Accelerating Talent Velocity

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Nine in 10 talent leaders are concerned about their workers’ skills agility, according to LinkedIn’s recent report The Talent Velocity Advantage . That’s because skills are shifting faster than most organizations can respond.

Nine in 10 talent leaders are concerned about their workers’ skills agility, according to LinkedIn’s recent report The Talent Velocity Advantage. That’s because skills are shifting faster than most organizations can respond.

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In fact, 86 percent of companies lack what LinkedIn calls talent velocity , which is “an organization’s ability to see its skills, build or acquire what’s needed, and mobilize talent in real time to get ahead of market demands.”

In fact, 86 percent of companies lack what LinkedIn calls talent velocity, which is “an organization’s ability to see its skills, build or acquire what’s needed, and mobilize talent in real time to get ahead of market demands.”

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Rosanna Durruthy, vice president of belonging, learning, and employee experience for LinkedIn, explains in a LinkedIn post that “talent velocity means charting a new path built on real-time skills data and acting with the confidence that comes from skills clarity.”

Rosanna Durruthy, vice president of belonging, learning, and employee experience for LinkedIn, explains in a LinkedIn post that “talent velocity means charting a new path built on real-time skills data and acting with the confidence that comes from skills clarity.”

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Skills visibility is one of the keys to unlocking talent velocity, claims LinkedIn. Ninety percent of chief people officers in the study report an increasing need for insights on real-time skills visibility.

Skills visibility is one of the keys to unlocking talent velocity, claims LinkedIn. Ninety percent of chief people officers in the study report an increasing need for insights on real-time skills visibility.

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Research from TalentLMS defines skills visibility as “knowing what skills are already in place across an organization, who has them, how strong they are, and where they’re needed.”

Research from TalentLMS defines skills visibility as “knowing what skills are already in place across an organization, who has them, how strong they are, and where they’re needed.”

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TalentLMS’s Skills Visibility Report reveals that while 90 percent of managers say they know their teams’ skills, only 69 percent of employees agree. Further, half of employees told TalentLMS that their companies underutilize their skills or hire externally for skills that current staff already have.

TalentLMS’s Skills Visibility Report reveals that while 90 percent of managers say they know their teams’ skills, only 69 percent of employees agree. Further, half of employees told TalentLMS that their companies underutilize their skills or hire externally for skills that current staff already have.

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The problem is that leaders often perceive a lack of visibility as a skills gap. In other words, organizations likely have the talent and skills they need, but they may be hidden, scattered, or unverified.

The problem is that leaders often perceive a lack of visibility as a skills gap. In other words, organizations likely have the talent and skills they need, but they may be hidden, scattered, or unverified.

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Fortunately, LinkedIn’s research notes that a small minority of companies (14 percent) are surging forward. Those talent velocity leaders have greater confidence in their artificial-intelligence capabilities, are able to align talent to business needs faster, make decisions with shared data, and build integrated ecosystems that scale career growth.

Fortunately, LinkedIn’s research notes that a small minority of companies (14 percent) are surging forward. Those talent velocity leaders have greater confidence in their artificial-intelligence capabilities, are able to align talent to business needs faster, make decisions with shared data, and build integrated ecosystems that scale career growth.

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LinkedIn advises organizations with stalled talent velocity to tap five accelerators:

LinkedIn advises organizations with stalled talent velocity to tap five accelerators:

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   Encourage leaders (including the C-suite) to embrace career development. Actions include allocating budget and resources for mentorships, job rotations, coaching, and other internal mobility programs.

   Encourage leaders (including the C-suite) to embrace career development. Actions include allocating budget and resources for mentorships, job rotations, coaching, and other internal mobility programs.

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   Create a culture of continuous learning. In practice, that means not confining learning to formal training programs but embedding it into the workflow of every project via such best practices as microlearning, performance support tools, debrief activities, and informal lunch & learns.

   Create a culture of continuous learning. In practice, that means not confining learning to formal training programs but embedding it into the workflow of every project via such best practices as microlearning, performance support tools, debrief activities, and informal lunch & learns.

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   Embrace and support collaboration across talent functions . Velocity leaders build a strategic framework for mapping roles, skills, and career pathways and sharing data related to hiring, learning, and career mobility.

   Embrace and support collaboration across talent functions. Velocity leaders build a strategic framework for mapping roles, skills, and career pathways and sharing data related to hiring, learning, and career mobility.

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   Enable employees to steer their own careers. Ensure every worker has a career goal and a personalized skill-building plan and coaching to help them move faster and farther.

   Enable employees to steer their own careers. Ensure every worker has a career goal and a personalized skill-building plan and coaching to help them move faster and farther.

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   Deploy AI tools and develop AI skills to amplify people’s speed and success. Craft an AI-first talent strategy that focuses on change management. Leading organizations start with phased rollouts that clearly communicate the why and executives model their own AI use.

   Deploy AI tools and develop AI skills to amplify people’s speed and success. Craft an AI-first talent strategy that focuses on change management. Leading organizations start with phased rollouts that clearly communicate the why and executives model their own AI use.

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“Employee growth—in the form of learning, career guidance, and skill building—lives at the center of each accelerator. This is the place where employee motivation and organizational goals come together to power business success,” asserts the LinkedIn report.

“Employee growth—in the form of learning, career guidance, and skill building—lives at the center of each accelerator. This is the place where employee motivation and organizational goals come together to power business success,” asserts the LinkedIn report.

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Bottom line: Talent development is core to talent velocity. LinkedIn notes organizations that embrace the practices are more confident in their ability to align talent to changing priorities, attract and retain critical talent, and be profitable.

Bottom line: Talent development is core to talent velocity. LinkedIn notes organizations that embrace the practices are more confident in their ability to align talent to changing priorities, attract and retain critical talent, and be profitable.

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Read more from Talent Development Leader.

Read more from Talent Development Leader.