Cutting the excess does not mean cutting talent anymore if talent managers shift their focus to the complete lifecycle of an organization’s strategic agenda.
Just when it looked like things were finally going to settle down, the business community is experiencing more layoffs, workforce reductions, job eliminations and an economy that is still unstable.
In 2008, the U.S. labor force clung to the belief that things would return to normal in 2009. Many believed the same thing in 2009 about 2010, then 2011. Now, nearing the end of 2012, the country’s outplacement population is still rising.
Many of the job seekers now entering career transition services are highly talented, high-performing individuals. But organizations can no longer afford to maintain the traditional hire, develop, fire cycle. Cutting the excess no longer means cutting talent. That’s where integrated talent mobility comes into play.
According to Linkage, a leadership development and talent management consulting firm, 65 percent of companies are more concerned about retaining critical skills and top-performing employees now than they were before the economic crisis. With jobs being redefined, restructured and redistributed, hiring managers and talent strategists must shift their focus to the complete talent lifecycle as part of an organization’s strategic agenda — from the pre-boarding process, through on-boarding, to re-boarding — and back again.
By integrating the lifecycles of the employer and the employed organizations save time, money and capture the greatest amount of intellectual capital possible, ensuring the wisest choices will be made regarding the organization’s future. Before They Come on Board
During the pre-boarding phase of the lifecycle, talent leaders can help organizations evaluate their unique needs in terms of positions and functions, making sure that each one of them adds value and purpose to the organization. By reconsidering and clarifying the responsibilities and goals of each job, the entire structure of the organization can be at its most effective and productive.
Despite efforts to increase awareness and to enhance talent strategies, many managers and their HR business partners continue to post for positions to be filled without a thoughtful discussion of whether the position still makes sense or aligns with the organization’s strategic direction. Positions are filled most often to meet workload demands from individual departments and business units without the benefit of examining workforce requirements from an organizational design perspective, calibrated by the shifting economic sands in the marketplace.