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

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 these resource pools matches and deploys workers to tasks or projects based on the highest-priority work areas for the organization and the combination of skills required to complete them.” The article raises four questions organizations should consider when implementing a flow-to-work model. 1) What types of work would benefit from flexible deployment?  2) What types of talent should be organized into pools? 3) How should the talent within each pool be deployed? Exhibit 2 describes three models for how that talent should be deployed and managed:  project-based deployment, advisory/business partnering, and centers of excellence. 4) What is the mechanism for making staff deployment decisions? (e.g., stand up a specialist function dedicated to matching people, and/or use a more technologically driven, decentralized approach—usually known as an internal talent marketplace platform). Other ideas are discussed.