HamidReza Tanoumand’s Post

View profile for HamidReza Tanoumand, graphic
HamidReza Tanoumand

How to Keep Internal Talent Marketplaces Relevant as They Age ITMs grew in popularity as an efficient means of talent mobility during the pandemic’s labor upheaval. How can CHROs continue to maximize the platforms’ value after the initial shine wears off? employees-in-office-talking Internal talent marketplaces (ITMs) are at a crossroads. These platforms, which burst on the scene about six years ago as a technology-driven means of promoting internal mobility, closing key skills gaps, and boosting employee retention, are facing challenges that many promising new technologies encounter as they mature or as market conditions change. ITMs, which use artificial intelligence to match workers to internal opportunities including short-term project gigs, full-time roles, mentoring relationships, and job-shadowing arrangements, grew in popularity during the pandemic and Great Resignation. Both of those events created seismic shifts in labor demand and supply that forced CHROs to find more efficient means of reallocating talent across their organizations. ITMs proved a ready-made way of doing so. Unilever, for example, famously used its ITM to redeploy thousands of workers during the pandemic as demand for some of its products grew exponentially while remaining flat or falling for others. But with the urgency of those events having receded, CHROs are now tasked with keeping their ITMs relevant and top-of-mind for leaders and employees as the platforms approach adolescence. Many HR executives still encounter significant obstacles that can stand in the way of sustained success with ITMs. One challenge is ensuring ITMs have enough attractive opportunities to meet employee demand, especially for lower-level workers. That requires: Generating enough quality data so AI can make accurate matches between platform “gigs” and employees seeking them, and Mitigating the “talent hoarding” tendencies of leaders who are reluctant to let their top employees explore other opportunities in the company. Keeping the Value and Adoption of ITMs High HR industry analysts say two keys to keeping ITMs relevant and integral to talent management strategy as they age are focusing on continuous improvement and marketing the platforms’ “wins” both to leaders and employees. CHROs who view ITMs not only as a mechanism to fill pressing skills gaps but as a way to improve understanding of overall workforce capabilities and keep high-potential talent from leaving the organization also continue to reap benefits from ITMs as they mature. CASE STUDY: WORKDAY. At Workday, a provider of HR and finance software based in Pleasanton, Calif., part of the solution to keeping its ITM relevant and crucial to internal mobility has been expanding the amount of time employees can spend on marketplace opportunities apart from their full-time jobs. Source: #shrm #آموزش #جذب #استخدام #توسعه #LD #DEI #hr #recruitment

How to Keep Internal Talent Marketplaces Relevant as They Age

How to Keep Internal Talent Marketplaces Relevant as They Age

shrm.org

To view or add a comment, sign in

More Relevant Posts

HamidReza Tanoumand

14,349 followers

View Profile

Explore topics