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Research: Corporate talent management being replaced by talent intelligence solutions

Written on Oct 14, 2022

New research focused on workforce strategies comes with a warning: companies cannot hire their way out of the talent and skills gaps they are experiencing. 

The Josh Bersin Company, a research and advisory company focused on HR and workforce strategies, has warned that organizations not seeing the true skills picture of tomorrow could "hire themselves into obsolescence" by continuing to recruit and develop skillsets the market no longer needs. 

The call to action follows deeper analysis of the real-world Global Workforce Intelligence (GWI) Project healthcare industry report, released earlier this month and which covered the healthcare sector. This fresh cut of its findings looks more deeply at how employers are adapting their talent strategies to align with industry reinvention and emerging opportunities in their sector. 

Without the right prompts, it's very possible that many organizations will risk hiring themselves into obsolescence  

Another study found that 70% of all C-level leaders across all sectors believe their skills are falling behind, while more than 80% worry about not being able to hire the right people. 

The goal of the latest analysis, which has been drawn together in a comprehensive new white paper for Josh Bersin Company corporate members, was to understand how all kinds of employers might rebalance and transform their talent recruitment, retention, reskilling, and redesigning-related activities, to create an adjusted and more sustainable talent pipeline geared to future opportunities. 

A smarter and more holistic approach to talent intelligence, based on a wealth of internal and external data sources, can play a powerful role in strategies both to plug emerging talent gaps and to reshape the workforce as entire industries experience reinvention, the research suggests. 

Through smarter and more holistic insights, employers are better prepared for the recruitment challenges of tomorrow while simultaneously reducing their exposure to current trends such as the Great Resignation, employee coasting/Quiet Quitting, and the loss of talent to other industries. 

Key learnings: 

  • Businesses have reached the stage of digital transformation known as Industry Reinvention. 

  • New business opportunities create the need for new roles, new job titles, new organization models, and new skills. 

  • Talent intelligence is an evolution of sourcing analytics, people analytics, workforce planning, and retention analytics, combining all of these assets to enable more complex correlations and strategic forward planning straddling multiple HR subdisciplines, enabled by AI. 

  • For a talent intelligence approach to work, organizations' siloed HR-related centers of excellence must come together in a dedicated Intelligence Function. 

  • To support this function, a new architecture will need to be built, incorporating skills data for learning, internal mobility, recruiting, leadership development and pay; and a team that owns these decisions, understands what data exists internally and what needs to be pulled from the market. 

  • Through multi-dimensional analysis, AI has an important role to play in talent intelligence as it enables the stitching together of multiple information sources (internal to the organization and external in the market) aiding leadership to spot where the gaps and opportunities are for their business.