As digital evolves, DNA predicts a more diverse ‘war on talent’ to allow for growth
What is digital?
What is digital? The term is now stretching at the seams with the
activities it envelops, and 2013 has been another big year. This was
billed as the year of big data, of optimised platform agnostic content,
of newsjacking, of monetising social media and of mobile (again).
In this rapidly shifting and expanding digital landscape there is a corresponding arms race for digital skill sets. The demand is sky high and so the demands on the recruitment industry have never been greater either. It’s not just a question of increased sourcing though, planning for and training of a digital-ready workforce has lagged behind the scale needed. So 2013 was also the year a war was declared on talent, again, not just any talent but the right talent.
As digital solutions have become more technology-led, so there has been a need to diversify programming and design capabilities and combinations. Agencies should be hiring, or collaborating, with people from wider industries including the likes of computer scientists, experts in computer visioning, artificial intelligence, robotics, gaming and film production to create new opportunities for interaction.
Work has become more strategically focused to augment clients’ businesses and drive higher margins for agencies than pure production, which is still being squeezed and/ or automated. Thinking can no longer occur in silos but must be fully integrated into the wider marketing service mix. Enter management consultancies with their heritage in systematic deployment to the already crowded fray, and an even higher demand for talent to go round.
We’ve seen the delivery of such projects once again start to blur the lines between project and client leadership. Balancing technical literacy, an understanding of the creative process and a strategic client focus means having an opinion. Sourcing such rounded candidates is a challenge facing the whole industry at the moment. There is digital talent and then there are the ‘da Vincis’ as W&K coined.
What is needed are people that understand the digital space but who can also execute within it. Roles are more multi-faceted, more empowering, potentially more rewarding. They make individuals work harder so the recruitment process necessarily has to work harder to identify those that can deliver and the unusual places where they may be. As the digital space continues to expand, so it needs to recruit more, and from more diverse sources to meet both the number of needs and the range of application needed.
Approaches and thinking that are applied to end clients can be applied to recruitment. There it is about engagement and loyalty. So it should be with employees. As service-based businesses, people are your brand. Recruiters should be focused on helping provide and inform these to aid in readying a digital workforce. As the war has moved to finding the right talent, so should it become less about resource process and more about strategic application.
We are still at the end of the digital beginning. Despite it being a bumper year of mergers & acquisitions more will still happen (WPP and IPG?), companies are still reorganizing, still learning how to build and retain a relevant workforce, business models are still evolving and cultures still need to shift to be more digital. And recruitment culture should be like digital culture – it should come from everywhere within a business and focus on the customer experience.
The fluid nature of digital is exhilarating from an innovation and interest perspective. It can stretch hiring needs to their limits though from the practical (skill set requests changing on the fly) to the ideological (what are you considering important to indicate future success).
Needs exist today that did not yesterday. An insistence someone has performed the exact responsibilities in a previous role to work with you in this is neither conducive to easing the shortage or widening the experiences within your company needed to address the problems of tomorrow.
Change is fast but growth is slow in the current economic climate. There was a war on talent this year to try and service existing needs. There will be a new war on talent for 2014, one that aims for growth. Any war requires a plan of attack so what’s yours for next year? We think a good plan should aim to inspire those outside of the industry, educate those getting into it and develop those within it.
The recruitment industry has an important part to play in this future proofing of the digital workforce. It should be plugged in to what our clients are doing, what their clients want to do, what is possible and how we should all get there. What is digital? It’s complex and changing. Your recruitment partners should have an opinion just like you do. What is talent? It should have aptitude and be curious to change. You should hire for future needs as well as current positions.
The digital future is not just pixels – it’s physical form, products and services, it’s different thinking, revenue and businesses. This future is only a few years away but it won’t just start in January one year it will be an evolution to maturation. The time to start thinking about what that future means for you, your company and your workforce is now.
2014 Prediction in five words
Digital literacy = essential for everyone.
Dan de Lord
Head of Digital
DNA
Tel: +44 (0)207 4909 350
Email: dan.delord@dynamicnewalliances.com
Web: www.dynamicnewalliances.com
Twitter: @dnajobs
end quote from:
In this rapidly shifting and expanding digital landscape there is a corresponding arms race for digital skill sets. The demand is sky high and so the demands on the recruitment industry have never been greater either. It’s not just a question of increased sourcing though, planning for and training of a digital-ready workforce has lagged behind the scale needed. So 2013 was also the year a war was declared on talent, again, not just any talent but the right talent.
As digital solutions have become more technology-led, so there has been a need to diversify programming and design capabilities and combinations. Agencies should be hiring, or collaborating, with people from wider industries including the likes of computer scientists, experts in computer visioning, artificial intelligence, robotics, gaming and film production to create new opportunities for interaction.
Work has become more strategically focused to augment clients’ businesses and drive higher margins for agencies than pure production, which is still being squeezed and/ or automated. Thinking can no longer occur in silos but must be fully integrated into the wider marketing service mix. Enter management consultancies with their heritage in systematic deployment to the already crowded fray, and an even higher demand for talent to go round.
