How People Power and Fluid Performance Management Can Drive Digital Network Success

Talent Management for Tomorrow's Rapidly Approaching Workplace

Find out more

How People Power and Fluid Performance Management Can Drive Digital Network Success
Carsten Busch, Senior VP Lumesse Talent Management

The talent management discipline is in the midst of fundamental change, with many top-down, HR-driven workforce management strategies giving way to more inclusive and collaborative approaches. What does this mean? It means that organizations, by and large, are seeking to utilize as much of the talent, ideation, innovation, and potential that members of their workforce can contribute through a multidimensional flow of information and effort that mitigates both unhealthy siloes and hierarchical blindness.

The best way to achieve this optimization of your digital network, talent pool and workforce is through the collaboration of your HR and IT departments to drive transformation through the following principles:

    • Digitalization –Society in the developed world is already digitalized. You might as well tap in to this digital business model for social and professional networking, talent community building, partnering, personalization, distribution and collaboration in everything you do, without forgetting the human touch. That is, complement this digitalization with physical world interaction.
    • Community Networking – Get active in social and professional communities in an authentic way. Social media and the Internet of Things (IoT) should not be viewed as productivity drains; communities are popping up everywhere. Treat these as online ecosystems from which you can obtain value (new hires, ideas, innovation and vision) and contribute/reciprocate. Stay away from the negativity of social media discourse as best as you can.
    • Engagement – This is an outward-thinking philosophy that emphasizes your customers, whether they are paying clients, partners, candidates or existing employees. Use artificial intelligence (AI) to help you to personalize the experience, just as you would want your own experience personalized if you were seeking interaction, product or service.
    • Adoption – Effective digital transformation requires some degree of centralization and you can use integrated user interfaces and data to reduce the number of user names and passwords your already-inundated producers, innovators, collaborators and leaders have to remember. What’s more, the UI needs to deliver a user experience (UX) that is fun and familiar so the changing workforce and your venerable producers and leaders use the integrated tools.
    • Personalization –If you take example from Amazon, Facebook and Google, AI is better at understanding our interests than the intuition of humans trying to read between the lines. Personalized experiences through AI are not perfected yet, but they are getting better and it’s time to leverage them, inside your organization and out.
    • Learning and Development – Travel and classroom time can be expensive and inflexible. Why not use available technology to make learning content, training and other information available to your most engaged self-directed, self-developing employees?
    • Measurement– All this data related to community, adoption, engagement, contribution, efficacy and performance (discussed next in Reward and Compensation) should be collected and used in decision making. Measurement is still something you have to do, so why not have a talent management software system that brings all this data together?
    • Frequent Rewards and Compensation – Traditional annual employee performance management is in need of a transfusion. The concept of fluid performance management empowers your organization to continuously engage and interact with your workforce, from top to bottom, and AI and automation can contribute to operational efficiency while capturing, developing and rewarding the best ideas coming from the trenches.
    • Succession planning / succession management – With the dialogue you’ve fostered through corporate transparency, centralized and community-oriented collaboration, self-direction, ideation and measurement, you can gauge the next class of top producers, innovators and leaders in your organization