With a full picture of the individual, and not just their service record, military leaders can match the best person to any particular mission. For example, in a crisis, they can find the one person that speaks the local language; or when software fails, they can identify who learned the coding language Python as a hobby. Essentially, a digital, individuated approach to talent management enables leaders to organize tasks at the individual level.
One approach to organize work without jobs is to fractionalize the work: breaking it down into more meaningful chunks of work in the form of projects or tasks that continuously evolve as business needs change, letting workers with a relevant portfolio of skills and capabilities flow to the work. This approach is gaining ground, and is advocated by leading thinkers such as Ravin Jesuthasan and John Boudreau in their recent book Work without Jobs.8 Many organizations are experimenting with partial fractionalization in the form of internal talent marketplaces: letting workers carve out a portion of their time from their traditional job to take on projects and tasks anywhere in the organization based on their skills and interests, with opportunities suggested to them through AI-powered matching technology. At Haier, the entire organization of more than 75,000 employees works in a fully fractionalized work model, with an internal talent market that governs how talent is deployed on specific projects, structured into self-organizing, fluid microenterprises, each with 10 to 15 employees.9
What I Learned from Transforming the U.S. Military’s Approach to Talent
Moving from jobs to skills as the organizing principle of work and the workforce will require a shared approach across the organization regarding the value and prioritization of skills as the connecting thread of talent management, and how they will inform all workforce decisions. As one Dutch communications company embarked on its transformational journey to become a skills-based organization, for example, it first defined its skills-based talent philosophy.22
In 2021, Korn Ferry acquired Lucas Group, founded in 1970 with a focus on recruiting veterans for leadership and technical roles in corporate America. Our military transition recruiters are not only accomplished in the industry, but most are veterans and reservists themselves. This deep knowledge and personal experience with the military enables us to recruit directly from the top talent pool and thoroughly screen every candidate for both proven results and future potential. No other organization has our track record, scale, or IP to ensure success.
The traditional veteran hiring model, where you work with our military veteran recruiters to analyze needs and identify top military talent to support your organization, from leadership to technical roles.
Its time-tested, world-class approach to creating and maintaining a combat-ready organization was no longer delivering the needed results. Boot camps and other in-person training methods could not update fast enough to keep pace with emerging technologies, nor could they accommodate for the constant redeployment of its personnel. Digital talent was not growing fast enough to make a meaningful impact on the organization. USAF needed a partner that could create job-ready talent from within and provide a flexible platform that could scale to support all 689,000 personnel located around the world.
Udacity is the world leader in creating job-ready digital talent, radically transforming lives, businesses and nations all around the world. With over 10 years of experience focused entirely on building digital talent, Udacity provides a comprehensive approach to developing, recruiting, and retaining digital talent at scale.
This article reviews some of the lessons learned from an ongoing evaluation process in the areas of integration of complementary/integrative health approaches as well as health coaching and peer-led groups, Whole Health education, employee well-being, cost impacts, and whole-system transformation.
Although the command has made progress in reducing suicides, we still have a great deal of work to do. Through our partnerships with the Services and academia, we are analyzing how to better predict and prevent suicidal behaviors. We recently completed an analysis of SOF suicides over the past four years and are using what we learned to inform our suicide prevention strategy going forward. We will improve suicide prevention training for our military members and their families by addressing the underlying cognitive processes that lead to suicides and providing enhanced screening of our military members.
At the Red Cross, innovation sits at the intersection of our mission and our constituents - the people we serve. Across the many programs we provide from disaster preparedness and response, to blood services, training services, support of the military, and more, the Red Cross Innovation Team experiments and develops new approaches that help deliver on our mission to prevent and alleviate human suffering in the face of emergencies.
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