Fact-checked by Grok 2 weeks ago

Talent management

Talent management is a strategic human resources discipline that encompasses the systematic processes of attracting, selecting, developing, deploying, and retaining high-performing employees to align with organizational objectives and drive long-term success. This approach integrates various stages of the employee lifecycle, including recruitment, onboarding, performance evaluation, and succession planning, to build a competitive workforce capable of adapting to evolving business needs.^[1] Originating in the late 1990s as a response to talent shortages in knowledge-based economies, it emphasizes identifying individuals with exceptional potential—often termed "high potentials" or "A players"—and investing in their growth to maximize organizational performance.^[2] At its core, talent management involves several interconnected components. Talent acquisition focuses on sourcing and hiring candidates who possess the skills, cultural fit, and potential to contribute strategically, often through employer branding, targeted recruitment, and data-driven selection methods.^[3] Development and learning entails providing training, mentoring, coaching, and career progression opportunities to enhance employee capabilities and readiness for future roles.^[4] Performance management includes ongoing assessments, feedback mechanisms, and reward systems to monitor progress, address gaps, and motivate sustained high achievement. Finally, retention strategies aim to foster engagement and loyalty through competitive compensation, work-life balance initiatives, and inclusive cultures that align personal aspirations with company goals.^[1] The importance of talent management has intensified in recent decades amid globalization, technological disruption, and demographic shifts, such as aging workforces and the rise of remote work.^[3] Effective practices not only reduce turnover costs—estimated at 1.5 to 2 times an employee's salary^[5]—but also correlate with higher innovation, productivity, and financial returns, as organizations with robust talent systems outperform peers by 22% in net profit margin.^[6] Debates persist on whether talent management should adopt an exclusive approach, targeting a select elite group, or an inclusive model, nurturing all employees' potential; research indicates hybrid strategies yield the best results by balancing focus and equity.^[7] As businesses navigate uncertainties like AI integration and skills shortages, talent management continues to evolve, incorporating analytics, diversity initiatives, and agile frameworks to sustain competitive advantage.^[1]

Definition and Fundamentals

Core Definition

Talent management is a strategic human resources process focused on attracting, developing, motivating, and retaining high-potential employees to achieve organizational goals.^[8] It encompasses the full employee lifecycle for key talent, ensuring that individuals with critical skills are aligned with current and future business needs.^[9] The key elements of talent management include the systematic identification of talent requirements based on organizational strategy, proactive sourcing to build a pipeline of candidates, ongoing development through training and mentoring, and measures to motivate and retain talent via engagement and career progression opportunities.^[8] These components emphasize a forward-looking approach that integrates talent initiatives directly with business objectives, rather than treating them as isolated HR activities.^[10] Unlike broader human resource management (HRM), which covers all employees through functions like payroll, compliance, and general administration, talent management specifically targets high performers and future leaders to drive competitive advantage.^[9] It operates as a specialized subset of HRM, prioritizing investment in a select group of employees who can deliver outsized impact.^[8] The term "talent management" gained prominence in the 1990s, originating from McKinsey & Company's "war for talent" concept, coined by Steven Hankin in 1997 to highlight the intense competition for top performers.^[11]

Organizational Importance

Talent management serves as a strategic lever for achieving competitive advantage by enhancing organizational productivity, fostering innovation, and driving financial performance. Organizations that effectively optimize talent through focused performance practices are 4.2 times more likely to outperform peers, with an average 30% higher revenue growth.^[12] Similarly, engaged employees resulting from robust talent strategies contribute to 14% higher productivity and 23% higher profitability.^[13] These outcomes stem from aligning human capital with business objectives, enabling sustained innovation in dynamic markets. In knowledge-based economies, talent management is essential for mitigating acute talent shortages, particularly for specialized skills in areas like technology and AI. By integrating strategic workforce planning, organizations forecast supply and demand gaps, upskill existing employees, and reduce dependency on scarce external hires—for instance, a global telecom firm addressed 5G expertise shortages through internal development programs.^[14] This approach not only fills critical voids but also builds resilience against economic disruptions, ensuring continuity in high-value knowledge work. Key benefits include elevated employee engagement, which bolsters overall morale and output, and substantial reductions in turnover costs—estimated at 0.5 to 2 times an employee's annual salary per departure.^[15] Effective talent management also cultivates robust leadership pipelines by identifying and grooming high-potential individuals for key roles, minimizing disruptions from vacancies.^[16] Furthermore, talent management profoundly influences organizational culture by promoting a sense of belonging, motivation, and alignment with core values, which in turn enhances adaptability to change.^[16] Through succession planning and skill development, it equips workforces with agile capabilities, allowing firms to reallocate resources swiftly amid technological shifts or market volatility, as demonstrated by companies redeploying talent for AI initiatives.^[14] This cultural reinforcement fosters innovation and long-term viability.

Historical Development

Origins and Early Concepts

The origins of talent management can be traced to ancient civilizations that implemented merit-based systems for selecting and advancing officials, laying early groundwork for structured talent identification and development. In ancient Rome, the cursus honorum established a sequential career path for public offices, requiring candidates to demonstrate merit through military service, prior roles, and age qualifications, as formalized by laws like the Lex Villia Annalis in 180 BCE. This system emphasized competence and achievement over birthright alone, enabling capable individuals to rise through ranks such as quaestor, aedile, praetor, and consul. Similarly, in ancient China, the imperial examination system, originating in the Sui Dynasty (581–618 CE) and refined under the Tang (618–907 CE), selected civil servants based on scholarly merit rather than aristocratic lineage, testing knowledge of Confucian classics to ensure bureaucratic efficiency and loyalty to the state. These practices represented proto-forms of talent management by prioritizing selection and progression based on demonstrated abilities, influencing governance for centuries. During the 19th and early 20th centuries, the Industrial Revolution spurred the formalization of personnel practices, shifting from artisanal labor to large-scale factories and necessitating systematic approaches to worker management. Frederick Winslow Taylor's scientific management principles, outlined in his 1911 monograph The Principles of Scientific Management, advocated for the scientific selection of workers matched to tasks through time studies and training, aiming to optimize efficiency and reduce waste in industrial settings. This approach marked a pivotal influence on personnel management, which emerged as a distinct function during this era to handle recruitment, welfare, and labor relations amid rapid urbanization and factory growth in Britain and the United States. Personnel departments began addressing issues like working conditions and employee grievances, evolving from ad hoc welfare efforts by industrialists to structured administrative roles by the 1920s. Post-World War II developments further transformed these concepts by emphasizing human relations over mere task efficiency. The Hawthorne studies, conducted from 1924 to 1932 at the Western Electric Hawthorne Works under Elton Mayo's leadership, revealed that productivity improvements stemmed from social factors, such as group dynamics and attention from supervisors, rather than solely physical conditions like lighting. Published in Mayo's 1933 book The Human Problems of an Industrial Civilization, these findings shifted focus to employee motivation, morale, and interpersonal relations, challenging Taylorist mechanization and promoting a more holistic view of workforce potential. In the 1950s and 1970s, economists introduced human capital theory, framing employees as investable assets whose skills could be enhanced for economic gain. Gary Becker's seminal 1964 work Human Capital: A Theoretical and Empirical Analysis, with Special Reference to Education formalized this idea, arguing that investments in education and training yield returns similar to physical capital, influencing wage disparities and productivity. Building on earlier contributions like Theodore Schultz's 1961 presidential address to the American Economic Association, Becker's theory underscored the strategic value of developing individual capabilities, paving the way for modern talent management practices.

