Lynda Gratton is currently thé worldwide authority with respect to "The Future of Work”. She’s calling on companies and institutions to redesign the experiences they offer talents to enable frequent job and role changes: even if those talents are optimally engaged. Her conclusion is dictated by the fact that "highbrow" professionals are less likely to commit to just one employer for life.
Keeping Lynda’s inspiration in mind, a redesign of talentmanagement would require a reassessment of the vision on employer-employee relations from long-term to short-term, where top talents have the opportunity to leave the organisation and return at a later stage as a customer, contractor or employee. Metaphorically, this means a shift from an "Employ4Life" approach, where the focus is on recruiting, training and retaining talents, to a "Tour of Duty" approach, where top talents are offered short and sweet assignments with clear performance objectives and missions.
It’s clear that an inspiration such as Lynda’s is not as straightforward to implement as written words allow. I’m currently in the process of helping a client make such a switch in their talent mindset. Broad support from and collaboration with all relevant line and HR stakeholders is a requirement, from recruitment to communications to compensation & benefits, to name but a few. Only a broad front making this switch together will make this more flexible talent management approach successful and sustainable in the long-term.
What are your experiences with regards to this week’s topic? How is your company ensuring it’s attractiveness to some of the more exotic and highly sought after experts, in business intelligence for instance? We’d love to hear from you!