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LATEST THINKING


OVERVIEW

“Multi-speed” operating models are increasingly being adopted by today’s organizations. Each part of a business moves at a different pace, so leadership needs to master the art of helping each part thrive and contribute. 

But too many companies still rely on a single, inflexible talent strategy. Today, thanks to digital advances, it’s possible to create multi-speed talent strategies that support varied strategic goals across the business.

Organizations need to apply “agile” approaches to their talent strategies, and ensure their HR infrastructure is scalable and can offer a personalized employee experience.


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KEY FINDINGS

Why do you need a multi-speed talent strategy?

Our research finds that workers favor more nimble digital disrupters over incumbents across several dimensions. But with a multi-speed talent strategy, any type of company—from large, incumbent enterprises to digital-born disrupters—can tailor its talent approach to the unique needs of different groups and workforces.


No more “one-size-fits-all” 

An undifferentiated talent strategy that can’t meet the needs of both new and traditional workforces, or that is not aligned with business strategy, can weaken business outcomes and stifle growth. 


Bringing your HR organization up to speed 

A multi-speed talent strategy requires new kinds of HR thinking and action to make it all work. HR is uniquely positioned to connect the needs of the business with the right talent to deliver on those objectives.


Worker's Ratings of Traditional Companies versus Digital-Born Companies

RECOMMENDATIONS

Changing gears: How do you develop a multi-speed talent strategy?

  1. Apply a multi-speed mindset across the employee lifecycle. When you have an agile talent strategy, you can deliver parts of the lifecycle tailored to different workforces. 

  2. Make sure your HR organization has a scalable and personalizable infrastructure. Thanks to digital advances, HR can now leverage a common IT platform to create modularized solutions for the business and scale each part as needed among cohorts to address each critical workforce. 

  3. Plan and operate from the vantage point of the employee experience. A company needs to plan relevant and distinctive experiences across the employee lifecycle.

LEARN MORE ABOUT ACCENTURE STRATEGY

AUTHORS

CONTRIBUTORS

Caroline Ott       Connect with Caroline Ott's Profile on LinkedIn. This opens a new window.


Katherine Sommer       Connect with Katherine Sommer's Profile on LinkedIn. This opens a new window.


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