The digital age, with its hyperconnectivity and disruptive technologies, is forcing companies to rethink their people-management strategies. This involves changes in three major areas: Organizational model, relationships between the organization & people and leadership models & corporate culture.

1. 11
TALENT MANAGEMENT
DIGITALIZATION-DRIVEN
CHANGES IN PEOPLE
MANAGEMENT

2. The organizational model
Relationships between
the organization & people
Leadership models &
corporate culture
TALENT MANAGEMENT
The digital age, with its hyperconnectivity and
disruptive technologies, is forcing companies to
rethink their people-management strategies.
This involves changes in three major areas:

3. TALENT MANAGEMENT
1
The organizational model
From a hierarchy to an ecosystem
Companies are
adding flexibility to
their structures for
greater agility and
adaptability.
The way it was: The way it is now:

4. 2
TALENT MANAGEMENT
The organizational model
New tools and
methodologies
Collaboration tools are taking over,
along with new methodologies,
such as design thinking, which
revolves around people, and scrum, which
focuses on incremental product development.

5. 3
TALENT MANAGEMENT
The organizational model
To encourage collaboration, there
are more open spaces and fewer
closed offices. When information
flows, it creates an atmosphere of
innovation and constant learning.
Redesigned
workspace

6. Relationships between the organization & people
Connecting professionals and
projects via platforms is
dramatically reshaping the labor
market, while salaried work for
one company is on the decline.
4
TALENT MANAGEMENT
The rise of the
freelance model

7. 5
TALENT MANAGEMENT
Relationships between the organization & people
Gamification and the use of
chatbots (AI systems designed to
converse with job applicants) are
making it easier to screen
candidates.
Better talent
selection

8. 6
TALENT MANAGEMENT
Relationships between the organization & people
Content is increasingly audiovisual,
collaborative and responsive.
Intranets give way to internal social
media. Employees are encouraged to
be brand ambassadors.
More social and mobile
internal communication

9. 7
TALENT MANAGEMENT
Relationships between the organization & people
Now it's all about the continuous
revision of projects and constant
feedback. Myriad software solutions
exist to support that, such as
Success Factors and Workday.
Ciao, annual
performance review

11. 9
TALENT MANAGEMENT
Relationships between the organization & people
This discipline uses data to
establish patterns and correlations
for a predictive analysis of
employees' behavior and a better
understanding of informal
collaboration networks.
Advances in people
analytics

12. 10
TALENT MANAGEMENT
Models of leadership and corporate culture
It is vital to promote a corporate
culture that is based on trust,
responsibility, work-life balance,
flexibility, autonomy, and recognition
when it is merited.
A better employee
experience

13. 11
TALENT MANAGEMENT
Learning should be
participatory and an ongoing
process, allowing for mistakes
and granting authority to the
talent and their creativity.
Continuous learning
Models of leadership and corporate culture

14. More information is available in the
2018 technical note "Digitalization
and People Management" by IESE
professor Carlos Rodríguez-Lluesma
and Jerónimo Corral.
Visit: ieseinsight.com