The growing maturity of digital technology in the sphere of human resources (HR) is seeing financial services organizations embed talent management into the fabric of everyday business. This trend is, as I argued in my previous post, is about decentralizing the HR function and giving the power for people management back to the people.

Here, we are not simply talking about employees taking care of routine HR activities such as viewing a payslip or changing their address via a self-service platform. We are talking about the far more radical idea that employees and managers will be able to take direct charge of high-impact talent processes—including recruiting, hiring, succession planning, learning and shaping career paths.

Thanks to the growing maturity of a range of social platforms and analytics tools, employees and their managers will be able to manage almost every aspect of their professional lives digitally. The result could be that we see line managers empowered to use analytics to take ownership of processes such as workforce planning.

They will use data to, for example, determine gaps between workforce projections and available supply of staff as well as to model different scenarios that could be used to close any gaps. Employees, meanwhile, will increasingly be able to take charge of their own career development and learning.

For example, weaving social tools and the principles of gamification into employees’ everyday work lives will give them new ways to learn and grow. Already, many employees use internal social platforms or consumer social media sites to learn together. They can, for example, use social media to link to career counsellors rather than relying on HR to provide this service.

Don’t be too surprised if social, gaming and mobile capabilities one day replace traditional talent management practices, as well as HR tools such as employee surveys and e-mail communications. Such advances promise not only to empower line management and workforce to take much more responsibility for talent management, but also to shift much of the decision-making about talent and performance from a central group like HR or a small group of top leaders to employees themselves.

For HR, this raises questions of what its organization will look like in the future as well as which services it will provide and how. Leading HR organizations understand that to remain relevant and deliver business value, they need to get ahead of the trend by taking control of their own digitization agenda. A closer look at this topic will follow in my next post.

To learn more, read: Digital Radically Disrupts HR: Digital technology is transforming how people work—demanding a fundamentally different HR strategy

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