The modern way of handling talent is much like the dispersed workforce of today, and it's all about putting value and power in the hands of workers and executives.
Fremont, CA: Long gone is the old notion of centralized command and control. We are now inhabiting a world of driven, independent people who can take responsibility for themselves. Much of the conventional task of HR from now on will be carried out by managers and workers themselves. For a more strategic position based on giving managers and staff the strategies, procedures, and instruments to handle themselves, HR professionals should shed the administrator.
Here are six elements of distributed talent management:
Career management: The employees take charge of their jobs in the modern world. Internal mobility is mediated through a digital platform that recommends positions based on individuals' specified abilities and interests from across the entire organization.
Sourcing and recruitment: The new strategy turns the acquisition of talent into an impartial, increasingly automated process. It gets the whole team involved in the process, matching abilities and experience, and personalities.
Performance management: Managers may identify their preferred type of performance management outside prescribed annual or even continuous reviews, as long as HR gets the annual data it requires.
Learning and development: Life-long learning at the speed of the worker is the latest watchword. Instead of prescribing preparation, it is HR's job to motivate people about the possibilities.
Employee engagement and wellbeing: In the pandemic, this became paramount and will remain so. Many businesses have started using pulsing engagement apps to monitor what their people are doing and help them.
Workforce planning: HR breaks down jobs into assignments and activities in the distributed model so that they can recognize patterns and weaknesses around the entire workforce as well as matching talent to projects.