资源描述
,human forward.,the talent navigator: unleash your total workforceto win a competitive advantage.,When we first surveyed C-suite and human capital leaders in the inaugural Talent Trends research in 2016, a slight majority (57%) said their talent strategy goal was to make a measurable impact on business performance. The rest,it seemed, still viewed talent acquisition as very transactional. Their talent strategies were not considered integral to business growth.Fast-forward to our 2019 research: 83% of talent leaders now feel their mission is to create that business impact. Talent in todays highly competitiveenvironment is clearly recognized as a business differentiator, and the winners will emerge with the right resources at the right time in an increasingly complex, digital business world.This evolving sentiment tells me that my peers in human capital leadership roles are in a strong position to drive their organizations forward. They understand the tremendous competitive pressure that business leaders face. One way to put them at ease is to build a workforce shaped by insights and enabled by technology.But is this really possible in a time of growing complexity and talent scarcity?,what does it mean to unleash talent?,Cindy Keaveney chief people officer Randstad Sourceright,2,In your role, youve become quite adept at reading market and human resources trends, business indicators, and current and emerging challenges. Thats why the C-suite is looking to you for guidance and a course of action.But its not enough to serve in an advisory role. To continue to increase the value you bring to the executive team and organization, you will need to prioritize building your workforce for the future. That workforce will need to be empowered with agility and digital fluency. With an agile talentstrategy in place, you can unleash the full potential of your talent and drive organizational performance.,Until recently, employers faced all kinds of constraints imposed by conventional views of human capital, siloed approaches to talent, limited views when it came to supply and demand, and fear of upsetting the status quo. Now more than ever, its time to be bold to shake things up.,Do this by adopting a truly holistic talent model. Create an approach to learning and development that continually upskills your workforce and inspires curiosity. Nurture lasting relationships with all types of talent, including permanent and contingent job seekers. Add them to your talent communities, so you have access to resources on demand. Empower your people with a suite of innovative tools that doesnt take away their jobs but helps them create greater value for the organization. Help increase workforce diversity that will ultimately improve revenue and profits. In other words, dont stick to the status quo.,Consider using data to discover insights on how your talent strategy is performing. Armed with that intelligence, create a plan to future-proof your workforce. Use technology to accelerate the sourcing, engagement and onboarding of the talent that can lead your organization to change and transformation.,According to our Talent Trends research, which surveyed more than 800 human capital and C-suite leaders in 17 countries, some leaders see opportunities to make relevant changes and have already launched initiatives. Some eye-opening findings include:,76% of companies that havent yet adopted a total talent approach plan to do so in the next 12 months.45% of companies are conducting diversity training to minimize unconscious bias and enhance inclusion in the workplace.72% are investing in people analytics to help them better acquire and manage talent, while eliminating inefficiencies and unnecessary costs.,There are many ways to navigate growing complexities while transforming your organizations talent function. We believe the 10 HR and workforce trends highlighted in this years research will provide the most meaningful insights and sustainable tips to help you get there. I wish you the best as you drive your talent strategy and realize the full potential of your workforce.,Cindy Keaveney chief people officer Randstad Sourceright,3,companies hire for the work, not the jobaccess to niche skills will determine the winners of the 2020semployers end the talent scarcity crisis with talent communitiesHR tech and analytics enable workforce diversity & inclusionshort-term relationships with talent will hold employers back,what are 2019stop 10 talent trends?,talent insights elevate the role of CHRO to be the CEOs right-hand advisorHR goes on a tech buying spree to get better access to talentnext-gen talent analytics create even greater expectations for HRrobots fill chronic job vacancies10. the tech-savvy consumer expects the same experience from their employer,01,4,02,03,04,05,10,06,09,07,08,is your organization ready to embrace a holistic talent acquisition approach?,Organizations have struggled with procuring the right talent for some years, and with the skills gap widening rather than shrinking, its time to adopt a new approach. A total talent model, the complete integration of the management of permanent hires and the contingent workforce by HR and procurement in a single, unified talent acquisition approach, allows companies to deploy just the right resources to any business. And because companies arent held back bytraditional talent silos, access to skills is exponentially expanded. A holistic talent acquisition strategy not only considers human capital but also robotics and automation, to ensure business leaders have the exact resources they need.,Why is this important? In a time of growing talent scarcity, you need to focus on creating an agile workforce that can fulfill the ambition of executive leaders.A holistic model helps you to align talent strategy with business strategy so that you can anticipate and deliver the exact resources when they are needed. This is the true definition of talent agility, and its how work will be done in the future.,From our 2019 Talent Trends research, its clear that most C-suite and human capital leaders agree and are either investing or planning to invest in a total talent acquisition model. Among those who already have a total talent model in place, 98% are either extremely or very satisfied.,Nearly half (48%) say this model has helped their organization improve its employer brand most likely due to the models talent-centric philosophy. Nearly as many (42%) say an integrated talent approach has brought strategic planning into the HR function and that they are building for the future.,Among organizations that have not yet implemented a holistic talent strategy, only 4% say they are not familiar with the concept. Three-quarters (76%)plan to implement it in their organization in the next 12 months, affirming its broad appeal.,Talent scarcity is a problem most organizations face today, and without a strategy to remedy this growing problem, human capital leaders riskletting competitors gain a business advantage. According to the European Central Bank, employment has grown by 9.5 million in the European Union, and unemployment fell to 6.7% for its 28 countries in October of 2018, the lowest level since tracking began in 2000. In the U.S., unemployment is at 3.9% as of December 2018. And in countries such as Japan and Singapore, the jobless are almost nonexistent, with rates