Re-inventing Talent Strategies for the Digital Age

Workplace requirements and working models are increasingly changing in line with digital transformations and technological advancements. We're now moving into a new era, where what used to work for most companies in the past is becoming less and less effective. Organizations must re-invent their talent strategies for the digital age.

It’s no secret that the current landscape of work and future workforce is continuously evolving. Workplace requirements and working models are increasingly changing in line with digital transformations and technological advancements. We’re now moving into a new era, where what used to work for most companies in the past is becoming less and less effective.

According to Gartner’s talent strategy research, only 21 percent of human resource (HR) leaders said that existing HR practices are helping their companies adjust to the changing demands of the digital business environment. This means that HR and organizational leaders, in general, need to re-invent their current talent strategies and do more than just hiring and nurturing talents.

This article will look at how your organization can re-invent its talent strategies to meet the changing demands in the digital era and build a future-proof workforce. Let us first start by reviewing the digital business spectrum.

So, what is changing in the digital age?

Think of the remote working models, work gigs, automation, reawakened e-commerce, cybersecurity issues, among other resilient approaches. These are some of the trends that are defining and shaping the digital business world.  Remember that the pandemic has also significantly affected workplace needs and how businesses operate. And that has only done more in accelerating digital transformations and technological advancements.

All of this has compelled HR leaders to re-imagine their organizations’ talent strategies to reset and adapt to the changing business environment. For instance, organizations are now decreasing or entirely removing some operations, transferring production and operational facilities, and even reducing workforce capacities. Organizations are implementing such measures so as to remain alive and competitive in the digital age, which is facing economic uncertainties triggered by the pandemic.

So, looking at the future, here are three key ways that organizations can look into in resetting their talent strategies: 

1. Closing the skills gap

According to recent research by Gartner Inc., 58 percent of the workforce will need new skills in order to complete their jobs successfully. This is a true reflection of the continually changing workplace needs triggered by digital transformation and today’s business disruptions, such as the Covid-19 pandemic. So, other than upskilling in enhancing the workforce’s proficiency, it will be imperative for HR to reskill their employees to enable them to acquire new skills that are emerging with the changing business world.

And apart from looking more into the existing skills gaps within the organization, the HR leaders will need to expand their wings and tap into current in-demand skills in the market. In other words, organizations need a market-driven and predictive approach in skills identification to not only keep pace with the shifting skill needs but to sustain their competitive advantage.

2. Dynamic and agile recruiting

“We cannot solve our problems with the same thinking we used when we created them.” These are the words of one of the greatest Physicists, Albert Einstein. Like Einstein states, business systems and models that used to deliver results in the past may no longer work today. This is especially true in the essence that we’re living in an age where business needs keep evolving in line with today’s digital work requisitions.

So the thing is that organizations need to embrace dynamic and agile approaches in re-inventing their talent acquisition strategies. You need to adopt easily adaptable recruiting models that can meet and efficiently respond to the rapidly evolving needs of the digital business. In the marketing industry, for instance, the requisitions brought by the latest consumers of Gen Zers, like social networks and overall digital/tech intelligence, need to be captured.

In short, companies should adopt a dynamic and agile recruiting operation model that isn’t just responsive to the internal organizational needs but also the changing needs of the market and industry.

3. Leverage innovation and analytics

To re-invent your talent strategy, you will need to change and adjust the way you’ve been doing some operations. Here, you’ll need to foster innovation and, most importantly, leverage your analytics. Organizations need to identify new opportunities and decide on which ones to pursue. Leaders will need to involve their employees and perhaps customers in making sound and informed decisions regarding the ideas to follow. 

For instance, you could take on gigified talent to address short-term projects. Gigification can be an innovative way of working and dealing with new and emerging roles in this digital age.

On the analytics side, HR needs to rethink using labor-market data to drive and reset talent strategy by informing the business on exactly what it needs. The labor market intelligence can reveal to you the in-demand skill sets as well as the emerging skills. And above all, analytics enable you to decide on whether to buy or build talent and the best places your organization can find and locate talent.

