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 …
Internal mobility (IM)—the movement of employees across roles (and even assignments and projects) within the same company—is a key component of an organization’s talent strategy. However, many firms still struggle in this area. As pointed out in this article by Kevin Oakes, CEO of The Institute for Corporate Productivity (i4cp), one barrier to IM is …
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 often uses a technology platform to make it easier for current employees to learn about and apply for new internal opportunities–such as jobs and projects. As firms …
Firms are increasingly defining work by skills and tasks rather than just jobs and roles. And, one reason for deconstructing work from the job level to the skills and/or task level is to provide firms with greater flexibility in meeting changing business needs. (A more in-depth review of these reasons has been covered by thought …
As firms adjust their talent management strategies, this 26-page report by Randstad helps think through 1) What does a newly mobile workforce mean for hiring and retention? 2) How is remote work and the increased reliance on technology affecting different generations? 3) Can employers require vaccinations, and if so, how should they handle exemptions? 4) …
The Conference Board recently identified four significant human capital and talent challenges firms will face in the months ahead. The four challenges are based on survey responses of 231 human capital leaders (mostly from larger firms) and include: 1) Adjusting to a world where a large share of employees primarily work remotely; 2) Recruiting qualified workers and retaining existing …
Getting work done through various sources — including contractors, service providers, gig workers, and freelancers—is not a new practice for organizations. However, several converging factors have spotlighted the need for firms to view and manage their workforces as an “ecosystem” of both employees and non-employees. And as stated in this 43-page research report, when the workforce …
In this conversation with David Green and Karen Powell, Chief Talent and Learning Officer at IQVIA, Karen discusses various points on IQVIA’s ongoing journey to shift to more of a skill-based talent strategy. She notes, “We have got to stop the organization thinking about purely job descriptions and instead how do we break up the …
Although many firms ostensibly view their workforces as both employees and non-employees (e.g., contractors, contingent), legacy talent management practices and workforce strategies often take separate, unintegrated approaches to managing internal and external workers. As a firms’ workforce increasingly crosses internal and external boundaries, this article submits that a more modern workforce management approach is warranted. …
Deloitte has released its latest study on the global human capital trends for 2021, highlighting the five key trends reshaping work, the workforce, and the workplace. The five trends are 1) Designing work for well-being: The end of work/life balance. 2) Beyond reskilling: Unleashing worker potential. 3) Superteams: Where work happens. 4) Governing workforce strategies: Setting new directions for work and the …
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