Modern Evolution

The modern evolution of talent management began in the 1980s with the emergence of strategic human resource management (SHRM), which positioned human resources as a key driver of organizational strategy rather than an administrative function. Seminal works, such as the 1984 book Strategic Human Resource Management by Charles Fombrun, Noel Tichy, and Mary Anne Devanna, introduced frameworks integrating HR practices with business goals to enhance competitive advantage through employee capabilities. By the 1990s, this approach gained momentum amid globalization and technological advancements, particularly during the tech boom, where talent scarcity became acute. McKinsey & Company's 1998 report, "The War for Talent," coined the phrase to describe the intense competition for skilled professionals, urging companies to prioritize talent acquisition and retention as core strategies, based on surveys of over 12,000 executives revealing that top performers drove disproportionate business value.^[17] In the 2000s, talent management integrated deeply with the knowledge economy, where intellectual capital supplanted physical assets as the primary source of value creation. Organizations shifted focus to nurturing knowledge workers, as outlined in Peter Drucker's 1999 book Management Challenges for the 21st Century, which emphasized managing knowledge as a critical resource for innovation and growth. The Enron scandal in 2001 further catalyzed changes, heightening emphasis on ethical leadership development within talent practices to rebuild trust and mitigate governance risks. Post-Enron reforms, including the Sarbanes-Oxley Act of 2002, prompted HR leaders to embed ethical training and integrity assessments into leadership pipelines, ensuring talent strategies aligned with corporate accountability. The 2010s marked a digital transformation in talent management, driven by big data and artificial intelligence (AI) tools for analytics. Platforms like IBM's Watson Talent Frameworks, launched in 2018, enabled predictive modeling for talent identification and performance forecasting, allowing organizations to analyze vast employee data for better decision-making.^[18] The Great Recession (2008-2009) influenced this era by promoting "talent hoarding," where firms retained high-potential employees during downturns to avoid future rehiring costs, a strategy that persisted into recovery phases and reshaped workforce planning. Entering the 2020s, the COVID-19 pandemic accelerated adaptations in talent management, particularly around remote work and diversity, equity, and inclusion (DEI). Remote strategies evolved to include virtual collaboration tools and flexible policies, with a 2022 McKinsey survey noting that 58% of employees preferred hybrid models, prompting talent practices to prioritize digital upskilling and global accessibility.^[19] Simultaneously, DEI integration became central, as evidenced by Deloitte's 2023 Global Human Capital Trends survey, which found 86% of business leaders viewing embedding DEI into everyday ways of working as important for organizational outcomes including retention.^[20] From 2023 onward, generative AI has further transformed talent management, enabling personalized career development, automated resume screening, and predictive analytics for skills gaps, with Deloitte's 2025 Global Human Capital Trends report highlighting AI's role in revolutionizing worker-organization relationships as of early 2025.^[21] These shifts underscore talent management's ongoing pivot toward resilience, inclusivity, and technology-driven agility in a volatile global landscape.

Core Processes

Talent Acquisition

Talent acquisition refers to the strategic process of identifying, attracting, and hiring skilled individuals to meet an organization's current and future workforce needs, serving as the foundational entry point into broader talent management strategies. This process ensures that organizations secure high-caliber talent aligned with business objectives, emphasizing proactive sourcing over reactive hiring. Effective talent acquisition not only fills immediate vacancies but also builds a robust talent pipeline to support long-term organizational growth.^[22] The talent acquisition process typically unfolds in several key stages. It begins with needs assessment, where organizations conduct job analyses to define role requirements, competencies, and organizational fit, ensuring job descriptions accurately reflect these elements to guide subsequent steps.^[22] Next is sourcing, which involves identifying potential candidates through methods such as employer branding to showcase organizational culture and values, and social media recruiting on platforms like LinkedIn to reach diverse talent pools.^[22] ^[23] Screening follows, utilizing tools like interviews, ability tests, and personality assessments to evaluate candidates' suitability for both the job and the organization.^[22] Finally, onboarding integrates new hires by socializing them to the company culture, reducing learning curves, and accelerating productivity through coordinated efforts from HR, managers, and teams.^[22] Key strategies enhance the effectiveness of talent acquisition. The employer value proposition (EVP) articulates the unique benefits and culture an organization offers, helping to differentiate it in competitive markets and attract candidates who align with its values.^[24] ^[25] Applicant tracking systems (ATS) streamline the process by automating resume parsing, candidate filtering, and tracking, enabling efficient management of high-volume applications while ensuring compliance and consistency.^[26] ^[27] For specialized roles, targeted headhunting focuses on passive candidates—those not actively seeking jobs—through direct outreach, networking, and data-driven identification to access top talent outside traditional channels.^[28] ^[29] Organizations measure talent acquisition success using core metrics to optimize efficiency and outcomes. Time-to-hire tracks the duration from job posting to offer acceptance, with benchmarks varying by industry but often targeted under 42 days for efficiency.^[30] Cost-per-hire calculates total recruitment expenses divided by hires, averaging around $4,700 across sectors as of 2025, encompassing advertising, agency fees, and internal resources.^[31] Quality-of-hire assesses long-term fit through indicators like performance ratings, retention rates, and engagement scores.^[32] ^[33] Despite these approaches, talent acquisition faces significant challenges, particularly skill gaps in emerging fields. In artificial intelligence (AI), organizations struggle to source candidates with expertise in machine learning and data ethics, exacerbating shortages as demand outpaces supply.^[34] ^[35] Similarly, sustainability roles reveal gaps in green skills like renewable energy engineering and ESG compliance, with the renewables sector facing acute shortages that hinder net-zero transitions.^[36] ^[37]

