Rethinking talent models — the why and the how: a view from Deloitte University

Anthony Haynes writes: In a previous post we drew attention to Deloitte University Press (DUP), the publishing arm of Deloitte University, which specialises in leadership. DUP has recently been publishing a cluster of reports under the heading of ‘The Future of Work’.

One such report is ‘What is the future of work?‘ The value  of the piece is indicated by its sub-title, namely ‘Redefining work, workforces, and workplaces’ (our italics). Many commentators have written on the changing nature of (1) work, associated with technological development — especially in robotics and artificial intelligence, (2) workers, ranging from (for example) employees through managed service providers to gig workers, and (3) workplaces, ranging from ‘co-located’ places (such as the traditional office) to remote work places dependent on virtual connections. ‘What is the future of work’ attempts to synthesise the impact of all three types of change.

This is perhaps most evident in the part of the report most pertinent to this blog — that is, the section entitled ‘Rethinking talent models’. The authors observe that ‘organizations now have a broad continuum of options for finding workers, from hiring traditional full-time employees to availing themselves of managed services and outsourcing, independent contractors, gig workers, and crowdsourcing’.

They argue that this ‘opens up the possibility for more efficiency and creativity in composing an organization’s workforce’ — though with that comes the problem of increasing complexity.

Their conclusion is that there is a need to rethink the talent model we use.

They define the traditional talent model as based on the following employee life-cycle:

  1. attract
  2. develop
  3. retain

Their proposition is that this model needs to be replaced with the following:

  1. access
  2. curate
  3. engage

‘Accessing’ focuses on ways of tapping into available capabilities and skills; ‘curating’ involves providing people with a ‘meaningful range of development’; and ‘engaging’ involves interacting with people to build compelling relationships.

The report is available (online and for downloading) here.





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