Industry Analyst Lisa Rowan: Rethinking the Enterprise Talent Solution
HR software evolved to match the organization of HR and associated talent departments within organizations. Vendors developed recruiting software to meet the head of recruiting’s needs and they created compensation software to meet the head of compensation’s needs. While there is a move towards a more integrated talent suite, end-to-end solution adoption still lags behind expectations.1 Furthermore, many “integrated suites” are built on the same functional framework—a foundation based on departmental functions and automation—not on the reality of talent today.
While solutions that automated functional silos met the requirements of yesterday’s workforce, today’s talent is geographically dispersed, expects a consumer technology experience, and looks to connect deeply with both others in their organization and their work in a meaningful, engaging way. With these realities, to retain and engage the best and brightest, organizations need to re-think how they approach a technology solution for their talent.
While the HR department cannot force engagement through a technology solution (or otherwise), they can create an experience that fosters engagement and business alignment. To capture the mind-share of employees, such a solution needs to meet the employee on a hyper-personalized and relevant level, empowering seamless connection to and rich collaboration with any asset—whether it is a person, content, process, or objective—for the employee within the context of their employment lifecycle or greater business goals.
The reimagined solution is one that is built on talent, not on processes or functional departments. Instead of looking at integrated talent management with inserted social features, IDC believes that companies should look to a solution that creates an employee-business relationship layer, noted by my colleague Michael Fauscette in his blog as the Employee Experience Management (EXM) layer in the enterprise. The EXM delivers benefits including,
Employees providing performance recognition to a colleague right within a collaborative project group.
Managers working together to recommend a person’s successor.
Subject matter experts contributing knowledge, in real-time, to a video that onboards new developers.2
Talent within the business context should dictate talent software. An EXM provides the foundation for the next generation of talent management solutions, creating an employment experience that deeply engages talent and in turn drives greater business results.
1 Lisa Rowan. The Promise of Integrated Talent Management: A Reality Check. (IDC #243704, 2013), 1.
2 Lisa Rowan. Social Technologies — Breaking Down the Silos. (IDC #245600, 2014), 2.
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