Legacy ways of defining talent get embedded into technology purchasing decisions with little regard for the challenges of defining what talent is strategically. And it turns out that defining what talent really is, and how we can measure it, is fundamentally vague and hard to pin down clearly. So if the ways we conceive of and act on talent today are outmoded and not-well-defined, how can we expect to know what we should be designing into our technology systems to optimally manage our talent?
Y.O.U. (Your Own Understanding) of what talent is, is the first most important thing you need to address. Each person in an organization has their own perception of what talent is. And it turns out that rarely are two different people’s perspectives the same. But if just two people can’t quickly agree on what talent is, how can we hope to strategically manage talent so that HR can deliver the value and support the business needs to succeed?
This session addresses:
CEO Affiliate Research Scientist
CEO Senior Research Scientist