Digital talent: Build it, use it, or lose it

Posted by
Margie Painter
Carlos Larracilla
on October 20, 2017.

Like it or not, digital is here, and in a few years, "being digital" will no longer be a competitive advantage for businesses, but necessary for survival. With lower costs and the increasing adoption of AI, cognitive computing and robotics, companies could easily be confronted with the application of these technologies everywhere, regardless of the industry, the function or even the size of the company. And it takes digital talent. But what does that mean? Who are these people? Where do we find them? They may not be what you think they are: digital talent is not just about "technicians" and people who know how to use, build or invest in disruptive new technologies.

Think of it as a state of mind and a set of features more than a specific set of technical skills. Digital talent is excited by the potential of digital technologies, exponential disruption and new ways of working. They organize, operate and behave digitally. They are agile, risk takers, intentionally collaborative and customer focused. They want to learn quickly and apply this learning and excitement in their daily work in an environment that supports and allows this way of working.

And they are in high demand – a war of more mature talents than digital businesses seem to be winning.

Research by MIT Sloan Management Review and Deloitte1 indicates that mature digital organizations2 (the most mature organizations studied) are taking steps to cultivate digital talent and feel more confident to have the digital talent that they need, unlike organizations progressed far on their digital journey.

Figure 9: Commitment to digital talent and digital maturity. My organization: 3

So we have organizations that are committed to attracting and retaining digital talent, while those that do not provide the environment for the development and growth of digital talent simply can not not attract them (often even know who or how to attract), let alone retain them.

This is a classic chicken and egg scenario: digital talent is attracted to digital-ready businesses, but how can an organization become digital without digital talent?

Investing in the Digital World
Just as digital talent does not only involve talent with certain technological skills, organizations can become digital so that they do not necessarily have to rely on digital technology. digital technology. It's more about establishing the structure, systems, and culture that support digital working methods – and understanding the digital features of DNA that define how an organization is organized, operates, and Acts like. For example:

Organizational Structure : Is your organization established in a traditional hierarchical structure or is it flatter to support more networked, teamed-up environment? l & # 39; organization? of the future ? Do you understand the networks within your organization and how do people use them to do their job?

Organizational Functioning Model : Does your operational model support the digital organization you are targeting? An operating model can provide the link between the organizational structure and the business strategy, ultimately dictating how the work is done. This can have an impact on organizational design, culture, leadership, talent, network of employees, agility and so much more. (This three-part series highlights the essential role of the design of the operational model in achieving the transformation of the enterprise.)

Employment Architecture : Traditional and structured job hierarchies are based on rigid frameworks and generally lack flexibility and discourage certain characteristics of digital talent, such as mobility and team work. Implementing a flatter and more team-oriented work architecture by reducing the number of levels, titles, and pay scales in the organization can benefit businesses and completely transform the business. Employee experience.

Human Resource Exploitation Model : In addition to setting up an organizational business model to support digital talent, the human resource exploitation model is also crucial. As companies make the transition to the digital future of work, HR has the opportunity, and perhaps even the mandate, to take the lead in digital integration in the world. whole organization. Adopting a High Impact Human Resource Exploitation Model Thinking Through the Role of HR in a Digital Workplace and Employing Conceptual Thinking to design an irresistible "The employee experience that keeps the digital talent engaged is part of the digital role of HR.

You will notice that the organizational organizational elements above do not directly involve digital talent, but play a huge role in creating an organization that attracts, supports and retains that talent.

Of course, the talent programs themselves should be set up for digital activation. For example:

Leadership Development : In this year's MIT Sloan-Deloitte numerical research results, vice-presidential respondents who do not think they have access to enough digital development opportunities are 15 times more likely to say plan to leave in a year or less than executives who have those chances.4 How do you equip your leaders to be able to function effectively in a digital environment? Are some of your leaders more ready than others? Think about where and how your organization should look to be able to build (or buy) digital leadership capabilities to be able to say, "I identified gaps and I I have an organizational development plan in place, and I have identified the people I want to accelerate and how they will be developed. "

Learning : Of all digitally disturbed talent programs, learning may be at the top of the list, evolving episodic events into a continuous element of everyday life. employees . The transformation of learning is an essential element of digital transformation and a key element in attracting and retaining digital talent. The 1945 Deloitte Report Global Human Capital Trends noted that the "ability to learn and progress" is now the main driver of a company's brand of employment . Yet only one-third of Generation Y members believe that their organizations are using their skills well and 42% say they will probably leave because they do not learn quickly enough.5 So how does your organization Does it scan the learning experience ? ? What measures do you take
to access digital learning?

Performance Management : Does the way you measure and manage employee performance help or hinder a digital state of mind ? The current trend is to continuous management of performance-based feedback to maintain engagement and motivate talent. Regular feedback can allow people to continually adjust their goals, change plans, and feel rewarded for their work and contribution, no matter what their job or their particular role at that time.

If taking all these factors into account seems like a daunting task, remember that "being digital" is a long-term investment – a transitional transformation that should be executed on a continuous and iterative basis. Event. Your organization has probably already put some digital elements in place, and some people are, or can be, solicited as advocates to help make further progress. You may be able to " reconnect " parts of your organization for digital versus a wholesale overhaul. You can view the research report of the Sloan-Deloitte MIT for more ideas and inspiration.

Margie Painter is a director of human capital practice at Deloitte Consulting LLP, specializing in the integration of people-related issues into the strategy of # 39; company. She led and delivered all phases of organizational change initiatives, including major transformations at the enterprise level.

Carlos Larracilla is a senior executive in the practice of human capital at Deloitte Consulting LLP. He works with HR and other business leaders to transform their organizations in the face of dramatic shifts that impact their business and their ecosystem.

1 Gerald C. Kane, Doug Palmer, Anh Nguyen Phillips, David Kiron, Natasha Buckley, Reaching Digital Maturity: Tailoring Your Business to a Changing World, MIT Sloan Management Review in collaboration with Deloitte University Press, July 13, 2017
2 In MIT Sloan-Deloitte's research, respondents were asked to rank on a scale of 1 to 10 as the ideal organization "transformed by technologies and digital capabilities that improve processes, engage talent across the organization and drive new value-creating business models. Three maturity groups were observed: "early" (1-3), "developing" (4-6) and "maturing" (7-10).
3 Gerald C. Kane, Doug Palmer, Anh Nguyen Phillips, David Kiron, Natasha Buckley, Reach Digital Maturity: Tailoring Your Business to a Changing World, MIT Sloan Management Review in collaboration with Deloitte University Press, July 13, 2017
4 Ibid.
5 Christie Smith and Stepha Denies Turner, The Millennial Majority is Transforming Your Culture, Deloitte, 2016, pp. 1-15, millennial-major-will-transform-your-culture.pdf seen December 21, 2016.

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