TORC

We explore whats on the talent agenda for progressive organizations during 2013 ……………

The following is a summary of the latest thinking and observations gathered from leaders in global organizations by Bersin* .

Backdrop
The global economy has started to recover, only to be upset by continued high unemployment, imbalances in standards of living and the uneven growth of emerging economies. Businesses, while responding to market changes, find a shortage of talent and leadership holding them back.

This is the “talent paradox”. Companies need skills, yet unemployment remains high. There is more of a skills shortage than a jobs shortage.

Response
There will be a new focus on developmental and skills training, facilitated talent mobility programmes, career management, leadership development and reengagement of workforces.

Business Agility
There is increasing interest in ‘agile’ management practices – continuous feedback systems, social recognition tools and expert-focused leadership approaches. Continuous recruiting, continuous learning, continuous management and feedback and continuous recognition and rewards define the new agile model for HR.

HR Transformation
HR functions need to become more data-driven, proactive, business-aligned and strategic in nature. Rather than focusing heavily on administrative process, we need to build agility and deep expertise into the HR function – enabling HR business partners to truly help the business to improve.

Leadership Competencies
Businesses express a need to build a deeper, more scalable global leadership pipeline. This demand, coupled with a new set of 21st century leadership competencies, makes leadership development a high priority for 2013.

Continuous Learning
Given the global talent challenges which organisations face (and the explosion of online tools, content and systems), many high performing companies are re-thinking their whole L & D strategy. In 2013, companies should focus on learning on-demand, advanced learning technologies and developing a strong learning culture. It is possible to build a whole architecture of L & D offerings and solutions – these new programmes are social, mobile, continuous and highly integrated with talent management strategies.

Specialisation and Career Development
Jobs are becoming ever more specialised. Largely because of telecoms tools, companies can create highly specialised roles and enable experts to collaborate and support many teams and projects. In tandem, modern career development programmes have tremendous impact on performance, retention and engagement – companies should invest in these programmes in 2013.

Talent Mobility
Architected talent mobility is now a core talent management practice. In 2013 companies will likely expand their views on job mobility to enable a richer and wider variety of career models in their workforce.

Talent Acquisition
Companies are turning to professional networks, social media and candidate relationship models (CRM) as routes to source candidates; consequently the agency model and job boards are both declining.

Employer branding has become very important in creating the image of the organization as a great place to work and helping the engagement process internally and externally.

Companies need to make full use of the huge expertise of their external consultant involving them fully in the recruitment and selection process.

If you require advice or assistance on any aspect of Talent Management please contact us on 01 662 3020, pc@torc.ie.

* Extracted from “Predictions for 2013”, by Josh Bersin, Bersin by Deloitte, January 2013