{"id":129979,"date":"2025-03-13T05:19:27","date_gmt":"2025-03-13T05:19:27","guid":{"rendered":"https:\/\/peraltafinancing.com\/business\/legal\/twelve-considerations-for-a-digital-talent-management-strategy-legal-mosaic\/"},"modified":"2025-03-13T05:19:27","modified_gmt":"2025-03-13T05:19:27","slug":"twelve-considerations-for-a-digital-talent-management-strategy-legal-mosaic","status":"publish","type":"post","link":"https:\/\/fivemor.com\/?p=129979","title":{"rendered":"Twelve Considerations For A Digital Talent Management Strategy \u2013 Legal Mosaic"},"content":{"rendered":"


\n<\/p>\n

\n

\u201cI have no special talents. I am only passionately curious.\u201d<\/p>\n

\u2013Albert Einstein<\/p>\n

The \u00a0speed<\/a>, breadth, constancy, and interconnectivity of change requires business to reimagine its talent<\/a> management strategy. Digital transformation and generative AI have heightened the stakes and accelerated the urgency of identifying, engaging, upskilling, advancing, and retaining an agile, digitally dexterous, purpose driven, team oriented, outcome focused workforce.\u00a0\u00a0 PwC\u2019s\u00a018th Annual Global CEO Survey\u00a0<\/a>revealed the\u00a0ability to acquire and manage talent<\/a>\u00a0is the second most cited critical capability for tomorrow\u2019s CEO\u2019s and top-of-mind for incumbents.<\/p>\n

What is <\/em>talent fit for a fluid, data-backed, AI-enabled, digital marketplace? The World Economic Forum\u00a0Future of Jobs Report\u00a0cited critical thinking, problem solving, emotional intelligence (EQ), creativity, cognitive flexibility, and collaboration as core digital competencies. These attributes apply across different sectors and business functions.<\/p>\n

This article proffers twelve considerations for a digital talent management strategy. While not intended as a comprehensive list, they provide a framework for a strategic approach to talent management.<\/p>\n

\u00a0<\/em><\/p>\n

    \n
  1. Digital Talent In Context<\/em><\/li>\n<\/ol>\n

    \u00a0<\/em><\/p>\n

    Talent management is a critical element of enterprise strategy. That\u2019s \u00a0why CEO\u2019s are focused on it. The talent required to drive successful digital and generative AI enterprise transformation must be data and tech savvy, proactive, curious, and agile. Digital talent thinks holistically, operates collaboratively, cross-functionally, regards change as an opportunity to implement new ways of doing things that elevate customer outcomes and experience, and has a \u201clearner-for-life\u201d mindset.<\/p>\n

    Technology enables digital transformation; generative AI leverages human input and synthesizes it to create humanoid output; and digital talent harnesses data, technology, knowledge management, and creativity to reduce cost, enhance quality, accelerate delivery, and provide transparency.<\/p>\n

      \n
    1. The Foundations of Talent Management Strategy<\/em><\/li>\n<\/ol>\n

      \u00a0<\/em><\/p>\n

      The enterprise mission, leadership, innovative mindset, culture, structure (e.g. flat vs. hierarchical), brand, and customer-centricity are the foundational elements upon which a talent management strategy is built. Each is a connective tissue binding enterprise and workforce. A welcoming, humane, purpose-driven, holistically diverse culture is a magnet for talent, creativity, collaboration, cross-functionality, and innovation. It is also a favorable environment for upskilling, career advancement, retention, and organic diversity.<\/p>\n

        \n
      1. Matching Talent With Business <\/em><\/li>\n<\/ol>\n

        To thrive, talent must be paired with an enterprise whose purpose, leadership, culture, creativity, and end-to-end workforce investment are aligned. Richard Branson captured the symbiotic relationship of talent and the enterprise: \u201cTrain people well enough so they can leave. Treat them well enough so they don\u2019t have to.\u201d<\/p>\n

          \n
        1. Communication, Community, And Unified Purpose <\/em><\/li>\n<\/ol>\n

