Innovation
& Forward
Thinking

Innovation & Forward Thinking.

Another key trend shaping TA is a shift toward skills-based hiring and learning, challenging the traditional emphasis on formal education. In a world where skills, not degrees, will shape the future of work, skills are becoming the new currency of the job market, emphasising what you can do over where you studied.

Research suggests that skills generally have a “half-life” of about five years, with more technical skills just two and a half years, so reskilling is emerging as a proactive talent management strategy.

And diversity in candidate pools is gaining importance, as businesses recognise the strategic value of varied perspectives, creativity and understanding of the global market.

Finally, our research shows that forward-thinking organisations focus on holistic and strategic workforce planning.

This encompasses:

Long-term strategies
Skill-based assessments
Integrated ED&I initiatives
Innovative early careers programmes
Partnerships with outsourced providers
A balanced view of technology and AI as enablers, not cure-alls

This comprehensive approach signifies a deep understanding of the evolving dynamics of talent management, distinguishing these organisations in the contemporary TA field.

There is a long-term view of workforce planning.

Organisations aren’t just filling current vacancies; they’re meticulously forecasting future talent needs and aligning them with overarching business goals.

Internal talent is mobilised and valued.

Rather than always seeking external hires, these organisations focus on upskilling and reskilling their current workforce. Through skill-based assessments, they identify and leverage the untapped potential within existing teams to enhance employee engagement and build an agile workforce.

ED&I is front and centre.

Recognising that diversity goes beyond corporate responsibility, these organisations see it as a strategic necessity that drives innovation and business success.

Early careers programmes are reimagined.

Many are moving away from degree- level qualifications by focusing on skills and potential rather than just academic credentials. This expands the talent pool and aligns with a more inclusive and equitable approach to TA.

External partners are used.

By partnering with external experts, organisations can access specialised skills and services, enhance their TA capabilities, and maintain flexibility in their workforce.

There is a thoughtful approach to AI and technology.

Forward-thinking organisations recognise the potential of AI tools to enhance efficiency, provide insights, and support decision making. However, they are aware that AI and tech are enablers that can solve specific problems and enhance human capabilities, not replace them.

Best-in-class organisations focus on these elements to shape a holistic, forward-looking TA strategy, addressing immediate hiring needs while positioning the organisation for long-term success.

1.

Start small:

Innovation doesn’t have to be big, but it does need to help the organisation move forward. Don’t be dazzled by shiny new tools. Focus on identifying problems and then explore how technology, data, or AI can address those specific challenges. Avoid starting with the tech or tool and working backwards.

2.

Embrace strategic workforce planning:

If you don’t know demand over the next 12-24 months, you can’t effectively plan for the future. Emphasise strategic workforce planning (SWP). For those already advanced, experiment with skills- based hiring within a single team, focusing on potential and future leadership skills.

3.

Collaborate and seek counsel:

Seek advice and counsel internally and externally. Utilise resources such as RPO providers, tech companies, industry events, and forums to explore innovative and effective approaches to TA.