Ever thought about your workplace a decade from now, can you see the difference coming with the fast-evolving technology deployment around us, and its impact on the nature of work we do, and the dynamics of the workforce? It calls for a new-age talent strategy framework.
The new technology and changing skill needs are making it worse for employers to hire the right candidate. Thus, building a new-age talent strategy framework is imperative for any growing organization today.
Technology will minimize the repetitive, routine and mundane tasks to be performed manually. Thereby reducing the demand for job functions requiring manual tasks, and increasing it for job functions requiring creative, interpersonal and strategic thinking skills.
Resulting in Talent skill demand to shift from task accomplishment to strategic thinking, problem-solving, listening, communication, interpersonal and creative, etc.
The ability to learn new skills is more valuable than having specific knowledge. Talent will have to adapt to fast-evolving market dynamics, going forward.
Personality traits like mental toughness, which is rare by the right mix of four attributes; confidence, challenge, control and commitment is gaining popularity.
RPA (Robotics Process Automation) and AI (Artificial Intelligence) are redefining rather than replacing the skill gap. Here is an interesting read from EY Publication − “So will embracing robots mean replacing humans?” − demystifying how Robots (RPA) can be used in the Human Resources function to increase efficiency in routine and mundane tasks. Tasks that are more sophisticated, interactive and interpersonal in nature can not only be focused on, but improved as well.
In the changing Talent deficiency landscape, it’s time for a new-age talent strategy to ensure we have the required skills for today and tomorrow.
Presenting the talent strategy framework; Enable, Acquire, Assign and Scoop-up.
Laser sharp focus on Learning and Development is the first ace of your talent strategy framework.
Excellent people analytics, psychometric assessment, and predictive performance − enable employers to plan and upskill their existing and potential employees. Identifying future capability, ensuring a culture of learnability, enabling fast-tracked training programs will be critical for success in today’s digital era.
Identify the skills required for today and tomorrow and build an enablement plan for each employee both short-term as well as long-term. Continuous learning is mutually benefiting for both employees as well as employers; for employees to make the right career decisions and stay employable, for employers it is critical for developing the required talent pool.
Short-term plans address the immediate needs and long-term plans gives a competitive advantage in the future.
As per various surveys including “STATE OF TALENT ACQUISITION – 2019” by “Mercer Mettl”, Business Operations, Sales and Technology function will see the maximum hiring in 2019 and going forward as well.
Sales is the only fuel for your organization’s growth. The biggest challenge for a growing business is structuring a successful sales team. In my previous post on Top Sales Methodology I have dwelled upon how most of these sales methodologies help in acquiring the requisite selling skills. But great selling techniques can only be nurtured with practice, over the years.
Business Operations and Technology are the backbones for competitive advantage. Certification on Business processes and reskilling on new technology, respectively, will enable them to improve operations and deploy innovative technology. This is turn, will reduce time to market, improve productivity and uptime, decrease costs and achieve a lot more.
Acquiring talent from the market which cannot be developed internally in the required timeframe, becomes imperative for business growth. The second ace of your talent strategy framework.
In the current talent shortage market, attracting ace talent is becoming difficult for employers. They need a great employee value proposition, clear objective, and desirable culture. Or else they need to be ready to pay a premium in the form of salary, benefits and other perquisites.
The current situation of talent shortages and low unemployment may lead to an increase in salaries and attrition. Therefore this calls for a new skill requirement for human resource employees responsible for talent acquisition − which is marketing. To attract the best talent, we need to acknowledge that the candidates are consumers as well and can only be attracted by good marketing skills.
Assigning work to the talent pool outside your organization, which may include but not be limited to freelancers, professional agencies, temporary or part-time employees complementing the skills of the existing workforce. The third ace of your talent strategy framework.
This is an emerging trend in the marketing, sales and technology functions for such assignments.
Millennials and Gen Z are reshaping the future of the workforce. Millennials expect far more liberty from their employers, and yet 84 percent report to experiencing burnout from their workload in the current job. This generation is embracing freelancing, remote working and is bullish about reskilling.
Traditionally, human resources have been focused on full time employees in the organization, but when it comes to finding complementing skills to the existing workforce or fulfilling short term requirements, they look at part-term employees alone. With the changing ecosystem it’s time to assign work to freelancers or professional agencies who have the required skills.
Scoop-up employees within the organization for new roles or let them explore possibilities outside the organization. The Fourth ace of your talent strategy framework.
Today’s digital era of transformation and automation is leading to a Skills Revolution where new skills are emerging faster than the existing skills that are yet to become obsolete.
Functional leaders will have to play a crucial role in optimizing the skills that they currently possess. Alternatively, they will need to reskill themselves– for meeting the emerging skill needs, in the fast-changing ecosystem.
Employers will need to ‘scoop-up’ employees for the emerging new roles or if it is not possible within the organization, employers need to treat employees with compassion and encourage them to be successful, by applying their skills to emerging new roles outside the organization.
I am sure that the talent strategy framework; (Enable, Acquire, Assign and Scoop-up) will resonate holistically or partially with your current talent strategy.