1、Talent Lifecycle Management Private&Confidential-Do Not Share Beamery Inc.All rights reservedUnlocking the skills and potential of the global workforce2Talent Lifecycle Management“ForewordBusinesses across the globe continue to grapple with a tremendous amount of rapid change.On top of an incredibly

2、 tight job market and changing candidate and employee expectations,were looking at worker shortages,international political instability,a huge economic boom,and a potential incoming inflationary cycle.Having the right talent in place to weather these challenges is mission critical for every business

3、 leader this year.It is absolutely time for companies to take a truly talent-first approachto attract and retain employees and optimise the workplace of today and tomorrow.”Abakar SaidovCo-founder and CEO of Beamery3Talent Lifecycle ManagementTalent acquisition and management changed massively in th

4、e wake of the pandemic.The“great resignation”has seen a mass exodus of talent.In April 2021 alone,the US Labor Department confirmed a record spike of four million people quitting their jobs,and more than half(53%)of employees are considering leaving their current role within the next 12 months,accor

5、ding to the second edition of the Beamery Talent Index,with 23%already actively looking for a new job.Employees,having had time for some soul searching and reflecting on what they really want from their career,now expect more from their employers:more flexible working,mental health support,career de

6、velopment,and transparency and trust around company values,to mention only the most major shifts.But its about more than just solving the tactical issues created by the pandemic.In the current market conditions,short-term tactics can quickly backfire.As a talent leader,you will need to develop strat

7、egies for managing talent across its whole life cycle from attracting potential candidates at the top of the funnel through to development,promotion and beyond.You need an approach that allows you to manage your candidates and employees holistically,by considering both their current and future skill

8、s,and understanding the drivers of their ambitions and professional goals.In other words,you need Talent Lifecycle Management.Thinking strategically and taking a talent-first approach and a skills-based approach to hiring puts more power in your hands as a talent team.You get a more granular view of

9、 talent,giving you a richer data source to make smarter decisions:you can start to forecast your skill needs and create more tailored talent development journeys.And it drives real value for your business,widening your talent pool,and enabling better internal talent mobility,retention and performanc

10、e.53%of employees are considering leaving their current role within the next 12 months.What the pain points of the current talent market are,and how to address them.How to see talent in a new,holistic way.What new,and lasting,challenges the pandemic has created for talent teams.How to learn from the

11、 challenges,and attract and retain the best talent.READ THIS EBOOK TO FIND OUT:4Talent Lifecycle ManagementTable of contentsForeword Table of contents1.What the pandemic revealed2.The new hiring paradigm3.A new lens for talent4.How to attract and retain great talent todayConclusion&key takeaways A n

12、ew model for the new normal24571014175Talent Lifecycle ManagementThe pandemic accelerated and amplified an already challenging,competitive talent market.The world went digital almost overnight,and remote and hybrid working has become the new normal.It has presented new challenges and opportunities f

13、or employers and employees alike.Feeling remote:Many workers enjoyed,and continue to enjoy,the flexibility that remote working allowed,with more than a third(37%)of the respondents to our latest Talent Index reporting that their work-life balance was better during the worst of the pandemic.But not e

14、veryone felt the benefits of the new ways of working.Younger workers in particular have been negatively affected.A large proportion(41%)of 18-24 years olds shared with us that their work life balance was better before the pandemic,when they could socialise more through the office.Whats more,a third

15、of employees reported that their companys approach to working from home has left them feeling both isolated and undervalued,and 38%voiced concerns about their personal development and career progression as a result.This goes some way to explaining the widening gap between employee optimism about the

16、ir employers post-pandemic workplace policies,and the retention issues plaguing employers as the great resignation of the global workforce continues.While 74%are happy with their companies return-to-work policies,more than half(53%)are considering leaving their current role within the next 12 months

17、,with 23%already actively looking for a new job.So its crucial that you consider how your employees,particularly younger workers and new joiners,feel about remote and hybrid working and your return-to-work policies.You need to ensure adequate provision for facetime opportunities,career progression d

18、iscussions,training,personal connections and improved mental health support as they focus on getting their careers back on track and what they want their future to look like inside or outside your business.Opportunities for internal mobility:It has also put the pressure on talent teams in other ways

