Sourcing employable talent is presenting to be an even greater challenge, but should it be?
One of the biggest realisations in the new world of remote work is that technology has proven that employees are not merely doing their jobs remotely — they’re doing them effectively.
According to the Harvard Business Review, technology firm Humanyze mined anonymous company emails, chats, and calendar data, and what they found is telling: the amount of time that employees spend working has increased by an average of 10-20% since remote working policies were mandated.
Several leading global companies, such as Twitter, Upwork, Facebook, Coinbase, and Square have given their employees the option to permanently work remotely. Some of these organisations are calling this remodelled way of working a “working from anywhere” policy, where employees can determine where they work, even if they never step foot in the office again.
A blend of organisational quick-thinking, employee resilience and technological capabilities have made this possible — things that were evidently innate, but never truly realised until necessity forced them into action.
Technology has unbound talent from a physical location, which has forever been a blocker for talented, employable individuals who possess the core soft and technical skills organisations are seeking today. Historically, the ask for found talent based in another location is to relocate — this is now a non-issue.
If the best talent on the market presents itself, and they have access to a reliable internet connection, there’s no reason they can’t be hired. The only thing getting in the way of hiring the right talent — wherever it is located — is traditional thinking and stagnant org design.
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According to The Economist, an opening of borders to unleash intercontinental talent will make way for an estimated $78 trillion increase in global Gross Domestic Product (GDP). If organisations shift from a narrow hiring focus that’s limited to a local talent pool, this will have as much of an impact on bottom lines as it will on talent attraction, identification, retention and development.
Implementing a watertight talent strategy to unlock the workforce is what’s required to move forward in the new world of work...
Efficient, effective and timely hiring continues to be important. Many organisations are considering looking at tools that connect the right talent with a hand-in-glove jobs, and according to Pearson research, for those who aren’t considering investing in external tools, it’s because of a lack of internal hiring resources.
One of the key findings of the research is that guidance and diagnostics — those discovered by external tools — are important in the role they play to match skill levels with the right courses, in order to effectively nurture employed talent. Fundamentally, sourcing talent is the sticky issue that’s on the mind of all hiring managers, but talent retention is key in the new world of work.
Managing and rewarding performance is another one of those trends accelerated by remote working, as employees are increasingly reliant on feedback, coaching and mentoring in the new working environment.
In essence, organisations need to have clear understanding of the workforce’s skills gaps, a progressive mindset to sourcing talent that boasts in-demand skills, and an optimised, agile organisational design that’s built for the post-pandemic world (and beyond).
Via Sourcing talent in the post-pandemic world
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