In my 2016 article, Linking Talent Strategy With Business Strategy, I mentioned that if you ask HR practitioners to articulate their company’s talent strategy, the answers might sound more like a list of talent processes, programs, and practices versus a strategy. And while these components enable a talent strategy, they are not a talent strategy by themselves. …
As we enter the last few months of 2022, now is an opportune time for HR Leaders and their teams to reevaluate and prioritize their 2022 talent initiatives. In some cases, initiatives might get deprioritized and put on hold, while others get sped up and prioritized for execution. To help HR teams make these decisions, …
Talent management practitioners continue to reimagine their organizations’ talent practices based on skills rather than fixed, static jobs. I have shared various thoughts and resources that comprehensively describe why this shift is taking place, including Ravin Jesuthasan’s and John Boudreau’s excellent book–Work Without Jobs: How to Reboot Your Organization’s Work Operating System. But shifting to …
One talent management benefit in many larger organizations is that the size and number of employees in these firms allow them to develop internal talent pools that can be reallocated to different parts of the organization and at different organizational levels. But as this new 17-page research paper points out, the traditional use of talent pools …
This 14-page article highlights how companies are navigating four forces to inform their workforce strategy. The four forces and the questions they help firms answer include: 1) Specialization (the expertise we obtain and build to succeed). How can we anticipate the roles we’ll need (and the roles being displaced)? 2) Scarcity (the talent shortages and skills deficits that could harm …
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 …
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 …
According to IBM’s Institute for Business Value report, 5 Trends for 2022 and Beyond, digital transformation is a top priority for many organizations. Yet, many firms fall short of building robust digital talent pipelines that are needed to support digital strategies and transformations. This paper offers a three-pronged strategy for helping firms develop digital expertise. The …
As HR leaders finalize and/or get ready to share their 2022 priorities with various stakeholders, I wanted to reshare three resources that can guide these efforts. 1) This Gartner resource provides a template to a) identify a shortlist of metrics to describe the HR function’s target state, b) document and monitor key assumptions, c) identify key initiatives and milestones required to move to the end …
Jobs have traditionally been the unit of analysis for organizing work. But as work becomes less predictable, more fluid, and affected by rapid disruption, many argue that work should be organized by skills and tasks rather than fixed and static jobs. And while jobs won’t completely go away any time soon, skills and task-based approaches …
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