• Phone
  • Contact us
  • Locations
  • Search
  • Menu

Share

  • Add this article to your LinkedIn page
  • Add this article to your Twitter feed
  • Add this article to your Facebook page
  • Email this article
  • View or print a PDF of this page
  • Share further
  • Add this article to your Pinterest board
  • Add this article to your Google page
  • Share this article on Reddit
  • Share this article on StumbleUpon
  • Bookmark this page
.
 
Close this video

Companies are scaring digital talent away

Jyllands-posten | erik holm | 31 January 2016

PA business transformation expert, Frank Madsen, is quoted in an article in Jyllands-Posten. The article looks at how companies fail to hold on to their digital talent due to outdated talent management approaches. The article draws on PA’s talent management report, ‘The Future is Fluid’, which is based on interviews with 71 CEOs worldwide.

Frank says: “Digitisation places new demands on talent management, but many companies use their talent pools based on old-fashioned approaches to clients and technologies. This means talent are never able to make the most of their capabilities.” 

Fluid Talent Management report

Our research reveals the talent management challenges facing today's CEOs and a practical way to overcome them

download key findings

According to PA’s research, 72 per cent of respondents say their approach to talent management does not use the company strategy as a starting point. In the worst case scenario, this means that the identification, nurturing and development of talent takes place independent of the future needs of the organisation.

“The result may be that the organisation will need talent in the future, especially within specialised areas such as digitisation and innovation,” adds Frank. This suggests that too many companies use a very linear talent management model in which they define talent, evaluate them and identify weaknesses based on the world they know. Usually, challenges are solved during an annual seminar and problems are easily defined and managed, but the model is far too rigid.

Frank concludes: “This model is doomed and doesn’t fit the future at all.”

Find out more about our work in people and talent.

Contact the people and talent team

Jonathon Hogg

Jonathon Hogg

Email

Connect

Lesley Uren

Lesley Uren

Email

Connect

By using this website, you accept the use of cookies. For more information on how to manage cookies, please read our privacy policy.

×