SEPTEMBER - 2022HR TECH OUTLOOK9The reason is that they have predominantly been designed by talent experts, with best intentions, but often without a human-centric approach to talent. A human-centric approach to talent requires thinking directly from the perspective of the talent and providing solutions crafted to match their needs. The approach focuses on the end-consumers and not the process. This means providing a connected and personalized experience, that is relevant to the target audience. An end-to-end approach should be adopted which focuses on designing a complete talent journey and not just on touchpoints (coaching, talent reviews, secondments).Overhauling the career strategyAs mentioned above, the skills that organizations need now and in the future are in a constant flux as is the workforce that offers them. This is challenging organizations across fronts and forcing them to also start reimagining the career they offer. As the workforce is becoming more fluid, the desire for a long career (through promotions and raises) at the same employer is rapidly declining. The traditional career ladders are not fit-for-purpose anymore. To address this, organizations have started to design career paths that have a shorter outlook, 2-5 years max, and offer much more flexibility in the directions an employee can develop. In other words, career paths of the future will be all about setting new, challenging missions for growth and value creation every year or two, instead of defining a linear ladder towards seniority. These missions are referred to by LinkedIn co-founder Reid Hoffman as "tours of duty" in his book, The Alliance: Managing Talent in the networked Age, whereby the employer and employee agree on a specific mission over a 2­5-year period and describe how the employee will grow whilst building value for or making an important change in how the company does business. Next to provide the sought flexibility, the career framework could be designed like a lily pad extending in all directions, providing employees with a series of interconnected opportunities. In such a career framework, employees can take leaps that make sense for them, given their goals and interests, without being limited by prescribed career ladders.Overhauling the learning strategyLike the talent management model and the career paths, the learning strategy also requires an overhaul. Nearly 50 percent of organizations plan to prioritize the learning strategy to keep up with the changing environment and preferences of modern learners. Many organizations are moving away from content development towards content curation, which is more targeted and provides just-in-time information that is more accurate and pertinent. This means providing organized and contextualized information that is relevant to the target audience and moving towards hyper personalized learning experiences, stressing the unique needs of an individual employee while focusing on when, where and how the work happens. Learning and development departments need to shift the focus from producing learning content to enabling organic learning in the flow of work and take learning to where work happens by concentrating on providing experiences that augment an employee's work. Next, they need to start speaking the language of the business, upskill on business partnering, design thinking, technology, and most importantly, human-centered skills.As the fundamental assumptions about work have changed, so should the foundation upon which Talent Management is based: the operating model that delivers the right talent, the framework in which people develop and the ecosystem that delivers the learning to develop. In the new world of work, Talent Management is expected to identify and brokerage skills, provide individualized career journeys with relevant skill development opportunities. Career paths of the future will be all about setting new, challenging missions for growth and value creation every year or two, instead of defining a linear ladder towards seniority
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