Are we experiencing a real shortage of skills or a misallocation of resources? Are recruitment difficulties inevitable? How can we combat a disengagement that continues to grow?
We are convinced that it is possible to act on these brakes to performance. Creating an open system where skills and opportunities merge is one of the most appropriate answers. An internal Talent Marketplace promotes the involvement of talent, unlocks the diffusion of knowledge and thus amplifies collective performance.
1. What is an Internal Talent marketplace?
A talent marketplace is a space dedicated to all of the company's stakeholders, where all development opportunities are grouped together: internal job offers, training content, temporary projects, mentoring opportunities, ....
It is also a managerial philosophy where transparency governs the new relationship between employees and their organization. This collaborative space is based on the use of artificial intelligence: individual preferences are reflected in personalized suggestions for internal opportunities.
The lack of managerial transparency is cited as a major disengagement factor by employees. In addition to this need for objectivity and visibility, there is a need to rethink the collaborative dimension that has recently been disrupted by distancing. Some HR leaders therefore see the current period as an opportunity to renew management methods by using every ability, aspiration or evolution project as a source of interaction and learning for employees.
This new form of human association is presented in the page"The organization centered around skills ".
What are the areas of an Internal Talent Marketplace?
The components of a Talent Platform vary depending on the organization's level of maturity, culture and HR strategy. This intelligent platform includes 5 areas : the space dedicated to mobility, career path planning, short-term assignments or projects, mentorships and finally all training opportunities.
1) Talent Mobility Center.
The Employee Mobility and Engagement space produces matches between several key pieces of information. It associates the employees' aptitudes, levels and skills with the selection criteria of the positions available in the organization, in order to make the relevant matches. Depending on the desired parameters, the talents receive job proposals suggested by the artificial intelligence. The latter detects that they could be good candidates for internal recruitment. In addition, managers and HR quickly identify the best human resources according to customized filters.
We detail in our page the mechanisms of the Talent Mobility Center.
2) Career Planning.
Knowledge of employee preferences gives rise to new career paths. They can build inspiring career paths by visualizing the bridges between the company's businesses. The different steps to get there are built from the opportunities gathered in their collaborative space which is accessible to managers and HR.
Tailored career development is one of the new modalities discussed in our "Building Individualized Career Plans" page
3) Short-Term Assignment.
The need for immediate reactivity in order to mobilize the right resources, the search for performance by setting up multi-disciplinary teams, are all factors that contribute to the growth of project-based management in the company. An internal talent platform will make these collaboration formats visible to employees, providing managers with the leverage to build ad-hoc teams in a short timeframe.
Project staffing is a full-fledged modality of the new foundations for managing the most talented individuals. This process is described in our page "Project staffing, tools and methods".
The internal collaborative network thus created gives the opportunity to connect employees with similar skills, assets and objectives. Passing on and acquiring skills, confronting the reality of the positions becomes more fluid and participates in the perpetuation of the assets and the envisaged mobilities.
5) Learning Experiences.
Development opportunities are the 4th most important criterion for choosing an employer according to the Randstad Employer Brand Research 2022. Centralizing training offers in a central space is no longer enough. Presenting training content and modalities adapted to employees' preferences is part of the promise of an internal talent optimization platform. Recent innovations even allow employees to identify the training courses that their peers appreciate.
Do you want to improve the construction of your training plans? Here are some tips: Optimize your training plan.
2. A space dedicated to seizing every opportunity for development
New expectations are shaping the world of work today. Organizations are simultaneously adapting to changes in skills and to new configurations for managing the careers of their teams. At the center of these issues, managers and HR are provided with the means to serenely consider these challenges.
Employees concerned with their own development
Employees yearn to know their strengths so they can easily visualize the opportunities to which they can contribute the most. The awareness that their skills is becoming obsolete also drives employees to seek out the projects, concrete learning, certifications that make them unique.
An internal talent marketplace brings transparency to opportunities they may not have known about before. Employees now move forward in an informed way to become active players in their careers.
Does this new world of opportunities based on individual motivations fascinate you? We are too, and it made us want to write a full article on the subject: Assessing aspirations to shape mobilities.