          \u00a0<\/em><\/p>\n

          Enterprise purpose, goals, values, and ethical standards must be communicated clearly and regularly by word and action. A unified purpose, team orientation that respects individuality, and a community that is empathetic, and humane promotes community, cohesion, and collaboration. Creativity, knowledge, and ideas are shared throughout the community, as are institutional knowledge, predictive data, and a \u201cone firm\u201d mindset (see below)\u00a0 .<\/p>\n

            \n
          1. Digital Talent Is A Team Sport<\/em><\/li>\n<\/ol>\n

            \u00a0<\/em><\/p>\n

            Digital talent functions as a team. Its collaborative, \u201cwe-not-me\u201d mindset is self-selected and reinforced by enterprise leadership, culture and performance metrics. While individual upskilling and advancement opportunity is part of the business investment in talent, so too is there a focus on enterprise performance. This promotes cross-functionality, innovation, and \u201cconnecting the dots,\u201d both internally and externally with customers and society.<\/p>\n

              \n
            1. Investment in Talent Start-to-Finish<\/em><\/li>\n<\/ol>\n

              LinkedIn\u2019s 2023 Workplace Learning Report<\/a> revealed 93% of organizations have retention concerns. It also found 94% of workers responded they would be less likely to seek other opportunities if they are provided learning and development opportunities. Investment in talent is the best way to develop, leverage the potential, retain, and demonstrate to the marketplace a \u201dpeople first\u201d culture, character, and community of the enterprise.<\/p>\n

              Investment is too often synonymous with compensation. Purpose, community, work-life balance, well-being, and mentorship (including reverse-mentorship and an integrated, multi-generational workforce) are all important elements of talent investment. This is especially so with younger talent.<\/p>\n

                \n
              1. A One Firm Approach <\/em><\/li>\n<\/ol>\n

                A One-firm approach is a term often applied to high-performing organizations like Goldman Sachs and McKinsey. These organizations\u00a0 have\u00a0 highly-collaborative, team-oriented cultures and operational models. They gang-tackle challenging problems by working fluidly and cross-functionally. Their institutional loyalty and high degree of collaboration contribute significantly to their enterprise success. McKinsey studied<\/a> 2,000 companies across industries and found that \u201cone-team\u201d organizations were 2.3 times more likely to be in the top quartile of high performers.<\/p>\n

                  \n
                1. Digital Dexterity<\/em><\/li>\n<\/ol>\n

                  \u00a0<\/em><\/p>\n

                  Digital dexterity describes organizations that have fluid, tech-savvy workforces that are empowered by easy-to-use technology. That enables them to pivot quickly and to make creative use of technology to design new ways for working more effectively, agilely, and impactfully. The digitally dexterous workforce is highly analytical, collaborative, and nimble. Gartner found that employees and organizations with a high degree of digital dexterity are three times <\/a>more likely to launch, complete, and succeed in digital initiatives. They are adaptable, high performers, for whom change is an opportunity to improve the status quo.<\/p>\n

                    \n
                  1. Jettisoning the Legacy Talent Siphon<\/em><\/li>\n<\/ol>\n

                    \u00a0<\/em><\/p>\n

                    Talent is too often filtered through a narrow lens. Diplomas and pedigree have long been a proxy for competence, intelligence, and social skills. This narrow view is a lost opportunity<\/a>for gifted individuals<\/a>, business, and society.<\/p>\n

                    Digital transformation, the Pandemic, talent wars, and technology have widened the talent funnel. A recent\u00a0Salesforce survey<\/a>\u00a0found that among hiring leaders, 82% of those surveyed said that skills are the most important attribute when evaluating candidates. Only 18% said that relevant degrees are more important. A learning management report by Docebo<\/a> found that employees learn 70% of their skills on the job and just 10% through formal training.<\/p>\n

                    \u00a0Harvard Business School<\/a>\u00a0and Accenture recently analyzed \u201cmiddle-skill\u201d jobs (e.g. some education or training beyond high school but not a four-year degree). They found no productivity change between college grads and those lacking a degree. Resilience, moxie, elevated emotional intelligence, and experiential learning, coupled with curiosity, eagerness to learn, and a modicum of intelligence are a solid foundation upon which to build digital talent.<\/p>\n