Talent Development

Talent development encompasses structured programs and initiatives designed to enhance the skills, knowledge, and capabilities of existing employees, fostering long-term organizational growth and adaptability. These efforts focus on bridging skill gaps, promoting continuous learning, and preparing individuals for evolving roles within the organization. By investing in development, companies can improve employee engagement, retention, and overall performance, as evidenced by research showing that targeted development correlates with higher productivity and innovation.^[38] Key approaches to talent development include various training modalities, such as e-learning, which delivers flexible, self-paced content electronically to accommodate diverse learning needs and schedules. E-learning platforms enable scalable access to modules on leadership, technical skills, and compliance, often increasing knowledge retention by 25-60% compared to traditional methods due to their interactive and on-demand nature.^[38] Mentoring and coaching complement these by providing personalized guidance; mentoring typically involves developmental networks—groups of 4-6 diverse advisors from peers, seniors, and external contacts—who offer multifaceted support for career progression and skill-building.^[39] Unlike traditional one-on-one mentoring, these networks enhance self-awareness, relational skills, and adaptability, leading to improved leadership capabilities and employee retention.^[39] Coaching, often integrated into leadership programs, emphasizes non-directive strategies to unlock potential, such as active listening, goal-setting, and feedback to encourage self-discovery and behavioral change.^[40] For instance, executive coaching paired with tools like 360-degree feedback—multi-source assessments from peers, subordinates, and superiors—helps leaders identify blind spots in emotional intelligence and interpersonal skills, facilitating targeted improvements in self-regulation and empathy.^[41] This method, when implemented with confidentiality and follow-up action plans, boosts leadership effectiveness by providing a holistic view of performance impacts.^[41] Individual development plans (IDPs) serve as a cornerstone for personalized talent growth, outlining short- and long-term career goals, skill objectives, and training actions aligned with organizational priorities.^[42] Typically co-created by employees and supervisors, IDPs include components like self-assessments, developmental objectives, and timelines for activities such as rotations or courses, promoting accountability and alignment between personal aspirations and business needs.^[42] Career pathing extends this by mapping progression routes, incorporating milestones like skill-building assignments to guide advancement and reduce turnover.^[42] To measure the effectiveness of talent development initiatives, organizations often apply the Kirkpatrick Model, a widely adopted framework evaluating training across four levels: reaction (participant satisfaction and engagement), learning (acquisition of knowledge and skills via pre/post-tests), behavior (application on the job through observations), and results (organizational impacts like productivity gains).^[43] This model supports ROI calculation at the results level by linking outcomes to metrics such as cost savings or performance improvements, using a chain of evidence from qualitative feedback to quantitative data.^[43] For example, Level 3 assessments within 90 days post-training ensure behavioral transfer, while Level 4 tracks broader effects like enhanced team efficiency.^[43] Special attention in talent development is given to high-potential (HiPo) employees—those with the capacity for accelerated advancement into senior roles—through targeted programs like acceleration pools. These pools aggregate identified HiPos for streamlined, intensive development, using assessments to build a robust leadership pipeline and address future talent needs.^[44] Stretch assignments, a core HiPo tactic, involve challenging projects beyond current roles to foster rapid skill growth, such as leading cross-functional initiatives, helping to build resilience while addressing burnout risks—with 81% of HiPos reporting feeling burned out at the end of the workday (DDI, 2025).^[44] Combined with coaching and experiential learning, these methods cultivate strategic thinking and resilience, ensuring HiPos contribute to sustained organizational success.^[44]

Performance Evaluation

Performance evaluation is a critical component of talent management that involves systematically assessing employees' current performance and future potential to inform organizational decisions. This process helps align individual contributions with business objectives, ensuring that high performers are recognized and underperformers receive targeted support. Traditional and modern approaches emphasize objectivity, frequency, and fairness to drive employee growth and retention. One foundational tool in performance evaluation is the annual review, which provides a structured, year-end assessment of an employee's achievements against predefined goals and competencies. These reviews typically involve self-assessments, manager feedback, and discussions on strengths, areas for improvement, and career aspirations, serving as a benchmark for compensation adjustments and goal setting for the upcoming period.^[45] In contrast, continuous feedback mechanisms have gained prominence as a more dynamic alternative, enabling ongoing dialogues between managers and employees rather than relying solely on periodic summaries. This approach fosters real-time coaching and adjustment, reducing surprises during formal evaluations and enhancing engagement. A key example is the use of Objectives and Key Results (OKRs), a goal-setting framework that breaks down ambitious objectives into measurable key results, allowing teams to track progress iteratively and incorporate frequent check-ins for feedback. Companies like Google have popularized OKRs for their role in promoting transparency and adaptability in performance discussions.^[46] Calibration sessions complement these tools by bringing managers together to review and standardize performance ratings across teams, ensuring consistency and reducing variability in evaluations. During these meetings, leaders discuss individual cases, compare evidence of performance, and adjust ratings to align with organizational standards, which helps mitigate subjective discrepancies.^[47] A widely adopted model for integrating performance and potential is the 9-box grid, which categorizes employees into a 3x3 matrix based on their current performance (e.g., low, solid, high) and future potential (e.g., low, moderate, high). This visual tool, originating from GE and McKinsey practices, facilitates talent discussions by highlighting categories such as "high performers with high potential" for accelerated development or "solid performers with low potential" for role adjustments.^[48]^[49] To address inherent biases in evaluations, such as recency or leniency effects, organizations employ data analytics to analyze patterns in ratings and outcomes, providing evidence-based insights that promote fairness. Multi-rater assessments, often through 360-degree feedback, gather input from peers, subordinates, and superiors to create a balanced view, diluting individual biases and enriching the evaluation with diverse perspectives. These strategies have been shown to improve rating accuracy and employee trust in the process.^[50]^[51] The outcomes of performance evaluations directly influence talent management decisions, including promotions for top performers and the identification of development needs for others, such as training programs or coaching. This evaluation process also plays a brief role in broader development planning by linking assessment results to personalized growth paths.^[48]

