Today’s Talent Climate: Hiring Remains Harder Than Ever
Even with economic uncertainty, finding the right talent is still a challenge. Unemployment rates are low. Job-seekers are more picky. And the level of skills needed is constantly evolving.
In association with The Josh Bersin Company, the Time-to-Hire Factbook makes sense of these seismic changes, and provides insight on how organizations need to break the boundaries of traditional talent acquisition.
Read a short excerpt of the Time-to-Hire report below.
Despite the economic slowdown, it’s still hard to find good people. As you’ll read in this research, time-to-hire rates are higher, and in some cases getting worse. This means employers have to work even harder to find just the right candidate in most positions.
Why, in this time of slowing growth, is the job market so competitive? To answer that question, we need to look at three major drivers, which are happening all at once.
First The unemployment rate is low. Thanks to the low birth rate and the exit of many baby boomers from the workforce, the actual working population in most countries is stagnant or decreasing. And demographic forecasts show that almost every developed economy will see a shrinking working-age population in the future. Therefore, the raw number of people looking for work is not increasing, and this, of course, gives job-seekers more power.
Second Job-seekers are more picky. Despite some layoffs in certain industries, research shows that many workers are looking for better pay and job-seekers now expect or demand flexible work. Companies have lavished benefits on their employees during the pandemic, and most job-seekers expect a wide range of such benefits, leave options, insurance, and competitive pay.
Third Technology, IT, supply chain, and finance are quickly demanding new skills. New technologies, new tools, and new business models are changing the nature of most jobs, forcing employers to look far beyond experience to find the right candidate. Most well-paying jobs are “skills-centric” positions, where employers are looking for cutting-edge skills, competing with peers for strong candidates.
Our forecast The combination of demographic changes, empowered workers, and a rapid need for emerging skills is here to stay. Prepare yourself for a complex hiring environment, and look at systemic HR solutions to keep your company growing in this time of change.
Time-to-hire is getting progressively longer. Finding the right talent for the right roles has never been so challenging. So how can business thrive in this new landscape, and attract, source and hire the people they need? It’s time to look at things from a new perspective.
Read our recent article and discover six practical steps your business can implement to hire the right talent at speed.
Freelancers and contingent workers form an increasingly important part of an organization’s workforce. According to Staffing Industry Analysts, there were 51.5 million contingent workers in the US in 2021, representing more than a third of the region’s workforce and generating $1.3tn in revenue.
Freelancers and contingent workers form an increasingly important part of an organization’s workforce. According to Staffing Industry Analysts (SIA), there were 51.5 million contingent workers in the US in 2021, representing more than a third (35%) of the region’s workforce and generating $1.3tn in revenue.
This number is almost certain to grow. Companies have weathered an unprecedented level of chaos over recent years, from the impact of the Great Resignation and skills gaps to rising interest rates and heightened production and supply chain costs. At the same time, demand for talent remains high, with 1.9 jobs available for every unemployed person in the US in January, according to data from the Bureau of Labor and Statistics.
The consequence of this state of flux is that companies are increasingly attracted to the flexibility provided by contingent workers. The ability to access experienced, readily available talent at the right variable cost offers employers the agility to meet current talent requirements without the cost of full-time employees. It is also the perfect marriage with more and more workers wanting flexibility in the post pandemic age.
“After the 2008 financial crisis, we saw heavy utilization of contract workers. At that time, it was driven by necessity, but not strategic in most cases. This time around is proving to be different. The organizations that get it right will find ways to use budget wisely in place of headcount. Instead of just filling roles reactively, companies are taking proactive measures like building talent pools and equipping their teams with access to on-demand resources,”says Dustin Talley, CEO and founder of Talent Simplified.
However, if done without proper thought, the growth in contingent hiring also brings challenges for organizations – not least in terms of reputational risk and potential damage to existing employees’ engagement.
Skills not silos
One of the main challenges with contingent hiring is that it is often run in a silo, separate from other talent functions. In the US, contingent hiring is often the remit of the procurement department with permanent recruitment run by human resources. The reality is that these two functions often operate individually and with little interaction, making the integration of contingent hiring into strategic workforce planning difficult.
“The operational reality shows that the idea of total talent management is still theoretical,” says Mark Jones, Executive Vice President at AMS.
“One of the challenges of contingent labor is that it is by default a tactical solution to find people quickly. When you do that, you use a staffing agency. It is ingrained in how supply chains including internally and externally run MSP’s operate. So, this whole concept of brand and loyalty is nice in theory but will only work if talent acquisition leaders genuinely change how resources are procured.” He goes on to add: “It requires an extra layer of thought, joined up planning and thinking which until recently, often is simply put into the nice to have, but not now category.”
Progress may be slow, but the move towards a more innovative approach to contingent hiring is undeniable. The growth in skills-based approaches to hiring – which puts an individual’s skills profile above employment method, experience and location – is furthering this trend.
“A lot of this is about undoing an existing mindset of needing to hire someone versus needing to get something done. As we enter the skills-based economy, work is about getting a project done rather than completing a 40-hour working week,” says Talley.