To reduce the costs of analytics and the associated technology, you can make good use of the publicly available data such as the official government reports and statistics on the labor market, SMEs, customers, and much more. Organizations that foster innovation and use data and technology are more likely to have a seamless and successful digital transformation.

Parting Shot

In the wake of digital transformations, together with the post-pandemic realignments, HR leaders need to rethink outside recruiting, retaining, and developing talent only. Instead, they’ll have to come up with actionable and talent-centric approaches to redefine talent strategies and solve organizational problems. It will help position the organization for tomorrow and, more importantly, respond to the changing needs of the digital business world.

With decisive leadership coaching, it can take your organization a shorter time to start seeing amazing results with your talent strategies. Coaching could be what you need to take on a new turn with your talent strategy in the volatile digital business environment. A leadership coach can help align and bolster your talent strategies and adapt to the rapidly changing workplace environments. Contact us today to learn more about leadership coaching. We’ll be glad to assist!

Join Our Newsletter!

Newsletter Signup

Share on linkedin
Share on twitter
Share on facebook

Request A Demo

We Develop The World's Most Impactful Leaders

From leading remote workforces, building productive teams, to improving diversity, equity, and inclusion, Sounding Board has virtual and scalable enterprise solutions that are urgently required to adapt to rapidly changing workplace environments.

Demo Request

"*" indicates required fields

This field is for validation purposes and should be left unchanged.
Play Video
Play Video
Play Video

Piyush Gupta

VP of Product and Technology
Piyush Gupta is VP of Product and Technology at Sounding Board and champions the voice of customers and users with deep empathy. Piyush envisions Sounding Board to be the first window of coaching experience for professionals and leaders worldwide. His approach is deeply rooted in proven scientific research, modeling human behaviors, and data-informed insights to deliver mindset shifts and desired business outcomes for organizations at scale. He believes that a world-class UX is key to drive simplicity that will lead to millions of professionals to access coaching for their development. Piyush co-invented the world’s first ‘landmark intelligent driving directions’ technology that led Google to redesign their routing algorithms for the Asian markets. For the next decade, he led two disruptive FinTech companies to the market leadership positions and delivered two award-winning products that serve more than 70 million users worldwide. His teams filed 20+ patents while he himself authored three patents. He is an active startup investor and advises selected AI-driven startups on business and product strategy. He is the recipient of the World Summit Award, one of the most prestigious international honors for product innovators. In addition, he is a James Swartz fellow, the most prestigious fellowship at Carnegie Mellon University funded by the founder of the iconic venture firm, Accel Partners. Piyush holds an MS in Software Management from Carnegie Mellon University.

Tommy Perkins

SVP OF SALES, PARTNERSHIP & CUSTOMER SUCCESS

Tommy is at his best helping clients think through complex challenges in order to create a positive impact on their organizations. He thrives when interacting with others whether helping his team succeed or working with clients to build long-term partnerships. He has extensive experience consulting with organizations on driving their employee experience, guiding organizations through change, and working to ensure organizations are moving the needle when it comes to their results.

Most recently, Tommy was a Client Services Leader overseeing some of GP’s most prized accounts on a global level. His responsibilities included overall client growth strategy, retention, and satisfaction. He represented all of GP Strategies’ major business lines including leadership, coaching, and engagement, digital transformation, outsourced services, and technology implementation solutions.

Before GP Strategies, Tommy spent several years with TTEC Digital (formerly rogenSI) where he led the sales team,  eventually becoming the regional Learning & Performance practice leader for North America. While managing the P&L and sales team he also led the largest global relationship for the firm (Deloitte Globally). During his time at TTEC, he focused on delivering blended learning solutions that incorporate technology and hands-on training. Before TTEC Digital, he spent several years dedicated to strength-based leadership disrupting the business landscape regarding performance management and employee engagement with thought leader Marcus Buckingham at The Marcus Buckingham Company / TMBC (now ADP).

Tommy has had the privilege of working with some of the most well-known global brands in professional services, retail, technology, and healthcare including Deloitte, Facebook, Microsoft, Bank of America, Novartis, Gap Inc., lululemon, and Intel. Several projects he led for Deloitte were Global GNPS, New Partner Pivot, NextGen Partner Program Deloitte China, Present to Win, the RPM project on performance management, and Unconscious Bias.