19、.As companies adapt to ever changing conditions,and feel their way through the lasting effects of the pandemic,its harder to forecast talent needs for the future.According to some recent research from IBM,85%of companies have had,and will continue to have for the next two years,difficulty in forecas

20、ting talent acquisition requirements.However,this is presenting talent teams with the opportunity to make the most of the talent they already have.While half of companies expect their recruiting budget to decrease this year,66%anticipate their learning and development budget to increase or stay the

21、same as they seek to upskill and redeploy their existing workforce,with internal mobility already up 20%since the onset of Covid-19.So while the labour market is in the process of rebounding from Covid-19 after the rollout of vaccines and booster programs,2022 might still see some new restrictions i

22、n place and increased contagion risks with new covid variants detected across the world.There is good reason to expect the talent market will stay just as competitive for quite some time yet.01What the pandemic revealed6Talent Lifecycle Management7Talent Lifecycle ManagementSummary of challengesEXIS

23、TING TALENT CHALLENGESPOST-PANDEMIC CHANGES TO TALENT MARKET Siloed approach to talent.Talent acquisition,internal development strategy and DE&I efforts are managed separately,meaning there is no coherent talent strategy to the whole lifecycle of talent.And it is divorced from wider business goals.A

24、 focus on roles,not skills.Most companies are still relying on outdated and overly restrictive job descriptions that keep valuable talent out of the running.By focusing on the existing definition of the role they are hiring for,instead of thinking about the skills they actually need,your recruiters

25、might be missing out on underserved candidate communities that would be a great fit for your business.The skills gap.Even before the pandemic,businesses were struggling to find the right talent in a competitive market,particularly in tech.Bias towards hiring,not developing.Most businesses emphasise

26、hiring new talent,rather than developing and redeploying existing talent.The great resignation.People are now more acutely aware of what they want from their job and life,and they expect more from employers.The new normal.Workers now expect hybrid or remote working as the norm.And the working style

27、differs by age and stage in career.Younger/less experienced employees want the social aspect of the office and face-to-face development.But this is not such a concern for older/more experienced employees.A more competitive market.The pandemic made an already tricky market even trickier.Remote workin

28、g has opened up global opportunities,and workers are more demanding.Skill gap widened.The pandemic made the skills gap even wider.While the pandemic opened up the world with remote working,it also made relocation more difficult.Rising business unpredictability.The constantly changing environment and

29、 priorities made it hard to forecast skill needs.8Talent Lifecycle ManagementCandidates are ready to move on!The pandemic slowed things downCareer progression is a priorityMost effective way to close the skill gap in the next 5 years:31%Skill building Hiring50%of respondents say that their organizat

30、ions do more skill building now than they did before the COVID-19 crisis.of respondents report an increase in redeploying talent at their organizations,which makes it the second most critical activity for closing skill gaps74%51%69%46%are happy with their companies return-to-work policies,BUT.of emp

31、loyees feel doubt about their work situation.Theyre worried about the state of their well-being during the pandemic,and the lack of face time hindering their chances of promotion66%of Gen Z workers say remote work has slowed their progression81%made the decision to look for a new role during the pan

32、demic26%are also changing career paths and goals02 The new hiring paradigm53%are considering leaving their current role within the next 12 months23%are already actively looking for a new job72%are confident in their ability to find a new job8Talent Lifecycle ManagementSOURCESBeamery Talent Index Sec

33、ond EditionInsights from the McKinsey Global Survey 1Insights from the McKinsey Global Survey 2The skills gap existed before the pandemic,but businesses have only felt it more keenly since then.Demand for tech jobs alone was 42%higher in June 2021 than at the same time in 2019,but the supply is not

34、keeping up.More than three quarters(77%)of organisations in the UK are reporting talent shortages the highest in over a decade,and climbing each year and investment in HR and talent tech is at an all time high as companies search for the best strategies and tools to bridge the gap and keep the candi

35、dates flowing in.Employees market:Part of the issue is that employees are now being presented with a greater number of external opportunities.Half of all employers in the UK plan to increase their headcount by the end of this year,according to the latest ManpowerGroup Employment Outlook Survey,and r

