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The 3 Things You Need to Know About Talent Mobility

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What are the implications of the talent shortage for HR and Business? …

What are the implications of the talent shortage for HR and Business?

Here are the top 3 implications of the Talent Mobility discussion and what it will mean to you!

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  • 1. 3things you needto know abouttalent mobilitylance Jensen RichaRds,gPhR, sPhR  
  • 2. 2 | thRee things you need to know about talent mobilityintRoduction If you have seen my last e-book “The 4 Myths about Talent Mobility” you know already the truth about talent mobility: • orkers don’t want to move – too far for too long W lance Jensen RichaRds, gPhR, sPhR • echnology has, and will continue to enable work to move, T rather than the worker • he rise of the Free Agent T • he emergence of the just-in-time employee T A couple of these trends we’ve been watching over the last few years … no surprises. The emergence of workers who don’t want to move, alongside workers who seek more “meaning” in their work, has thrown a spanner in the works. BUT What does this all mean? What are the implications for HR and Business? Well, here are the top 3 implications of the Talent Mobility discussion and what it will mean to you! I hope you enjoy this e-book. If you have comments, feel free to reach out to me via: Lance.Richards@kellyocg.com lance RichaRds get thehome intRoduction 01 02 03 conclusion full RePoRt 
  • 3. 3 | thRee things you need to know about talent mobility01the talent No doubt, the talent we need is not willing to move To what extent did the Great Recession result in a For those companies who are willing to seize these trends, will not move unconditionally … they’ll “hunkering down” mentality? and leverage them, there is – too faR oR slightly inconvenience We don’t know, and won’t a great opportunity to come themselves in pay or role for foR too long more meaning, but wholesale know, for several years to come … this is the nature of for sustained competitive migration isn’t going to advantage. happen. They’re just not truth; it takes its own time to interested. reveal its true nature. get thehome intRoduction 01 02 03 conclusion full RePoRt 
  • 4. 4 | thRee things you need to know about talent mobility02we’Re not One more specific conclusion that we can surmise from … some companies may be changing, but most of acquisition and retention more painful than ever, a growing deliveRing the conditions we’ve noted business remains static. desire for meaning in work, worldwide is simply that we’re The current definition of and a willingness to entertain not yet giving the evolving “unconventional” revolves alternative work arrangements, workforce what it will need to around the number of hours is looking more like a grail remain engaged in our work they’re asked to work … while than a storm. for the long term. results of their work aren’t If you choose to be among Significant changes in even mentioned. those companies who are the workplace just aren’t The intersection of a workforce willing to seize these trends, happening as fast as workers that won’t move too far or and leverage them—you can want them to. too long, a demographic succeed in our ever-changing We’re just not delivering it shift that will make talent world of work. get thehome intRoduction 01 02 03 conclusion full RePoRt 
  • 5. 5 | thRee things you need to know about talent mobility03move the With accelerating communications and Nurses must be in hospitals. In a knowledge economy, the knowledge can be anywhere woRkeR, information technology, an Mining engineers need to be in mines. … it’s certainly already connected.oR the woRk? increasingly smaller world, and a workforce more and The Starbucks barista can’t The CEO of Accenture® does more willing to inconvenience work from home. not have an office. themselves for meaning, Even Best Buy knows that they Deloitte® has a fixed there’s a unique window of still need “blue shirts” in their percentage of their workforce opportunity for organizations stores. working from “hotel desks” on around the globe today. a regular basis. But, as knowledge economies Simply put—if you can’t move continue their inexorable What is your company doing the worker, move the work. march, more and more we’ll to keep pace with these begin seeing the migration of trends? Now, there will always be work … but not necessarily the exceptions … worker! get thehome intRoduction 01 02 03 conclusion full RePoRt 
  • 6. 6 | thRee things you need to know about talent mobilityconclusion why? the futuRe So, what must you do? Get ready. Managers who are unable to manage employees unless they see them either won’t make it, or will be consigned to “work here, be here” locations. They’ll hit the workforce off-ramp long before they can spell ‘virtualization’. HR leaders must be alert to these issues … certainly, HR professionals already know about the shifts in demographics and the acceleration of technology. But, how are they preparing their organizations? And how are they enabling managers to drive these shifts? I can tell you this much, based on my own up and down affair with this friend we call philosophy: Usually, they just discover better questions over time. Not so bad really. But, then again, really? No answers at all? So, what’s the point exactly? It saves you time. get thehome intRoduction 01 02 03 conclusion full RePoRt 
  • 7. This ebook is extracted from The Future of Work and Talent Mobility: Why we are now everywhere, and nowhere, all at once. doWnLoAd your fRee coPy todAy.About the AuthorLAnce Jensen richArds, GPhr, sPhrbased in singapore, Lance J. richards is senior director and Global Practice Leader forthe Kelly services® hr consulting division, which delivers a wide range of hr consultingand outsourcing solutions to Kelly® clients. Prior to this role, Lance was senior directorof international human resources for Kelly, where he was responsible for all hr activitiesfor a usd 1.8bn business unit with operations in 29 countries.before joining Kelly, Lance was managing director and co-founder of suddenly Global LLc, an ihrconsultancy based in Washington, dc. Prior to this role, he spent two years as country director, humanresources, for Verizon® china in Guangzhou, People’s republic of china, where he was the senior hrexecutive responsible for an enterprise employing more than 1,400 people in 16 mainland china cities.Lance.Richards@kellyocg.comAbout KeLLyocGKellyOCG is the Outsourcing and Consulting Group of Fortune 500 workforce solutions provider, Kelly Services, Inc. KellyOCG is a global leader in innovative talent management solutions in the areas of Recruitment Process Outsourcing (RPO), Business Process Outsourcing (BPO), Contingent Workforce Outsourcing (CWO), including Independent Contractor Solutions, Human Resources Consulting, Career Transition and Organizational Effectiveness, and Executive Search. Further information about KellyOCG may be found at kellyocg.com.  eXit

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