The Future of New Ways to Pay

Persistent talent shortages, accelerating skills evolution, and tighter hiring budgets are driving organizations everywhere to focus on upskilling and redeploying talent in 2023. Yet, too often companies struggle to create practical, impactful build vs buy talent strategies. Nestle has developed an effective talent planning approach based on three pillars: a guiding framework to support “build, buy, borrow, bot” talent decisions; business leader partnership to drive prioritization; and a combination of internal and external talent intelligence to support action planning. In this complimentary webinar, their talent executive will share how this approach has created a powerful business case for building, not just buying, key skills, and enabled the organization to make meaningful strides towards developing key skills.

Digital transformation is changing HR operations, and it extends beyond automation—it entails greater business agility, upskilling employees, interactive feedback loops, and hiring for diversity. Organizations today expect their HR to embrace and leverage technology to improve organizational efficiency, productivity, and employee engagement. For this to work, HR departments must understand the digital technologies required on their end and how they can elevate their current practice.

Today’s human capital leaders face a tumultuous marketplace. Juggling global economic disruption and shrinking resources, they’re also braving massive workforce transformation. Right now, your leadership requires resilience and vision as you shift, scale and skill your employees to be ready for any contingency. This quest for workforce readiness dominates our 2023 Talent Trends research, which surveyed more than 900 human capital leaders in 18 markets globally. Post-pandemic, human capital leaders say they are reprioritising long-term value and business impact while recovering from the hiring frenzy of 2021 and 2022 that left little time for much else.

Today’s leaders must confront new realities and layers of complexity, with employees now expecting more authenticity, empathy, and flexibility. Organizations must equip their leaders to operate in a more human-centric way across both employees and the business. Employees of human-centric leaders are less likely to quit, more engaged, have better well-being, and perform at a higher level. Unfortunately, human-centric leaders are few and far between. Organizations can create human-centric leaders by understanding and addressing leaders’ deeply human and emotional barriers to change.