SEPTEMBER - 2022HR TECH OUTLOOK8In My OpinionAs companies emerge from the COVID-19 pandemic, they are realizing that talent management has become even more urgent. We are facing new times where organizations are grappling with how to make hybrid working models function, determine the new skills needed, now and in the future, and are trying to get their heads around how the workforce of the future will look like. While companies are trying to find an answer to these questions, the workforce emerging from the pandemic is a different one than the one with which organizations entered the pandemic. The post-pandemic workforce cares more about how their life fits into their work, and expects a more personalized, flexible employment relationship. The post-pandemic workforce has clear ideas and demands: DE&I, purpose, and employee experience are strategic priority staples that they expect from their employers and paying lip-service could potentially have severe consequences, including losing talent. It is now more than ever crucial to attract and retain the right talent. Investment in the workforce, through development, hiring, and empowerment / inclusion, is vital for business to execute its strategy and be able to transform to meet the needs of the future.The pandemic has also increased the pressure on organizations to respond to four-long term talent trends that have been building for at least a decade:1) on-demand skills are scarce, made worse by digitization and automation;2) the workforce is multi-generational;3) the workforce is becoming more and more fluid as talented individuals no longer want to work for a single organization; and4) employees expect more personalized career opportunities.To adapt to these trends, organizations need to rethink the future of work and start fundamentally changing how they attract, allocate, develop and retain talent. Throughout this change, there needs to be a solidified link between the company's strategic priorities and the talent it needs, now and in the future. In other words, companies need to know what to do in the short and long-term. To pivot successfully, a different kind of talent approach is needed, on different levels of abstraction:1) the governance of talent;2) the operationalization of the model in different kind of career paths; and3) the learning ecosystem that allows for upskilling and reskilling in the flow of work. Adaptable by designIn response to the disruption and trends outlined above, organizations need to redesign their Talent Management operating model for adaptability. As mentioned, most employees expect organizations to offer more personalized career opportunities. Unfortunately, many of the current Talent Management models do not offer this personalization and flexibility.MANAGING THE WORKFORCE OF TOMORROWMartijn Seijsener, Global Head Employee Experience, Credit SuisseByMartijn Seijsener
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