The trend of talent management

The trend of talent management, with the rapid progress of society, talent has become a new competitive factor. This society is a society of talent competition, so where will the development of talents progress? Let me share the trend of talent management and quickly understand and change myself.

Trends in talent management 1

First, the rise of artificial intelligence (AI)

Artificial intelligence (AI) has penetrated into all walks of life, and HR is no exception. In 20 18, we will see the rapid growth of recruitment technology application driven by AI technology-chat robot. Chat bots can automatically match candidates with recruitment positions. In this way, HR recruiters can spare more time to focus on talent selection.

In addition, AI can also automate some routine HR tasks, such as numbering and filing applicant records, handling on-boarding procedures, evaluating work performance, and providing personalized learning content for employees. The use of AI does not mean reducing HR posts. On the contrary, HR workers will be able to devote more energy to strategic work environment improvement projects, thus achieving better performance and making more valuable contributions to the company.

Second, the growth of odd jobs economy (the growth of Gig Economy).

Compared with the past' stability',' mobility' will become the new normal of the labor force. HR workers should rethink how to manage more and more part-time employees in the workplace, such as freelancers (such as consultants) and contract workers (such as project-based or short-term odd jobs or hourly workers).

Enterprises should start to consider how to adjust their talent management strategies to adapt to the rise of this "odd-job economy".

(Author's Note: The odd-job economy refers to an economy and work form in which more and more people are engaged in part-time jobs, and companies increasingly rely on part-time employees to complete their business. Part-time jobs include part-time, dispatched workers, freelancers, self-employed people (such as small business owners) and so on. According to rough statistics, at present, 20-30% people in the United States are engaged in some kind of part-time job. By 2020, about 40-50% people will have some part-time jobs, and many of them will no longer have full-time jobs.

Third, autonomous micro-learning will become the standard (self-directed micro-learning is the norm).

This year, in terms of employee training and learning, we will see more enterprises change from the traditional structured (systematic) training mode to an independent and informal employee platform. In order to help employees continuously improve their job skills, HR must provide continuous, job-related learning tools that can be logged in anytime and anywhere. Mobile (online courses, mobile training courses on mobile phones) and fragmented learning are rising rapidly.

Fourthly, personalization to employee engagement.

If the organization wants to attract and retain talents, the past model of treating all employees in one way will no longer apply. Therefore, providing tailor-made personalized learning opportunities for employees will become the new normal. The analysis results of big data will help organizations to design more attractive learning content for employees and meet their rising expectations. Human resource analysis technology will help to improve employees' performance and engagement, and improve their overall work experience.

Through employee surveys, machine algorithms will be able to provide data and employee learning patterns, thus helping HR accurately grasp employees' emotions, engagement and work performance. Human resources will have tools to make better data-driven decisions.

Five, design thinking applied to HR (design thinking applied to HR)

The traditional multi-level organizational structure will soon become a thing of the past. The new organizational design will have a mobile work arrangement to strengthen teamwork, flexibility and synergy. Matrix organizational structure will replace linear functional hierarchy, and how employees cooperate with relevant internal and external units will become an important assessment content. Some managers may be hired just to complete a project.

The performance management mode will also change. Different from the fixed assessment cycle in the past, managers must provide real-time feedback to employees. In addition, enterprises need to invest in mobile performance coaching applications to promote the implementation and tracking of performance discussions.

6.AR and VR technologies help to better acquire talents through augmented and virtual reality tools.

AR-Augmented Reality (AR) and VR-Virtual Reality (VR) technologies will become important tools in the recruitment toolbox of recruiters. Interactive job advertisements, people visiting Australian workplaces through virtual reality technology in Singapore, and talent evaluation based entirely on virtual reality technology will become a reality. By simulating related tasks and challenges, AR/VR technology can also be used to enhance employees' work experience and make them fully prepared before they really face these real-world challenges.

The trend of talent management. Talent has become the most important resource for enterprises.

Some personnel managers don't like to refer to people as resources, and think that people should not be juxtaposed with other resources such as land, materials, equipment, information, technology, channels, products, customers and markets. And think that objectifying people will reduce the understanding of the meaning of people. I don't think the name of the talent is important. The key is whether bosses and managers really realize the importance of talents and whether they have a talent outlook that can help you build the future. Kōnosuke Matsushita once asked himself and answered, "What does Panasonic produce? It is to cultivate outstanding talents and produce electrical appliances by the way! " If we have this understanding, if we believe that people are more important than machines, we will regard people-related inputs such as recruitment, salary, bonus, welfare, training and training as investment rather than cost. A correct view of talents will be the key to our success in the future competition.

Second, the competition for talents will become more and more fierce.

This trend is obvious: China's demographic dividend is disappearing, the overall supply of labor will decrease, and the demand for labor and talents will increase with the sustained economic growth. The buyer's market in the labor market in the past (that is, the dominant position of enterprises) is gradually becoming the seller's market (the dominant position of job seekers). The change of the values of the new generation-more pursuit of self-realization and more pursuit of the balance between life and career-has also greatly reduced the supply of talents in the traditional sense that many managers like-career-centered.

Third, the dilemma between the quantity and quality of talents will continue.

Professor Geng Guoyu of Peking University University of Economics once predicted that the average economic growth rate of China will exceed 7% in the next 10 year. I also believe this judgment, that is, the development speed of China will be slower than that of the previous 30 years, but it will still grow at a high speed compared with other countries and economies. Rapid growth will not reduce the demand for talents, but the continuous transformation of enterprise model will lead to a sharp increase in the demand for talents' quality. This has led to a persistent dilemma of talent management in Chinese enterprises: paying equal attention to quantity and quality.