Brian Heger on LinkedIn: #hr #humanresources #futureofwork (2024)

Internal Talent Marketplace— This Deloitte reference includes 45 questions to help organizations plan and implement an ITM. And it's not just about the tech. 𝗧𝗵𝗲 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝘀 𝘁𝗮𝗸𝗲 𝗮 𝗰𝗼𝗺𝗽𝗿𝗲𝗵𝗲𝗻𝘀𝗶𝘃𝗲 𝘃𝗶𝗲𝘄 𝗼𝗳 𝗜𝗧𝗠 𝗯𝘆 𝗵𝗲𝗹𝗽𝗶𝗻𝗴 𝗮𝗻 𝗼𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻: 1) Understand and articulate its current internal mobility practices, mindset, processes, systems, and vision for an ITM. 2) Identify future-state requirements (e.g., ITM purpose, data, sponsorship, change management, etc.) that inform design and tech decisions. 𝗕𝗲𝗳𝗼𝗿𝗲 𝘁𝗮𝗰𝗸𝗹𝗶𝗻𝗴 𝘁𝗵𝗲𝘀𝗲 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝘀, 𝗜 𝗿𝗲𝗰𝗼𝗺𝗺𝗲𝗻𝗱 𝗮𝘀𝗸𝗶𝗻𝗴: a) What business problem will an ITM help us solve? b) How will an ITM enable us to deliver greater value faster to organizational stakeholders? c) What specific ROI do we expect from an ITM? When will the ROI be realized (year 1, 2, 3, etc?) Questions like these anchor ITM in a business discussion about enabling organizational capabilities and value creation. https://lnkd.in/e5vWt7ar Was this post helpful? Let me know by resharing it, commenting, or tagging others who would benefit. #careerdevelopment #internaltalentmarketplace #humanresources

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AI in HR —This Gartner article provides a framework for evaluating and prioritizing AI use cases in HR. Figure 1 shows 20 AI for HR use cases, including job description generation, performance feedback, and learning content creation. They are ranked based on two factors: 𝟭) 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗩𝗮𝗹𝘂𝗲. (e.g., operational efficiency) 𝟮) 𝗙𝗲𝗮𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆 (e.g., responsible AI, organizational readiness) The rankings offer a perspective for prioritizing different use cases. I’m also resharing my editable PDF containing 10 AI in HR use cases. Each use case includes: 𝗮) 𝗮 𝗰𝗼𝗻𝗰𝗶𝘀𝗲 𝗱𝗲𝘀𝗰𝗿𝗶𝗽𝘁𝗶𝗼𝗻 (e.g., onboarding: automating administrative tasks and delivering personalized training). 𝗯) 𝗮𝗻 𝗮𝘀𝘀𝗼𝗰𝗶𝗮𝘁𝗲𝗱 𝗿𝗶𝘀𝗸 (e.g., decreased employee engagement due to a lack of human interaction). 𝗰) 𝗮𝗻 𝗲𝘅𝗮𝗺𝗽𝗹𝗲 𝗳𝗼𝗿 𝗿𝗶𝘀𝗸 𝗺𝗶𝘁𝗶𝗴𝗮𝘁𝗶𝗼𝗻 (e.g., integrate AI-driven onboarding with human touchpoints for moments that matter). Each page includes a text box for documenting your ideas. ***both resources https://lnkd.in/ddQXNQsi Was this post helpful? Let me know by resharing it, commenting, or tagging colleagues who would benefit. #ai #hr #humanresources

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24 Talent Management Questions—This 13-page template has 24 questions that can help gain insights into 8 TM areas. Examples:(1) 𝐓𝐚𝐥𝐞𝐧𝐭 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐲—What are thekeycomponents of our talent strategy over the next 2-3 years?(2) 𝐑𝐞𝐜𝐫𝐮𝐢𝐭𝐢𝐧𝐠—What is the strength of our employment brand among prospective employees?(3) 𝐈𝐧𝐭𝐞𝐫𝐧𝐚𝐥 𝐌𝐨𝐛𝐢𝐥𝐢𝐭𝐲—Are there untapped talent pools or "hidden talent" within our organization?(4) 𝐄𝐦𝐩𝐥𝐨𝐲𝐞𝐞 𝐑𝐞𝐭𝐞𝐧𝐭𝐢𝐨𝐧—What are the main reasons for employee turnover? How does this vary by business unit?(5) 𝐖𝐨𝐫𝐤𝐟𝐨𝐫𝐜𝐞 𝐑𝐢𝐬𝐤𝐬—Where do we have the most difficultyinfinding and attracting workers with the necessary skills? Also: a) The questions and categories are examples. Use them as a starting point and modify them as you see fit so you can spark the right discussions.b) The questions and answers are important to the extent they lead to actions that enable organizational capabilities and create stakeholder value. https://lnkd.in/drGnvZ89Was this post helpful? Let me know by reposting it, commenting, or tagging others who can benefit.#hr#humanresources#talentmanagement

