We’re back with even more lessons learnt from the Talent Intelligence Collective Podcast! Now at 20 episodes, here are a few of our favourite pearls of wisdom straight from some of the most impressive talent intelligence leaders from every corner of the world.
We’re thrilled to continue sponsoring this fantastic podcast. Check out the episodes here.1 “The thing with talent intelligence is that is hard to convey the value of it, without showing the work. So you need to be confident and show how much value you can bring to any department.”
Gerrit Schimmelpenninck , Senior Talent Intelligence Manager at Phillips
This is a challenge faced by many talent intelligence professionals in newly created TI functions. The space is still nascent (though growing rapidly). As long as you trust in your data, don’t be afraid to cite it as the reason behind a recommendation and be transparent about the sources of data and the potential scenarios if recommendations are acted upon.
2 “With many of us reprioritising what is important, the lure of truly flexible working is causing a massive shift in the corporate world. With many employees shifting industries and sectors on the hunt for that flexibility and possibility higher quality of life.”
Eric Moskowitz, previously Head of Talent Intelligence & Analytics at Modern Executive Solutions now Chief Operating Officer at WhiteCrow Research
Here, the value of strategic talent intelligence becomes clear. By combining talent market data with other factors such as competitor activity, cost of living, broadband speed, availability of co working space and the attractiveness of locations to live (air quality, water quality, availability of green space, commute times, connectivity), talent intelligence enables employers to make their offer attractive.
3 “I think the biggest issue is that people are confused. Employers should start making this part of their employment brand. Full transparency.”
Andrew Gadomski, Managing Director at Aspen Analytics
With greater calls for organisational transparency, using data and talent intelligence provides a basis for evidence-based decision-making that reduces bias and improves diversity in talent strategy.
4 “We should be looking at upskilling society.”
Elke Manjet, Global Head of Talent Attraction at SAP
Talent intelligence supports upskilling both internally and externally by identifying skills gaps based on your organisation’s future strategy. By understanding the external talent market, companies can identify where they can hire in, and where they will need to grow their own. Companies must start to think ‘human capital’ but maintain individual people leadership.
5 “It's the role of talent intelligence to help the conversation. We are often not solving the problem but bringing the conversation to the table to help get to an answer.”
Randy Bailey, Principal Talent Intelligence Advisor with Walmart
Drawing on data doesn’t mean you always have the solutions, but it provides a robust and trustworthy base for decision-making. Sometimes the data helps to shape the questions we should be asking and look at the problem through a different lens. Talent intelligence is a powerful source, rather than the answer.
6 “I think with Talent Attraction, the way that a lot of teams operate has become really transactional. Which does delivers results. But it creates blind spots as to how skills are evolving.”
Ian Addison-Smith, Executive Talent Attraction Leader at EY Global
Talent intelligence provides a timeline view of talent gaps, in line with where your organisation’s strategy is going. Rather than looking at filling vacancies, talent intelligence allows hiring teams to be forward thinking about the skills the business needs in future.
7 “I have been so encouraged to see how much technology has really been accepted in these past few years.”
Hallie Bregman, Global Talent Strategy and Analytics Leader previously from Cuup
The pandemic gave a boost to the appetite for innovative technologies that answer old questions in new and insightful ways. The time is now for talent intelligence to reach its potential as a strategic decision making tool.
8 “The important thing to remember is being mindful of who your end-user will be. From Heads of Talent Acquisition to HR to the CFOs or CEOs.”
Kim Bryan, Head of Global Insights & Intelligence - Sourcing Centre of Excellence at AMS
Curating insights for everyone is the same as curating them for no one, so make sure you understand your audience so you can provide the right information to the right people at the right time. That said, we focus on joining the dots between end-users as only then does the data and insight move to be powerful and informing business strategy. Using talent intelligence data can encourage leaders to think about talent at all times (human capital) and not just when they are hiring.
9 “For the first time, the business has to look externally more than ever. So our version of talent intelligence is educational.”
Teresa Wykes, Global Head, Talent Intelligence at SAP
It’s increasingly important for business leaders to have an external lens on the market. Only by having and external lens on talent can companies grow and adapt. Joining the dots between business leaders creates a real opportunity for talent intelligence to be less reactive and most impactful.
10 “Talent intelligence is data driven insights to dispel talent myths and to bolster adaptive agility”
Joe Thompson, Booz Allen Hamilton
A sneak peak at what’s to come in number twenty and this is one not to be missed. We loved talking to Joe and hearing his views on technology – talent intelligence is one of the tools that should be in the tool box of every organisation.
The first 20 episodes have been amazing, and we have thoroughly enjoyed co-hosting them. Here’s to the next 20 being just as insightful. For all the latest updates from the Talent Intelligence Collective community, including alerts for new episodes, follow our LinkedIn page.
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