Succession Planning

Succession planning is a critical component of talent management that involves systematically preparing for the replacement of key positions to ensure organizational continuity and leadership stability. This process begins with identifying critical roles—those positions whose incumbents' departure could significantly impact operations, such as executive leadership or specialized technical experts—through analyses of organizational structure and risk assessments.^[52] Organizations then conduct bench strength analysis to evaluate the depth and quality of internal talent available to fill these roles, assessing factors like skills alignment, experience, and potential gaps in the workforce.^[53] Readiness assessments follow, where potential successors are evaluated for their preparedness, often using performance data from prior evaluations to gauge competency levels and development needs.^[54] Succession planning encompasses two primary types: emergency succession, which addresses immediate vacancies due to unforeseen events like sudden resignations or health issues, and long-term succession, which focuses on proactive preparation for anticipated transitions such as retirements over a multi-year horizon.^[55] Emergency plans emphasize rapid response mechanisms, such as interim appointments from existing talent pools, while long-term strategies involve sustained development to build leadership pipelines. A key aspect of both types is the inclusion of diverse candidates to promote equitable representation and innovative perspectives in leadership roles, with organizations increasingly incorporating diversity, equity, and inclusion (DEI) criteria into candidate selection to mitigate biases and enhance decision-making.^[56] Effective tools for succession planning include the creation of talent pools—curated groups of high-potential employees ready to advance into critical roles—and scenario planning to anticipate disruptions such as economic shifts or technological changes. Talent pools are maintained through ongoing monitoring and rotation opportunities, ensuring a reservoir of versatile candidates.^[57] Scenario planning involves simulating various business disruptions to test the resilience of succession strategies, allowing organizations to adjust plans dynamically.^[58] Integration of succession planning with broader business strategy is essential for alignment during events like mergers or expansions, where talent needs may shift rapidly to support new structures or growth initiatives. For instance, in mergers, succession plans must incorporate cross-organizational talent mapping to retain key personnel and harmonize leadership cultures, thereby minimizing integration risks. This strategic linkage ensures that talent management supports overall objectives, such as scaling operations or entering new markets, by reallocating high-potentials in tandem with corporate goals.^[59]

Strategies and Implementation

Retention Techniques

Retention techniques in talent management encompass a range of strategies designed to foster long-term commitment among high-performing employees by addressing their professional, personal, and organizational needs. These methods emphasize creating an environment where talent feels valued, supported, and aligned with the organization's goals, thereby reducing voluntary turnover and enhancing overall productivity. Evidence from organizational research indicates that effective retention approaches can lower turnover costs, which range from 90% to 200% of an employee's annual salary, by focusing on targeted interventions rather than generic solutions.^[60]^[61] Competitive compensation remains a foundational retention strategy, involving market-aligned salaries, performance-based incentives, and equity options to ensure fairness and motivation. Organizations that implement tenure-linked rewards, such as retention bonuses or stock grants, see reduced quit intentions among high performers, as these align individual contributions with long-term organizational success. For instance, studies show that perceived pay equity correlates with lower turnover rates, though it is a weaker predictor compared to job satisfaction factors. Complementing compensation, work-life balance initiatives like flexible scheduling, telecommuting, and wellness programs help mitigate burnout and impulsive departures. A notable example is a company that reduced turnover from 30% to under 10% by introducing flexible work arrangements, demonstrating how such policies enhance employee embeddedness and loyalty.^[61]^[60]^[61] Recognition programs further bolster retention by providing timely, meaningful acknowledgment of employee efforts, often through supervisor feedback, awards, or autonomy in goal-setting. Research highlights the supervisor's pivotal role, with positive recognition linked to higher engagement and 31% lower voluntary turnover rates.^[62] These programs are most effective when integrated with high-involvement practices, such as employee participation in decisions, which can decrease quit rates by fostering a sense of value. Career growth opportunities serve as key engagement drivers, including tailored training, mentorship, and clear promotion paths that signal investment in employees' futures. Employees who receive professional development opportunities are more likely to stay, with related engagement factors linked to being up to five times less likely to quit.^[61]^[63]^[60] An inclusive culture acts as another critical driver, promoting diversity, equity, and belonging to create a supportive environment where all talent thrives. Organizations with strong diversity climates experience lower turnover, particularly among underrepresented groups, as inclusive practices address biases and enhance psychological safety. For example, fostering team cohesion and transparent communication embeds employees more deeply, lowering voluntary quits through links, fit, and sacrifice factors. To measure the effectiveness of these techniques, organizations track metrics like turnover rates, which averaged approximately 13.5% voluntary quits in the U.S. as of 2024, and engagement surveys such as the employee Net Promoter Score (eNPS). eNPS, calculated by subtracting detractors from promoters on a 0-10 recommendation scale, provides a simple gauge of loyalty; scores above 30 indicate excellent retention potential, correlating with reduced churn and higher productivity.^[61]^[60]^[64]^[65] Exit interview analysis offers actionable insights for continuous improvement, capturing reasons for departure through structured surveys or interviews to identify patterns like inadequate growth or cultural mismatches. About 63% of HR managers act on feedback from exit interviews.^[66] Post-exit methods yield more candid feedback; one firm used this to halve turnover by addressing key drivers such as family-related issues for women. By integrating these metrics—turnover tracking, eNPS monitoring, and exit data—organizations can refine retention efforts, preventing early churn identified during acquisition and ensuring sustained talent commitment, with emerging AI tools providing predictive analytics for turnover risks as of 2025.^[61]^[61]^[67]

Talent Marketplace Models

Talent marketplace models in talent management involve internal digital platforms designed to match employees' skills, experiences, and aspirations with short-term opportunities such as gigs, job shadowing, and role rotations within the organization. These systems operate like internal job boards or matchmaking services, where employees create profiles highlighting their competencies and interests, while managers post project needs or temporary roles, fostering a dynamic exchange of talent across departments. Pioneered in large corporations to address silos and optimize resource allocation, such models draw from economic principles of supply and demand, treating talent as a fluid asset rather than fixed assignments.^[68]^[69] The primary benefits of talent marketplace models include enhanced employee mobility, which allows workers to transition between roles more fluidly, thereby increasing engagement and reducing turnover. By enabling skill diversification through exposure to varied projects, these platforms help employees build broader capabilities, making the workforce more adaptable to changing business needs. Additionally, organizations experience reduced external hiring costs, as internal matches can reduce time-to-fill positions by up to 20 days compared to traditional methods, while also accelerating onboarding since candidates already understand the company culture.^[70]^[71]^[72] Implementation typically relies on technology-enabled platforms that integrate with HR systems for seamless profile matching and opportunity posting, often incorporating algorithms to suggest fits based on skills inventories. Key practices include reverse mentoring, where less experienced employees guide senior leaders on emerging trends or tools, promoting knowledge sharing and intergenerational collaboration. Project-based assignments form another core element, allowing employees to join cross-functional teams for defined durations, such as 3-6 months, to tackle specific initiatives without disrupting primary roles. Successful rollout requires clear governance, such as standardized job descriptions and minimum commitment periods (e.g., one year for mid-level roles), to balance flexibility with stability. As of 2025, adoption has grown with AI enhancements for better matching.^[68]^[71]^[69]^[70] Prominent examples illustrate these models in action. PwC's My Marketplace, launched at the end of 2023, uses artificial intelligence to connect over 50,000 U.S. employees with personalized gigs and rotations, emphasizing skills-based matching to boost internal mobility and career development. Similarly, Google's 20% time policy, which allocates one day per week for employees to pursue self-directed projects, has evolved to support talent flow by encouraging cross-team collaborations and skill experimentation, contributing to innovations like Gmail while enhancing internal opportunity access. These approaches also indirectly support succession planning by surfacing high-potential talent through demonstrated versatility in marketplace activities.^[73]^[74]^[75]

