Purpose: Be unique and evolve your strategy, Plan: Focus on principles and behaviors; engage managers, Program: Adopt an iterative change management program to change culture, Platform: Work toward an integrated technology ecosystem. The chief human resources officer (CHRO) was often involved in the transformation initiative along with a cross-functional team across human capital disciplines. The marketplace enables real-time transparency into talent supply, including available skills, so managers need not worry about not being able to fulfill needs.
View in article, Yanpi Oliveros-Pascual and Aoife Kilduff, Mastering a change: Unilever's C&E for a talent marketplace success,” webinar, July 8, 2020. Also, while forming the core strategic team to lead the program, each company undertook a different approach to ownership, collaboration, and measurement alignment across talent management, L&D, and talent acquisition. View in article. With this view toward mobility, we’re rethinking internal talent development and how we attract external candidates. They include: The talent marketplace is highly customized to each organization’s workforce strategy and culture and implementing any of the above steps requires continuous transformation and flexibility.
To gain deeper insight into how to build an internal talent marketplace that delivers value to the organization and its people, Deloitte spoke with 13 businesses currently investing in such platforms. The authors would like to thank each of the following individuals who contributed to this report: Balaji Bondili, head of Deloitte Pixel, Deloitte, Steve Brown, head of Talent & Career Mobility, Electronic Arts, Natasha Buckley, senior manager, Market Insights, Deloitte, Juan Manuel Cerda, head of Talent Acquisition and People Insights, Citigroup, Wagner Denuzzo, head of Capabilities for Future of Work, Prudential Financial, Dana Dohse, vice president of marketing, TalentGuard, Sam Gillen, chief revenue officer, TalentGuard, Linda Ginac, chief executive officer, TalentGuard, Nishita Henry, US Consulting chief innovation officer, executive lead for Catalyst Program, Deloitte, David Ludlow, group vice president, Product Strategy and Research, SAP, Barbry McGann, executive director, Office of the CHRO Solution Marketing, Workday, Narasimham Mulakaluri, senior consultant, Deloitte Insights and Research, Jay Bhavesh Parekh, senior analyst, Deloitte Insights and Research, Alpesh Patel, general manager Europe, Americas, and Asia, ProFinda, Prakriti Singhania, managing editor, Deloitte Insights and Research, Brenna Sniderman, senior manager, subject matter specialist, Deloitte, Elin Thomasian, head of Talent Acquisition, Prudential Financial, Josie Trine, director of Talent & Culture, Dell, Vicki Walia, chief talent & capability officer, Prudential Financial, Shlomo Weiss, chief operating officer, Gloat, Terri Wischmann, senior manager and partner PR, Oracle, Christine Yokoi, senior director of Human Capital Management (HCM), Product Strategy, Oracle, Michael Schrage et al., “Opportunity marketplaces: Aligning workforce investment and value creation in the digital enterprise,” MIT Sloan Management Review and Deloitte, April 28, 2020.
If a manager’s goal is to only meet their team objectives, there is less incentive to take risks with talent. In fact, they stand to benefit as the marketplace enables them to potentially build their staff’s hard and soft skills, rapidly spin up project teams to extend bandwidth, and achieve greater impact on strategic productivity. Bolster organizational agility, unlock hidden talent and increase engagement. View in article, Erica Volini et al., The social enterprise at work: Paradox as a path forward—2020 Deloitte Human Capital Trends, Deloitte Insights, 2020. Dell Technologies recently piloted an internal opportunity marketplace and is in the process of scaling the program across the company. At its best, a true culture of mobility could encourage boomerang employees to leave a team or organization to gain new experiences and come back stronger. In a Constantly Changing Environment, Can Anyone Ever Truly Be an Expert? Meet the internal talent marketplace. See something interesting? At its best, a true culture of mobility could encourage boomerang employees to leave a team or organization to gain new experiences and come back stronger.
User journey mapping and human-centered design can play a pivotal role in getting their buy-in. The internal talent marketplace, usually hosted on a technology-enabled platform, connects employees with opportunities both inside and outside the organization. While recognizing the value of AI-based solutions, Ludlow from SuccessFactors advised companies to think beyond AI, given that historical roles and experiences are valuable in matching and predicting common career pathways. A Talent Operating Model to Improve Agility.
Besides helping measure workforce productivity, marketplace platforms also facilitate real-time workforce analytics, helping with succession planning and bolstering diversity, equity, and inclusion initiatives. Vendors, too, differed in how they worked with clients to implement talent marketplace technologies: Talent intelligence platform Eightfold.AI worked with its stakeholders to create an internal and external talent exchange while Gloat described a typical internal talent marketplace implementation as involving the CHRO as a sponsor and some combination of talent management and L&D across a cross-functional program team.
As the concept evolves, the next-generation vision for the talent marketplace goes beyond just matching people with full-time roles—though this too can be part of it.
He added that organizations should have a certain level of flexibility to unlock workforce potential—new horizons for workers or new skills for the organization—that may not be available to an AI engine. Giving managers access to a broader talent pool and candidates who might not otherwise be visible.
The organizations we interviewed consider three main platform approaches—buy, build, or adapt—to deliver intelligent and scalable matching of roles with talent, break silos, and create transparency. David Ludlow, group vice president, product strategy and research, at HCM software provider SAP, explained that exposure to diversity and new teams expands workers’ perspectives, helping them cultivate qualities such as empathy.
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