Eric van Gils
The latest Mercer 2018 Global Talent Trends Study suggests that the Platform Economy (Uber, AirBNB, etc) has raised the expectations of what is possible when it comes to Talent Management.
It proposes that from the sharing of talent to the democratisation of opportunities, the organisation is no longer a hierarchy of employees, but rather a matching of skill supply with work demand while maximising human creativity and ambition.
These are all great predictions and lofty ambitions, but they rely on businesses getting some of the basics right, and the most important - having data on talent supply, talent demand, talent deployment and then feedback on the end-to-end processes.
One of the unfortunate highlights from the Survey for South Africa is that only a third of South African HR leaders are providing analytics on the effectiveness of their talent buy, build and borrow strategies.
In the knowledge economy, where having the right talent, at the right time, can be as critical to business success as having enough financial capital, South African businesses need to focus on expanding and growing their Talent Management and HR Analytics capability.
Other South African insights from the survey included the fact that 96% of companies surveyed are planning an organisation redesdign in the next 2 years and only 46% of HR businesses are confident they can reskill their current employees for new roles.
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