Doorgaan naar hoofdcontent

How to prepare leadership roles in the upcoming digital age?









To be future-proof and fill this gap, companies have to invest in their talent management and succession planning processes. To achieve this, companies need a well-defined talent strategy for the digital age and business leaders need to take action when it comes to reskilling the workforce. Talent management should become an integral part of a company’s culture and should be advocated on every level of the organization.

Here's a 5 step model to build a supportive culture around talent management (from Bradford Bell, Associate Professor of HR Studies at Cornell ILR University)

1. (Re-)Define Talent
Given the current and upcoming evolutions of the Industry 4.0, companies will need new types of leaders.The digital skills gap is defined by a combination of specific hard and soft skills. To overcome this gap, companies need to redefine their ideas of talent.
Client centricity, emotional intelligence, willingness to change the ‘status quo’, the ability to carry out people management in horizontal not hierarchal ways, and the ability to thrive in times of change will be key personality aspects found in any successful digital leader
2. Identify & Assess Talent
Talent can sometimes be found within an organizational where one does not expect to find it. Once a talent has been identified, it is crucial for a company to allow these employees to make lateral moves in a simple way. Reskill or upskill talented employees and support internal mobility and job rotation to cover the digital skills gaps. 
Attract and retain talent by making sure your company stands out as a ‘hot’ place to work, and if necessary work on your company branding to attract HIPO’s.
3. Develop a Communication Plan & provide feedback
Employees should be aware of the companies’ talent strategy and the possibilities for personal and career growth. Communicating clearly (preferably directly by the CEO) to HIPOs about targets and about their status will raise awareness and motivation. This buy-in will translate to commitment to the development programs and make sure that all stakeholders are aligned.
4. Provide strategic developmental experiences
Lifelong learning should be a mantra in talent management, especially during times of disruptive change. Combining formal training programs with challenging projects will enable high potential talent (HIPOs) to develop new skills while taking on different responsibilities. Most development occurs through on-the-job challenges, so having structured ‘high potential program’ that facilitates such opportunities is important.
5. Measure success
It’s clear that there is still a long way to go. Therefore, setting up clear KPI’s and continuously measuring the success and understanding the failures of the implemented processes is vital to build and maintain a successful talent strategy.
Take on a customer-centric approach with HIPOs to reflect on their development experiences and provide mutual feedback on:
  • New skills/knowledge acquired
  • Operational efficiency that enables better leadership
  • Improved communication skills
  • Time spent on training and effectiveness of delivery method

Reacties

Populaire posts van deze blog

Multi-Line Entry

Shopping on overseas websites is convenient for consumers, but did you know how a DHL customer with an online retail business benefits from our Customs Services when they ship to their recipients?

What is Cross-docking?– Understanding the concept & definition

Understanding the advantages and disadvantages of cross-docking and how they fit with your organisation is an important step for evaluating the supply chain process and deciding whether Cross-docking is right for your organisation. Make sure you understand the key factor requirements of your organisation.  For example:  High Volume Turnover, Rapid turnaround, Perishable goods are all factors that indicate a successful fit for Cross-Docking.  Analyse your key factor requirements and decide from there.

Transport & douane, alles voor u uitgeklaard: fotoreportage

Peter Waumans, Erkend adviseur internationaal ondernemen Caroline Buyze en Jessi Handekijn, Field Sales, DHL Express Lode Van Vlasselaer, Algemene Administratie der Douane & Accijnzen Johan Wouters, Gateway manager DHL Express Didier Braham, Customer Operations Group, DHL Express Gerrit De Sterck,Customs affairs manager Benelux