According to a SIA report released in May, while only 28% of organizations currently have a strategy for contingent workforce planning as part of their corporate strategy, more than half (55%) are exploring it. The same study indicated that 27% of organizations have a talent pool of some description in place to source contingent workers but 46% were considering it.
“Skills-based companies will win in the future. It will be slow, but it will play out. I see mid-sized companies gaining market share as they’re being smarter around talent and tagging the skills so they know what they have. They are the ones competing and winning, as they’re quick to respond to both clients’ needs and their own internal talent requirements,” adds Talley.
“We’re in the first innings of a nine innings game and skills-based hiring is a part of that,” agrees Jones.
“However, the best time to outsource is in an environment like today, where organizations are coming off all-time highs in hiring. There is a reduction in open roles and all our clients are hiring less, which means there is more capacity in the contingent market,” he adds.
Part of the challenge in integrating contingent hiring into a more holistic approach to talent management is the need for change management. Moving away from a historic way of working with staffing agencies to a direct sourcing strategy requires a different approach across the talent acquisition supply chain. This is where strong leadership and a fully thought out workforce planning strategy is needed.
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Data-led decision making
Laurie Padua is managing director of Talent Advisory Services at AMS. She believes that companies need to be more strategic about the talent they attract and employ.
“What we do at advisory is think about the skills and capabilities that an organization needs to drive the end goal it’s trying to achieve, rather than just filling job roles. The worker type is almost irrelevant – it’s about focusing on what your organization needs from a talent perspective, then using data to learn more about the skills and capabilities you are trying to attract,” she says.
“For example, can you get the people you need permanently? Where do they need to be located? Do you need to bring in cohorts of individuals with the skills you need and upskill other employees? We take a holistic, thoughtful approach to talent solutions and contingent hiring is certainly part of that conversation, particularly with the agility and scalability it gives businesses when it comes to costs,” adds Padua.
It’s fine for operational processes and technology to vary between contingent and permanent hiring, says Padua, but your overall strategy must align. Communication is key, otherwise companies can end up in a situation where the contingent hiring team is trying to recruit for the same role as the permanent team.
“The reason some organizations are resistant to change is that they don’t know where to start. Our advisory service can provide expertise on the transformational change journey and get them to the starting point,” says Padua.
Ultimately, change management is a difficult process to go through, but corporations should focus on the benefits of direct sourcing within contingent labor.
“Building contingent recruitment into your holistic talent strategy creates cost savings, allows you to access talent faster and without intermediaries and puts control of talent back into your own hands,” says Padua.
AMS’s own figures back up data around direct sourcing of contingent labor. In the US, AMS clients are achieving in excess of 10% cost savings, with improved candidate quality and quicker submission. Some clients are seeing talent pools in excess of 20,000 contractors after 12-24 months adoption, with other areas of the business using these candidates as part of their emerging skills-based hiring strategy.
“Right now, the traditional routes to market are working. However, our thesis is that things are going to continue to change, the labor market will tighten and that these types of strategies will allow companies to leverage their brand loyalty to make cost savings and generate more hiring options than they currently have,” says Jones.
When we started this whitepaper, its overarching premise was to debunk commonly held digital myths in talent acquisition by talking to thought leaders and practitioners in the industry. It’s clear that the change that has occurred across industry in the intervening period has been seismic. AI has exploded into the market and is touching every facet of the talent industry.
In conjunction with this now, far more accessible technology, the temperature of the Talent Climate continues to rise, with pain points such as time to hire, and skills shortages in certain sectors still front and center for many industries. Alongside this the ‘noise surrounding talent technology can at times be deafening. Indeed, in the talent acquisition industry the speed of technological development continues to transform the world of work. This, coupled with current global macro-economic tightening, a new technology to understand in AI, the increasing need for tech skilling of the talent pool, and fierce competition for companies to stay at the top, all means talent professionals are under huge pressure.
The industry is at the foothills of revolution in how we attract and retain talent. And like most industries, technology and digital transformation is at the heart of this change. Companies are looking to technology, yet their teams need to stay on top of these advances.
That’s not to say that robots are replacing people. Instead, the best performing companies are leaning-in to the responsible use of AI, with focus given to technology that considers its wider impact and how it helps talent professionals re-think recruitment in a digital environment from automating the mundane and innovating the challenges, to allowing people to lead and strategize, thus allowing technology to act and process.
Ultimately, technology will allow talent professionals to build longer-term relationships with candidates, matching skills to future job requirements.
Technology is an enabler, not a replacement. The future is a mix of tech and touch.
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Our key findings
Technology needs to support employees, not replace them
Business leaders believe that technology will make employees more efficient, but employees don’t necessarily agree, fearing the ‘robots’ will replace them. Getting employees onboard is key to successful tech implementation.
Have a plan beyond simply launching your new tool
Too many businesses focus on launching new technology tools and then leave users to get on with it. Plan how use of the tool will adapt over 30 days, six months and two years to get the most value.
