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Flourishing in a new talent ecosystem.

Today's talent ecosystem is vast, complex, and expanding. It is at times loud and clamorous, as in the war for talent, the skills gap, or major regulatory changes. At other times, it is subtle, even opaque, as when customizing performance management, leveraging a nonemployee workforce, or redesigning for a future that is uncertain. Like natural ecosystems, the talent ecosystem is changing all the time and influenced by many factors. For talent, the factors include social, technological, economic, ethical, political, legal, environmental, and demographic shifts.

In the midst of this, business leaders are focused on increasing capacity for adaptation and renewal at both the individual and the organizational levels. At the same time, HR is taking on a larger role in orchestrating continuous regeneration and weaving together new technological environments, leadership paradigms, and all kinds of communities that are more global and more local every day.

This summer issue of People + Strategy continues the conversations we began in Scottsdale earlier this year--all focused on how we show up as HR professionals in an era some have called a once-in-a-century moment of change.

In Perspectives, we get a view into the evolution of performance management at companies that are not thinking about making changes, but who have adapted feedback systems to the needs of their populations and are evaluating progress.

Anne-Marie Slaughter presents a provocative challenge in our First Person interview: Can we capture the business advantages in making room for care and providing deep flexibility at work? Along the lines of flexibility, Nick Horney illuminates the gig economy--the small but growing part of the talent ecosystem that offers near limitless variability.

Demographic, technological, and market shifts are calling forth innovative approaches to leadership too. Yehuda Brauch and editor-at-large Yochanan Altman explore the ecosytem of labor markets and how it is impacting the nature and scope of careers. The article on leadership comes from Cassandra Frangos who reflects on a data-driven approach to C-level succession.

The story told by Barbra Meens Thistle and Vince Molinaro illustrates how HR leaders can lead organizational transformation by guiding and modeling accountability.

More than ever before, the art and science of HR brings the agendas and interests of business into closer contact with a broader human agenda. The new talent ecosystem is revealing this connection, as HR leaders understand the impact of their decisions not only on shareholders and workers but on the lives of people when they are not thinking about their portfolios or going to work.

The new talent ecosystem exists in a networked age where transparency, easy access to information, and light-speed communications are increasingly the norm. This reality is driving improvements to decision-making while simultaneously increasing the difficulty of making some kinds of decisions. Amy Kates, Greg Kesler, and Tara Oberg discuss ways to improve decision-making in their article.

We are in a world of increasing options and one in which every choice creates ripples seen and felt in parts far and wide. As a result, organizations are increasing their capacity to make decisions that take into account what has previously been considered secondary or external to the economics of the business. This kind of systems thinking is increasingly expected of leaders wanting to attract and retain the right talent mix because those workers are demanding that we take a holistic view of a company.

As you navigate your piece of the new talent ecosystem, I hope the conversations from the annual conference and the readings within this issue make for useful conversation and actionable insight.

James Papiano

Guest Editor
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Title Annotation:From the Guest Editor
Author:Papiano, James
Publication:People & Strategy
Article Type:Editorial
Geographic Code:1USA
Date:Jun 22, 2016
Words:588
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