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Published by: Harvard Business Publishing
Originally published in: 2021
Version: 30 April 2021
Revision date: 10-May-2021

Abstract

In the face of a rapidly-changing economy, organiztions that wish to compete in the future of work must develop strategies for acquiring, retaining, and developing talent for their organizations. This primer reviews the major trends shaping jobs, workplaces, and worker demographics. It then discusses many of the largest weaknesses in traditional talent management systems. The case then closes by describing how firms can create 'talent management pipelines'. In this framework, firms' core asset - talent - is subjected to the same quality-management proceudres that revolutionized global supply chain practices in the 20th century.
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Abstract

In the face of a rapidly-changing economy, organiztions that wish to compete in the future of work must develop strategies for acquiring, retaining, and developing talent for their organizations. This primer reviews the major trends shaping jobs, workplaces, and worker demographics. It then discusses many of the largest weaknesses in traditional talent management systems. The case then closes by describing how firms can create 'talent management pipelines'. In this framework, firms' core asset - talent - is subjected to the same quality-management proceudres that revolutionized global supply chain practices in the 20th century.

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