Talent tech is in its infancy, so long-term vendor relationships are key
We’re just at the start of the impact of technology on talent acquisition. Choose your tech vendors based on long-term strategy, not short-term aims.
In chapter two, we examined why technology projects fail – and how to avoid doing so. Talent technology isn’t something you implement and then simply leave to its own devices. Instead, successful technology implementations involve including users in the decision-making process, understanding the specific use cases you want the technology to intervene on, and planning for post-launch adoption and training.
Above all, adopting technology into talent processes is about meticulous planning, ongoing training and understanding how use of the technology can evolve. It’s about thinking beyond launch and planning for the future.
Digital overload weakens the impact of technology
Technology without user led implementation and a eye to simplification, leads to poor adoption and slows down processes, frustrating users. Only implement technology where it can have a strategic impact.
Traditional hiring routes won’t meet demand for talent
Wage inflation, headhunting from competitors and hiring job-ready candidates isn’t going to be enough to meet the huge appetite for tech talent – so it’s time to think outside the box.
Hire for attitude, train for skill
The complexity of technology means skills need continuously updating. In most cases, hiring someone who is adaptable, agile and has a willingness to learn is better than someone with one set of technical skills.
Technology will change both how a candidate applies for and engages with a job role, and how talent professionals source, assess and onboard new hires. It will also offer both parties more data and information about roles and people, allowing for better profile fits, more engaged employees – and less attrition.
Talent tech should be part of a wider strategy to meet the challenges of digital transformation
COVID-19 has proved a catalyst for digital transformation. As hiring tightens, talent professionals are at the forefront of this shift and need to be strategic partners to business.
Candidates expect a consumer experience
It’s not just employees who need to get used to talent tech. Candidates now expect a quick, frictionless hiring process, with easy to use and actionable technology. Fail to stay ahead of the tech curve and your future talent needs fail too.
Artificial intelligence is a game changer for strategic talent acquisition…
By 2025, 75% of organizations will shift from piloting artificial intelligence tools to operationalizing – one of the biggest data and analytics trends of the near future.
…but remember to implement change management
The efficiency of artificial intelligence means roles change and headcount can drop. Make sure you upskill your people and offer a real focus on development opportunities and develop an inclusive environment to grow and retain talent. In summary, powerful AI is already here but we need to use it responsibly and ethically in order to mitigate bias, thus allowing the wider economy to thrive.
The future is a balance of tech and touch…
Of course, meeting the evolving challenges of talent technology is easier said than done. That’s why AMS provides a number of solutions that help organizations deal with the complex issues brought about by technological change. From how to choose a technology provider to building digital skills in your organization, chatbots to remote hiring – here’s what you need to know.
As mentioned earlier, the temperature of the Talent Climate continues to rise and the noise surrounding talent technology can at times seem deafening. As we climb the foothills of this digital revolution and reach for the uplands, we need the right solutions to cater for our needs and at AMS, our digital solutions help our clients succeed in a new world of work. Finding the right way to get the right people at the right time, on the right terms is what AMS does. We are proud to offer focused and relevant solutions that will make a difference to your world of work. Talent is our world.
AMS One is a digital platform built to optimize the delivery of RPO talent solutions for AMS clients. With a focus on client, hiring manager and candidate experience, this new platform has benefitted from AMS’ deep understanding of best practice processes, harnessing the power of 27 years of delivering RPO talent solutions.
Is talent technology a puzzle you’re yet to solve?
Partnering with trusted vendors and evaluating their solutions through a rigorous vetting process, AMS Verified turns complexity into clarity. Our unique online platform cuts through the noise of the talent technology market with expert insights. Make confident tech decisions, understand specific products, and stay up to date on the latest innovations.
Hiring isn’t the only way to fill the skills gaps. Sometimes, it’s more efficient and cost-effective to help established employees develop niche capabilities. Or finding new, fresh talent and equipping them with the skillsets you need. The possibilities are as varied as your talent challenges.
AMS Talent Lab can help clients meet their ever growing and demanding skills challenges while focusing on two distinct offerings provided by AMS Talent Lab. –Recruiter skilling:enabling clients to grow the recruitment talent they need. –Tech skilling: helping clients to close the tech skills gap.
In challenging times, a strong employer brand can unlock commercial success by attracting and retaining top talent, enhancing engagement, and driving long-term growth.
Challenging times? Employer brand is the hidden secret to commercial success
Contributors:
Vangie Sison Head of Employer Brand Advisory Americas, AMS
The coming months are likely to be challenging for all businesses. A global economic slowdown has seen job cuts and hiring pauses forecast – perhaps as a correction to post-pandemic hiring spikes.
The Great Resignation, the talent crunch, the ever-widening skills gap – whatever you call it, it’s increasingly difficult for organizations to fill roles and build skills, particularly in heavy growth areas like digital and technology.
Add in the impact of ‘COVID clarity’, where employees are reevaluating the role work plays in their lives, what level of remote or hybrid working is acceptable to them and the desire for more purposeful work, and the relationship between employer and employee is becoming more complex.
