HRO Today Global APAC 2018 - 6

APAC in Focus
Adapting Talent to Strategy
Three companies discuss their approaches to workforce management
in a time of technological and business transformation.
By Leslie Shaffer
Disruption, whether from new technology or changing
consumer desires, has made workforce planning more
complicated than ever. Today's companies often need to
pivot their talent management strategies in order to adapt
to a new business environment where products need rapid
redevelopment or they can quickly become obsolete.
According to Stephen Abbott, leader for client recovery
for Asia Pacific at PeopleScout, traditional job roles have
been evolving as a result. Take, for example, the ATM. He
says when ATMs were introduced, bank teller positions
were not eliminated. Instead, with the machine taking
over more mundane tasks, customer service roles became
more complex.
Similarly, call centre operators once leveraged set scripts
to assist with customer interactions. But with the advent
of other avenues to help customers seeking service-like
online chat or app-based messengers-workers in call
centres now handle more challenging issues that call for
much more attention to detail, Abbott says.
To adapt to these transitions, James Henness, head
of business solutions and technology accounts for
PeopleScout, says that talent acquisition needs to be
aligned with corporate strategy so that hiring can be done
" ahead of the curve. "
[6]
HRO Today Global | APAC Special
Here are three case studies that demonstrate the different
ways that companies have adapted their talent strategies
in the face of business disruption.
Case Study: Book Publisher Shreds Paper and Goes Digital
The first case study examines how a legal documentation
book publisher transitioned from being a traditional
publishing business to a digital media business.
Abbott says the process started more than 30 years
ago when Ohio began moving all legal documentation
to a searchable database. In all, 65 billion searchable
documents taking up 3 petabytes of data, or the
equivalent of 150 times Wikipedia, were converted to the
database, with 55,000 sources added daily.
For a traditional print book publisher, that represented a
sea change in its industry. Book editors who had edited
the same law journal every year-one of whom had done
it 23 years running-now needed to move into a dynamic
digital business, Abbott says.
That meant shifting from a mindset of perfection, which
was necessary before printing a physical book, to one
where " 80 per cent " is good enough, because documents
had become editable, he says. In addition, sales needed

HRO Today Global APAC 2018

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