Integrated Frameworks

Integrated talent management frameworks represent holistic approaches that unify disparate elements of talent processes into cohesive systems, enabling organizations to manage talent strategically across the employee lifecycle. A seminal model is the Bersin by Deloitte Integrated Talent Management Framework, which emphasizes an interconnected ecosystem encompassing recruitment, performance management, learning and development, compensation, and succession planning to drive business outcomes.^[76] This framework positions talent management as a continuous, data-driven process rather than isolated activities, fostering alignment between human capital strategies and organizational goals.^[77] The end-to-end lifecycle approach forms a core pillar of these frameworks, spanning from initial hire through development, performance, retention, and eventual retirement or separation. This model treats the employee's journey as a seamless continuum, where each stage informs the next to optimize talent flow and minimize disruptions.^[78] For instance, insights from onboarding feed into personalized development plans, which in turn influence retention strategies, ensuring sustained employee engagement and productivity throughout their tenure.^[79] Key components of integrated frameworks involve aligning talent acquisition, development, and retention with robust HR technology stacks, such as Human Capital Management (HCM) systems. These systems integrate disparate tools into unified platforms, automating workflows and providing real-time analytics to support decision-making.^[80] For example, HCM platforms like those from Oracle enable seamless data sharing across modules for recruiting, learning management, and performance tracking, reducing silos and enhancing efficiency.^[81] Such alignment ensures that individual processes like acquisition and development serve as building blocks within a larger, synergistic structure. Companies like IBM exemplify the application of AI-driven integrated systems in talent management. IBM leverages AI tools within its HCM ecosystem to automate talent sourcing, skill matching, and career pathing, resulting in faster hiring cycles and more targeted development programs.^[82] This approach has enabled IBM to reallocate resources toward strategic roles while maintaining workforce agility, demonstrating how integrated frameworks can scale AI for end-to-end talent optimization.^[83] To assess the effectiveness of these frameworks, organizations often employ maturity models that evaluate progression across defined levels. Deloitte's Talent Management Maturity Model, for instance, categorizes organizations from reactive to optimized stages based on integration depth, technology adoption, and business impact metrics.^[77] Higher maturity levels correlate with improved talent outcomes, such as reduced turnover and enhanced innovation, guiding iterative improvements in framework implementation, with 2025 trends emphasizing AI maturity.^[84]^[77]

Challenges and Trends

Key Challenges

Talent management faces significant obstacles due to persistent shortages in specialized fields, particularly in high-demand areas like cybersecurity, where the global workforce gap is estimated at 4.8 million professionals as of 2024 despite ongoing hiring efforts. In the United States, cybersecurity job openings outpace available talent, with only enough workers to fill about 83 percent of vacant positions as of Q3 2024. These shortages exacerbate recruitment difficulties for organizations, limiting their ability to build resilient teams in critical sectors. Bias in performance evaluations remains a core challenge, often manifesting as subtle gender and racial disparities that undermine fair talent assessment. A meta-analysis of performance appraisals revealed a small but consistent gender gap favoring men, with variations across contexts amplifying inequities in promotions and development opportunities.^[85] Similarly, subjective evaluations by managers introduce demand-side biases, including stereotypes that affect women and minorities more severely in male-dominated environments.^[86] Such biases distort talent identification and retention, perpetuating uneven career progression. Measuring the return on investment (ROI) for talent development programs poses another hurdle, as organizations struggle to link training expenditures to tangible business outcomes. Human resource leaders frequently encounter resistance from executives who view learning and development initiatives primarily as costs rather than strategic investments, with 54 percent of HR managers citing organizational leadership as a barrier to expansion.^[87] Establishing clear metrics for ROI remains elusive, complicating justifications for sustained funding amid competing priorities.^[88] External factors, including generational differences, further complicate talent management, as Generation Z entrants bring distinct expectations that clash with traditional models. Gen Z workers prioritize career growth and work-life balance over climbing to senior leadership roles, with many seeking flexible progression paths that emphasize learning and impact.^[89] This generational shift demands adaptations in engagement strategies, yet 70 percent of organizations recognize—as of 2020—leading multigenerational workforces as vital for near-term success without fully addressing these evolving needs.^[90] Economic volatility intensifies these issues by disrupting talent pipelines and forcing reactive rather than proactive planning. In uncertain markets, organizations must treat talent like a financial portfolio to mitigate risks, yet rapid changes in technology and regulation often outpace workforce adjustments.^[91] Such instability heightens turnover and skill gaps, with economic pressures exacerbating shortages in key areas like finance and technology.^[92] Internally, siloed HR functions hinder integrated talent strategies, isolating recruitment, development, and retention efforts across departments. This fragmentation prevents holistic views of workforce needs, leading to inefficiencies in aligning talent with organizational goals.^[93] Resistance to change compounds these internal barriers, with employee pushback and unsupportive management behaviors cited as the primary reasons for 70 percent of transformation failures, including talent initiatives.^[94] These challenges carry substantial quantified impacts, notably in succession planning, where up to 50 percent of internal promotions fail to meet performance expectations within 18 months due to inadequate preparation and external disruptions.^[95] Unplanned successions exhibit even higher failure rates, underscoring the broader risks to organizational continuity.^[96]

