As a global economy with fewer and fewer borders continues to evolve, it brings with it tremendous competitive forces that require organizations wishing to thrive to become more agile in nearly every aspect of operations. It is a trend that has for more than a decade driven changes in how organizations accomplish work, despite the fact that few organizations planned for such changes in their strategy. In the modern enterprise, it is not uncommon for a significant amount of work done by an insane array of globally dispersed employees, independent contractors, consultants, outsourced service providers, automated agents, and “partners” that are hard to label.
Because managing global labor holistically is an administrative and legal nightmare, many talent management leaders have been “hands off” when it comes to managing the acquisition, deployment, development, and measurement of all labor in use by the enterprise. However, the sheer volume of work being accomplished by what used to be considered alternative labor now requires much more strategic attention. Talent leaders that fail to realize the strategic opportunity integrating currently segmented labor procurement and management systems provide put not only the performance of their function at risk, but the viability of the enterprise itself.
During this interactive webcast, participants will learn:
- Why it is essential that strategic talent leaders break with the past and get a handle on holistic talent management
- What opportunities and risks to watch out for when rethinking your strategy
- How a holistic talent management strategy should differ from what most functions do today
- How to measure and report the performance of holistic talent management efforts
- Best practices from organizations recognizing the shift and stepping up to the plate