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 …
As many firms undergo digital transformations, they seek to attract and retain digital talent in IT, automation, and analytics, to name a few. But as noted in this report, digital workers have even more employment options than before—making this a highly sought-after talent segment. And as the power dynamic between employers and digital workers continues to …
As concerns over the Omicron variant grow, many company executives are asking: 1) Do we stay the course with office reopening plans or push back timelines again? 2) Do we alter our protocol for when workers are together in person? And while most firms appear to be taking a wait-and-see stance as new information develops, a few have …
I have made several posts highlighting thought leaders’ views on how skills—rather than jobs—are increasingly redefining and reimagining every talent practice. However, given the various talent practices skills touch, it is challenging for firms to know where to start when integrating a skills-based approach into core talent practices. This article provides ideas to help firms …
Every year, we see publications that share survey results on CEOs’ collective priorities and concerns for that given year. And each year, talent is among the top priorities. However, the interest in talent and talent strategy has been amplified, particularly given the events of the pandemic and the implications they have for talent management in …
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