Emerging Trends

In 2025, talent management is increasingly incorporating artificial intelligence (AI) and predictive analytics to forecast talent needs and enhance strategic workforce planning. Agentic AI tools process extensive workforce data to identify emerging patterns, predict skill shortages, and recommend proactive interventions, allowing organizations to align talent strategies with business objectives more effectively.^[97] McKinsey reports that AI integration in workforce planning mitigates uncertainties arising from technological disruptions, enabling more accurate talent forecasting and resource allocation.^[14] The gig economy's integration into core talent strategies represents a significant shift, with organizations leveraging contingent workforce management to build flexible, on-demand talent pools. Platforms for gig workers, freelancers, and vendor-managed services facilitate agile access to specialized skills without traditional employment commitments, as outlined in Gartner's analysis of evolving market capabilities.^[98] Deloitte highlights how this approach expands shared services models, incorporating contingent talent to address fluctuating demands and enhance operational resilience.^[99] Sustainability and diversity, equity, and inclusion (DEI) principles are driving ethical talent sourcing, particularly through hybrid work models that have solidified post-2020. These models promote inclusive practices by accommodating diverse needs, with Gartner noting that sustainable DEI initiatives in hybrid environments can increase workplace inclusion by 20%.^[100] McKinsey emphasizes the importance of aligning hybrid strategies with DEI goals to mitigate biases in remote collaboration and ensure equitable access to opportunities.^[101] Global shifts are expanding talent pools via remote work and underscoring the need for upskilling amid automation. Organizations are sourcing from international remote talent to access diverse expertise, while the World Economic Forum's Reskilling Revolution initiative targets empowering one billion workers with essential skills by 2030 to adapt to automation-driven job transformations.^[102] The Forum's Future of Jobs Report 2025 projects that nearly 40% of core skills will evolve by 2030, necessitating widespread upskilling in areas like AI literacy and digital adaptability.^[103] Looking to the future, data-driven personalization is tailoring talent experiences to individual motivations, fostering higher engagement and performance. Deloitte's research shows that understanding employee drivers at the "unit of one" enables customized development paths, boosting innovation and retention.^[104] Simultaneously, a heightened emphasis on employee well-being prioritizes mental health and work-life balance, as reflected in Deloitte's 2025 Global Gen Z and Millennial Survey, where only 6% of Gen Z respondents identified leadership advancement as their primary career goal over balance.^[89] Gartner identifies well-being as a pivotal trend, linking it to sustained productivity in AI-augmented workplaces.^[105] These developments arise in part as adaptive responses to persistent challenges like skill gaps and economic volatility.

