CHROs Rethink Talent Management After Covid | Financial Times

HR Effectiveness

As organizations continue to navigate through the recovery phase of the coronavirus pandemic, there is renewed interest in “agile talent management” or “talent fluidity”–where organizations are able to make fast and informed talent decisions. During this pandemic, many organizations were caught off guard by not having a full understanding of their talent supply chain–or the skills of their workforce, which inhibited their ability to quickly redeploy talent as needed. As such, organizations are making a concerted effort to better understand the skillsets and mindsets that will be needed to continue to operate, grow, and evolve in a time of continuous disruption. This article provides four suggestions for doing so. 1) Discoverability. Organizations need to grasp and have a good understanding of their talent supply in terms of skills, capabilities, and experience in the workforce. 2) Skills forecasting. Organizations must determine the capabilities and knowledge that are needed in this new environment (e.g., remote working at scale) and prepare their workforces. 3) Tapping into “trapped value.” Recently, there has been much discussion about an organization’s internal talent marketplace (including an article in this issue) and how organizations can better leverage this practice for quickly filling short-term talent needs, such as project work. 4) Next practices. Organizations must develop and employ more creative talent practices, such as developing a network of trusted partner organizations through which organizations can share, borrow, or “rent” talent from each other–a practice that I made a post on last week. What are the 2-3 disruptive talent practices that your organization will execute during the recovery phase and beyond?

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