What are the implications of the talent shortage for HR and Business? Here are the top 3 implications of the Talent Mobility discussion and what it will mean to you!

1. 3
things you need
to know about
talent mobility
lance Jensen RichaRds,
gPhR, sPhR
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2. 2 | thRee things you need to know about talent mobility
intRoduction If you have seen my last e-book “The 4 Myths about Talent
Mobility” you know already the truth about talent mobility:
• orkers don’t want to move – too far for too long
W
lance Jensen
RichaRds,
gPhR, sPhR
• echnology has, and will continue to enable work to move,
T
rather than the worker
• he rise of the Free Agent
T
• he emergence of the just-in-time employee
T
A couple of these trends we’ve been watching over the last few years … no surprises.
The emergence of workers who don’t want to move, alongside workers who seek more
“meaning” in their work, has thrown a spanner in the works.
BUT
What does this all mean? What are the implications for HR and Business?
Well, here are the top 3 implications of the Talent Mobility discussion and what it will
mean to you!
I hope you enjoy this e-book. If you have comments, feel free to reach out to me via:
Lance.Richards@kellyocg.com
lance RichaRds
get the
home intRoduction 01 02 03 conclusion full RePoRt
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3. 3 | thRee things you need to know about talent mobility
01
the talent No doubt, the talent we
need is not willing to move
To what extent did the
Great Recession result in a
For those companies who are
willing to seize these trends,
will not move unconditionally … they’ll “hunkering down” mentality? and leverage them, there is
– too faR oR
slightly inconvenience
We don’t know, and won’t a great opportunity to come
themselves in pay or role for
foR too long more meaning, but wholesale
know, for several years to
come … this is the nature of
for sustained competitive
migration isn’t going to advantage.
happen. They’re just not truth; it takes its own time to
interested. reveal its true nature.
get the
home intRoduction 01 02 03 conclusion full RePoRt
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4. 4 | thRee things you need to know about talent mobility
02
we’Re not One more specific conclusion
that we can surmise from
… some companies may
be changing, but most of
acquisition and retention more
painful than ever, a growing
deliveRing the conditions we’ve noted business remains static. desire for meaning in work,
worldwide is simply that we’re The current definition of and a willingness to entertain
not yet giving the evolving “unconventional” revolves alternative work arrangements,
workforce what it will need to around the number of hours is looking more like a grail
remain engaged in our work
they’re asked to work … while than a storm.
for the long term.
results of their work aren’t
If you choose to be among
Significant changes in even mentioned.
those companies who are
the workplace just aren’t
The intersection of a workforce willing to seize these trends,
happening as fast as workers
that won’t move too far or and leverage them—you can
want them to.
too long, a demographic succeed in our ever-changing
We’re just not delivering it shift that will make talent world of work.
get the
home intRoduction 01 02 03 conclusion full RePoRt
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5. 5 | thRee things you need to know about talent mobility
03
move the With accelerating
communications and
Nurses must be in hospitals. In a knowledge economy, the
knowledge can be anywhere
woRkeR, information technology, an
Mining engineers need to be
in mines.
… it’s certainly already
connected.
oR the woRk? increasingly smaller world,
and a workforce more and The Starbucks barista can’t The CEO of Accenture® does
more willing to inconvenience work from home. not have an office.
themselves for meaning,
Even Best Buy knows that they Deloitte® has a fixed
there’s a unique window of
still need “blue shirts” in their percentage of their workforce
opportunity for organizations stores. working from “hotel desks” on
around the globe today.
a regular basis.
But, as knowledge economies
Simply put—if you can’t move continue their inexorable What is your company doing
the worker, move the work. march, more and more we’ll to keep pace with these
begin seeing the migration of trends?
Now, there will always be work … but not necessarily the
exceptions … worker!
get the
home intRoduction 01 02 03 conclusion full RePoRt
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6. 6 | thRee things you need to know about talent mobility
conclusion why? the futuRe
So, what must you do?
Get ready.
Managers who are unable to manage employees unless they
see them either won’t make it, or will be consigned to “work
here, be here” locations. They’ll hit the workforce off-ramp
long before they can spell ‘virtualization’.
HR leaders must be alert to these issues … certainly,
HR professionals already know about the shifts in
demographics and the acceleration of technology. But, how
are they preparing their organizations? And how are they
enabling managers to drive these shifts?
I can tell you this much, based on my own up and down affair
with this friend we call philosophy: Usually, they just discover
better questions over time. Not so bad really. But, then again,
really? No answers at all? So, what’s the point exactly?
It saves you time.
get the
home intRoduction 01 02 03 conclusion full RePoRt
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7. This ebook is extracted from The Future of Work and Talent
Mobility: Why we are now everywhere, and nowhere, all at once.
doWnLoAd your
fRee coPy todAy.
About the Author
LAnce Jensen richArds, GPhr, sPhr
based in singapore, Lance J. richards is senior director and Global Practice Leader for
the Kelly services® hr consulting division, which delivers a wide range of hr consulting
and outsourcing solutions to Kelly® clients. Prior to this role, Lance was senior director
of international human resources for Kelly, where he was responsible for all hr activities
for a usd 1.8bn business unit with operations in 29 countries.
before joining Kelly, Lance was managing director and co-founder of suddenly Global LLc, an ihr
consultancy based in Washington, dc. Prior to this role, he spent two years as country director, human
resources, for Verizon® china in Guangzhou, People’s republic of china, where he was the senior hr
executive responsible for an enterprise employing more than 1,400 people in 16 mainland china cities.
Lance.Richards@kellyocg.com
About KeLLyocG
KellyOCG is the Outsourcing and Consulting Group of Fortune 500 workforce solutions provider,
Kelly Services, Inc. KellyOCG is a global leader in innovative talent management solutions in the areas of
Recruitment Process Outsourcing (RPO), Business Process Outsourcing (BPO), Contingent Workforce Outsourcing
(CWO), including Independent Contractor Solutions, Human Resources Consulting,
Career Transition and Organizational Effectiveness, and Executive Search. Further information about KellyOCG may
be found at kellyocg.com.
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