Talent organizations are no exception to the rapidly changing technology innovation challenge nor to the changing market dynamics. Research firm IDC predicts that by next year, 60% of enterprises globally will have articulated and would be in the process of implementing a digital platform strategy.
As talent markets grow in size and complexity, the dependency on technology increases, to the point where they appear tangled together. When systems develop in functional silos, areas of friction begin to materialize, addressing these frictions becomes critical to the organization’s ability to leverage talent markets to the fullest.
In a platform strategy, we can envision ‘blocks’ that represent different capabilities in a process, with the steps required to enhance efficiency and reduce complexity so that they can be used more effectively. This will help talent acquisition stakeholders build, deliver, and measure experiences, to ultimately achieve the organization’s talent ambitions enabling accelerated time to market and repeatability.