Managers committed to adopting best practices
Every day, managers think of ways to improve their performance: to be more reactive in staffing, to lighten restrictive processes in order to get closer to their teams. They seek to convey real perspectives to their teams and engage in a tailor-made support process according to their skills and assets. A collaborative space like this one fuels new interactions that are more conducive to the desired growth and productivity.
Would you like to get your managers more involved in their employees' careers? Neobrain can help: read our article "Involving managers in internal mobility."
An organization in search of agility
The HR function is a critical link in organizational agility. The extent of the transformation of the business requires it to implement systems to identify emerging skills and to fill the gaps already identified. The collaborative means of increasing skill are accompanied by a process of decompartmentalizing functions to disseminate knowledge in a more transversal manner.
The distribution of a space focused on the personalized offer of opportunities to teams provides the organization with precise knowledge of the internal synergies on which to capitalize. This resource allocation model is a complementary lever to prepare serenely for successions in key positions.
How does the Talent Platform fit into succession planning? We answer you in our page: "Talent Management and Succession Planning".
3. An internal talent marketplace to embrace the future of work
The traditional role-based organization of work is now being challenged. 81% of HR managers in a Deloitte study on organizational optimization state that most of the work is done outside the framework of formally defined roles. On a day-to-day basis, job descriptions no longer reflect the reality experienced by employees, because they lock in capabilities that are only too willing to be expressed. Collective performance now comes from the agility in assigning tasks to the right internal resources.
Thus, the Future of Work acquires a new pillar. Already fueled by the diversification of available sources of know-how, the advantages of using ethical AI, it is now accompanied by a reorganization centered around skills.
The agility of a real-time hub from skills
The main challenge for HR departments is to visualize both the assets that can be mobilized and the gaps that need to be filled. By relying on a real-time hub at skills , managers and HR staff can effectively build the right teams to staff immediate projects, recruit internally and imagine the plans for tomorrow. The culture of mobility thus created strengthens the organization's ability to transform itself.
60% of employees are in favor of internal mobility, grant their wishes and read our page"Amplifying internal mobility".
The vitality of a collaborative ecosystem
One of the most promising approaches is to break out of traditional silos, to recreate micro-organizations oriented towards solving problems and achieving common goals. These autonomous and temporary entities have the power to redeploy the organization's assets towards new collaborations. Talent management practices are being reinvented around the skills employees and no longer based on the usual links between the functions of the company's departments.
The new momentum of commitment and performance
1) The employee experience
This precious sesame finds a new lease of life in the use of a collaborative and suggestive space for individual development. Interests, aspirations and learning preferences are at the heart of this new management system.
Our philosophy on internal mobility is illustrated in 2 complementary supports:
- The Webinar with Leyton Group "Internal Mobility: Addressing Talent Shortages".
- The Guide to make mobility of this population concrete:"Encouraging the mobility of talents ".
2) The quest for performance
The individualization of development plans provides a new ally to collective performance. Each skill is associated with several training devices (micro-learning, mentoring, MOOC, practical projects, etc.) and a level of achievement. Thus, the employee selects the right development support, is offered the appropriate pedagogy and measures his progress with his manager.
How do you put this to work? Here are the answers in our "Optimizing the training budget" page.
3) Career development
49% of employees identify the lack of options in their internal career development as the primary reason for leaving. Faced with the challenges of flexibility and empowerment in choosing a career path, these collaborative spaces for visualizing opportunities provide innovative answers and help re-engage talent.
In addition to these benefits, deploying an HR logic focused on skills also strengthens the objectivity of performance assessment and provides a more conducive environment for inclusion and diversity.
Diversity and inclusion have been widely discussed for recruitment, what about internal mobility? We answer this question in our "Diversity and inclusion in internal mobility" page.
4. Conditions to be met to deploy a Talent Platform
These collaborative spaces are an opportunity to experiment with a different vision of work, closer to the expectations of employees and adapted to current performance requirements. This profound change also requires an advanced degree of maturity on the basis of know-how management, managerial culture and the organization's commitment to promoting the transparency that will emerge from the future platform.
A data base compatible with this evolution
The success of this HR space depends on the robustness of the HR data that makes it up. More generally, the foundations on which this technological evolution is based require a diagnosis. Here is a non-exhaustive list: hosting infrastructure, good data protection and security practices, information historization and interoperability of different information systems.
