AI and Technology as Accelerators of Total Talent Management

A panel of experts explored this challenge and potential solutions:

• Maarten Hansson, Global Head of Integrated Workforce Management at Novartis
• Marcel Bischof, Global SCM Tower Lead – Professional Services at Hitachi Energy
• Cris Buningh, Chief Procurement Officer at Volksbank
• Chris Neddermeijer, CTO at Nétive VMS
• Carolina Bittencourt (UCB) as moderator

Total Talent Management: Concept or Reality?

Total Talent Management has been a widely discussed term for years, but only recently has it gained real traction. The challenge is not just balancing internal and external workforce resources but, more importantly, leveraging technology to make informed decisions.

Chris Neddermeijer emphasized that AI and data play a crucial role in this transition—not to replace HR or procurement, but to support them with better insights and faster processes.

“The core of Total Talent Management is finding the right mix of internal and external skills. This requires flexibility, but more importantly, visibility. Technology enables us to gain that visibility and act on it immediately.”

Silos as the Biggest Obstacle

A recurring theme in the discussion was the siloed structure within many organisations. HR, procurement, and business units often operate separately, making it difficult to implement Total Talent Management in practice.

HR focuses on internal workforce and compliance, procurement on cost and contracts, while the business side simply wants the right talent available as quickly as possible. These different priorities often lead to friction and inefficiencies.

Marcel Bischof identified this as one of the biggest barriers to success.
“HR wants control over the internal workforce, procurement manages external hiring, and the business just wants the right people to drive projects forward. The question is: how do you align these three perspectives? This is where technology can help by providing structure and oversight.”

AI as a Catalyst – But Start Small

The potential of AI in Total Talent Management is significant, but it also raises key questions: Where do you start? Which processes are best suited for automation? And how do you ensure AI simplifies rather than adds complexity?

Cris Buningh advocated for a pragmatic approach.
“You don’t need to automate the entire process at once. Start by identifying where you can make the most impact. AI can help with contract analysis, faster candidate matching, or enhancing user experience. Choose a few concrete use cases and build from there.”

He also warned against the ‘Big Bang’ approach, where organisations try to overhaul everything at once.
“You need a long-term vision, but if you try to change the entire system overnight, chances are it won’t work. Start small, test, learn, and scale up.”

Technology Requires a Culture Shift

A crucial aspect of implementing new technologies is change management. People are naturally skeptical of change, especially when technology significantly alters established processes.

Chris Neddermeijer stressed that technology only works if the organisation is ready for it.
“You can implement the best AI solution, but if people don’t understand how to use it, nothing will change. The key is to embed technology into daily practice, with clear guidance and a focus on user benefits.”

Encouraging a culture of experimentation is essential. Marcel Bischof pointed out that organisations must be willing to take risks.
“We need to move past the fear of making mistakes. Not everything you try will work, but if you don’t experiment, you won’t progress.”

He also highlighted an important insight: organisations should be willing to invest in technology and processes even when the immediate ROI isn’t clear. Too often, the focus is purely on cost reduction or efficiency, while the long-term value of innovation is overlooked.
“Not every technology investment delivers an immediate ROI, but that doesn’t mean it’s not the right choice. Sometimes, you need to invest in systems that will help you stay agile and future-proof in the long run.”

The Future of Total Talent Management

The panel agreed that Total Talent Management is no longer just a theoretical concept—it is a strategic necessity. The combination of data, AI, and smart technology offers unprecedented opportunities to make workforce management more effective.
However, success depends on a few critical factors:

• Break down silos between HR, procurement, and business teams
• Start small and build from concrete use cases
• Foster a culture of experimentation and continuous learning
• Keep technology simple and user-focused

Total Talent Management is not an end goal in itself but a means to create more flexible, smarter, and more efficient organisations. And technology is an essential enabler in making that happen.