Is it Better to Build or Borrow Talent Amid Flexible Business Structures

Is the idea of managing a pipeline of talent wearing thin?

Talent pipelines consist of healthy and abundant pools of the best people who can be sourced, nurtured, and deployed to meet real-time demands. But the thinking nowadays veers toward harnessing talent strategies and structures to be as flexible as organizations’ business strategies and structures.

This was all discussed in Mercer’s latest study, “2018 Global Talent Trends Study: Unlocking Growth in the Human Age,” as it pointed out the importance of “talent value proposition (TVP) than employee value proposition (EVP).”

If one goes by the fundamental role of HR to attract, retain, deploy, and develop talent to meet business needs now and in the future, then managing talents is still key. However, talents nowadays have the feeling their jobs may only last till 2022.

It’s crucial to give leaders more options as they adjust to tomorrow’s needs. A platform approach enables core and contingent workers to plug into an organizational structure that matches their evolving skill sets with business needs — in real time.

While many people believe that traditional HR stifles growth and innovation, one has to dig deeper and ask the following questions:

  • Whether it’s better to build, buy, or borrow talent
  • What causes people to leave/stay with the organization
  • Which training programs are most effective
  • What drives engagement
  • Which characteristics are unique to high-performing teams

Board directors are most interested in learning about engagement drivers and the characteristics of high-performing teams, and they also want analytics that illustrate the impact of different pay strategies on performance and retention.