This practice contributes to obtaining a Smart Data, which we explain in our page: "Smart Data HR and data reliability".
An architecture of skills activable
Adopting an internal talent marketplace means maximizing the benefit of the associations between skills, motivations, artificial intelligence and machine learning. Among the essential levers, the ontology and taxonomy of skills are the unique sources that define the common language of the platform.
- This common reference is, for example, the one that feeds your gpec from the analyzed level differences.
- It is also the basis for recognizing the skill developed during a training course and will modify the level on the employee's profile.
You can work in HR and be a bit of a geek! Read our article "Taxonomy and ontology of your repositories".
This infrastructure of available resources is essential but insufficient, three additional prerequisites should be highlighted:
- Integrate external data by monitoring emerging industry and competitor skills.
- Benefit from a semantic analysis of the profiles and experience of employees to suggest skills not present in the existing repositories.
- Learn from user behaviors and thus improve the suggestions of the software intelligence.
All the recent advances in AI are listed in our page: "AI for Talent Management".
The first guarantee for the success of the optimization base addressed to the employees is therefore the constitution of a system for formalizing, updating and adopting the internal skills data. This first step is described in depth on our page "All about repositories" at skills.
An opportunity for cultural and managerial change
Benoît Serre, Deputy Vice President of ANDRH, describes corporate culture as the product of interactions between its members. There is no doubt that the collaborative model inherent to the intelligence platform, described here, impacts the behavior of employees, HR and managers.
What are the requirements for making the transition to an intelligent talent management platform?
- Be convinced and use a professional skills system
- Have identified the appetite of employees to participate in projects parallel to their primary role
- Have a performance evaluation system that encourages the development of professional skills.
- Evolve in an organization dedicated to limiting silos
- Consider the collaboration between HR, IT, digital and other departments as an opportunity and provide the necessary resources.
Which mentalities are needed among managers and employees?
- For the manager, the temptation is great to consider the transfer of a team member to another team as a constraint. A pedagogical effort must be made to affirm the priority of retaining talent. Secondly, the culture needs to evolve to consider the sharing of skills as a collective opportunity.
- For the employee, a mindset of autonomy in career development encourages mobilization towards internal opportunities. At the same time, they must be able to express their motivations to reinforce their skills and develop new ones.
What does this model mean for the HR function?
- Performance evaluation: how to integrate the multiplication of activities and participation in projects into the overall performance. Does encouraging mobility require setting a minimum level of involvement? How to move from a single evaluation by the manager to several simultaneous evaluations?
- Management model: how to make several managers collaborate in the support of an individual? What to do in case of conflict on the prioritization of activities?
- Quality of life at work: how to avoid overactivity and the potential risks of overwork?
- Compensation: should multi-tasking be compensated? How can we find a system that combines remuneration based on objectives and on the acquisition of qualifications?
- HR development: how to manage training programs by integrating new development opportunities (mentoring, learning during short projects, etc.)
- Governance of skills: how to combine the response to the development aspirations of employees and the challenges of key skills in the planning of resources from Strategic Workforce Planning ?
Conclusion: The opportunity to rethink today's work
The new mobilization model helps to decompartmentalize the movement of internal resources: the need to have a certain level of seniority, to be on the list of top potentials, to have the manager's agreement to move internally, are all reasons that are no longer valid. The previous formalism locks up careers, and is detrimental to performance, talent retention and the attractiveness of the company.
These new collaborative spaces are an opportunity to transpose the skills of employees into cross-functional activities that are meaningful because they are designed around their own aspirations. Improved visibility and transparency shape the new relationship between talent and the organization. Managers can streamline and attract resources by emphasizing the design of their department as a sum of projects.
Many conditions are essential for the successful transition to agility:
- First of all, reveal the skills that are not yet in the repositories, nor sufficiently exploited, leaving the hand to the collaborators.
- Secondly, the technological dimension provided by AI and Machine Learning should be considered as a gas pedal, and a positive perception of them is essential. Mistrust of AI is still tenacious. Often due to a fear of change, a work of education and concrete presentation of its use cases promotes an excellent understanding of the opportunities that this intelligence offers.
- Finally, there are many cultural repercussions for managers, but also process consequences for the HR function; anticipating these issues and surrounding yourself with a team and partners is highly recommended.