As businesses look to navigate economic slowdowns and talent shortages, it can be easy for organizations to turn to layoffs and reduced investment in internal and external employer branding to save money. But are these truly the right tactics to leave their businesses well placed for future success?
Evidence suggests not and according to Harvard Business School professor Sandra J Sucher and research associate Marilyn Morgan Westner short-term savings can have a long-term negative effect.
“I’ve studied layoffs since 2009… the short-term cost savings provided by a layoff are overshadowed by bad publicity, loss of knowledge, weakened engagement, higher voluntary turnover and lower innovation – all of which hurt profits in the long run,” they continue.
What we’re seeing is potential candidates and existing employees evaluating organizations not just as companies they work for, but more holistically as brands that they might buy from or interact with. Consequently, it has become more important than ever that these organizations communicate effectively with their target audiences across different platforms and mediums. And that means thinking about your employer brand.
“The one thing we’ve consistently heard from clients over the past few years is that there has been a significant shift in how candidates think about where work fits into their lives,” says Vangie Sison, head of employer brand advisory Americas at AMS.
“Do I need to go into an office? Should I look for something that puts more importance on family than work itself? I think it’s just the jarring conclusion of the pandemic. But employers need to think about how to best present their brand story to candidates in this new reality. These are very important topics for the value employers provide to candidates and employees, but it’s not resonating with them,” she adds.
Sison says AMS is seeing lots of organizations refreshing their brand stories and thinking about the value propositions they offer to employees. While the external economic environment may be challenging, there is a huge opportunity for employers to focus on development opportunities in the near future. Part of this is creating an authentic and inclusive culture which creates growth opportunities for all talent.
Achieving this requires businesses to personalize development, reward and growth opportunities to different talent populations.
“One thing that has come out of recent years is the importance of a talent segment proposition. For example, take a pharmaceutical company that wants to hire 100 data scientists. That company might not be a brand technology candidates think of at first. But, by tailoring their value proposition to that talent segment, that pharmaceutical company can show future data scientists that there is a place for them in their company, ultimately making them more competitive in the market,” says Sison.
Secondly, companies need to think about where best to tell these stories. What are the channels your candidates use to consume media and interact with each other?
“Everybody’s media consumption has changed. We’re seeing more people using streaming channels and on-demand media. You need to be aware of where your talent segment is interacting and how you can reach them,” says Sison.
Growth of branding
The term employer brand was first defined by management consultant Simon Barrow in a 1996 paper in the Journal of Brand Management. In this podcast with Link Humans, he explains how the term has changed over the years.
“In 1985, tangible assets like plant, machinery, buildings and cash formed 56% of corporate assets. Today, that is just 20% of value. So 80% of value is in intangibles, what used to be called ‘good will’. It’s your ability to attract, engage, retain and motivate great people. That’s critical, and it’s what is driving the importance of employer brand thinking,” says Barrow.
He argues that there are three key components of effective employer brand management. First, is to focus on the employment experience itself. How do you rate each touchpoint employees have with your organization? What can be improved?
Second, is to have a board-level sponsor, so that senior management are bought into – and lead on – employer branding strategy.
Employer brand is not brand management
Thirdly, Barrow argues that a distinction needs to be made between employer branding and brand management. Employer branding fails if the reality of the experience doesn’t match the promise. As Barrow says, “you can’t spin your way to an employer brand”.
Sison agrees that authenticity is the key to an effective employer brand.
“As marketers, we can tell a good story. We can sell it. But, if you don’t deliver from an experience perspective, it’s not credible,” she says.
For Sison, the experience a candidate has with a company starts before they even apply for a job. Precise targeting means you’ll already be offering potential hires the right information in the right channels before they see a job advertisement.
From there, it’s about a consistent experience. If the job application page doesn’t provide the experience they want, they won’t finish the application. If their interview with a hiring manager isn’t consistent with the application, they might not take the job. And if their onboarding experience and subsequent job role doesn’t live up to what was promised, they won’t become brand ambassadors – or they might even leave the job.
“The same messaging needs to continue throughout the candidate and employee journey. We can make a brand as sexy as possible, but if the candidate has a bad experience, they will leave,” warns Sison.
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Rebuilding and transforming employer brand at LHC Group.
Healthcare is the largest industry in the US, with almost 14% of the workforce serving this industry. Registered nurses are among the most sought-after talent in the US, and as a result the industry has become creative at finding ways to recruit and train nurses.
Leading healthcare services company LHC Group wanted to redefine itself as the ‘destination of choice’ for healthcare workers, attracting talent who would stay for the long term. It worked with AMS to craft a specialized narrative that spoke directly to the talent they sought in an authentic, relevant way.
AMS helped to hone LHC Group’s brand story by identifying core pillars that supported a new EVP story, alongside a new career website, branding and recruitment toolkit and content marketing strategy. Crucially, AMS helped LHC Group identify the top seven personas of their priority hires, allowing them to target these different segments in personalized ways.