36、emote working has opened up global opportunities.Employees now have more choice,and now expecting more from employers can be more selective about where they choose to work.Indeed,81%of the respondents to our latest Talent Index said that the pandemic gave them time to make the decision to look for a

37、 new role,with some soul searching also leading more than a quarter of respondents(26%)to change their career path and goals.And theyre optimistic,too,with almost three quarters(72%)confident in their ability to find a new job in the next six months.They feel that they have what it takes to find the

38、ir next job and will be more demanding in choosing it.If employees dont feel like their development is being supported,theyll move to a company that does it better.But what exactly has inspired this desire to move?While we found that 51%said that their employers had been supportive and had prioritis

39、ed their wellbeing during the pandemic,seeds of doubt had crept in as almost half(49%)felt the lack of face time with their employers over the last year had hindered their chances of promotion to some degree.This was even more pronounced with“Generation Z”(people born after the mid-1990s)workers,wit

40、h two thirds of that group(66%)saying remote work had slowed their career progression.So even though many have felt supported over the pandemic,the time to think has sharpened their focus on exactly what they want to get out of life and their career,and given them a hunger to learn new things and de

41、velop.Talent teams have a stark choice:you can either choose to help them get there,or watch them walk out of the door.Beyond hiring:This market presents an opportunity for businesses willing to take advantage of it.If you take a proactive approach to supporting and developing your employees,you can

42、 help both retain your talent,and help it develop into areas where you need it in the business.This also applies to your employer branding approach-by communicating clearly around your internal mobility initiatives,you are placing yourself ahead of the competition in the eyes of the candidates.Emplo

43、yees need to have the room to grow and move horizontally in your business all the more so when they feel that their development has been put on pause by the pandemic.There is also a lot to gain by revamping your approach to internal hiring.Rather than focusing on external hiring,competitive talent t

44、eams are looking inwards and focusing on reskilling their existing workforce.Reskilling and internal mobility,not hiring,are now seen by businesses as the most effective ways to close skill gaps over the next five years,with 69%of businesses doing more skill building now than before the pandemic,acc

45、ording to a recent McKinsey survey,and 46%increasing the redeployment of talent in their business as they look to close skill gaps.Yet while plugging the skills gap is a priority,only one third of companies are prepared to do so.9Talent Lifecycle ManagementBut talent teams that get it right stand to

46、 gain much.53%of employees are considering leaving their current role in the next year,and 74%believe theyll be able to move to a new role with their current employer.Whats more,employees who see good opportunities to learn and grow are 2.9 times more likely to be engaged at work.Combining these fin

47、dings prompts the question:within the next year,are you ready to offer your employees their next role or are you willing to risk losing them?In other words,does your talent have a future with you?Changes in actions used to close skill gaps,since the end of 2019,%of respondents*Respondents who answer

48、ed“no change”or“dont know”are not shown;n=700Source:McKinsey Global Survey%Point DifferenceBuilding SkillsRedeploymentHiringReleasingContracting69%of respondents report an increase in skill building during the pandemic,more so than for other actions to close the skill gaps10Talent Lifecycle Manageme

49、nt10Talent Lifecycle ManagementStarting with skills:By breaking down the talent market into skills,rather than roles,you get a more granular understanding of both internal and external talent,making hiring and development more effective.You can see in which skills your strengths lie and where the we

50、aknesses are,and so better pinpoint and prioritise mission-critical skills and figure out how best to plug the gaps.Do you need to recruit externally,or can you develop the skills internally with the right training?And are you thinking about what skills you actually need,or are you just hiring more

51、of what you already have?It goes beyond just thinking about what skills an individual currently has.The focus has traditionally been directed toward a candidates years of experience and technical skills,but the best way to widen your talent pipeline is to think in terms of potential.Skills you can t

52、rain,but its harder to change somebodys attitudes and behaviours.With a skills-based approach and a clear idea of how your employees can grow within your organisation,you can start to look beyond the skills the candidate currently has,and look forward to the ones you can help them develop.You can st

53、art hiring for potential,and training for skills.So taking a skills-based approach to talent provides both a snapshot in time and a map of trajectory and potential.Where have they been,where are they going next,and how can we help them get there?And at a time when every company is competing for the

