We all know that finding, managing, developing, nurturing and strategically deploying talent - in short known as Talent Management - has become one of the major functions of HR. The questions on our mind are what defines this ‘Talent’, especially in today’s dynamic and ever-changing world? Does one Definition fit all?
We connected with DP Singh, VP and Head HR, IBM India/South Asia, to know more about the Face of Talent in the 21st Century.
The dynamic leader spoke to us about how talent is the only differentiator any business knows. Here’s a snippet of the conversation in his words. This will give you an insight into his upcoming talk at the SHRM Annual Conference and Exposition 2016.
While we talk, debate and continuously agonize about the War on Talent, what we really need to focus on is what is the kind of talent does the next landscape of business needs, what’s the difference between transformational talent and how we define talent for our businesses and lastly, how do we nurture a Talent Management Strategy that makes the organization, an employer of choice?
The face of talent in 21st Century
Here’s how talent in the future will most likely look like:
- An extremely mobile workforce
- Fairly selective intelligence in terms of roles
- Interested in organizations where collective collaboration is very strong and transparency quotient is very high
- On the lookout for great experiences
- The organizations where they are “listened to” will benefit most
- Comfortable in leveraging the technology for business outcomes
The term “talent transformation” means using the insights into our talent’s traits through strong analytics, to improve talent outcomes, using these workforce dynamics levers to ensure high outcomes.
Transformational talent is the talent which has the capabilities to leverage huge data for its businesses to get insights and take corrective active actions or required actions for high-impact business outcomes. Transformational talent leverages technologies in newer ways such that the experience of clients, let it be B2B or B2C scenarios, is improved. It will rely heavily on cognitive technology and AI.
Ingredients of a successful talent management strategy
- The ability of the talent management strategy to do analytics around talent—manage talent through analytics
- The ability of the talent management strategy to hire talent based on skills and aptitude, which is a much more important experience
- Talent management strategy should continuously listen to talent and improve their experience
- It’s important in this time and era to engage with talent as they are very mobile and social. Younger generation of talent gather huge amount of experience in a very shorter time frame.
- The world is moving from test cricket to T20. So a successful Talent management strategy should have a very high speed of taking actions relating to talent outcomes.
To get more insight into this topic and to share your views join us at the SHRM Indian Annual Conference and Exposition 2016.