The recent Deloitte Human Capital Trends 2013: Leading indicators report has some pretty juicy reflections on the coming Human Resources shitstorm as organizations try to deal with the changing workforce dynamic and narrative.
The enterprise has to develop a new type of talent partner “that resides outside their four walls.” The report further argues that organizations need “alignment of the talent brand and corporate brand” and has the usual HR / business focus areas to consider: creating a value proposition, leveraging social media, ensuring employees can fully contribute, communicating properly etc.
Nothing earth-shattering, but good, wholesome stuff, like a focus on engagement:
“There’s a growing body of research that shows a driver for engaging with people is to provide meaningful work experiences that leverage their strengths. How is your organization identifying which work experiences matter most and determining how best to deliver them?”
Deloitte finishes the brand section with the assertion that a “well-managed talent brand—in concert with a well-managed corporate brand—can be an indispensable tool in delivering the goods. They are, after all, two sides of the same coin.”
Agreed. And, at TMWK, we believe there is a third side to the coin. What does the employee bring to the party? As enterprises reach further to engage and network new partners, the employee must reciprocate (very few of us can sit back and wait for the company to do all the work.)
If we feed the previous quote through the prism of personal branding, we end up with something like this:
“There’s a growing body of research that shows a driver for engaging with employers is to provide meaningful work narratives that illustrate your strengths. How are you identifying which work skills and experiences matter most and determining how best to deliver and receive them?”
How are you doing it? Having a personal brand gives you the edge. It gives you the third side of the coin.
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