54、best candidates in a tricky market,evaluating employees by skills helps you realise the talent that they,and you,already have.It allows you to source and develop skills internally more effectively,which in turn helps to retain talent.You can help your employees see what skills they need to learn to

55、take on new responsibilities or move into a new role,and offer a bespoke learning plan to help them get there.Its like the jump from paper maps to Google Maps.Rather than trying to make your employees figure out where they are and plot their own route,you can assist them on their route with the righ

56、t data and support,and show them the skills they need to jump into an adjacent role.You become a talent GPS a route planner.Your employee or candidates can choose exactly how and when they want to get there,but you make it as easy as possible for them to find the way.03A new lens for talentTo overco

57、me the lasting challenges of the pandemic and bridge the skills gap,you need to think not in terms of roles,but skills.Are you thinking about what skills you actually need,or are you just hiring more of what you already have?Skill is a lens for transparency.It gives you,and your employees and candid

58、ates,greater visibility on where you are now and where youre going.Focusing on skills provides a more complete picture of each individual so you can manage talent more effectively through the whole lifecycle from prospect to promotion and beyond.Its what we call Talent Lifecycle Management.11Talent

59、Lifecycle ManagementIn addition,evaluating employees and new hires on their skills,and potential to upskill,instead of their work history also helps level the playing field widening your talent pools and achieving better diversity,equity and inclusion(DE&I).By standardizing and assessing skills obje

60、ctively,you can find the most qualified candidates for the role,not just those who are most confident or best at self-promotion.And the skills you thought most important for a particular role might not be.When it comes to tech hires,for example,the increased use of AI and automation means that emplo

61、yees need more than just technical skills.Skills such as communication,creativity,leadership,empathy,decision-making and critical thinking are more important than ever.These“soft skills”have traditionally been thought of as secondary to technical fluency,but they are just as critical in delivering l

62、asting business value.Indeed,the employees who do best in managerial and leadership positions are often those adept at such skills.Moreover,when more than 40%of workers are working in alternative,non-permanent ways,focusing on skills rather than roles gives you more flexibility in finding the best w

63、ay to close the gaps there are more opportunities for employees and more opportunities for employers to find the right talent.So taking a skills-based approach helps unify your talent efforts.Rather than talent acquisition,internal development and DE&I operating in silos focussing on skills allows y

64、ou to think about and manage the whole life cycle of talent.For instance,you might hit all your DE&I recruiting targets,but fail to actually increase the diversity of your workforce because you didnt do enough to retain the talent you hired.Every aspect of your talent strategy needs to be joined up

65、to succeed and cater to the whole Talent Lifecycle.One strategy towards one business goal:to attract,develop and retain the best people,in an winclusive way.12Talent Lifecycle ManagementThe data lens:Focusing on skills is more than just a way to quickly plug skill gaps its a step change,where access

66、 to new data makes new things possible.By looking at skills,rather than just roles and titles,you get a more granular understanding of your talent,which allows you to design talent strategies with a powerful lens into the ability of your business to deliver on those goals.It provides a new way of th

67、inking about and reporting on talent.You can move beyond the traditional metrics of time-to-interview and time-to-hire and look to the more business-aligned metrics that are allowed by skills-based and lifecycle management data what percentage of the workforce have we developed?Where are the gaps,th

68、e risks,the opportunities?How likely are we to meet our DE&I targets?Are we on track to hire to plan?By mapping skills and the new data to which it gives you access to your companys goals,it makes your talent efforts more strategic,more measurable and more aligned with your businesss growth.Data,the

69、n,is the foundation for Talent Lifecycle Management and a skills-based approach to talent.With the right data you can present a complete picture of the skills your organisation has and the skills it needs,giving you a better idea of what skills you can develop internally and which you need to hire f

70、or.But to be useful,your data needs to feed into and integrate with the rest of your talent tech stack,ideally by feeding into a centralised platform that all your teams can access.Also,by connecting information from across the employee lifecycle from the minute they become a candidate through to th

71、e way you recruit,onboard and develop them you get a holistic view of each individual.This allows you to see their existing skills and where they can develop.And with new AI-powered technology allowing you a true view of the skills that both employees and candidates have,you can not only support int

