Rethinking Talent Management After an Unprecedented Year

In the newest edition of Mobility magazine, “Rethinking Talent Management” by Robyn Passante explores the talent management challenges that companies are taking on.

While the pandemic is not completely over, the world is slowly emerging after an unprecedented year that has redefined the way we work and live. Even before the COVID-19 pandemic, the world of work was starting to change, and those changes have only accelerated, especially for talent management. In the newest edition of Mobility magazine, “Rethinking Talent Management” by Robyn Passante explores the talent management challenges that companies are taking on.

Taking a Skills-Based Approach to Talent

Citing research that surveyed senior executives around the world, increasing one’s flexibility via a skills-based approach to talent management was already a growing trend even before the pandemic, writes Passante. Now, the pandemic has laid bare the imperative for organizations to address skills gaps and begin to build in skills capabilities. Doing so can have a big impact on workforce engagement, retention, agility, and the organization’s overall brand while building resilience for future challenges.

Reckoning with Diversity, Equity, and Inclusion

More than just another trend, the U.S. in particular is going through what some call a “racial reckoning,” in which organizations are assessing barriers to diversity, equity, and inclusion (DE&I), and taking tangible steps to support people of different backgrounds. Andriana Diez, global practice manager for the leadership and talent practice at Bain & Company says, “Real change, of course, has actions and metrics behind it, but forming a cohesive diversity, equity, and inclusion strategy also requires significant leadership alignment, an understanding of employee sentiment and lived experience, a clear ambition, and a commitment to both efforts and outcomes over time.”

Mental Health is Top of Mind

Companies are realigning their goals and values, which for many includes an overall wellness strategy. The pandemic has deeply affected and continues to impact our overall mental health and wellness, and “it became more important than ever to think about health and wellness in terms of day-to-day work life rather than merely offering side programs and gym memberships,” writes Passante. Organizations will play a key role in maintaining health and wellness initiatives sparked from feelings of fatigue felt around the world.

Going Past the Tipping Point of Flex Work

Much of the change ushered in over the past year has centered around the global shift to remote work, which occurred as companies had to keep employees safe while ensuring business continuity. With over a year of remote work behind us, we’re “past the tipping point” of flex work now that increased use of technology and new ways of collaborating, managing, and producing have redefined what work is, and where it can be done.

Want to Learn More?

To continue reading about what the future of talent management has in store for companies around the world, members can check out this month’s issue of Mobility magazine. While you’re at it, check out our features exploring the differences between public and private talent management; empowering talent management with AI; why managing employee mental health is more important than ever, and much more. Subscribe and read today!

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