How do you prepare for a future workplace where the boundaries between humans and machines are blurred? Where skill sets and job roles are fluid? Where learning isn’t the responsibility of a centralized function, but of the entire enterprise. And, where you will need to access, curate, and engage talent in more creative ways than ever before. The search for answers to difficult, yet essential, questions brought more than 90 learning and business executives together at the 8th annual Deloitte Chief Learning Officer Forum held at Deloitte University in March 2019.
Sure, but first we need to reinvent 21st-century careers for century-long lives
Of all the trends and topics we talk with organizations about, there’s one that consistently causes an almost visceral response: careers. The way careers are changing, the evolving relationship between workers and employers, and what it even means to have a career today are causing people a lot of anxiety, both in the business context of managing a workforce and personally, as individuals managing their own work life. Is all the angst warranted? There’s no doubt careers have changed and will keep changing, and with change comes uneasiness. But there’s also great opportunity for reimagining and reinventing rewarding careers.
Part I: The rise of contingent talent
Posted by Michael Gretczko and John J. Gillen on December 3, 2014.
HR’s identity is built around managing the people side of the business — recruiting, hiring, developing, and retaining the workforce needed to keep the organization up and running. But now that workforce is fundamentally changing. Contingent workers — “non-employees” not legally employed by the companies they work for — make up close to 20% of the workforce, and their numbers are growing at a brisk pace.1 What does this mean for organizational talent management overall and for HR specifically? We’ll explore this trend and its implications over three posts; this one on the rise of contingent talent, the second considering the need for HR to reengage with the non-employee workforce, and the third looking at ways some new freelance management systems (FMS) are changing the way talent is acquired, assigned, managed and rated.
Just as the need for talent is universal, the solution can be as well. Are you familiar with the Open Talent Economy? We first met it as a Human Capital trend, where it explored the notion of expanding talent networks beyond “balance sheet” employees to include “partnership talent” (employees who are parts of joint ventures), “borrowed talent” (employees who are part of contractors or outsourcing relationships), “freelance talent” (independent, individual contractors), and “open source talent” (people who don’t work for you at all, but are part of your value chain and services).
Posted by Andrew Liakopoulos on July 12, 2013
Today Deloitte launched a new report that zeros in and expands on one of the 2013 Human Capital Trends we’ve been tracking: the open talent economy. We’re seeing an unrelenting progression toward a fundamental change in the way organizations consider, access, and deploy talent, brought about by the convergence of several sweeping megatrends: globalization, technology, education, mobility, social media, and analytics. There’s no place where you can hide from these world¬wide changes, and no industry or sector that is immune to them. No matter what you do or where you do it, these megatrends will affect your business strategy.