72、ernal mobility and career pathing,you can also widen your talent pools and source talent more efficiently,and overhaul your workforce planning to start at the right place:with current data on what skills are available and how to get the ones that are missing.Semantic AI,for example,allows you to aut

73、omate the extraction of skills from job applications,CVs and employee profiles.You can infer skills from job titles,descriptions of previous roles,and descriptions of volunteer work and side projects helping you to find those“hidden”skills that might have been developed outside of formal positions.T

74、his enables you to more clearly define the requirements when writing job descriptions,better evaluate external candidates,carry out more accurate skills gap analysis,and help develop your existing talent by finding adjacent skills and roles.However,data and AI is not there to just provide a black bo

75、x score of your talent.Its not about offering a conclusion,but rather about starting a conversation with your talent where do they want to go?What other skills/interests do they have?Data and AI gives you,and them,an educated nudge to start that journey together.13Talent Lifecycle Management13Talent

76、 Lifecycle Management14Talent Lifecycle ManagementTALENT GRAPHS are an example of how your talent data infrastructure can significantly impact the ability of your systems to draw inferences from your data15Talent Lifecycle ManagementDriving transformation to adopt skills-based Talent Lifecycle Manag

77、ement:Moving to a Talent Lifecycle Management approach needs to be a strategic initiative in the talent and people organisation,and will necessitate buy-in from change management leaders and executives.A great place to start is to map how decisions about hiring,onboarding,learning and development,an

78、d talent mobility are made,and how to make them happen in collaboration with each other how they can be consistent,and how their driving principles can be made visible for every team involved in talent acquisition and development.Skills-based Talent Lifecycle Management is not something you set and

79、forget.It can only be effective if it impacts business goals,so constant measurements and iterations will be necessary.Consider both leading and lagging indicators:What percentage of employees have a clear next step in their internal career path?How are retention rates increasing over time?IF YOU WA

80、NT TO SHIFT TO A SKILLS-BASED APPROACH TO THE TALENT LIFECYCLE,THESE ARE YOUR NEXT STEPS:UNDERSTAND First,you need to understand the status quo:the skills your company already has,where its lacking and what it needs now and in the future.This will be a collaborative exercise with other stakeholders

81、in the organization,from regional business leaders to finance executives.PRIORITISE Once youve started to create an inventory of skills,you need to home in on the ones that will really move the needle in the business on an aggregated level and how to attain them.Think about roles that are pivotal to

82、 the success of large scale projects,especially those that are not necessarily the most senior but have a significant impact on delivery.BUILD Skills-based talent acquisition and development requires a shift in mindset and strategy,and you need to build the internal capabilities and the tools to fue

83、l it.Recruiters will find value in skill-based assessments,and can partner with the business to define critical skills required to be successful based on the jobs to be done and wider business goals.They can then define the assessment approach to match both external candidates and existing talent to

84、 needed roles.TAILOR You can then start to build bespoke learning paths enabling both your employees and new joiners to map out their future at your business.You can use AI tools to infer adjacent skills and match talent to in-demand roles based on their skill fit.REVIEW Regularly review your talent

85、 strategy and how its performing against your business goals.Priorities,risks and opportunities will change frequently,and youll need to adapt them to stay effective.Weve seen the challenges talent teams are presented with in the wake of the pandemic,and how a skills-based approach and Talent Lifecy

86、cle Management offers a new lens for the future of talent acquisition and development.The next step is to bridge the chasm between vision and success.What do talent teams need to attract and retain great talent today and in the future talent more effectively through the whole lifecycle from prospect

87、 to promotion and beyond.Its what we call Talent Lifecycle Management.Proactive engagement with talent:proactive recruiting starts with the ability to collect and maintain high rich candidate data.That is why Candidate Relationship Management tools,or CRMs,are so foundational to any modern recruitin

88、g strategy.With a good CRM system powering your talent strategy you can start organising both existing and potential talent into pools.By creating distinct talent pools,you can develop campaigns to target specific for each position or set of skills you are looking to hire for or develop internally,a

89、nd generate more granular reporting for the business.You can also start to automate your recruitment and development workflows,so the right candidates are automatically invited to relevant events,and receive related content and open roles keeping both potential candidates and your employees engaged.