The results include:
a 7% increase in social metrics like engagement rates and impressions
a 67% increase in Google Ad clicks
and lowering cost-per application by 33%
‘‘Thanks to our collaboration with AMS, we have developed a robust EVP strategy that has helped us establish LHC Group as the employer of choice in the healthcare industry,”
Everyone’s Talking about Skills-based Organizations
How Talent Acquisition Teams can be a Catalyst for Change
The period of massive technical advancement we know as the Industrial Revolution took off over 250 years ago. So, it’s extraordinary to think that the way we organize work has not really changed in all that time. Many of today’s organizations still evaluate and perform work along strict role-fulfilment lines. That’s just the way it has always been done.
Today, the global scarcity of talent is propelling urgent change. Technological upheaval, economic uncertainty, ageing populations, and dwindling birth rates are creating the conditions for creative solutions. Some business leaders and industry experts are working with a new operating model as a result: one that focuses on skills.
Deloitte estimates around 15-30% of organizations are currently disrupting workforce and talent structures in this way.1
But switching to a new way of working after centuries of established hiring patterns is no easy feat. Talent Acquisition teams are in a unique position to be a catalyst for change but enabling a skills-based transition has major implications for hiring practices and the organizational structures they’re embedded in.
So, how can this transformation be achieved?
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Sculpted around skills.
There’s no harm in summarizing what we mean by skills-based organizations for the purposes of this article.
Under the standard, legacy structure, work is organized by roles in a functional hierarchy with a clear scope, remit, and accountabilities. A skills-based approach dismantles this and packages work around the skills needed, opening up opportunities for professionals to transcend the organizational silos of roles and tasks. Work is broken into meaningful chunks and employees with the relevant skills and capabilities are used to fulfil it in a fluid and agile way.
People feel empowered to unlock their potential, helping organizations grow the skills they need to stay competitive.
But moving to a skills-based requiresseismic change. And while some businesses have begun to introduce elements of this model into their day-to-day processes (either in defining skills ontologies or within distinct talent practices, such as workforce planning, or performance management and learning and development) this approach is far from widespread.
Ultimately, the journey towards building a skills-based organization will need pilots like these in certain business functions before such a significant business-wide change can be achieved.
The case for change.
Organizations that have taken steps towards being skills-based are reporting positive outcomes. According to Deloitteorganizations are:
Here are some of the reasons businesses are seeing benefits:
1. Increased match between talent and business needs.Selecting workers based on skills rather than prior job experience and education has helped organizations better ensure that they have the right talent to meet their business needs – not just for “right now”, but for the future, too.
2. Organizational agility. When organizations understand the skills necessary to deliver work now and, in the future, and are aligned on the skills their workforce has, they can more quickly assess and move skills that are based on business priorities.
3. Improved workforce performance and productivity.With a skills-based approach, organizations can better tap into all the skills a worker has – not just those they currently use in a specific job.
What’s more, businesses can better nurture and develop in-demand skills, and move talent with the right skills to where they are needed most.
4. A sense of belonging.When work is structured around skills, employees can put their specific skillsets, strengths and interests to use around the organization, bringing them closer to business strategy. This can help breed a strong sense of belonging and loyalty.
5. Built-in diversity.A skills-based setup means DEI is more than a catchphrase. It allows organizations to make more equitable decisions based on an employee’s full range of skills, rather than their job description. Shifting the focus to value skills more than experience, education, or previous workplace, helps to avoid biases against certain talent groups – for example, candidates or employees who did not attend university.
If we can shift our focus, or broaden our lens, from jobs to skills, we’ll find workers have more in common than we think.
Nicole Brender a Brandis Head of Strategy Consulting, Talent Advisory, Americas, AMS
Deep knowledge of the skills that make people successful across a broad range of strategic work, as well as understanding adjacent skills, opens doors to new talent pools and ultimately leads to a better match between talent and business needs.
Kirstin Schulz Head of Strategy Consulting, EMEA, AMS
A journey, not a switch, for TA teams.
Until now, leadership and development teams have been leading the charge when it comes to skills-based approaches. But talent acquisition teams have an opportunity to move the journey to the next level because of their unique position as gatekeepers for candidates at the start of their journey.
Forward thinking TA teams are already starting to embrace skills-based hiring. According to LinkedIn, recruiting professionals are 25% more likely to search by skills than they were 3 years ago and 75% predict skills-based hiring will be a priority for their company in the next 18 months.
Having said that, only 64% feel they can accurately assess candidates’ skills today. So, there is still some way to go for some organizations.2
To implement skills-based hiring effectively, day-to-day TA work itself needs to undergo a transformation. Of course, this level of organization change doesn’t happen overnight. Key pillars of TA teams’ processes (such as job descriptions, for example) cannot simply be removed with no alternative in place. But steps can be taken to move TA teams along the journey towards a skills-based approach. Rethinking how they source, interview and ultimately think about talent is the key.
Nicole Brender a Brandis Head of Strategy Consulting, Talent Advisory, Americas
TA teams have a fundamental part to play in building the blocks to a skills-based future. They can help this come alive at an organizational level by influencing the conversation and shifting the business to a skills-based mindset.
Kirstin Schulz Head of Strategy Consulting, EMEA
Recruiters are the shop window to the external market. But it’s the infrastructure that sits behind them that needs to enable the recruiters to be able to hire for skills.
