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 …
As corporate functions, such as HR, rethink their operating models to enable effective inter-department collaboration, coordination, and faster decision-making, this article provides a few suggestions. One idea presented is the “flow to work” talent model. Under this model, staff operating in organizational silos (such as HR generalists supporting a single business unit) become part of a shared …
This 2022 Talent Trends research report is based on a survey of over 900 C-suite and human capital leaders at international and regional organizations across 18 global markets. This 54-page report identifies ten talent trends, ranging from refocusing recruiting on human potential, ramping up your own talent marketplace to boost internal mobility, and obsessing over your talent …
Many organizations continue to face challenges in attracting and retaining top talent. Simultaneously, workers still rank lack of career development opportunities as a primary reason for leaving their organizations. One untapped opportunity for opening up new career opportunities for workers and helping firms expand their talent pool for open jobs is skills adjacencies. Skills adjacencies are linkages …
Organizations use various forms of “coaching” to develop their workers. Despite their effectiveness, many coaching tactics limit how many workers an organization can impact simultaneously, usually due to resource and time constraints and broad manager spans of control, to name a few. But as pointed out in this article, a segment of firms is combining …
Many workers want flexibility in where, when, and how they work. This shift has led firms to adopt flexible work arrangements, such as hybrid and remote work. And while these work arrangements bring benefits to those whose jobs lend themselves to these forms of flexibility, there is also concern that hybrid and remote work can …
As the effects of the pandemic hinder organizations’ ability to meet their talent needs, work assignments—assigning work tasks, activities, or projects to internal workers—are an increasingly viable talent strategy. However, firms can inadvertently cause potential disparities in the experiences or perceptions of assignments between worker groups (e.g., women are often overlooked for challenging work assignments because of …
Diversity, equity, and inclusion (DEI) are top priorities for many organizations. Simultaneously, firms increasingly show interest in exploring artificial intelligence solutions for driving more fair and efficient talent practices. This Deloitte article addresses how firms can use internal talent marketplaces (ITM) as one enabler to achieving desired DEI outcomes. An ITM is an AI-enabled platform that allows …
I have shared several posts highlighting how firms are unlocking workforce capacity by redeploying the skills of their workers to company projects versus simply roles and jobs. This article shares aspects of Unilever’s flex-work program that encourage employees to “explore new parts of the business, contribute in different ways, and develop new skills and passions” via project work. To support this …
Many organizations are moving towards a project-based work model versus one that is solely role-based. As work becomes more project-driven, one key benefit of the project model is it enables organizations to effectively and efficiently redeploy the skills of their workforce—where and when needed. This model also unlocks internal mobility opportunities beyond the constraints of …
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