Rethinking talent management

Part I: The rise of contingent talent

Talent Management

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.

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Keeping Tabs on Salary

Keeping Tabs on Salary
Posted by Gregory Stoskopf on June 17, 2013

Salary may be the most basic element of the employer-employee relationship and can also be an organization’s first line of defense—or offense—in the war for talent. Especially as organizations struggle with the talent paradox—the ongoing difficulty to fill critical jobs despite persistent high levels of unemployment—salary can be an essential tool to attract and retain talent, and confirming your pay ranges are in line with the market is a key to being competitive. Salaries are also a very significant cost that should be managed wisely to avoid overpaying for needed talent or underpaying and risking losing talent to competitors.

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Trimming Federal Real Estate Spend—A 3D Approach to Telework

workforceoftomorrowPosted by Jim Reidy and Dr. Naomi Leventhal on May 15, 2013

Given sequestration and other budget pressures, we’ve seen a strong push among federal agencies to trim their real estate footprints and the associated costs. Telework—the ability for employees to do some or all of their work away from their employer’s traditional office— is the enabling factor here. When people are able to work off-site, less on-site space is required, and the square footage retained can be used more effectively to avoid paying for unused, idle space. The potential is significant—not only for monetary savings that can then be used in a more productive way to promote the mission, but also to increase employee engagement and satisfaction and to attract new talent.

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Is the Resume Tsunami All Wet? Or Just Gathering Momentum?

Is the Resume Tsunami All Wet? Or Just Gathering Momentum?Posted by Robin Erickson on October 23, 2012

Back in the fall of 2009, Deloitte released a special report on talent retention based on a survey of more than 350 employees around the world. At that time, nearly half (49 percent) of the surveyed employees were considering leaving their jobs—30 percent were already actively looking for new employment. The indications pointed to a pending “resume tsunami” once the recession ended and improving prospects bolstered employee confidence and desire to test the employment waters. These findings jibed with Deloitte research that found when unemployment goes up, employees stay put and when unemployment drops, employees look to move on.

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Closing the Talent Gap through Public Policy

Closing the Talent Gap through Public PolicyPosted by William (Bill) Eggers and John Hagel III on August 21, 2012

As the U.S. presidential election draws closer and the policy discussions and debate continue at a brisk pace, we’re examining the connection between public policy and talent. The gap between talent supply and demand is growing in this country. By now you know the issues and perhaps have experienced them firsthand: Shortages in skilled workers; a graying workforce; increasing competition for talent on a global scale; and a relatively short shelf-life for technical skills, making it difficult, but imperative, for workers in all types of jobs to keep up. America’s competitive advantage is also slipping. In the past five years, the U.S. has fallen from first to seventh place in the World Economic Forum’s Global Competitiveness Report.

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Have You Built Your Retention Firewall?

Have You Built Your Retention Firewall?Posted by Robin Erickson on March 23, 2012

Your company is likely protected by a firewall to keep cyber-intruders out of your IT systems and private or proprietary data in. Firewalls like these often include multiple levels and layers of protection throughout the IT network (e.g., gateway, server, client) that are integrated to work together—a sort of deadbolt + guard dog + alarm system approach to security.

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