an ecosystem inclusive of external contributors rather than strictly in terms of hired employees. This broad range of external contributors includes freelancers, gig workers, long-term contractors, third parties, and professional services organizations. And with reports suggesting that upwards of 30%-50% of an …
As workers continue to reevaluate their work preferences and what they want from their work and career, firms are at a greater risk of losing current workers who pursue external opportunities. And although organizations continue to face challenges in filling open jobs, it is interesting that a Gartner survey shows that only 33% of respondents who …
One goal of effective performance management (PM) is to provide objective and fair performance feedback. And while organizations seek to achieve this goal, PM is imperfect and subject to bias. This article offers ideas for mitigating performance management bias. It starts with the premise that while organizations often rely on bias training to help managers …
This article shares ten talent realities companies need to face and offers suggestions for how firms can address them. And while the article is written through the lens of ‘tech talent,’ many of the realities are agnostic of role, function, and industry, such as: #3. Think candidate experiences, not recruiting process. This point emphasizes that firms …
Internal mobility is a vital component of a firm’s talent strategy. And one way organizations are enabling this strategy is through their internal talent marketplace (ITM). An ITM is: a) usually hosted on a technology-enabled platform, b) connects employees with opportunities, ranging from full-time roles and projects, to name a few; c) provides an effective way to deploy talent quickly, where and …
In this 35-minute discussion, Marc Effron talks with Thomas A. Stewart about many of the talent challenges facing firms today. Marc notes how many of these talent challenges (e.g. Great Resignation) aren’t necessarily new, but rather noticeable and more expensive to solve. As noted in the discussion, companies can raise the level of talent management if …
I have shared several articles highlighting how organizations are reimagining every talent practice to be based more on skills than jobs. As noted in this new article, a skills-based organization (SBO) provides an integrated system that ensures that the workforce is aligned, capable, effective, adaptable, efficient, and inspired by shifting from managing employment and supervising work done …
As I noted in my June 2016 article, Linking Talent Strategy With Business Strategy, if you ask one to articulate a company’s talent strategy, the answers might sound more like a list of talent processes, programs, and practices versus a talent strategy. And while these components enable a talent strategy, they are not a talent strategy …
This article outlines how the demand for workers has led some organizations to forgo annual pay raises and adopt more frequent pay reviews. One example is CoorsTek Inc., a maker of industrial ceramics, who started doing quarterly pay reviews last year, primarily to ensure it could hire and retain workers for critical and hard-to-fill manufacturing roles. While …
As many firms rethink their approaches to succession planning (SP), this article provides a few ideas to consider. Although the article is on CEO succession, many insights apply to SP in general. The authors, David Reimer and Adam Bryant, point out how boards often fail to pick the best CEO candidate because they focus on the wrong criteria. They …
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