Author: Wang Xiaoxiao
In the 2022 edition of Gartner's Hype Cycle for Emerging Tech, HR-related technologies— Internal Talent Marketplaces—appeared for the first time.
Source: Gartner.com
What is the Gartner Hype Cycle for Emerging Technologies? Why should you care about it?
Gartner is one of the world's authoritative technology consulting organizations. Since 1995, Gartner has released the Hype Cycle for Emerging Technologies every year, analyzing the development cycle of new technologies based on the technology development cycle theory, describing a The process of technology from birth to maturity, and then to wide application, in order to help people judge the development of a new technology. Using the Gartner Hype Cycle, a graph that demonstrates the maturity and adoption of technologies and applications, and their potential relevance to solving real business problems and capitalizing on new opportunities, helps us understand a technology or application How to evolve over time, so as to provide us with a reliable source of insight, and manage deployment in the context of specific business goals, so many CTOs and CIOs will pay attention, and the original technology manufacturers will also pay attention, and even directly affect the product route of the next year picture.
The internal talent market is gaining attention
Then why does the Internal Talent Marketplace (ITM) now appear on the maturity curve of emerging technologies under the label of innovative technologies?
In fact, internal talent flow has long been a hot topic in the recruitment circle. According to data from Linkedin, the internal recruitment rate in 2020 is about 20% higher than the same period of the previous year. When faced with the demand for recruiting talents, more and more companies will give priority to the selection and training of internal talents, and the application of internal talents has also received more and more attention. Internal recruitment not only fills vacancies faster, but also at a lower cost. According to renowned HR expert Josh Bersin, it costs 6 times more to hire externally than internally! At the same time, the flow of internal talents makes employees more willing to stay in the company. According to data from TalentLMS, more than 80% of employees surveyed believe that opportunities for internal mobility allow them to improve and reshape their skills and enhance their confidence. , and it is easier to translate into their job satisfaction, making them more willing to stay in the company and continue their work. In addition, the mechanism of internal talent flow can promote the continuous flexibility of the entire enterprise. By encouraging employees to switch roles, projects and work tasks, on the one hand, employees can acquire skills and abilities that are at the same frequency as the company's business development, and at the same time Provide enough space for employees to support and explore their long-term development and career achievements.
All these are to urge the organization to establish a mechanism for internal talent circulation, establish a platform for internal talent circulation, and realize the rational flow and optimal allocation of talents within the organization, so as to give full play to the capabilities of employees.
Challenges of internal talent circulation
Even in the face of urgent needs from organizational and personal development, the internal talent market will still be inactive, mainly because employees still have many concerns about the internal talent circulation mechanism, and the organization is also worried that it will not be able to achieve accurate job matching. , resulting in an unstable organizational structure.
Challenge 1: Policies are not clear
The company does not have a clear talent flow policy, and employees are worried about their current boss's views on their participation in internal recruitment and job transfer, and worry that their boss will not agree or even prevent their job transfer.
Challenge 2: The process is opaque
Employees worry that when applying internally, the feedback from the recruiting department will be cold, and the application will fall into the sea, which will put them in an embarrassing situation.
Challenge 3: Unclear development
Employees are worried that after they transfer to a new department, it will be difficult to adapt and integrate, and eventually they will not be able to develop smoothly.
Challenge 4: Mismatch between people and jobs
Organizations worry about not putting the right people in the right jobs, causing a chain reaction of brain drain.
Yonyou DHR four-step method to establish an internal talent market and realize enterprise talent circulation
Facing such concerns is natural. How to establish an effective mechanism and make full use of digital tools to ensure the smooth flow of internal talents?
01Establish an internal talent and job standard system, so that the positioning of jobs and talents can be based on evidence.
The internal talent market is an intelligent management platform driven bidirectionally by HR and employees, which can better help HR to match people with jobs. With the establishment of qualification management system, job standards, job portraits, talent labels and other standards, through Yonyou BIP talent management, organizations and individuals can fully analyze and position themselves.
Qualification Management System
talent label
Post talent portrait
02Use digital tools to drive the identification process of personnel and positions to improve the matching degree of personnel and positions.
On the Yonyou BIP platform, employees can share their personal skills and vision. When opportunities that meet their own conditions arise, the platform will intelligently recommend these opportunities for them. At the same time, the BIP platform will also simultaneously recommend suitable candidates to HR through AI algorithms, so that enterprises can deploy talents "on demand". With the support of technologies such as AI algorithms, an excellent internal talent market can effectively match the internal talents of the organization with current or future organizational needs.
03Establish an efficient and transparent guarantee mechanism to reduce the concerns of employees and organizations.
Through global management such as internal mining, intention invitation, interview, and onboarding, internal employees can be transferred from their current positions to another without barriers, creating an internal full-process recruitment network. At the same time, it is necessary to promote the organization's open attitude towards the internal flow of talents. Only when the company mechanism encourages and recognizes "personal application and job transfer based on career development", and the company's management also supports and creates an atmosphere that employees should maintain an open mind for internal job transfers, can the internal talent flow be smoother. Employees have more choice and control over their career paths, increasing their sense of belonging. In addition to realizing the function of internal recruitment, the internal talent market is also the key to building an organizational talent supply chain and realizing the ecological supply of talents. Through it, each stage of the internal talent life cycle can be managed, regulated, and measured. Human resource management is no longer a passive solution to "people" problems, but a forward-looking strategic supply for organizational development.
04 Fully respect employees' feedback and quickly respond to employees' needs.
An excellent internal talent market platform can better release the potential of internal employees and bring greater flexibility. At the same time, it can also provide corresponding solutions for employee skills gap, enterprise brain drain, employee engagement, diversity, equity and inclusion (DE&I), etc. This will help improve retention and productivity, as well as improve the company's open and inclusive employer culture. At the same time, the internal talent market has also democratized the choice of jobs. By providing a more open and transparent process, internal employees can quickly enter suitable positions and continue to gain attention and development. In this way, employees can actively understand and choose their potential opportunities within the company, and the company can continue to pay attention to the personal skills of employees. The two sides promote each other and bring about a leap in performance for the company.