THIS IS A CAUTIONARY TALE.
Yes, it’s great that you want to be better than other HR/TA shops around you…99% of the time. There’s only 1 time out of a 100 this is not a good thing, but it’s a doozy.
You get sick of your own s*** way too quick. Let’s take a look at this Achilles heel of upstream HR and TA.
The dirty little secret of great HR and TA is that you see and consume your marketing elements and departmental policies/processes much more frequently than anyone else.
More information: http://fistfuloftalent.com/2018/12/fear-loathing-hr-talent-acquistion.html
If we take a step back in time and look at how talent management used to look like, we probably won’t even be able to recognise it. Back in the day, the scope of talent management was much narrower than what it is today, where we now take a whole host of factors into account when dealing with today’s increasingly demanding workforce such as engagement, culture, empowerment, leadership and the overall environment of the workplace.
More informati0n: https://www.bayt.com/en/blog/28104/talent-management-and-what-has-changed-today/
There’s a lot of talk about artificial intelligence (AI)…
“You may not realize it but artificial intelligence is all around us.” -Judy Woodruff
“By far the greatest danger of artificial intelligence is that people conclude too early that they understand it.” -Eliezer Yudowsky
We can say with an undeniable truth that AI is taking away jobs. We saw this type of evolutionary advancement in a variety of ways: when the printing press came forward, scribes went away; when sewing machines were invented, seamstresses went out of business; and when cars dictated the roads, stablemen became scarce.
More information: https://www.phenompeople.com/blog/defining-ai-for-talent-acquisition-personalization-search-insights
On November 14, 2018, Tom Haak of the HR Trend Institute spoke with a team of HR professionals of Deutsche Telekom about the future of talent management, via Skype. In this video a summary of Tom’s answers to the questions of the team. The technical quality is not 100%, as it is a recording via Skype.
More information: https://hrtrendinstitute.com/2018/11/19/talent-management-trends-for-2019/
In this series of blog posts, I have looked at how financial services (FS) organizations that expand their classification of a worker to include freelancers, contractors, temps and on-demand talent platforms can enhance competitive agility and innovation, while reducing costs. To get this right, they need to reimagine the workforce, the workplace and the work that gets done, preparing for a workforce that is open to freelance and portfolio careers.
More information: https://talentorganizationblog.accenture.com/financialservices/driving-collaboration-between-full-time-employees-and-the-expanded-workforce
Here are the top news stories in talent & organization from this week.
Banks at a talent-management crossroads
The banking industry sits at a crossroads when it comes to talent management, argues Jack Milligan in this Bank Director article. “Demographically, many banks are layered like a parfait, with as many as four distinct generations working in the organization, each with its own set of personality traits, likes and dislikes,” he writes. “This dramatic generational shift is forcing banks to become more proactive in how they manage their talent.”
More information: https://talentorganizationblog.accenture.com/financialservices/talent-management-crossroads-for-banks-top-three-hr-trends-to-watch
You walk up the steps.
You ring the doorbell.
You wait patiently … and eventually hear footsteps.
The door swings open and you exclaim:
“Trick or Treat?!”
But why should you have to choose between a trick and a treat? Who even makes the final decision on which one you get? I’ve never fully understood the phrase. But this isn’t a blog about the semantics of Halloween slogans.
More information: https://www.saba.com/uk/blog/talent-development-trick-or-treat
Modern management—is it such a new concept? Or have we borrowed and built upon past theorists’ ideas?
Peter Drucker, described as the founder of modern management, defines it as a “multi-purpose organ that manages business and manages managers and manages workers and work.”
In other words, it underpins the web connecting an organization’s people and processes. And over 50 years later, Drucker’s principles remain valuable for any executive.
More information: https://www.peoplefluent.com/blog/4-innovative-tactics-your-talent-management-strategy-needs
This week I had the opportunity to spend a few days in Tokyo, speaking at the BizReach (a fast-growing recruitment platform in Japan) Future of Work Summit. As I met with a variety of CHROs and other business leaders, I walked away reminding myself that all talent strategies are local, and Japan, one of the world’s largest economies, has some very unique challenges of its own.
First, it’s important to understand that Japan is an enormously important country – it has the fourth largest GDP in the world, and delivers this with a very small population (the population of Japan is only 127 million people).
More information: https://joshbersin.com/2018/09/talent-management-in-japan-a-different-perspective/
Build a team that can respond to whatever challenge is thrown at them, and you’ll be well-placed to weather any industry disruption. But crafting an agile, world-class team takes more than just good hires. It’s about knowing how to identify key skills in your organisation, and establishing internal and external pipelines of quality talent that can be deployed on-demand.
More information: https://www.pageuppeople.com/en-sg/2018/08/30/make-it-mobile-how-hr-practitioners-can-future-proof-their-teams/