Why HR Chiefs Must Rethink Talent Management After COVID-19
The pandemic has left even the most prepared, agile organisations scrambling in numerous and previously unimaginable ways.
Consider how the coronavirus has blown up global supply chains. Many companies have focused on diversifying and adjusting supply networks to reduce risk and salvage some continuity. But are businesses giving the same consideration to the supply of talent?
The pandemic underscores the need for “fluidity” in talent and a seamless flow of knowledge and innovative ideas to enable capability, capacity and agility. As companies begin their return to the office, shoring up this talent supply chain is a crucial part of mitigating risk.
By mid-May, most organisations were discussing or creating strategies for a return to the workplace — 75 per cent of 255 large and mainly global businesses according to data collected by my firm, the Institute for Corporate Productivity (i4cp), a think-tank that researches human capital. Executives need to consider some important questions about talent.
This article was originally published on The Financial Times. Continue reading the article.
Kevin Martin is the chief research officer at the Institute for Corporate Productivity (i4cp); the leading research firm focused on discovering the people practices that drive high-performance.
In addition to guiding i4cp’s research agenda and deliverables, Kevin also advises corporate and human resources leadership teams on best- and next-practices in a broad range of topics that range from talent risk management and corporate culture, to human capital strategy and organizational agility. He also serves as executive sponsor of i4cp's distinguished Chief HR Officer Board.
Prior to i4cp, Kevin worked for several years at research firm Aberdeen Group where he built one of the industry’s leading human capital management (HCM) research practices and then held a variety of roles of increasing responsibility which included SVP of Research Operations with general management oversight of the company's 17 research practices, and SVP of International Operations where he led the firm’s expansion efforts in to Europe.
A highly sought-after international keynote speaker on all aspects of human resources and talent management, Kevin has been recognized as a “Top 100 HR Influencer” by HR Examiner. His and his team’s research have been cited in leading business media, including Forbes, The Wall Street Journal, Fast Company, Harvard Business Review, Inc. Magazine, Bloomberg, the Financial Times, CFO Magazine, CIO Applications, and on CNBC.
He is also an occasional contributor for the Financial Times.
Kevin currently serves on the advisory councils for the University of Dayton's school of business administration and school of engineering. He also serves on the board of advisors for Bullseye Engagement. From 2005 to 2014, Kevin served on the board of directors for Big Brothers Big Sisters of Central Massachusetts, which included a two-year term as board chairman (2009-2011). In 2006, Kevin was awarded the Commonwealth of Massachusetts's "Big Brother of the Year".
Kevin earned a Master of Business Administration degree from Boston University and a Bachelor of Science in Business Administration degree from the University of Dayton. He resides in the Massachusetts with his wife (Laura) and their three sons.