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Internal mobility - Here are 8 resources that can help enable different aspects of internal mobility (IM) in an organization. As I continue to receive several requests for resources on IM, I’ve created this one-page cheat sheet with 8 resources. 𝗧𝘄𝗼 𝗼𝗳 𝘁𝗵𝗲𝗺 𝗶𝗻𝗰𝗹𝘂𝗱𝗲 𝗰𝗮𝘀𝗲𝘀 𝘀𝘁𝘂𝗱𝗶𝗲𝘀: 𝟭) 𝗕𝗼𝗼𝘇 𝗔𝗹𝗹𝗲𝗻'𝘀 experience in launching an internal talent marketplace (ITM), sharing key lessons learned during the project's first year. One takeaway emphasizes the necessity for significant cultural shifts to effectively overcome ITM challenges (e.g., managers' reluctance to release their talent to other parts of the business). 𝟮) 𝗝𝗼𝗵𝗻𝘀𝗼𝗻 & 𝗝𝗼𝗵𝗻𝘀𝗼𝗻 (𝗝&𝗝) leveraged AI to assess its workforce's current skills and alignment with future organizational success requirements. This process yielded workforce insights that guided employees' personal development. Other resources address various practices that enable IM and research demonstrating its benefits. https://lnkd.in/d9WUa_JmDid you find value in this post? If so, let me know by resharing it, commenting, or tagging colleagues who would benefit from these resources. #careerdevelopment #hr #internalmobility

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Critical Role Template, Hybrid Work, Return-to-Office, AI in the Workplace, and the Meeting after the Meeting. These topics are covered in issue 238 of Talent Edge Weekly. (𝟭) 𝗖𝗿𝗶𝘁𝗶𝗰𝗮𝗹 𝗥𝗼𝗹𝗲𝘀. My new template to identify critical roles, estimate risks, and inform talent planning. (𝟮) 𝗛𝘆𝗯𝗿𝗶𝗱 𝗪𝗼𝗿𝗸. HBR shares how the performance and well-being of EY's hybrid employees differ from that of non-hybrid. (𝟯) 𝗥𝗲𝘁𝘂𝗿𝗻 𝘁𝗼 𝗢𝗳𝗳𝗶𝗰𝗲. A study on how RTO mandates impact employee turnover, particularly executives. (𝟰) 𝗔𝗜. A Microsoft and LinkedIn report on the growing integration of AI in the workplace and its implications. (𝟱) 𝗢𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻 𝗘𝗳𝗳𝗲𝗰𝘁𝗶𝘃𝗲𝗻𝗲𝘀𝘀. MIT Sloan shares how to eliminate the need for the “meeting after the meeting,” where participants informally gather to make sense of the original meeting. https://lnkd.in/dJ5Z7S-2 Was this post helpful? Let me know by resharing it, commenting, or tagging others who can benefit. A new issue of Talent Edge Weekly will be sent to +33,000 readers tomorrow. 𝗦𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿 at the top of this post to ensure you are one of them! #hr #humanresources #futureofwork

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Chief HR Officers— This one-page PDF has 18 questions in 3 categories that can inform parts of an org's talent strategy. 𝗔𝗯𝗼𝘂𝘁 𝘁𝗵𝗲 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝘀 𝗮𝗻𝗱 𝗰𝗮𝘁𝗲𝗴𝗼𝗿𝗶𝗲𝘀: a) includes a small sample that can be used as a starting point; modify as you see fit b) these may not be the right questions for you, nor do they all need to be answered c) intended to stimulate ideas to inform parts of your talent strategy. Use it if you think it helps. Sample questions in the 3 areas: 1) 𝐎𝐯𝐞𝐫𝐚𝐥𝐥 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐲—e.g., Do we have a workforce plan forecasting our talent needs now and in the next few years? 2) 𝐒𝐮𝐜𝐜𝐞𝐬𝐬𝐢𝐨𝐧 𝐏𝐥𝐚𝐧𝐧𝐢𝐧𝐠 (𝗦𝗣)— e.g., What is our track record on SP?—i.e., how often did we choose the successor identified? 3) 𝐃𝐢𝐯𝐞𝐫𝐬𝐢𝐭𝐲 & 𝐈𝐧𝐜𝐥𝐮𝐬𝐢𝐨𝐧— e.g., How are we recruiting, developing, & promoting a diverse workforce? What are the results? One way to add value to this post is to share 1-2 new questions in other categories (e.g., employee wellbeing. https://lnkd.in/eBdzjNuU If you found value in this post, please reshare it, comment, or tag others who might benefit from these resources. #hr #humanresources #chro

