Welcome to this week’s issue of Talent Edge Weekly!

A special shout-out to Sally Cullen, Chief People Officer at Arctoris— for referring new subscribers to Talent Edge Weekly. Thank you, Sally, for your support of this newsletter!

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Have a great week, and I look forward to sharing more ideas in next week’s Edge!

Brian 

Brian Heger is an internal human resources practitioner with a Fortune 150 organization and has responsibilities for Strategic Talent and Workforce Planning. You can connect with Brian on Linkedin, Twitter, and brianheger.com

THIS WEEK'S CONTENT

Below is a glance at this week's issue. My detailed summaries of these resources are in the section after this one.

And don't forget to check out the 2023 Job Cuts and Layoff Tracker, the Chief HR Officer Hire of the Week, and other resources from this issue!

THIS WEEK'S EDGE

HR Technology Planning Imperatives for 2023 and Beyond | Gartner for HR

This 20-page paper examines the HR technology considerations prioritized by 138 organizations for 2023. It offers insights into HR technology strategy, user experience, and HR-IT collaboration. A few findings include: 1) The top three HR technologies for 2023 are skills management, learning experience platforms, and internal talent marketplaces. The specific domain areas that HR technology leaders will focus on this year are reporting and analytics, recruiting (talent acquisition), and core HR or HR information systems. 2) Only 15% of survey participants expect to have “on-premises” HR technology, as most organizations will have fully migrated to the cloud. On-premises HR applications will be retained mostly by organizations with unique requirements, such as military or government entities. 3) By 2025, 60 percent of global midsize and large enterprises are projected to invest in cloud-deployed human capital management (HCM) suites for administrative HR and talent management. However, these organizations will still need additional solutions to address 20 to 30 percent of their HR needs. Most enterprises will integrate over three additional third-party applications to enhance critical capabilities, particularly in larger, complex, and global organizations. The research paper also identifies barriers to user adoption of new HR technology, such as misjudging employees’ digital maturity, misaligning employee needs and preferences with HR technologies, and insufficient communication about the change and value of the HR technology. Various other ideas are discussed.

Internal Talent Marketplace and Internal Mobility Playlist | Multiple Resources

As organizations find ways to deploy internal talent more effectively, this one-page PDF includes a playlist of five resources to enable an organization's internal talent marketplace (ITM) and internal mobility. A few of the resources include: Building and Sustaining a Thriving Talent Marketplace | Mercer. This 16-page paper offers suggestions for thinking through various ITM components, such as the business case, examples of ROI, challenges in implementation, and guidance on how to gain momentum. Template for Auditing 6 Non-technological Barriers to Internal Mobility in an Organization | Brian Heger. I share a one-page editable template that provides talent practitioners with a way to identify if six non-technological barriers to internal mobility exist in their organizations. These barriers range from policies that restrict internal movement (e.g., the employee must be in a role for a certain amount of time before moving to another internal role or opportunity) to narrow and irrelevant selection criteria (e.g., managers include criteria that are too specific or not relevant to success in the role and end up limiting the internal talent pool). Let Your Top Performers Move Around the Company: Harvard Business Review. Kevin Oakes, CEO of i4cp, shares four ways in which firms can create a culture that encourages internal mobility, such as: having managers develop a performance goal of consistently rotating internal talent (especially top talent) out of their team and into other internal groups. As a bonus recommendation, you can check out the book, The Inside Gig: How Sharing Untapped Talent Across Boundaries Unleashes Organizational Capacity | Edie Goldberg & Kelley Steven-Waiss.

Women at Work: A Global Outlook 2023 Report | Deloitte

This 39-page report presents findings from Deloitte’s third annual survey on women in the workplace. Based on feedback from ~5,000 women in 10 countries, the report highlights a few positive developments reported by many working women: reduced burnout rates, declining non-inclusive behaviors, and improved hybrid work experiences. However, these challenges persist for many, and some factors have worsened. Many respondents feel uncomfortable discussing mental health at work, lack adequate mental health support from their employer, struggle to disconnect from work—especially considering their significant responsibilities in household tasks — and face limited flexibility at work. Regarding lack of flexibility, more women have left jobs in the past year than in 2021 and 2020 combined—citing flexibility as one of the top three reasons for their departure. Even when flexible work arrangements are offered by their employer, many women do not feel comfortable using them; 97 percent believe that requesting or taking advantage of flexible working options would affect their chances of promotion or career progression. This data point underscores the importance of having leaders that foster a culture where individuals do not feel penalized for utilizing flexible work arrangements. Several other ideas are discussed. As a bonus, I am resharing two reports about women in the workplace: 1) McKinsey’s and Lean In’s 2022 Women in the Workplace Report and 2) IBM Institute for Business Value’s report, Women in Leadership: Why Perception Outpaces the Pipeline—and What to Do About It.