Our global community of Talent Economists are evidence-led facilitators of an organization’s strategic talent agenda. In practice, the toolkit they use stands on three distinct principles:
- A mastery program which goes beyond formative Talent Economics and incorporates new avenues of digital capability available to modern business
- Presents evidence on future talent trends including the impact of intelligent automation, anti-globalization and the rise of the digital economy
- Creates space for a strategic dialogue on emerging talent trends, causal shifts and the resultant impact on organizational policies and practices.
- Helps the organization (as a whole) better invest talent dollars and improve the overall efficiency of talent budgets.
- Helps build a bridge between overall business strategy and different labour force realities on the ground.
- Delivered using an effective mix of data analysis, frameworks, case discussions and skills practice.
- Deep diagnosis provides some of the best & clearest starting points for talent strategy. Talent Economists always start with diagnosis from the outside-in. This is because talent circumstances differ by country, by industry and sometimes even by business units within a company. It is for exactly this reason that we often see one-sized solutions miss their mark.
- Talent strategy conversations must be simple, commercial, evidence based and in the language of the business. They must also bring forth a clear investment hypothesis for the short and long terms.
- Future capability strategy must remain anchored in the boardroom and led by business leaders. While HR and other functions like Finance are key partners in execution, it is important that the strategy reflects all possible sources of future capability; from employees and contractors, all the way to acquisitions, joint ventures, digital and machine learning.
DAY 1 - Digital Disruption and Future Capabilities
- Reconnection with the Talent Economics philosophy and tools
- Digital disruption and emergent capabilities
- Flexible and responsive talent systems
- Building a risk map: a global view of 51 emergent talent risks
- Strategies to mitigate disruptive talent risk.
DAY 2 - Application and Strategy
- Two goals: Cultivating Capability and Curating Contribution
- Finding and keeping talent in hyperconnected and social markets
- Applying the learning: Distributed Talent Strategy case study
- Building your 2025 talent playbook: identifying high value talent plays back at work
- Summary of learning and program closure
APPLICATION PHASE - Application phase with on-demand coaching (4 weeks - back at work / virtual)
Participants access online tools and research to map opportunities and risks within their existing talent system, and receive on-demand coaching during the entire application phase.