hovering around 2%.,companies hire for the work, not the job.,01,Among those who already have a total talent model in place, 98% are either extremelyor very satisfied.,02,5,03,04,05,06,07,08,09,10,With unemployment at historic lows and digital fluency in high demand, competition for talent has been steadily rising over the past decade. As a result, finding workers to fill roles in engineering, software development, nursing, program management and recruitment, for example, has been especially difficult for many companies. Adding complexity, millions of workers have chosen to participate as independent talent instead of traditional permanent employees. Adopting a total talent acquisition model is an efficient and cost-effective approach to addressing scarcity because the hiring organization can consider all work arrangements, including permanent, temporary, freelance, statement of work (SOW) and independent contractor talent.,How does a holistic model achieve this? A traditional approach forces hiring managers to choose either permanent or contingent talent for their roles, but this can mean delays and inefficiency due to lack of qualified candidates and over- or under-resourcing. A total talent model deploys just the right combination of permanent and contingent talent based on a consultative approach involving the hiring manager, a talent advisor and data-driven insights. Giving hiring managers and business leaders a broader selectionof talent means the work is done as quickly and effectively as possible.,Staffing Industry Analysts contends that a total talent model can be a competitive differentiator when well implemented. This is especially true for employers that place a strong emphasis on talent quality.,The barriers between type of talent and between procurement and HR are artificial. Its time to take the lead in breakingthem down. Although a total talent model can be challenging to implement, the rewards far outweigh the effort. For just about every organization that has embarked on this journey, the companys talent and business leaders have greater confidence in their ability to deliver the talent needed to execute on strategy.,Rebecca Henderson chief executive officer Randstad Sourceright,3 critical questions to consider:,Does our organization have a clear view of how we use talent?Do procurement and HR/talent leaders share common goals?Can we clearly articulate how our talent acquisition model delivers quantifiable business impact?,5 ways to realize your vision for a total talent model:,Build a clear business case that maps out the value for all stakeholders.Win buy-in early to gain maximum program participation.Establish a baseline around key metrics to quantify gains.Measure and analyze key data points to get meaningful insights.Remember its a journey; always seek ways to evolve your total talent model.,42% say an integrated talent approach has brought strategic planning into the HR function and that they are building for the future.,02,6,03,04,05,06,07,08,09,10,is your workforce ready for the future?,Cryptocurrency miners. Chatbot dialogue writers. VR cinematographers. Commercial drone pilots. If youd mentioned these job titles 10 years ago, most HR leaders would have been puzzled. Today, these job titles are becoming mainstream, and finding qualified talent to fill these roles has turned into one of the biggest challenges for organizations around the world. With various estimates suggesting the majority of jobs in the next decade have yet to be invented, are you prepared to support your companys human capital needs of today and tomorrow?,According to one report published by computer giant Dell Technologies and the Institute For The Future (IFTF), 85% of jobs that will exist in 2030 havent been invented yet. Whether you agree with this prediction or not, the factis many jobs in todays economy didnt exist a decade ago. And every day it seems more are being added, such as algorithm bias auditor or E-sport arena builder. As digitalization accelerates and technology becomes even more embedded into everyones lives, expect demand for niche skills to grow.,Finding qualified talent to fill jobs that havent been invented yet might seem like an impossible challenge, but as a human capital leader, its one of the skills you must have to propel your company forward. In fact, workforce planning is viewed as an important service that talent leaders deliver to the business, according to our 2019 Talent Trends research.More than two-thirds (80%) say their talent acquisition strategy is more about total value creation for the company than achieving cost savings. And nearly half (57%) say they are investing more in talent pipelines and succession planning.,For many employers, there is a sense of urgency to continue digital transformation. According to IDG, only 38% of traditional enterprises (founded 50 years ago) have a digital strategy in place. Companies in all sectors including manufacturers, media conglomerates and even farmers have had to acquire new skills. They are now developing smart appliances, curating an ever-growing universe of information and navigating harvesting equipment with pinpoint precision. As their businesses adopt new processes and technologies, acquiring the specialized skill sets they need will become paramount.,access to niche skills will determine the winners of the 2020s.,02,80% say their talent acquisition strategy is more about total value creation for the company than achieving cost savings.,03,04,05,06,07,08,09,10,01,7,But how can businesses whose missions are undergoing tremendous change anticipate all the different skills needed to be agile and innovative? It may seem difficult, but its not impossible. Many of todays jobs that are on the cutting-edge of technology provide a glimpse of whats to come.For instance, data scientists and artificial intelligence (AI) developers are increasingly critical to nearly every workforce, and the evolution of their roles will accelerate. When the leap from narrow AI to general AI occurs, demand for these skills will explode as machines learn to adapt and multitask like human beings. This will require a completely new set of engineering skills to drive mainstream applications.,Similarly, data scientists hold the key to unlocking powerful insights about everything from company operations to global warming to genome sequencing. The field of talent analytics an area in which talent leaders are investing heavily can reveal a lot about your workforce and how to optimize it. Data will be central to many growing fields of study and future commercialization in sectors such as life sciences, IT and technology, and e-commerce. Specifically, disciplines such as computational social science, cognitive economics and quantitative biology are all areas that will require niche talent to advance research and commercialization.,As organizations evolve in a hyperconnected and increasingly digital world, they must be able to efficiently find and deploy niche talent who can advance their business for the foreseeable future and beyond.,If your organization is not able to attract, develop and retain new skills, your business will almost certainly be disrupted. Whether through data insights, research or customer engagement, human capital leaders are in the drivers seat to deliver these skills and accelerate growth and market share.,
展开阅读全文