CHAPTER 5: WHY THE CHIEF HUMAN RESOURCES OFFICER SHOULD OPERATE AS THE CHIEF OPERATIONS OFFICER OF THE TALENT SUPPLY CHAIN

CHAPTER 5: WHY THE CHIEF HUMAN RESOURCES OFFICER SHOULD OPERATE AS THE CHIEF OPERATIONS OFFICER OF THE TALENT SUPPLY CHAIN

Human resources is left to question, "Do we actually know who's in our organization or how best to leverage our resources?" Lessons from the Gig Economy The rise of the gig economy indicates a trend: with organizations moving from outside the traditional workplace to the inside, with...

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Veröffentlicht in:Career Planning and Adult Development Journal 2021-07, Vol.37 (2), p.114-118
1. Verfasser: Steven-Waiss, Kelley
Format: Artikel
Sprache:eng
Schlagworte:
Artificial intelligence
Capital assets
Competitive advantage
Employees
Employment
Gig economy
Human capital
Human resources
Job Skills
Labor Force
Leaders
Leadership
Machine learning
Management Systems
Occupational Information
Opportunities
Outsourcing
Skills
Supply chains
Talent
Workforce
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Zusammenfassung:Human resources is left to question, "Do we actually know who's in our organization or how best to leverage our resources?" Lessons from the Gig Economy The rise of the gig economy indicates a trend: with organizations moving from outside the traditional workplace to the inside, with its contract workforce as a model of skill supply and demand. Employment is increasingly dependent on skills rather than degrees, certifications, or jobs. [...]skills are becoming the new currency we must manage. Human resources leaders must start viewing their talent assets much like their capital assets and operate more as the chief operating officers of their talent supply chain.
ISSN:0736-1920