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Matt Weston
   

Why bosses should invest in training and development

Today it feels like change is the only constant that you can rely on. Brexit, digital transformation, industry 4.0 and a changing make-up of the workforce, it’s no surprise that resilience has never been higher on the boardroom agenda. Retaining and upskilling employees in the next few months may well prove critical to business success.

Article by 6 October 2019

Matt Weston
   

Tomorrow’s talent pipeline: preparing for a digital future

The current labour market is in the midst of an evolution. Across all sectors, digital transformation is changing the way that businesses operate and shifting the in-demand skills for the workplace of the future. This 2019 Salary Guide revealed that two in five UK organisations (38%) consider digitalisation to be the main evolving force in the workplace today.

Article by 24 September 2019

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The ‘BAFTH’ Framework for Aligning an Organisation’s Strategic Focus with the Demands of the Digital Age?

The word ‘Disruptive’ has come to signify the kind of transformative change that uproots existing norms of competitive economies and forges a path of its own by rewriting the ‘rule book’ while relegating complacent titans of industry to the annals of history. It’s the kind of trailblazing that is majestic in nature and game-changing in practice.

Article by 6 June 2019

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An Overview of the Employee Career Dynamics in the Digital Age

Professional careers have always had a tinge of uncertainty; however, the Digital Age has amplified it significantly with efficiency no longer being the mainstay of ‘human’ excellence as advanced automation and seamless autonomous functioning have steadily taken out the ‘committing of errors’ from the corporate equation.  Consequently, ‘excellence’ is being ‘commoditized’ with respect to job performance and the notion of being ‘relevant’ in the Digital world is gaining more traction.  More and more of the repetitive/physically demanding/minimally diverse jobs/roles/functions are being relegated to ‘smart’ machines while cerebrally-intensive skills, e.g., innovative thinking, astute strategizing, creative application, cohesive peer-to-peer engagement, etc., are being heralded as the ‘last bastion of ‘human relevance’ in the workplace.  Most of the respective impact is being felt by the mid-career professionals who are haunted by the notion of ’45 is the new 65’ as they brace for the groundbreaking technologies nullifying the need for large workforces.

Article by 5 March 2019

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The New Frontier for Talent Acquisition in the Digital Age

Finding the right talent for the Digital Age has become increasingly critical for competitive organizations as the relevant dynamic demands keep revising the roles/skill sets that are needed to succeed in the future.  The steady influx of AI-enabled entities in the workplace has been a key factor in the respective context as the notion of the ‘right talent mix’ now involves both ‘human’ and ‘non-human’ team members.  Consequently, this has put significant strain on the historically cozy and secure relationship between recruiting firms, especially, in the ‘retained’ category, and their corporate clients as conventional/unconventional recruitment approaches favoring induction of ‘human talent’ are not deemed to be in optimized congruence with the organizational imperatives of higher efficiency, faster productivity, refined timeliness, seamless manufacturing/services, and consistently innovative offerings to remain relevant in the face of disruptive influences/competitors.

Article by 5 February 2019