Pages: 4

This introduction presents an overview of the key concepts discussed in the subsequent chapters of this book. The book explores how organisations can adapt their talent management strategies and practices to address the new realities of the digital revolution. It details the rise of artificial intelligence; the nature of digital disruption and transformation; the impact of the pandemic, the changing nature of work and the implications of these factors for a company’s strategy, culture and business model; and how these influence talent management strategies. The book explores how motivation, goal setting, feedback and performance management impact retention. It considers psychological theories of applied human learning and their relevance to the acquisition and dissemination of digital skills and knowledge across the business.

Pages: 27

This chapter explores the wider business context in which talent management strategies and tactics exist and seek to thrive. It explores the complex commercial relationship between talent management and financial performance. In a more strategic sense, it considers the technological and socio-cultural factors that now impact talent management, with particular relevance to post-pandemic working practices. It discusses the digital revolution and how this is shaping new thoughts and ideas in business strategy, which in turn will shape and modify how talent management strategies need to adapt to be relevant. The chapter explores corporate culture in some depth and offers practical advice on how to both understand and manage culture as a key enabler of the business strategy. Finally, it outlines the shifting nature of business model innovation and its relevance to those businesses undertaking digital transformation. The chapter concludes with a concise summary and a practical Ten Top Tips guide to consider when reviewing the wider business context.

Pages: 22

This chapter explores in brief how to define a recruitment strategy before examining in some detail the development of recruitment marketing and how the internet has revolutionised the recruitment process, with particular reference to the growing usage of social media. It further explores candidate perceptions and acceptance of new technology-driven recruitment practices and the implications of these for the role of the recruiter. This chapter reviews the importance of a coherent employee value proposition to attract the right talent to the business. It considers the impact of technology upon volume recruitment and shares a case study of one business at the cutting edge of recruitment marketing automation. Finally, it considers how organisations need to assess the optimal blend of full-time employees and freelancers from the gig economy before concluding with commentary on the particular challenges relating to the recruitment of digital talent. The chapter ends with a concise summary and a practical Ten Top Tips guide for the recruiter seeking to hire talent in the digital age.

Pages: 24

This chapter explores how the digital revolution will significantly impact the nature of both jobs and skills for the future. It will stress the key importance of a thorough job analysis as both a commercial and ethical imperative. It will review those selection methods that predict performance and those that do not. It will summarise the many advantages and disadvantages of some technological solutions used in volume selection, with particular reference to adverse impact on minority groups. The chapter proposes a digital competency framework that can guide selectors on key behaviours to be assessed for high-stakes roles in the digital domain. It will also introduce the emergence of neuroscience, critically examine its utility for selection and illustrate this through a case study. Finally, it will look critically at how selection methods can ensure a level playing field for all and thus accord with both the law and the spirit of Equal Employment Opportunity Commission guidelines. The chapter concludes with a concise summary and a practical Ten Top Tips guide to help the selector minimise the risk of making an incorrect appointment.

Pages: 24

This chapter falls into two halves. The first critically considers the concept of employee engagement before discussing, in more depth, how organisations can create a motivational environment at individual, team and organisational levels through such means as building roles that offer meaningful work, developing Agile working practices that enhance team performance, and creating a social identity for the business that attracts key talent to want to work for it and stay there. It also considers the impact that reward and recognition policies have on retention. The second half suggests that there is a new dawn in performance management that is sweeping away fusty and outdated concepts based around a yearly/half-yearly annual review process in favour of setting stretching goals; enhancing the quantity and quality of feedback to the employee in real time; and creating a process that is flexible, data-driven and developmental. This is illustrated in a case study. Issues around the attraction and retention of digital talent are explored, with a focus on encouraging greater numbers of minority group technologists. The chapter concludes with a concise summary and a practical Ten Top Tips guide on how to retain talent in the organisation.

Pages: 25

This chapter provides a refresher and update on the psychological principles of applied human learning with particular reference to exploring how to ensure that what is learned transfers to the workplace. It assesses the pedagogic benefits of digital learning before discussing in some depth how to upskill the organisation (including the board) with relevant digital knowledge and skills. This is illustrated through a case study. There is much debate on the return on investment of many learning and development interventions, and leadership development is no exception. Some interventions are more effective than others, and these are explored within the context of how the digital revolution is changing the way that leaders access learning and development. The chapter contends that not enough attention is accorded to team training and so includes a précis of theory and practice in this area. Finally, it examines how learning and development can positively influence diversity and inclusion through becoming culturally embedded within every learning event rather than as a stand-alone intervention. The chapter concludes with a concise summary and a practical Ten Top Tips guide on how to best to apply learning and development practices in the digital age.

Pages: 18

For most organisations, the culmination of good talent management practices should inform succession planning initiatives. This short chapter explores what is meant by ‘potential’ and suggests a concise model of this for the digital age. It discusses some current thoughts on talent reviews and succession planning. It draws together four common themes from across the chapters and discusses how these link together to impact talent management practices. Finally, the chapter looks to the future to explore how organisations need to change and adapt and asks if this heralds the end of ‘the job’ as a fundamental building block of organisational structure. The chapter concludes by exploring how such dramatic changes have significant implications for the future role of talent management and for human resource teams who must adapt and change through restructuring and acquiring new knowledge and skills to ensure they add value for the future.