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Talent Management Considerations

21st Century Implies Digital Tech

The knowledge organizational business is likely to cope with a dramatic managerial change given the advent of information technology and knowledge emphasis in the basics of management actions. The service trade-on meant more value at lower cost and the organizational product offering reflected choice, value, service and shopping advantage to the average consumer. The new order business necessitates aggressive IT investment, basically to remain competitive and cope with the changing environment. Service to the consumer necessitates core and purposeful IT investments meant to dramatically make the winning product difference.

Why, Because, technology will build the human society

Human society is infinitely complex and difficult to interpret and manage. Rarely do rational choices become the fundamental orientation for managing the human issues. Technology has only added to its complication. For companies to maintain and enhance its competitiveness a broad spectrum of understanding is essential to differentiate between compelling and not so compelling parameters in human management and technology interface. Large corporations derive a world view as they see the coexistence of human factors and technology imperatives that make organizations viable and growing. Now, thanks to cloud-based technology and a more commodity-like nature to many of the features, talent management providers can chose to build talent features and buyers are often willing to give up leading unique functionality for the promise of a single vendor talent management solution. It is not possible for integrated talent management vendors to include every innovation in the filed into their product road map, but can very well provide sufficient integrators and accelerators to bring them all together. While many of the standalone talent management companies will continue to specialize and excel, Talent Management Solution, for example, is growing aggressively year on year, on the same premise of excellence at employee experience level, when compared to launches by smaller institutions who may find it tougher to compete with large software solution providers such as Fusion. Infor, NetSuite, Cornerstone on Demand, Workday or Success Factors.

Why because - Performance Orientation will no longer be about the Rate (Ratings) Race

Organizations are created with some expectations. The stakeholder that includes the shareholders, customers, regulators have a variety of expectations from the organizations. The sum total of these expectations from the organization becomes the benchmark against which the organization is measured. Memorandum of Understanding, Expectation Agreements are some examples of such expectations. 360 degree feedback, yearlong feedback and coaching processes, on line, real time performance improvement conversation and so on.

CHRO Challenge Know Your Own Employee (KYOE) - There can’t be a more challenging time than now to understand your employee’s psyche! Psychometrics must become your talent management functional differentiator. Deep Insights that measure personality fits, conflict patterns, socio pathology interfaces, disruptive behaviors, integrity challenges, cultural alignment, performance typology, Social adaptability, cross culture adaptation, achievement orientation, communication effectiveness, discovery through feedback are surely influencing talent management solutions to think differently and will no doubt be a minimal business condition for a CHRO to possess and to receive real time pulse of his/her organizational realities.

CHRO Challenge - CHRO’s need to speak Employee Experience - Corner offices, disconnected leaders, cubicle-based, 9-to-5 work culture of the past is fast receding", so CHROs need to help close that gap between traditionalists and the needs of the millennial. Employees seek engagement through active participation and control over their own issues and challenges.

CHRO Challenge Employee Experience is a Talent Agenda. Experience is for all time and CHROs ability to provide their employees with continuing experience will always be a Level 1 priority - Creating & sustaining an optimized high performing organization is best achieved when business strategy effectively converges with Human resources strategy, a talent management goal, to achieve fundamental objectives that pertain to talent management, performance, productivity for enhancement of shareholder value.

CHRO Challenge Disruption & Convergence - "From a business perspective, these digitized aspects are converging to bring together a commitment to offer your staff a comprehensive talent management attitude. Investments are required in a Digitized Talent Thinking, (not software or APPs but a digitized culture) is strategized to offer a globally benchmarked Business - HR function supported by a digitized cloud enabled platform with all of best in class digital capabilities including offering functional best practices, Analytics, Mobility, Social & Cloud, with the opportunity for the Chief Human Resources Officer to drive business performance by effective utilization of resources.

CHRO Challenge - Business HR versus Tech HR - For a CHRO a fundamental shift in their outlook would pertain to understanding the sharp difference between Business HR versus Tech HR, CHROs would need to seek talent solutions that seamlessly integrate with the digital world. Analyst reports are indicating that our appreciation of BUSINESS HR has to be greater than TECH Software driven approach to acquiring a talent solution. The disappearance of IT identification of a talent solution is fast on the horizon. Unlike traditional enterprise software’s, HR and talent systems no longer boast of complex IT software’s, but speak more of functions, features and HR value add. Admin control now rests with the employee and human resources. In TCS Talent Management solution it is Maestro, (workflow process orchestrator) and MIY Cockpit. The sales speak today is about human resources transformation not technology change, gadgets, devices or jargons from IT wiz kids. Human resources professionals responsible for people engagement are seeking solutions that can speak their language and the language that their staff can relate, beyond gadgets and toys, to understand and use seamlessly, by bringing internet of things closer home.


A TCS 2015 report on Internet of Things, states, "Gadget trends come and go, with only a few starting real tech revolutions. Thus, it is natural to be skeptical about the latest gadgets-gone-gaga trend: the Internet of Things (IoT). By this broad phrase, technology companies mean the digital hardware and software that is being embedded in items ranging from cameras and coffee makers to mattresses and multimillion-dollar aircraft engines. The technology also includes the communications networks (the Internet and wireless) that let such digitally endowed ‘things’ report their condition to businesses and consumers.


Technology researcher Gartner projects that there will be 4.9 billion ‘connected things’ (or ‘smart-connected products’, as Harvard Business School Professor Michael Porter refers to them) this year. And we haven’t seen anything yet, according to Gartner. It predicts the number will grow five times by the end of the decade, to 25 billion connected things, including a quarter billion vehicles".

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