The so-called “war for talent,” bandied about in the media since it was coined by McKinsey & Company in 1997, is taking on a whole new meaning post-Covid. The competition to find and retain talent has only been exacerbated as workplaces have moved to virtual and hybrid configurations, held tenuously together by remote collaboration. The expansion beyond brick-and-mortar operations essentially nullifies many former practices for identifying and nurturing talent, and “management by walking around” just doesn’t work anymore.
A Data-Driven Approach to Identifying — and Retaining — Top Employees
Analyzing digital communications can help you identify which people are high performers and which roles are becoming obsolete.
May 14, 2021
Summary.
The rise of digital collaboration platforms and new methods for harvesting data, along with new technologies and novel approaches for finding and managing talent, are redefining how companies will build their workforces going forward. Remote work has increased the sheer volume of digital communications and work product generated by employees, propelled by the mass adoption of collaboration platforms like Microsoft Teams and Slack. This type of employee data represents the keys to the human side of the corporate kingdom, and from it, practically every aspect of performance can be analyzed using technology available today, revamping talent acquisition and management. The possible use cases are limited only by the imagination.
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Developing Employees Course
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New!
HBR Learning
Developing Employees Course
Accelerate your career with Harvard ManageMentor®. HBR Learning’s online leadership training helps you hone your skills with courses like Developing Employees. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.
Support and challenge your direct reports to help them reach their potential.