90、This is particularly important for non-linear hiring routes;the talent might not be right for you right now,but you need to be there when it is.This was a key part of how the talent acquisition team at pharmaceutical giant AstraZenenca managed to form,in a matter of weeks,the team that would later s

91、uccessfully roll out the Oxford/AstraZeneca covid vaccine to the rest of the world in under a year.The companys talent team had a large database of previous candidates,but it was hard to search and surface talent they wanted to make better use of it.So they integrated the data from their applicant t

92、racking system into their CRM to search through previous candidates and find the most promising,separating them into different talent pools based on skills.The CRM acted as the keystone for building specific talent pools and establishing an effective,more granular talent pipeline providing the basis

93、 for a series of targeted remote webinars and dynamic outreach campaigns.But actively engaging with talent also helps you widen the top of your funnel and tailor it.By creating your own pipeline,you get to shape and define,very early on in the process,the sort of people and skills youre looking for,

94、making your hiring process more efficient.You create your own talent pools,rather than competing against everyone else for the same people.It also helps improve employee retention.If you actively reach out to and engage with potential candidates,you can support any training they might need and help

95、them to build a network they previously might not have had access to an opportunity for growth,rather than just another job.This helps you access diverse,untapped talent that you might not have considered or that might not have considered you as an option.And the business case for diversity is stron

96、g.As we have already discussed,in the wake of the pandemic,employees expect more of their employers.More purpose,training and development,but also a serious commitment to diversity,equity and inclusion(DE&I).Getting your approach to DE&I right can be a competitive advantage.04How to attract and reta

97、in great talent today16Talent Lifecycle ManagementLooking inwards:However,the talent you already have in the business is often a big untapped resource.You need to enable and encourage internal mobility and development.This is particularly important for the high achievers in your business.Our latest

98、Talent Index found that 84%of employees believe that businesses should help with career progression,yet 44%said that their employer doesnt have a talent acceleration program in place to encourage high achievers.Whats more,only 25%said that their company is providing more online training.Small signs

99、of progress,with much room for improvement.Traditionally,however,there has been too much of a focus on new candidates,and the way resources are split in most companies tells the whole story,with recruiters typically outnumbering the HR function.Partly this is the result of a reluctance on the part o

100、f leaders and managers to let their talent move.They think its easier to just hire someone externally,forgetting the time it takes for new hires to get onboarded,comfortable with the culture and up to speed on the current projects.But its also owing to the fact that,for a long time,the data availabl

101、e on external candidates was better and more readily available than that for internal talent.Talent teams have not given employees an easy way to tell the business what skills they have,what theyre interested in and what they want to do next.This means that employees are often the last to know about

102、 an open roles,even if its relevant to their skillset and on their roadmap.And if people dont see internal opportunities,they will go externally.But,as weve seen above,taking a skills-based approach and deploying a centralised platform for talent data allows you to build up and use new data about yo

103、ur existing talent.It can be helpful to break it down like so.Figure out what you want to achieve and what you need by way of skills to get there.Then,looking at your inventory of skills,establish what you already have,and what youre missing that will tell you what gaps you need to fill.Then you can

104、 start seeing which existing employees are adjacent to that skillset and help them get there if they want to with tailored training.For talent teams that get it right,they can add real value to their business.For one,re-deploying existing talent circumvents the fierce competition for talent,and make

105、s economic sense;its cheaper to train existing staff into technical roles than to hire new.It can cost as much as six times more to hire externally than to build from within.In addition,businesses who prioritise learning and development,and help their employees move into new roles have better retent

106、ion if employees feel like they have the room and support to grow and learn,theyre more likely to stay.Employees who are promoted within three years have a 70%chance of staying with a business,and those that move laterally have a 62%chance.For those who dont move jobs internally,that number drops to

107、 45%.In fact,the majority of employees say its easier to find new jobs in different organisations than to progress internally,meaning organizations who dont develop their existing workforce are at serious risk of churn.Moreover,as well as retention,it can increase loyalty and drive,meaning not only

108、do they get to learn and develop,but theyll also feel more engaged and perform better.Internal hires perform significantly better than external ones in the first two years of a new role.Because they already know the business,internal hires can start 17Talent Lifecycle Managementadding value faster t

