Key Leaders in Talent Management Convene at Deloitte University to Discuss the Future Relevance – or Irrelevance – of HR
“The system is broken” agreed many in attendance; vigorous debate about how to fix it
Westlake, Texas, July 9, 2012 — As global organizations grapple with a more technologically intensive and complex agenda, fissures in traditional approaches to talent management and leadership development are increasingly visible. This was a key theme that emerged at ON Talent, an invitation-only discussion hosted at Deloitte University where leading names in talent argued that the prevailing models of talent development no longer hold. New models like the corporate lattice that are better attuned to the times must be adopted or the risk of HR becoming less relevant is high.
“The system is broken,” said Annmarie Neal, founder of the Center for Leadership Innovation. “If the economic models of the last era of business won't translate to today's environment, why would our organizational and talent models translate? In fact, the way we have traditionally approached talent can be an impediment in the 21st century."
ON Talent explored the future of talent in a post-digital environment, where technology, cloud, social, analytics, mobile, and cyber-security are embedded in the workplace and long-standing assumptions are being challenged. The conversations included deep-dive discussions on the following themes:
“It is clear that we need to re-evaluate and recalibrate much of our approach to talent and leadership as a result of the new business dynamics, social changes and the work styles of today’s global employees,” said Jeff Schwartz, principal, Deloitte Consulting LLP and ON Talent chair. “The perspectives brought forth at ON Talent will help to identify new strategies for a world transformed by technology, the human cloud, mobile and social media.
Emerging themes from ON Talent:
The mix of business leaders and academics gathered at Deloitte University for ON Talent included:
Throughout the two day event, the participants observed that businesses are belatedly recognizing the post-recession and forthcoming post-digital realities that are driving a critical need for change – both at the organizational and individual level. While some see the opportunity for renewal of "evergreen" talent strategies, others urged more radical change. At the conclusion of ON Talent, the participants agreed on the following key takeaways:
ON Talent was the second event in the ON series at Deloitte University aimed at fostering meaningful discussions and debate to generate breakthrough ideas that improve business. The inaugural session, ON Social, examined the growing impact of social data on business and society.
As an outcome of ON Talent, Deloitte will produce a white paper for release later this summer. And, in conjunction with ON Talent, Deloitte University Press also released a new e-book, The Talent Paradox: A new agenda for talent and leadership, which includes research and writings previously published in Deloitte Review. To view the e-book, please visit www.deloitte.com/ontalent.
About Deloitte University
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