Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ("DTTL"), its network of member firms, and their related entities. If a manager’s goal is to only meet their team objectives, there is less incentive to take risks with talent.

The trend for marketplace adoption accelerated as COVID-19 impacted both the supply and demand sides of talent,5 triggering a need for greater agility6 around workforce deployment and talent preservation. This, in turn, enabled the company to understand its unique culture, identify champions, and ease out friction points in the transformation program. For a successful transformation, organizations should consider implementing an iterative change management program with iterative design across workforce management practices that helps ease stakeholders into the new culture.

With a focus on the Future of Work, Robin advises senior executives as they contemplate how data, technology and societal changes are impacting the work, workforce, and workplace. View in article, Workers promoted internally have significantly better performance the first two years than workers hired into similar jobs from outside. Given this, companies should consider adopting an iterative design approach that starts with a minimum viable product (MVP) and builds incrementally toward maturity and adoption rather than being unidirectional. Done right—through iterative design—the internal talent marketplace can deliver a broad range of benefits across talent acquisition, mobility, and management, transforming the workforce and improving organizational agility. It can also empower the workforce by offering personalized L&D and skill-building opportunities while fostering increased transparency, diversity, equity, and inclusion. View in article, Bo Cowgill and Rembrand Koning, “Matching markets for Googlers,” case study, Harvard Business School, March 2018; Pavel Krapivin, “How Google is Using AI to Power Internal Talent Deployment,” Forbes, October 1, 2018. Robin is a Principal with 22 years of organization and workforce transformation consulting experience. View in article, Josh Krist, “How Coca-Cola is trailblazing skills movement,” podcast,, July 1, 2020. The former focused first on deployment and the latter on mobility. It enables managers to promote varied roles and helps organizations quickly deploy, motivate, develop, and retain employees. Certain services may not be available to attest clients under the rules and regulations of public accounting. Elaborating on how Gloat’s clients have achieved DEI impact, Weiss said, “The internal talent marketplace can be used to reduce internal hiring bias and increase networking that promotes diversity.” He gave the example of Unilever, which has chosen to remove education as a field visible to hiring managers on the Gloat platform to reduce pedigree bias.

She utilizes her international experience, having lived and worked in North America and Asia, to advise clients on internal upskilling and mobility strategies to enhance the workforce experience and unlock hidden talent across the organization. Giving managers access to a broader talent pool and candidates who might not otherwise be visible. already exists in Saved items. A podcast by our professionals who share a sneak peek at life inside Deloitte.

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.

A financial institution we interviewed redeployed loan officers and financial advisors into support roles in its small businesses division to address increased staffing needs during the pandemic. Regardless of who owns the program, partnering with talent acquisition is a key accelerant to marketplace adoption. And that also forces us to shift our mindsets and approach the work in a more agile way.”18. Imagine any online consumer-driven marketplace with a lack of buyers and/or sellers—it wouldn’t be self-sustaining.”. 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. View in article. At Deloitte, Robin leads Workforce Transformation with end-to-end responsibility for the market, services, and talent, and serves on the CEO’s Marketplace Leadership Team in Deloitte Consulting.

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