Company Industry – Technology

The Situation:

A 35 year old technology company was facing significant disruption due to new technologies that threatened the core of their business
The organization’s new business strategy required a significant shift in skills within the company and they wanted to create new ways to facilitate learning on the job to build skills within the organization
The organization also wanted to create a more agile work structure so that they could be more responsive to changing customer requirements and evolving industry dynamics,

What We Did:

Designed and implemented an internal talent mobility strategy:

Created a new Talent Operating Model that included:
- Desired culture to support the changes
- New Leadership Behaviors to align with this new approach to work
- Defined new ways of working (decision making processes, rules of engagement for talent sharing across organizational boundaries, etc.) that facilitated their internal Talent Marketplace
- Long-term plan to align all HR processes to this new way of getting work accomplished; including specific changes to be made to processes

The Outcome:

The organization reported significant deferred cost savings by leveraging internal talent vs. having to hire external talent to complete business critical projects.
- 111 FTE capacity of talent leveraged by their Talent Marketplace (project-based work assignments) in the first year of implementation
Employee engagement increased by 9% during the first year
The new Talent Marketplace facilitated projects that were both global (building culture acumen) and cross-department collaborations (building greater business acumen)