Total Talent Management Insights for Skeptics and Deniers

For those of you who don't get a chance to dip in and out of our US sister site as often as you would like, we do, now and again, like to feature something that we feel you would be interested in, regardless of at which side of the pond you sit. Total Talent Management (TTM) has been much discussed on Spend Matters; temporary workforce is a growing part of many organisations today, and they are beginning to ask whether they should be managing it as strategically as they do permanent staff, while keeping in mind the fundamental differences, like taxation law and regulatory requirements.

Our own Andrew Karpie, Research Director, Services and Labour Procurement, attended the TTM session at the recent Beeline Conference, where he witnessed the much wider considerations that organisations are giving the contingent workforce (in all its guises), in fact, whether TTM actually is possible at all as a concept and in practice.

He wrote an excellent 'dispatch' following the event: Total Talent Management: Chimera or Change? In it he takes the stance of the TTM skeptic -- but his observations are equally pertinent for the TTM denier. He talked about what we think the parameters of TTM are -- so robots? AI? human talent? where does it end? And went on to discuss "how organizations are or should be tackling TTM in order to make it happen in their businesses." He questions whether we should be thinking about TTM within the context of specific functions in an organisation or at a total enterprise level.

So here's an excerpt from his findings from the discussion, which might make us think about TTM differently:

"When it was all over, I first walked away in a confused, perplexed state. But shortly thereafter I realized I had gained some new insights about TTM ... Today, we tend to assume that TTM is going to be an epic shift that occurs across an entire enterprise. Systems will be changed and integrated, different processes and data will arise, HR and procurement will figure out how to emerge and coexist. But what if it doesn’t happen that like? What if it happens in exactly the opposite way — that is achieved first by functional organizations across the enterprise that are followed by new supporting technology and processes, similar to how spreadsheets or electronic publishing did? In effect, what if the “whatever” emerges bottom-up, not top-down?"

"Now, when we talk about and try to understand TTM — something we all agree is a long-term phenomenon — we may have it all wrong. We really need to step back and think about how much things will change in the next 10 years and what may come of this current concept that may — will — be obsolete."

You can read the entirety of Andrew's dispatch here, and it is well worth a read for those involved in indirect spend, services procurement or workforce management, or anyone who is just a plain crusader for thought or process change in procurement.

And for more reading - we published a report at the end of last year where we look at the similarities and the differences in managing the permanent and temporary workforces. You can download the whole paper here, free on registration.

 

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