
Earlier this year, we began a three-part series on “human capital innovation,” a concept which we explained as follows:
“Human capital innovation means riding the wave of digitization and embracing an organizational transformation of how external high-skilled talent is directly sourced, engaged and integrated with internal teams and capabilities. It is a new human capital paradigm that goes far beyond tweaking traditional workforce sourcing and engagement approaches”
Highly skilled, specialized talent (e.g., business subject-area consultants, new technology experts) is critical to organizations today. Not only is such talent often in short supply, it is also often needed for a limited time (and sometimes on demand) to make specific contributions to particular projects. This becomes more relevant as organizations continue to evolve toward dynamic, agile, project-centric ways of achieving specific value-adding outcomes.
Three parts of the series address different aspects of human capital innovation:
In Part 1, Human Capital Innovation (Part 1): Technology, Talent and a New Playbook for Organizations, we discuss:
- The concept of human capital innovation,
- Organizations’ changing requirements for how work is delivered, executed and managed in an increasingly digitized and networked business environment
- The importance for C-level executives, hiring managers, HR professionals, procurement directors and contingent workforce management practitioners to understand these changes
In Part 2, Human Capital Innovation (Part 2): Innovative Enterprise Talent Solutions and Guiding Organizational Change, we discuss:
- The characteristics and benefits on new technology solutions that enable human capital innovation
- Why adoption of the new way of working requires “organizational innovation,” not just traditional implementation and organizational change management, practices
- How the leadership role is more about guiding a somewhat autonomous process, not managing it in a purely programmatic way
In Part 3, Human Capital Innovation (Part 3): Is the C-Suite Asleep at the Wheel?, we discuss:
- Why the C-Suite is generally unprepared for this new paradigm
- A test for “human capital innovation” awareness, knowledge and readiness of executives
- Suggestions for executives that would like to embrace and enact the “guiding innovation” role
Related Articles
- Human Capital Innovation (Part 3): Is the C-Suite Asleep at the Wheel?
- Human Capital Innovation (Part 2): Innovative Enterprise Talent Solutions and Guiding Organizational Change
- Human Capital Innovation (Part 1): Technology, Talent and a New Playbook for Organizations
- Lessons from HR Tech: Apply Talent, Human Capital Management to Procurement
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