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Strategic Workforce Planning (SWP)—Does your organization assess talent risks and use these insights to inform SWP? This Gartner paper shares 3 steps for assessing talent risks to help guide SWP.(1) 𝐈𝐝𝐞𝐧𝐭𝐢𝐟𝐲 𝐭𝐚𝐥𝐞𝐧𝐭 𝐫𝐢𝐬𝐤𝐬 𝐭𝐡𝐚𝐭 𝐜𝐨𝐮𝐥𝐝 𝐣𝐞𝐨𝐩𝐚𝐫𝐝𝐢𝐳𝐞 𝐲𝐨𝐮𝐫 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐲. Table 1 on page 5 highlights 11 talent risks, such as development risk.(2) 𝐄𝐯𝐚𝐥𝐮𝐚𝐭𝐞 𝐭𝐡𝐞 𝐭𝐚𝐥𝐞𝐧𝐭 𝐫𝐢𝐬𝐤𝐬. Table 2 on page 7 includes examples of indicators of the 11 most prevalent talent risks.(3) 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐞 𝐭𝐡𝐞 𝐦𝐨𝐬𝐭 𝐜𝐫𝐢𝐭𝐢𝐜𝐚𝐥 𝐭𝐚𝐥𝐞𝐧𝐭 𝐫𝐢𝐬𝐤𝐬 𝐰𝐢𝐭𝐡 𝐬𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫𝐬 𝐭𝐨 𝐢𝐧𝐢𝐭𝐢𝐚𝐭𝐞 𝐩𝐫𝐨𝐚𝐜𝐭𝐢𝐯𝐞 𝐚𝐜𝐭𝐢𝐨𝐧𝐬. One example is included in the image of this post. Including risks in SWP doesn't suggest that organizations should focus on risk at the expense of opportunities. It simply helps increase the likelihood of realizing the talent opportunities an organization aims to achieve. https://lnkd.in/dV-fAeEJDid you find value in this post? Let me know by resharing it, commenting, or tagging colleagues who would benefit from these insights.#workforceplanning#hr#humanresources

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Strategic Workforce Planning—Are SWP and talent acquisition teams partnering effectively to enable workforce planning? Many surveys show that SWP is a priority for organizations. Yet, SWP continues to have significant gaps in execution. This Conference Board paper shares one opportunity for closing the gap. 𝟭) 𝗧𝗔 𝗵𝗮𝘀 𝗺𝘂𝗰𝗵 𝘁𝗼 𝗰𝗼𝗻𝘁𝗿𝗶𝗯𝘂𝘁𝗲 𝘁𝗼 𝗦𝗪𝗣. However, they are not always included in the planning, and when they are, it is typically later in the process. 𝟮) 𝗗𝗮𝘁𝗮 𝗔𝗰𝗰𝗲𝘀𝘀. Providing TA access to SWP data, often “guarded” and inaccessible to TA, can be a good starting point to help TA contribute. 𝟯) 𝗧𝗲𝗮𝗺 𝗜𝗻𝘁𝗲𝗴𝗿𝗮𝘁𝗶𝗼𝗻. Aligning TA and SWP under common leadership could also strengthen the partnership. Aside from TA, I believe there is an opportunity to involve Procurement teams early in the SWP process. This is even more important as the "borrow" component of SWP is increasingly employed. 𝗪𝗵𝗮𝘁 𝗿𝗲𝗰𝗼𝗺𝗺𝗲𝗻𝗱𝗮𝘁𝗶𝗼𝗻𝘀 𝗱𝗼 𝘆𝗼𝘂 𝗵𝗮𝘃𝗲 for how SWP, TA, and Procurement teams can partner effectively to enable SWP? https://lnkd.in/dbfMFt_M If this post was helpful, please reshare it. #hr #workforceplanning #talentacquisition

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Critical Roles—This new template can help identify an organization's critical roles and assess underlying risks to inform planning. While there has been a needed shift in expanding the view of “work” beyond roles, roles serve a purpose in talent planning.This template can help with: (𝟭) 𝗖𝗿𝗶𝘁𝗶𝗰𝗮𝗹 𝗥𝗼𝗹𝗲 𝗜𝗱𝗲𝗻𝘁𝗶𝗳𝗶𝗰𝗮𝘁𝗶𝗼𝗻. Base critical role identification on factors indicative of criticality.(𝟮) 𝗖𝗿𝗶𝘁𝗶𝗰𝗮𝗹 𝗥𝗼𝗹𝗲 𝗥𝗶𝘀𝗸. Determine if 4 types of risks in critical roles exist.(𝟯) 𝗔𝗰𝘁𝗶𝗼𝗻𝘀. Identify roles that require the greatest attention. While I've shared individual tools on critical role identification and risk evaluation, I have combined them into one based on a few requests. Identifying and evaluating critical roles involves more than what's on my template (e.g., strategic capabilities). Use it as a starting point and modify as needed.I'll share a copy of this template in today's new Talent Edge Weekly issue. To receive the new issue at 6 PM EST along with +33K others, 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿 at https://lnkd.in/dWThftwKReshare or comment if this post was helpful!#hr #humanresources #talentmanagement

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