Shared missions and definitions.
Organizations should begin their journey by pinpointing what the strategic and critical skills are within the organization. This is no easy task. Ask three people to define a critical skill and you’ll get three different answers. Most managers think their roles or skills they are hiring for are the most important.
So, businesses must work out a shared framework, language and understanding of skills together. It means thinking through the skills that make key business strategies happen, those that disproportionately affect performance, and the skills that are hardest to attract, hire, and retain. It’s vital everyone is on the same page before critical skills are cascaded into ways of working and conversations with candidates and clients.
Skills-based hiring success.
Working in conjunction with this crucial mindset change, there are a multitude of levers that can broaden TA’s approach to skills-based hiring. From building a skills-driven model for sourcing and attraction to creating ‘strategic skills teams’ that purely focus on sourcing and engaging talent with business-critical skills.
One of the most impactful actions that TA leaders can take is to train recruiters to better understand adjacent skills and shared skillsets across different role types or functions and really break down siloed ways of engaging talent. This puts TA in the driving seat to completely shift the conversations with Hiring Mangers – away from experience towards skills, challenging long-held assumptions about what makes a strong hire.
12 levers to broaden TA’s approach to skills-based hiring
1. Have versus Learn Determine which skills can be learned and evaluate the learning aptitude of potential applicants
2. Adjacent Skills Source and screen based on skills, and train TA team to look for ‘adjacent skills
3. Identify Roles Identify roles that have a shorter “shelf life” with rapidly changing skills (i.e. software developer) where agility is particularly critical
4. Reconstruct Job Descriptions Re-construct JDs and job ads to highlight skills and capabilities over experience and education
5. Bench Hiring For critical skills, sourcing and hiring outside of specific open requisitions
6. Organization Structure Set up the TA org to align to skills rather than function or geo’s (e.g. dedicated ‘strategic skills’ sourcing team)
7. Drive data collection Amplify skills data collection on internal and external candidates
8. Technology Use AI-driven technologies for skills-matching, candidate identification and shortlisting
9. Adjust Assessments Amplify skills in assessment & interviewing methods
10. Talent Pools Curate skills-based talent pools
11. Campaign Run sourcing & attraction campaigns for skills rather than roles
12. Expand Expand the roles that fall under the skills-based hiring framework
Nicole Brender a Brandis Head of Strategy Consulting, Talent Advisory, Americas
In an incredibly tight labor market, your chances of getting a 100% fit are virtually non-existent. A candidate may not have A skill, but they have B skill, and their application of B is very similar in what you need to bring to this role to be successful. You may need to start thinking about talent with a slightly different lens – harnessing transferrable and adjacent skills.
Kirstin Schulz Head of Strategy Consulting, EMEA
Train TA teams to be change agents within the business. Think broadly about what is underlining this capability, what skills are required for the role, and what adjacent skillsets with some training can be developed?
Case study: Shifting to a skills-based structure
Here’s an example of how one TA team restructured to align to a skills-based approach by creating a ringfenced team for sourcing strategic skills
Making this change has enabled the organization to proactively build the talent pipeline for critical skills without interrupting the day-to-day work of regional teams and CoE functions.
Recruiting Delivery Leaders (Regional or Division/Business Unit)
Primary contact to Regional or Division/Business Unit leaders on all aspects of attracting/hiring talent
Direct management of recruiters
Dotted line oversite of req based sourcers
Sourcing Strategist Lead (Global)
Owns global sourcing strategy
Integrates market insights into overall sourcing approach
Identifies which positions need proactive sourcing support
Coaches and mentors sourcing team
Req-Based Sourcing (Regional or Division/Business Unit)
BAU Proactive Sourcing Team Candidate Attraction
Proactive req-based sourcing support for reqs which lack quantity/quality
Will leverage leads from talent communities and do other proactive outreach
Candidate Management
Manage in-bound applicant experience
Leverage technology for initial calibration
Screen top candidates for submittal of recruiter long-list
Strategic Skills Sourcing
Build and nurture critical skills talent communities.
Talent mapping and targeted candidate outreach.
Sourcing ahead of the need.
Proactively present hot leads for the business to participate in the nurturing process
Level 1
Emphasis on experience & education
Some openness to consider candidates with transferable skills
Limited cross-functional internal moves
No intelligent skills-matching in place
Level 2
Skills & capabilities reflected in JDs, job ads and sourcing approach
HMs and Recruiters well versed at identifying (transferable & adjacent) skills
Expansion of roles that fall under the skills-based hiring framework
Go-to-market strategy based on skills, not individual roles
Level 3
TA TOM (structure, technologies, processes) reflect skills approach
‘Always on’ sourcing and hiring for critical skills
Well-established adoption of AI-driven technologies for skills-matching, candidate identification and shortlisting
Internal and external hires reflect breadth of cross-functional & industry backgrounds
Deep integration of TA and L&D/up & reskilling
Expansive skills data collection on internal and external talent
Conclusion
A skills-based future?