Tommy holds a BS in Health Sciences from Texas A&M University, and an MBA from Universidad del CEMA.

Learn How to Build Agile and Productive Leaders Now!

From leading remote workforces, building productive teams, to improving diversity, equity, and inclusion, Sounding Board has virtual and scalable enterprise solutions that are urgently required to adapt to rapidly changing workplace environments.

This field is for validation purposes and should be left unchanged.

We respect your privacy! Your information will not be shared

Join our coaching team

Our expert coaches combine top notch coaching, business acumen and organizational savvy to truly become your leadership “Sounding Board”. Sounding Board coaches are all industry certified and strongly vetted going through a 3 step qualification process and receiving ongoing supervision and development.

Lori Mazan

Co-Founder & CCO Sounding Board, Inc.
Lori Mazan is the Co-Founder and Chief Coaching Officer of Sounding Board, the preeminent global leadership development enterprise platform changing the face of leadership development through innovative technology for leaders at all levels of an organization. Lori is a seasoned executive coach who has guided hundreds of corporate executives through 1:1 coaching focused on business outcomes and developing critical leadership skills. Client companies advanced by Lori’s expertise include Fortune titans such as Chevron and Sprint as well as high growth and public companies like Intellikine, and Tapjoy, plus 10XGenomics, which became a public company in 2019 while top executives worked with Lori and the Sounding Board team.
Lori has spent the last 25 years coaching C-Suite executives to leadership excellence. Many of those public and private company CEO’s expressed that they would have liked this caliber of coaching earlier in their careers. Inspired by these experiences, Lori joined with Christine to launch Sounding Board as a feedback-driven, cloud-based leadership coaching platform that could maintain best-in-class leadership coaching while lowering costs to make it affordable and scalable for leaders at every level of their careers.
Before founding Sounding Board, Lori received her Masters’ in Adult Educational Psychology/Counseling from the University of San Francisco and a Bachelors’ in Psychology from the University of Virginia. Lori is an educator and has spent over 10 years as a professor of social psychology and group dynamics while acting as the interim Dean of Students at Holy Names University, She is certified by the industry’s gold standard, the Coaches Training Institute, and is a founding member of the Genentech Preferred Network of Coaches. Sounding Board is one of <3% of sole female founded startups receiving venture funding. In 2019 Sounding Board was selected as 1 of 7 startups (out of 100+ applicants) as part of SAP’s HR tech cohort, a group that represents the rising stars of the next-gen HR ecosystem.

Christine Tao

Co-Founder & CEO Sounding Board, Inc.
Christine Tao is the co-founder & CEO at Sounding Board, a Silicon Valley startup redefining how organizations are developing their leaders. Her extraordinarily rapid career growth to executive management in the media, mobile and tech sectors of Silicon Valley became her inspiration for founding Sounding Board. As she began to manage larger teams and be responsible for growing revenues, it became clear that she needed a “sounding board” to coach her on the development of her leadership skills. That’s where her Sounding Board co-founder, Lori Mazan came on the scene. A seasoned executive coach focused on leadership development, Lori coached Christine on real-world leadership skills that had a direct impact on business outcomes. Based on her positive and impactful experience with leadership development, Christine was driven to make leadership development coaching accessible to people at all levels of the organization.
Christine advises several startups, is a budding angel investor and is also a Tory Burch Foundation Fellow, a foundation dedicated to investing in the success and sustainability of women entrepreneurs.
Prior to co-founding Sounding Board, Christine was a Senior Vice President of Developer Relations at Tapjoy, a venture-backed, leading mobile advertising & publishing network. She led the growth of Tapjoy’s publisher advertising business from 0 to over $100 million in revenues in less than 3 years. Prior to that she led e-commerce partnerships and strategy at YouTube. Christine holds an MBA in Marketing & Operations from Wharton and a BA in Business Administration from UC Berkeley.

Want to learn more about how Sounding Board can help your organization?

Simply fill out the form below and we will be in contact soon. If you are interested in becoming a Sounding Board Coach please visit our careers page.

This field is for validation purposes and should be left unchanged.