Sunday, October 2, 2016

Talent Management Monthly Brief: Manage Talent in a Digital Way Oct. 2016

People are always the most invaluable asset in businesses.

“Hiring the right person to the right position at the right time,” is the mantra of many forward-thinking organizations. The question is how would you define the right people? How do you define wrong, average, mediocre, good, great or extraordinary person? Or put simply, for what should they be right? Traditional Performance Management focusing on measuring what an employee does (mainly being told to do) in a quantitative way is not sufficient to identify high performance or high potential, should we see through talent from different angles, and how to manage talent in the the digital way?


         Manage Talent in Digital Way

  • Managing Talent in Digital Ways? The digital dynamic continues to evolve with increasing speed of change and rapid integration of the business across the globe. People are always the most important asset of the organization. Talent Management is throwing fresh challenges and calls for radical change to be embraced. Because people are the cause, purpose and the center of changes. Talent Management is and should be the agent of change. They need to be involved in all steps of change and continually need to both drive and adapt to changes. What are the digital ways to manage talent today


  • Three Principles in Building a Creative Digital Workplace?  Digital is the age of people, and digital work environment needs to embrace the abundance of information and the culture of innovation, put people at the center of business, and to both engage employees and delight customers. How can digital leaders set principles to encourage creativity, build creative digital workplaces and open the new chapter of digital innovations?
  • Three insight for Talent Management Innovation, Generally speaking, a professional is an individual with the expertise of some specific area, who earns his or her livings from that expertise. A digital knowledge professional is someone for whom knowledge is the main input for work, as opposed to another worker who obviously uses his/her brain, but depends more on expertise in using a particular tool or set of tools. Digital knowledge workers have high innovation potential to transform which exists to which is new, that differentiate the digital knowledge worker from industrial knowledge workers. Hence, their value goes beyond productivity only, multiply via innovating.

  • Digital Talent Gap Minding in Running a Digital Fit IT? Human capital is always the most valuable asset in any business, especially now the rate of change is accelerated, and knowledge life cycle is significantly shortened. The talent gap is the reality, not a fiction, this is particularly true for IT talent management due to the exponential growth of information and change nature of technology. Organizations now have to make more tough choices to compete for the future, not just live in the past; to balance the short term talent demand and long-term strategic talent requirement. More specifically, which approach should IT take to fill the mindset/capability/skill gaps and also innovate talent management to capture the emergent digital trends, ride above the learning curve, and build an alternative digital talent pipeline?

  • Three Aspects of Retooling Talent Management: People are always the most important asset of the organization.The digital dynamic continues to evolve with increasing speed of change and rapid integration of the business across the globe. Talent Management is throwing fresh challenges and calls for radical change to be embraced. Talent Management has adapted to the changing workforce in the changing workplace and added additional best of breed talent and engagement systems to their existing core. Talent Management is positioned to make a true impact on the bottom line with the shifts from managing the human resource to investing human capital. Talent management is no longer the responsibility of just HR: All functions in the organization have a stake in strategic talent management practices. It requires cross-functional collaboration between HR, executive team, managers, finance, marketing, IT and others. At the dawn of the digital era, what are the emergent trends and how to retool talent management to optimize the collective human capabilities?

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