Today’s talent market is tougher than ever – from the uncertain economic climate and changing demographics, to a global skills shortage. To combat this, businesses can’t simply stick to the same old, same old. To survive and thrive in this next chapter, innovation has become a necessity.
A skills-based approach offers a new path to a more optimized, efficient, and agile business – a journey in which TA teams can play a significant role. TA has the chance to lead the way and play an instrumental role in bringing about skills-based change, but effective transition will take time and affect the very core of how they contribute and support the business. Ultimately, it is one that can’t stop with them.
To secure the best and brightest minds and fulfil both current and future staffing needs it’s time to link TA and cross-functional teams to a skills-based future.
Consider:
How to understand and connect to wider organizational skills-based initiatives, and align all efforts to a clearly stated purpose, objectives, and success metrics.
How to currently attract, source, and hire talent and where processes could be adapted – for example, in bench hiring for certain skillsets – to demonstrate skills-based success.
How to start small, such as selecting skills that have an obvious intersection among several roles.
What technologies are available to accelerate efforts – and where change management and comms are required to gain buy-in and adoption.
At AMS, we are the go-to partner for enterprises looking to transition their Talent Acquisition capability into a skills-based model. From tech assessments, building a skills architecture, advising on and implementing the right technologies, reconstructing and redesigning how to write job descriptions, to supporting a skills-based organizational strategy, we can help businesses navigate this complex new chapter.
We support world-leading organizations to reimagine their talent strategies and the world of work.
_________________________________________ [1] Deloitte, Moving your organizational strategy from jobs to skills, 2022 [2] LinkedIn, Future of Recruiting 2023
The era of fixed job roles, linear promotions and rigid functions is over. Modern workplaces are agile, flexible and able to pivot to new strategies, ideas and challenges to deal with a volatile, changeable environment.
Jo-Ann Feely Global Managing Director, Innovation, AMS
The era of fixed job roles, linear promotions and rigid functions is over. Modern workplaces are agile, flexible and able to pivot to new strategies, ideas and challenges to deal with a volatile, changeable environment.
Driven by this new reality – and accelerated by the impact of the pandemic – many organizations are moving away from recruiting on experience and qualification to skills-based hiring for potential and flexibility.
One advocate of the move towards skills-based hiring is LinkedIn CEO Ryan Roslansky.
“Our data shows that roles are being created and displaced at a truly record pace right now. Whatever your role, whatever your company, whatever your industry, you need to keep up with these really quick and big changes that are going on right now,” argued Roslansky in a podcast with Harvard Business Review.
Traditionally, business leaders and hiring managers have focused on past experience, qualifications, universities or personal networks as a way of assessing talent. Not only does this narrow talent pools and lessen diversity, but it also no longer makes sense when the pace of change is so rapid, says Roslanksy.
“If you take the same job role from 2015 to 2022 that existed in the world, roughly 25% of the skills needed for that job will have changed. When the labor market is moving much quicker, we really need something to focus on. I think that alternative, flexible, accessible path is really going to be based on skills,” he adds.
Take a systemic approach
Jo-Ann Feely is global managing director, innovation at AMS. She agrees with Roslansky that organizations are under pressure to find more sustainable ways to deal with talent scarcity.
“I think organizations are being forced to look inwards because they’ve really struggled to fill vacancies in the external market. The speed to digitization, especially post-pandemic, has put a lot of pressure on the skills needed to do roles as almost all organizations became digital ones,” she says.
In order for businesses to move towards skills-based hiring, they need to better understand the skills their current workforce have, alongside the different skills each job role requires.
“There needs to be a systemic approach to understanding skills. To make career mobility effective and skills-based hiring work, you need to understand the primary and secondary skills needed to do each job,” says Feely.
The challenge for business is two-fold. Firstly, they need to have some way of categorizing the skills they require – such as skills taxonomy – which takes time and effort to build and update. Secondly, there needs to be a culture shift in hiring away from instant gratification (i.e. poaching a job-ready employee from a competitor) towards looking to new hires or existing employees with skills adjacent abilities that can be developed through training.
“Skills-based hiring isn’t going to be an organizational, wholesale change. It’s going to take pilots within certain functions or departments, as it’s not an easy thing to effect,” says Feely.
“If you want to identify adjacent skills, you need to understand and map out the skills required for the roles you need. Doing this exercise is time-consuming, but on the positive side it not only increases career mobility, but it also allows for a broader talent pool externally,” she adds.
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More inclusive workforces
Increasingly, hiring managers and talent professionals are starting to agree. In the US, major employers like Walmart, Boeing and IBM have signed up to skills-based hiring projects through partnerships with social mobility champions like Rework America Alliance. In Maryland, the local government announced in 2022 that it would no longer require college degrees for 50% of its state jobs.
However, the pace of change is slow. In the previously discussed Harvard Business School podcast, Roslansky described how LinkedIn data saw the potential for food service employees to be retrained as digital customer service workers during the pandemic. According to the data, there is a 70% match between the skills of the two roles. Yet many roles went unfilled and people lost jobs because organizations focused on past experience rather than skills.