109、han external hires,meaning new projects can be kicked off faster and other employees time is not taken up with training new employees on the job.It also gives larger businesses some of the agility of a startup.Early employees in a startup have to jump from role to role as priorities change,mastering

110、 different skills as they go.This is possible in an environment where everyone has visibility of what needs to be done and what skills are available.Larger businesses generally lack this ability,but if you have a complete picture of your companys skill portfolio,you can tap into this agility:identif

111、ying skill gaps in departments and projects and helping existing employees to fill them.Tailored,skills-based talent planning:So you should seek to understand your entire skills landscape to create tailored learning paths,training and development for both new hires and existing talent.Were all used

112、to a personalised experience in our consumer apps no two peoples Twitter feeds or Netflix recommendations are the same but we dont have that for talent,yet.With the right data,and a skills-based approach to Talent Lifecycle Management,you can use AI to recommend roles that might be of interest to ex

113、isting employees and suggest the skills they need to get there,offering them a personalised learning path to map out their future at your company.Its about understanding each individuals aspirations and finding ways for them to navigate the internal paths allowing them to try new things and test the

114、ir skills.But this approach is also very powerful from a business perspective.For one,with the right data,and making sure your tools and systems speak to each other,you can start to map the flow of skills in and out of your organisation,allowing you to better forecast your ongoing skill needs.In oth

115、er words,rather than reacting to skill gaps and risks,you can start to anticipate what skills youll need and when.Having a skills-based approach also allows you to think more strategically about where you place your internal talent.By mapping skills against project and business goals,you can begin t

116、o ask“where will that person and those skills return the most value for the business”?giving your recruiting efforts more focus.Companies with clear talent objectives see a 42%increase in performance compared to those companies who dont.18Talent Lifecycle ManagementA new model for the new normalFor

117、a long time,its been thought that the career is dead.No longer do people stay with one company for a long period the median tenure,even at the biggest tech companies,can be as little as one a year.And it looks like the pandemic only accelerated that trend.The taste of a more flexible way of working

118、and a spell of soul-searching led to a mass exodus,and a more demanding workforce.But it also presented new opportunities for those talent teams willing to grab them.With the use of a Talent Lifecycle Management platform to map the skills of your talent,and understand their trajectory across their l

119、ifecycle,you can better cater to what this newly driven workforce actually wants.You can help them get to where they want to go.Providing them with tailored development paths,help them move horizontally or upwards depending on how they want to develop.Sometimes,of course,moving externally is the onl

120、y choice for employees looking for a radical change,but with a skills-based,lifecycle approach to talent and the new data it puts at your fingertips,you have the power to offer people meaningful career progression within your company the career 2.0.This new approach to talent is more than a response

121、 to the pandemic;it provides the foundation for a long-term strategy.With the more granular and holistic view it gives you of the talent market both internally and externally you can unify your talent acquisition and development efforts,and more closely align and measure them against your business g

122、oals.Talent has always been a competitive advantage,but focusing on skills and the whole Talent Lifecycle hones that edge.So just as the best talent grows and learns throughout their careers,the talent teams best equipped to thrive in this new environment will be those ready to reshape their approac

123、h to talent.By taking a skills-based approach and managing talent throughout the entire lifecycle,you get a holistic view of your workforce so you can see where the opportunities for growth are,driving your talent acquisition,development and retention strategies.You can build a more resilient,flexib

124、le talent pool and pipeline ready to adapt to any future challenge.19Talent Lifecycle Management19Talent Lifecycle ManagementAbout BeameryThe Beamery Talent Lifecycle Management Platform is the end-to-end solution that brings together data,AI and intelligence so talent-first enterprises can drive st

125、rategic talent transformation,deliver more human experiences for all talent and unlock the skills and potential of their global workforce.Talent Intelligence-Get the insights&analytics youre missing around DEI,pipeline,workforce skills and potential,hiring forecasts and team performanceTalent Experi

126、ence-Create more human experiences for all talent-candidates,employees and alumniTalent Data Platform-Unlock better performance and remove bias by connecting billions of data points about talent,skills and potentialHR Ecosystem&Global Talent Data-Connect your global talent data from across your comp

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