References

[1]
Talent Management - SHRM
Talent management integrates every stage of the employee lifecycle into one strategy that fuels business performance. From succession ...
[2]
https://www.mckinsey.com/featured-insights/employment-and-growth/the-war-for-talent
[3]
Talent Management - OPM
Talent Management Definition. A system that promotes a high-performing workforce, identifies and closes skills gaps, and implements and maintains programs to ...
[4]
Talent Management: The Complete Guide - AIHR
Talent management encompasses all HR processes and strategies to attract, develop, motivate, and retain high-performing employees.
[5]
Talent management | Factsheets - CIPD
Oct 25, 2024 · Talent management means implementing processes to attract, identify, develop, engage, and retain individuals valuable to an organisation.
[6]
What is talent management? - McKinsey
May 22, 2023 · Talent management includes all the ways that organizations bring employees on board, keep them happy and productive, and help them continue ...
[7]
Winning with your talent-management strategy | McKinsey
Aug 7, 2018 · Three best practices for managing and allocating talent support better business performance, according to a new survey.
[8]
Attracting and retaining the right talent | McKinsey
Nov 24, 2017 · Great talent is scarce. The term “war for talent” was coined by McKinsey's Steven Hankin in 1997 and popularized by the book of that name in ...Missing: origin | Show results with:origin
[9]
Performance management that puts people first - McKinsey
May 15, 2024 · Companies that focus on their people's performance are 4.2 times more likely to outperform their peers, realizing an average 30 percent higher revenue growth.
[10]
How to Improve Employee Engagement in the Workplace - Gallup.com
10% higher customer loyalty/engagement ; 14% higher productivity (production records and evaluations) ; 18% higher productivity (sales) ; 23% higher profitability.
[11]
The critical role of strategic workforce planning in the age of AI
Feb 26, 2025 · In this article, we discuss five best practices used by companies that have faced these shifts head-on by building a holistic talent plan through SWP.
[12]
This Fixable Problem Costs U.S. Businesses $1 Trillion - Gallup.com
Mar 13, 2019 · The cost of replacing an individual employee can range from one-half to two times the employee's annual salary -- and that's a conservative ...
[13]
Why is Talent Management Important For Your Business?
A talent management strategy reinforces a positive company culture ... Organizations can prepare to navigate change by fostering adaptable skill sets.
[14]
[PDF] Talent Acquisition | SHRM
Articulate seven steps in a common talent acquisition process. • Conduct a job-fit and organization-fit analysis and translate the analysis into selection ...Missing: stages: | Show results with:stages:
[15]
Employer Branding 2.0: Produce Better-Aligned Candidates - SHRM
Aug 8, 2017 · If you're creating an EVP [employer value proposition] or developing a careers site in isolation, without employees being a part of that ...
[16]
Employer Value Propositions Are Brand Building Blocks - SHRM
Oct 4, 2017 · "[An employer value proposition] provides current and future employees with clear reasons to choose and stay with an employer," said Richard ...
[17]
https://www.mckinsey.com/featured-insights/leadership/the-war-for-talent
[18]
Applicant Tracking Systems Evolve - SHRM
May 27, 2011 · The ATS revolutionized recruiting by automating the storing and processing of resumes and by protecting companies against lawsuits through greater consistency ...
[19]
Today's ATS Solutions Go Well Beyond Resume Storage - SHRM
May 4, 2017 · Today's ATS goes beyond resume tracking to include sourcing, marketing, interviewing, candidate relationship management, analytics and onboarding functions.
[20]
How to Target Passive Job Seekers - SHRM
Other ways to source passive job seekers include direct mail marketing, telerecruiting and direct recruiting (contacting potential job candidates personally).
[21]
2025 talent acquisition (TA) technology trends - Deloitte
May 13, 2025 · The evolution of core TA technologies—including applicant tracking systems (ATS), candidate relationship management (CRM), and talent ...Missing: best practices
[22]
Talent Acquisition Analytics | Deloitte US
Offers insights into TA performance against requirements or standards, including cost-per-hire, time-to-fill, pre-hire assessment scores, etc. It compares ...Missing: best | Show results with:best
[23]
The Real Costs of Recruitment - SHRM
Apr 11, 2022 · According to new benchmarking data from the Society for Human Resource Management (SHRM), the average cost per hire was nearly $4,700. But many ...Missing: quality- practices
[24]
The Holy Grail of Recruiting: How to Measure Quality of Hire - SHRM
Nov 18, 2015 · Common quality-of-hire metrics include turnover rates, job performance, employee engagement and cultural fit measured by 360 ratings.Missing: practices | Show results with:practices
[25]
Data Analytics Make Understanding Quality of Hire Possible - SHRM
Nov 30, 2022 · Quality of hire is generally considered to be the most meaningful recruiting metric—and the most difficult to calculate.
[26]
Employers Train Employees to Close the AI Skills Gap - SHRM
Mar 8, 2024 · Jobs of all stripes are being transformed by generative AI technology. That has created a daunting workforce reskilling challenge for HR and ...Missing: sustainability | Show results with:sustainability
[27]
Tech Talent Strategy in Age of AI | Deloitte US
As AI changes how we work, these strategies can help organizations attract and retain top tech talent while managing costs and expectations.
[28]
Renewing talent in the renewables sector - Insights2Action - Deloitte
Jan 19, 2024 · Deloitte analysis identified skill gaps across core roles and found that there is already a shortage of workers with the required skills, ...
[29]
Renewable development: Overcoming talent gaps | McKinsey
Nov 4, 2022 · In this article, we delve into the talent challenges the renewables industry faces as it plans for massive scaling and expansion—and what ...Missing: sustainability | Show results with:sustainability
[30]
It's Time to Upgrade Your Training: E-Learning Is Flexible, Cost ...
Aug 25, 2023 · E-learning is flexible, convenient, scalable, and on-demand, reducing training time, increasing productivity, and boosting retention by 25-60%.
[31]
[PDF] A New Mindset on Mentoring: Creating Developmental Networks at ...
A developmental network is a group of individuals interested in your development, uniquely qualified to assist, and may be peers, seniors, juniors, family, or ...
[32]
The Leader as Coach
The Leader as Coach: How to unleash innovation, energy, and commitment by Herminia Ibarra and Anne Scoular
[33]
Emotional Intelligence in Leadership: Why It's Important - HBS Online
Apr 3, 2019 · Undergo a 360-degree assessment: Actively seek feedback from your manager, colleagues, and peers while also undergoing an individual self- ...
[34]
Career Development
An individual development plan (IDP) is a tool to assist employees in achieving their personal and professional development goals.
[35]
The Kirkpatrick Model
The Kirkpatrick Model, or four levels of training evaluation, consists of Reaction, Learning, Behavior and Results.Level 4: Results · Level 3: Behavior · Kirkpatrick Model Education
[36]
Developing High Potential Talent: 7 Challenges | DDI
Feb 11, 2025 · Best practices include providing accelerated leadership development, offering stretch assignments, building strong coaching relationships, and ...
[37]
How to Conduct a Great Performance Review - SHRM
The purpose of reviews is two-fold: an accurate and actionable evaluation of performance, and then development of that person's skills in line with job tasks.
[38]
Performance management: Playing a winning hand - Deloitte
Feb 28, 2017 · Agile goal management, check-ins, and continuous feedback are becoming common, and new models of evaluation and rewards are being adopted next.Missing: sessions | Show results with:sessions
[39]
Improving Performance Evaluations Using Calibration - SHRM
May 23, 2014 · The objective of calibration sessions is to ensure that different managers apply similar standards in measuring and evaluating the performance of subordinates.
[40]
Succession Planning: What is a 9-box grid? - SHRM
The 9-box grid is an individual assessment tool that evaluates both an employee's current contribution to the organization and his or her potential level of ...
[41]
Enduring Ideas: The GE–McKinsey nine-box matrix
Sep 1, 2008 · The nine-box matrix offers a systematic approach for the decentralized corporation to determine where best to invest its cash.
[42]
Mitigating bias in performance management | Deloitte Insights
Jun 22, 2020 · Deploy technologies to help people uncover biases. Make the data collected in these assessments directly accessible to individuals for improving ...
[43]
Why Most Performance Evaluations Are Biased, and How to Fix Them
Jan 11, 2019 · Most performance evaluations follow a predictable pattern: They invite employees to write about their accomplishments and what they need to improve.Missing: multi- | Show results with:multi-
[44]
[PDF] Talent Management And Succession Planning
involves identifying critical roles, assessing internal talent readiness, and devising development plans to groom successors. The process typically includes:.
[45]
Succession Planning Desk Guide | U.S. Geological Survey
Identify bench strength: key positions for succession planning and analyze how well the current talent pool will be able to fill those key positions.
[46]
[PDF] Strategic Leadership Succession Management Model - OPM
The OPM succession management model is designed to build leadership capacity and shape Federal agency leadership. This model builds on the progress agencies are ...
[47]
[PDF] Leadership Succession Planning: Implications for Nonprofit Human ...
