BUSINESS BENEFIT

When an organization considers only one, two, or three of these dimensions, it results in a skewed view of the talent landscape and work. In contrast, when an organization considers these four dimensions in a balanced manner, it leads to a wide range of models of how to engage with talent; how to construct talent communities; how to build sourcing strategies; how to govern relationships; and when to buy, build, or borrow talent.

For example, if a company needs to borrow talent, when does it do so in a temporary labor model versus an online platform model versus an outsourced relationship? Or when do worker responsibilities become more advanced due to technology, and how does that affect the types of roles a company needs?

At the same time, by considering the four dimensions as they relate to the personal aspect of talent inspiration and motivation, organizations can increase the level of employee engagement. This in turn increases both the employees’ value to their own selves, as well as to their work environment and company.

Only by taking all four dimensions of workforce, workplace, technology, and social norms into account can an organization truly assess the right combination of models to utilize within its supply chain to drive the business outcomes it wants (e.g. to stay agile, maintain simplicity, remain compliant, and achieve the best ROI).