How to Create A Talent Strategy | The Talent Strategy Group

Talent Management

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 …

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Why You Need a Dynamic Digital Talent Strategy | Heidrick & Struggles

Talent Management

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 …

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Three Resources for Developing Aspects of HR Strategy and Priorities | BCG, Gartner, and SAP

HR Effectiveness

As HR leaders finalize and/or get ready to share their priorities for the new year 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 …

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Podcast: The Skills-Based Organization | Deloitte Capital H Podcast

Podcast | Webinar Talent Management

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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Decoding the Digital Talent Challenge | BCG

Talent Management

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 …

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Repost: Preparing for the Short and Near-Term Future of Work | Deloitte Development

Workforce Planning

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 …

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Skills: The New Workforce Operating System | Deloitte Blog: Capital H

Talent Management

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 …

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The CEO’s Three Questions About Talent | The Talent Strategy Group

Talent Management

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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The Key Role of Dynamic Talent Allocation In Shaping the Future of Work | McKinsey

Talent Management

Firms are implementing more flexible talent models to deploy their talent to the highest priority work quickly. This article describes the “Flow to work model,” which uses pools of internal talent “formed based on similarity of skills, rather than business functions, making it easier for organizations to access the right skills when they need to. The leader of …

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Hidden Workers: Untapped Talent | Harvard Business School and Accenture

Talent Management

This excellent 74-page report outlines several barriers that keep companies from considering hidden workers as candidates to meet their talent needs. Hidden workers “have a desire to work and are actively seeking work, but their regular efforts to seek employment consistently fail because of hiring processes that focus on what they don’t have (such as credentials) rather than …

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