The Technology Fallacy by Gerald C. Kane

Author:Gerald C. Kane
Language: eng
Format: epub
Tags: MIT Sloan Management Review; digital maturity; digital transformation; digital disruption; digital strategy; digital leadership; digital talent; business culture; business technology; workplace culture; future of work; Deloitte; digital DNA; Agile; Agile@Scale; collaboration; fail fast
Publisher: The MIT Press

Passive Recruiting Exacerbates the Talent Threat

The talent news gets even worse for less digitally mature companies. Not only are employees more likely to leave if they don’t obtain the opportunities to continue developing, but digitally maturing companies are also more likely to come get them. Less digitally mature organizations face an emerging practice known as passive recruiting, when companies search LinkedIn or other professional platforms to identify and approach individuals who have skills they desire, even though these people are not actively seeking to move. An executive we talked to notes: “The digital leaders that we bring in are not leaders that typically are looking for us. We’re typically looking for individuals that come with scale that have likely worked—and this is at the leadership level in particular—they’ve likely worked for companies that are larger than us, that are global. They are used to degrees of complexity and … can roll up their sleeves and sort of make things happen.”

Digital platforms enable this passive recruiting trend. Indeed, 75 percent of respondents from companies at all levels of the maturity spectrum reported that digital platforms had raised their profiles outside the organization. Over 50 percent of respondents had been approached unsolicited via these platforms by companies offering intriguing job opportunities. You can assume that the employees approached in this way will represent the more valuable half of your organization, not the less valuable or less productive employees.

Figure 9.5 graphically represents the recruiting advantage that digitally maturing companies possess. We tested two statements with survey respondents: (1) My organization’s embrace of digital business attracts new talent; and (2) my organization needs new talent to compete in the digital economy. Note that the intersection between the two lines in figure 9.5 is above the developing category. This result suggests that even developing companies are at risk of their best talent fleeing to digitally maturing companies. Forewarned is forearmed. Digitally maturing companies know that they possess an advantage in recruiting, and they are coming after your most valuable employees.

Figure 9.5

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