The first conceptual model proposed above for promoting succession management in the human services distinguishes between emergency-based and departure-based ...
[48]
DEI succession planning strategies | Deloitte Insights
Mar 7, 2022 · We should constantly be cultivating the pools of talent we are identifying as possible successors for key roles.” Reduce bias in decision ...<|separator|>
[49]
Succession Planning - OPM
HR Solutions' succession management services facilitate identifying, assessing, and developing talent to support continuity throughout your organization.Missing: scenario | Show results with:scenario
[50]
Better Succession Planning Starts with Knowing Your CEO
Aug 19, 2022 · Being actively involved and engaged in business scenario planning and fully understanding the CEO role critically informs succession planning ...
[51]
The new possible: How HR can help build the organization of the ...
Mar 12, 2021 · Organizations that can reallocate talent in step with their strategic plans are more than twice as likely to outperform their peers. To link ...Missing: expansions | Show results with:expansions
[52]
Retaining Talent: Replacing Misconceptions With Evidence-Based ...
Aug 9, 2025 · This article bridges this gap and replaces several misconceptions about turnover with guidelines for evidence-based retention management strategies.
[53]
[PDF] Retaining Talent - SHRM
He teaches undergraduate and graduate courses primarily in the areas of human resource management and organizational behavior, as well as research methods. He ...
[54]
Employee Net Promoter Score (eNPS): 2025 Ultimate Guide - AIHR
Learn how to measure and calculate employee net promoter score (eNPS) and improve employee satisfaction at your organization!
[55]
Making a market in talent | McKinsey
May 1, 2006 · Furthermore, a talent marketplace formalizes the terms of employment—that is, the role, its duration, the place of work, travel, job options ...
[56]
How to Design an Internal Talent Marketplace
An internal talent marketplace (ITM) is where soldiers create profiles and apply for vacancies, and units post job descriptions and evaluate officers.Missing: models | Show results with:models
[57]
Activating the internal talent marketplace | Deloitte Insights
Sep 17, 2020 · The internal talent marketplace, usually hosted on a technology-enabled platform, connects employees with opportunities both inside and outside ...
[58]
The strategic value of talent marketplaces - Insights2Action - Deloitte
Nov 28, 2022 · Internal talent marketplaces provide opportunities to workers beyond full-time roles by offering access to internal projects, initiatives, gigs, and stretch ...
[59]
PwC's new talent marketplace powers internal mobility through ...
We created My Marketplace – a talent marketplace informed by an artificial intelligence (AI) engine to power internal mobility across our firm.Missing: models | Show results with:models
[60]
Skills-based organizations | Deloitte Insights
Sep 7, 2022 · Christopher Mims, “Google's '20% time,' which brought you Gmail and AdSense, is now as good as dead,” Quartz, August 16, 2013. Deloitte ...The Case For Change... · Talent Shortages · Skills-Based Hiring<|control11|><|separator|>
[61]
A New Talent Management Framework - Josh Bersin
May 11, 2010 · An integrated approach to recruiting, development, performance management, compensation, development planning, and learning.
[62]
Talent matters | Deloitte Insights
Jan 17, 2017 · Our recent findings illustrate that organizations with higher levels of talent management maturity tend to perform better on critical talent and business ...
[63]
Talent management life cycle: developing employees at every stage
Mar 15, 2023 · A solid talent management life cycle should take center stage in any organization. Discover ways to develop employees at every stage, from hiring to exit.
[64]
What is Hire-to-Retire (HTR)? - HR Lineup
Feb 26, 2025 · HTR refers to the comprehensive employee lifecycle management process that spans from the moment an individual is recruited until they retire or exit the ...
[65]
What is HR Technology? | Human Resources Tech Explained - ADP
Talent software consists of talent acquisition and talent management. Together, they play a crucial role in an HRMS tech stack by helping attract, engage, ...
[66]
[PDF] The State of Today's HR Tech Stack 2020 - Oracle
For example, only 42% say their HR tech stack automates many talent management processes, and just 32% say it integrates many of their talent management ...
[67]
AI for HR and Talent | IBM
Expanding the use of AI capabilities to augment human work across core HR processes in recruiting, retaining and developing skills and talent.
[68]
AI in Talent Acquisition | IBM
AI in talent acquisition uses artificial intelligence in sourcing and hiring, improving recruitment by reducing time to find, assess, and hire top prospects.
[69]
The 5 Talent Maturity Levels, Explained: Strategic - Lever
Jun 28, 2022 · Level 1: Foundational; Level 2: Accelerating; Level 3: Dynamic; Level 4: Strategic; Level 5: Transformational. To help you understand these ...
[70]
[PDF] can gender and race dynamics in performance appraisals be
A meta-analysis of the impact of gender on performance appraisals found a small gender gap in performance evaluations favoring men but large variations across ...
[71]
[PDF] supply- and demand-side effects in performance appraisals: the role ...
Subjective performance appraisals that rely on evaluations made by managers—i.e., the demand side—are prone to various evaluation biases, including those based.
[72]
[PDF] 2022 Workplace Learning & Development Trends - SHRM
Organizational leadership is frequently a barrier to expanding learning and development, according to HR managers: 54% said leadership often sees L&D as a cost.Missing: studies | Show results with:studies<|separator|>
[73]
Measuring the ROI of Your Training Initiatives - SHRM
By showing the ROI of training, you can justify the investment and potentially secure more resources for future initiatives. Drives continuous improvement: ...Missing: studies | Show results with:studies
[74]
Deloitte Global Gen Z and Millennial Survey 2025
May 14, 2025 · Gen Zs and millennials prioritize career progression, yet many are not motivated by reaching leadership positions. They're focused on work/life ...
[75]
Leading a multi-generational workforce | Deloitte Insights
May 15, 2020 · Seventy percent of organizations say leading multigenerational workforces is important or very important for their success over the next 12–18 months.
[76]
https://joshbersin.com/2010/05/a-new-talent-management-framework/
[77]
North American CFOs grapple with finance talent shortages - Deloitte
Apr 28, 2025 · In it, finance chiefs identified employee engagement (50%) and lack of skilled talent (45%) among the biggest workforce challenges in meeting C- ...
[78]
Achieving Integration - SHRM
Apr 1, 2011 · HR disciplines once siloed by the pieces of talent management now operate together. Processes such as performance management and succession ...<|separator|>
[79]
Changing change management | McKinsey
Jul 1, 2015 · 70 percent of change programs fail to achieve their goals, largely due to employee resistance and lack of management support.Missing: talent | Show results with:talent
[80]
Should You Tell Employees They're Part of a Succession Plan?
Jan 7, 2015 · In fact, some studies indicate that nearly 50 percent of promoted individuals fail to fully meet expectations within 18 months of being promoted ...Missing: failure | Show results with:failure
[81]
[PDF] CEO Succession Success: | SHRM
Fail to Plan; Plan to Fail. As noted earlier in the report, it seems that unplanned succession events tended to fail at a higher rate than planned ones.
[82]
Autonomous workforce planning | Deloitte Insights
Oct 28, 2025 · Agentic AI can analyze vast amounts of workforce data, detect emerging trends affecting talent availability, predict future skill needs, and ...
[83]
Market Guide for Contingent Workforce Management Solutions
Apr 16, 2025 · This Market Guide contains market capabilities via gig economy platforms, vendor management systems and managed service providers to help CHROs create space ...
[84]
Future of the Gig Economy and the Shared Services Delivery Model
The alternative, on-demand workforce of gig workers, freelancers, and crowd workers presents GBS and shared services organizations with new opportunities.Missing: contingent | Show results with:contingent
[85]
3 Ways to Build a Sense of Belonging in the Workplace - Gartner
Gartner research shows that organizations with sustainable DEI initiatives demonstrate a 20% increase in inclusion, which corresponds to greater on-the-job ...Missing: ethical | Show results with:ethical
[86]
Hybrid work: Making it fit with your diversity, equity, and inclusion ...
Apr 20, 2022 · New research details what empowered employees love about hybrid work models and the risks to diversity, equity, and inclusion if managers get the evolving ...Missing: sourcing | Show results with:sourcing
[87]
Reskilling Revolution - The World Economic Forum
The Reskilling Revolution aims to empower one billion people with better education, skills and economic opportunity by 2030.Get Involved · About · Education 4.0 · Insights and ToolsMissing: remote pools
[88]
The Future of Jobs Report 2025 | World Economic Forum
Jan 7, 2025 · These trends drive an increase in demand for skills in talent management, teaching and mentoring, and motivation and self-awareness. Aging ...
[89]
What moves your people? Tapping into motivation at the unit of one.
Mar 23, 2025 · Understanding what drives people to act can help organizations boost performance, spark innovation, and drive collective action for change.
[90]
Future of Work Trends 2025: Strategic Insights for CHROs - Gartner
The key future of work trends for 2025 include the integration of AI and automation; a focus on employee well-being and engagement; the importance of diversity, ...