When it comes to processes and technology, it is time to treat talent like a business imperative.
Based on these types of challenges, even organisations that have deployed satisfactory talent management programmes have found difficulty controlling the infrastructure — people, processes, and technology — to sustain them. Many are also finding they need to plan, implement, and manage talent initiatives with an operational mindset that more closely resembles the way they address other business challenges. This heightened focus on the operational aspects of talent strategies can be referred to as “talent-led HR Transformation” — and can be a key element in the next evolution of HR Transformation.
1. Source: Talent 2020
Today’s talent leaders are searching for ways to cope with challenges from skill gaps to globalisation to concerns about succession planning and future leadership. Given the critical nature of these talent issues, organisations have responded with a broad array of initiatives that focus on talent attraction, development, and retention. According to a 2010 Deloitte survey, talent leaders’ top concerns include:
Organisations have invested in talent programmes based largely on intuition.