“Unless my boss dies, there’s no place for me to go. The only place I can go is up within my area; my boss is young and not going anywhere. My career opportunities are limited here.”
These are the words of a talented woman I interviewed some years ago while helping a diverse, international company with their career management process. She perceived her opportunities for career advancement were limited because her vision was pointed in one direction – upward, toward her boss’s job.
Read MoreWhen senior executives think about their greatest challenges, finding the right talent is near the top of the list. A recent study showed that more than three-quarters of employers reported having trouble finding the skills they need in the current labor market.
This means that companies need to be more resourceful than ever with the talent they have. It also means leveraging external resources where necessary to secure the talent companies need to execute on their strategies.
Read MoreThe year 2020 brought unprecedented changes to the world of work. But 2021 and 2022 have seen further disruptions, from the continuing pandemic to the volatile international situation and its possible implications for your business.
What if you thought of the ability to change itself as a core capability for your business? What would that mean for your talent operating model?
Read MoreThe pace of change in our companies is furious with no sign of stopping. Now, add to this the labor shortage and the disruptions the pandemic caused. The result? It’s more difficult than ever to compete in a tight labor market for the talents you need the most. And it’s hard to retain the talent you have since employees are more mobile than ever. It’s a seller’s market for the most valuable skills.
An alternate strategy to bringing in new talent is to reskill people with skills adjacent to the ones you need. Unfortunately, most companies don’t even know what they have. They do not have an accurate understanding of the numerous hidden skills and talents within their organization.
In an article in a recent issue of The HR Director, I discussed how companies can begin to identify and manage these talents and skills hidden within their organizations. “Think of talent as a capital asset and as a portfolio of investments for the future,” I wrote. “Like a financial portfolio, it needs to be balanced and oriented toward producing value in the future.”
Read MoreFlatter Structures and Internal Talent Mobility Will Help Companies Respond to Disruptive Change
2020-21 were the years of disruption. The pandemic accelerated the pace of disruption, when companies were already responding to the tremendous changes brought on by new technologies, new competition, and the rapidly changing skills required to execute a company’s business strategy. COVID-19 compressed digital transformations that were supposed to take three years into three weeks! All we had time to do was to react to the change around us.
Read MoreFive years ago, companies began experimenting with internally-developed “opportunity platforms” to match the talents of employees with skills needed on internal projects. Fast forward to today and these platforms, now known as Internal Talent Marketplaces, have become the hottest new HR Technology. While these platforms are well suited to fill open roles or provide development opportunities, they have the power to change the way we work.
Read MoreWhile digital transformation has been one of the top concerns for many organizations over the past five years, the world’s rapid shift to work from home as a result of the COVID-19 pandemic accelerated this change in many organizations. For many companies the pressing issue has been the need to deploy new skills that are often in higher demand than supply. This remains true no matter how an organization plans to source talent (e.g., FTE, consultant, contractor, or talent-on-demand). Talent operating models need to evolve to be more efficient in their use of human capital, and more responsive to the rapid shifts in skills, technology and business models.
Read MoreWe continue to explore the different skills that make us stronger as coaches. Today’s show is specific to the topic of organizational development. We’re discussing the way leaders can better engage with their talent and resources within an organization to increase productivity, motivation and collaboration.
Read MoreIn today’s competitive landscape, companies need to develop fresh approaches to managing talent by leveraging new technologies and responding to changing business models that redefine employment relationships.
Read MoreWhat if the talent you’re seeking to hire is already on your organization’s payroll but going untapped? The people in your workforce often have capabilities and aspirations that go far beyond their current job descriptions.
Read More
