It is important to leveraging digital talent management pipeline and take integral approach.
It is such turbulent and exciting times, on one side, the abundance of information and the advances of technology make the world hyper-connected and knowledge only a few clicks away; on the other side, every opportunity is also embedded with risks, the knowledge life cycle is significantly shortened, the bar is raised for both leaders and digital professionals to improve skills and build capabilities in order to compete for the futures. So what’s the future trend of talent management?
It is such turbulent and exciting times, on one side, the abundance of information and the advances of technology make the world hyper-connected and knowledge only a few clicks away; on the other side, every opportunity is also embedded with risks, the knowledge life cycle is significantly shortened, the bar is raised for both leaders and digital professionals to improve skills and build capabilities in order to compete for the futures. So what’s the future trend of talent management? Strategic workforce planning is no longer the responsibility of just HR: All functions in the organization have a stake in strategic work. It requires cross-functional collaboration between HR, executive team, managers, finance, marketing, IT and others. You also need to utilize available data and leverage analytics to inform decision making. HR often falls short in this area. So HR has to work collaboratively with IT to utilize technology to gather the data from multiple sources and allow sophisticated analytics.
Leveraging digital talent management pipeline and take integral approach: In the company of the future, we need to move from Information Age to the digital era where action and empathy (emotion) are re-emphasized for competencies going forward. We will be focusing on moving towards cornerstones for leadership and organizations going forward - coordination achieved through emergencies; decisions made through collective wisdom; People motivated toward intrinsic rewards, and objectives set through obliquity. Social computing provides a convenient platform to engage diverse and intellect minds in brainstorming and sharing the wisdom. The thought leaders or social influencers emerge because their voices get amplified by “who they are,“ not just “who they know.” And talent management needs to be well integrated with culture management, knowledge management, and performance management more cohesively.
Be alert to emerging change and develop talent strategy proactively: Generational differences will lead to generational similarities as there seems always to be a crossover between generations - particularly as they mature. Corporations must begin again to take full responsibility for developing their workforce, and creating career growth opportunity - Making ready their human assets for the next advancement, service or new product market rather than this current trend of contract, temporary mindlessness. Is it any wonder that we ask ourselves "How do we get employees more engaged in their work?" - perhaps keeping and caring about them may just do the trick. As workforce planning professionals, you also have to embrace the business side of HR and all that entails including the risk, the analysis through applying sophisticated software tools may not be favorably reflect the lack of impact from the way you currently plan. To change means work and investment, but done right the outcome is worth the sacrifice.
People are always the most invaluable asset of the organization; on the journey of digital transformation, organizations have to capture the trend, ride above the learning curve, tune organization as a whole, empower their people and enable talent development and people optimization, with the ultimate goal to achieve long-term business prosperity.
Digitalization is like a flywheel, and Digital Masters are the one riding above it. Surf more Information about Digital Master:
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