How will you drive talent strategy in the digital age?

Digital is forcing organisations to rethink traditional business models and adopt an agile approach to their talent strategies. A wave of technology is helping to reinvent the workplace and enable performance above and beyond previous capabilities.

As it reshapes the traditional business landscape, digital is set to change the face of the talent strategy.

By understanding emerging themes, CEOs and HR practitioners can apply learnings from other organisations and behavioural theory to review and reinvent aspects of their talent management.

Early adopters will help their organisations to become agile and digitally integrated enterprises.

In particular HR practitioners can learn from increasing digital disruption forces in the customer space to understand how employees might become unencumbered in the digital world.

Digital is transforming talent strategy

Digital is everywhere. It’s integrated in the way we do business, impacting how we create, deliver and capture value.

But it’s also reconstructing the dynamic of traditional people strategies, requiring rapid transformational change to align talent management with exponential technological advancements.

In particular, CEOs and HR practitioners need proactive strategies to respond to the rise of the:

Gig economy – which is reshaping the business landscape. New technologies and digital talent marketplaces are emerging, connecting highly skilled professionals with specialised skills to specific roles across the world. Organisations can now use contingent workers to flex and bolster their capabilities, while employees enjoy the flexibility, mobility and variety in work available through online platforms and digital marketplaces.

Cognitive era –which has taken cognitive technology, such as Robotic Process Automation (RPA) and Artificial Intelligence (AI) out of the lab and into the work computer. RPA creates a virtual workforce of software ‘bots’ that can perform repetitive tasks more quickly and cost effectively than their human equivalents. AI is both transforming how organisations drive their strategic decisions and supporting HR to match talent to roles.

Organisations now require agile talent strategies that encompass a digital lens as the omni-channel, often virtual workforce continues to evolve.

Read the full report to discover how in a digital world, with a connected, unconstrained, omni-channel, cognitive workforce, the HR practitioner’s role will shift to enabling the workforce to adapt to the growing pace, volume and complexity of change – leading enterprise wide-transformations and adoption of robotics and AI as important sources of talent.

Also see: EY Labor and Employment Law Guide.

EY Legal Services Contacts:

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Roselyn Sands – Global Labor and Employment Law Leader

 

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Peter Katko – Global Digital Law Leader