We’ve seen the delivery of such projects once again start to blur the lines between project and client leadership. Balancing technical literacy, an understanding of the creative process and a strategic client focus means having an opinion. Sourcing such rounded candidates is a challenge facing the whole industry at the moment. There is digital talent and then there are the ‘da Vincis’ as W&K coined.
What is needed are people that understand the digital space but who can also execute within it. Roles are more multi-faceted, more empowering, potentially more rewarding. They make individuals work harder so the recruitment process necessarily has to work harder to identify those that can deliver and the unusual places where they may be. As the digital space continues to expand, so it needs to recruit more, and from more diverse sources to meet both the number of needs and the range of application needed.
Approaches and thinking that are applied to end clients can be applied to recruitment. There it is about engagement and loyalty. So it should be with employees. As service-based businesses, people are your brand. Recruiters should be focused on helping provide and inform these to aid in readying a digital workforce. As the war has moved to finding the right talent, so should it become less about resource process and more about strategic application.
We are still at the end of the digital beginning. Despite it being a bumper year of mergers & acquisitions more will still happen (WPP and IPG?), companies are still reorganizing, still learning how to build and retain a relevant workforce, business models are still evolving and cultures still need to shift to be more digital. And recruitment culture should be like digital culture – it should come from everywhere within a business and focus on the customer experience.
The fluid nature of digital is exhilarating from an innovation and interest perspective. It can stretch hiring needs to their limits though from the practical (skill set requests changing on the fly) to the ideological (what are you considering important to indicate future success).
Needs exist today that did not yesterday. An insistence someone has performed the exact responsibilities in a previous role to work with you in this is neither conducive to easing the shortage or widening the experiences within your company needed to address the problems of tomorrow.
Change is fast but growth is slow in the current economic climate. There was a war on talent this year to try and service existing needs. There will be a new war on talent for 2014, one that aims for growth. Any war requires a plan of attack so what’s yours for next year? We think a good plan should aim to inspire those outside of the industry, educate those getting into it and develop those within it.
The recruitment industry has an important part to play in this future proofing of the digital workforce. It should be plugged in to what our clients are doing, what their clients want to do, what is possible and how we should all get there. What is digital? It’s complex and changing. Your recruitment partners should have an opinion just like you do. What is talent? It should have aptitude and be curious to change. You should hire for future needs as well as current positions.
The digital future is not just pixels – it’s physical form, products and services, it’s different thinking, revenue and businesses. This future is only a few years away but it won’t just start in January one year it will be an evolution to maturation. The time to start thinking about what that future means for you, your company and your workforce is now.
2014 Prediction in five words
Digital literacy = essential for everyone.
Dan de Lord
Head of Digital
DNA
Tel: +44 (0)207 4909 350
Email: dan.delord@dynamicnewalliances.com
Web: www.dynamicnewalliances.com
Twitter: @dnajobs
end quote from:
As digital evolves, DNA predicts a more diverse 'war on talent' to ...
The Drum-Dec 18, 2013
What is digital?
The term is now stretching at the seams with the activities it
envelops, and 2013 has been another big year. This was billed as ...
Digital literacy is essential for the survival of whole continents of people. One reason for this is that countries and areas of the world that don't have digital literacy could be rendered dead or obsolete in one or two days with all the changes on the horizon. People talk about Blitzkrieg in World War II by Hitler. Imagine a Blitzkrieg that could happen in one day or one hour that would not be nuclear? This is what technology is bringing which could like nuclear weapons change human kind forever.
Let me give you just a few example this is happening right now. Mood Altering drugs permanently change neurons and the ways brains function to forms that did not exist in 1950 or 1900. So, the changes to people who take mood altering drugs and their effect long term on society at large are still unknown. Also, the propensity to commit suicide or to commit murder sometimes increases with these drugs as well. So, this is a problem too.
Another thing: GMOs in North, South and Central America are killing off children who are naturally allergic to non-natural and non-nutritious foods. So, we are killing off or making ill whole classifications of children throughout north, South, and Central America because GMOs are illegal in the rest of the world. So, though supposedly we have freedoms here, it appears we are no longer free from eating GMO Corn, GMO Wheat, and other GMO grains if we only shop in major non-Whole Foods or health food supermarkets in the U.S. What is the long term effects of most people not knowing that 85% to 90% of all soy grown in the U.S. and 90% of all Corn grown in the U.S. to be GMO? How many children will die or be made permanently ill before people get wise to this problem enough to change it?
We appear to be moving away from group survival worldwide from all these kinds of problems ongoing. One can expect whole groups of people on earth to disappear just from mood altering drugs and GMOs during these times.
If you gave a deer Mood Altering Drugs what would happen? It would be a happy well fed Mountain lion. Because on mood altering drugs that Deer wouldn't know how to avoid a mountain lion. Fear and terror are necessary for physical survival in dangerous situations. Not to understand this is just to be ignorant. One needs enough fear to think clearly enough to survive serious situations as they arrive in any given moment.
So, even just in these two instances there are the educated and well, and then there are the sick, the dead and the dying worldwide.
And these kinds of problems are multiplying every day. Often now, these kinds of problems might not be even discovered until 5 to 10 years later by which time it might be too late for that country or society or even for the whole world of humans to survive.
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