“If we had just taken a view on what skills are necessary, who had those skills, how can we help them acquire some skills to become employed, we would’ve found ourselves in a much more efficient labor market. We would have been much more productive,” he said.
The rise of skills-based hiring means organizations can better prepare for future challenges, develop internal career mobility and build their employee skill base. It can also lead to a more inclusive, equitable work environment.
“If you take a skills-based approach, you can open a broader talent pool both internally and externally. You can also identify under-represented talent that hasn’t come to the surface before because you’ve always hired a certain profile of person from a certain background or education,” says Feely.
“This approach to hiring broadens the talent pool and makes an organization more inclusive with a more equal playing field. Skills are the new currency. We just need to see organizations embrace it faster,” she adds.
written by the Catalyst Editorial Board
with contribution from:
Jo-Ann Feely Global Managing Director, Innovation, AMS
The economy may be cooling off, but the search for talent is heating up. Despite years of advancements in recruitment technologies, data shows that hiring is getting progressively harder and taking longer than at any time in the last five years. As time to hire increases, businesses are working harder than ever to find the right talent for the right roles.
Jim Sykes Global Managing Director of Client Operations, AMS
The economy may be cooling off, but the search for talent is heating up. Despite years of advancements in recruitment technologies, data shows that hiring is getting progressively harder and taking longer than at any time in the last five years. As time to hire increases, businesses are working harder than ever to find the right talent for the right roles.
But there are practical steps that talent acquisition leaders can take to have an impact in the short to medium-term.
“The average global time to hire in 2022 was 43 days but has risen by a full day in just the first quarter of 2023.”
There are three key things impacting time to hire in the job market right now.
Unemployment rates are still low. Thanks to the low birth rate and the exit of many Baby Boomers from the workforce, the working population in most companies is stagnant or decreasing. Year-on-year the demand for talent continues to outpace supply.
Jobseekers are becoming more selective. Even with lay-offs in many business sectors, today’s talent wants better pay, flexible working conditions, and enhanced benefits.
Skill requirements are constantly evolving. Jobs in sectors such as technology, IT, supply chain and finance are demanding new skills and business needs are urgent. Employers are having to pay more for cutting-edge skills that fit with their business needs.
6 ways to reduce time to hire
So, how can businesses thrive in this new landscape – and attract, source, and hire the right talent as quickly as possible?
With organisations competing against each other for the right people, they must look at talent acquisition from a new perspective; a new angle. It’s about thinking more strategically and looking inside, not just outside, to fill the gap.
Here are six ways organisations can set new paths in hiring the right talent at speed.
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1
Leveraging Talent Intelligence
Using insight, or ‘talent intelligence’, to drive the hiring strategy is a game-changer for talent acquisition professionals. By looking at historical hiring data, they can understand how best to hire for similar roles in the future. For example, if a business has hired 100 accountants, that historical information will give them a strong idea on where and how best to find that talent again. It also provides insights on strategies that have not worked historically and should not be repeated. On top of that, current external market information such as competitors the candidates are likely to come from, their specific skill sets, salary expectations and the locations that have the greatest supply of the required talent compared to demand will also prove useful.
Talent intelligence is invaluable in empowering recruiters to become talent advisors. Ten years ago, the ability for recruiters to truly consult with hiring managers about the parameters of a specific job were almost unheard of. Today, with access to advanced market insight, recruiters can leverage their knowledge of the market to advise managers on how to best adjust hiring requirements – enabling success and reducing time to hire.
Insight should be the foundation of all hiring. It should inform, consult and advise TA leaders on the best steps forward. To be informed is to be empowered.
“Insight should be the bedrock of everything we do.”
2
Tailoring recruitment brand messaging
If you want the right candidates quickly, you need to appeal to them directly. A tailored, segmented approach to employer branding will better help attract and engage the right talent in the marketplace. Companies, especially those with a global reach, need to understand that their standard EVP (Employee Value Proposition) will not be compelling enough for everyone.Candidates for sales roles will be seeking very different things from candidates looking for technology roles. Direct, bespoke employer brand messaging will help to target and recruit talent more quickly. Let’s start thinking about Candidate Value Propositions.
“Leading organisations should move from considering their Employee Value Proposition, to considering the Candidate Value Proposition.”
3
Building an expert sourcing capability
Engaging passive talent is a difficult task. Organisations can’t rely on brand, attraction, media, or job boards alone. They need experts who can identify talent in the marketplace and proactively contact and engage.
Many businesses still have 360 recruiters who look after every aspect of the hiring process. They do their own candidate sourcing, manage attraction channels, screen every applicant, even schedule interviews for hiring managers. Not only is this model inefficient, but it lacks expertise.
Best practice is to segment recruitment operations to create specialisms – specialist recruiters to guide and partner with hiring managers, specialist administrators to provide candidate care, and specialist sourcers to manage talent outreach. By structuring the team around specialist skills focussed on specialist tasks, businesses can significantly increase their ability to hire at pace.
4
Putting candidate experience first
Once the talent has been identified, it’s critical that an organisation can deliver an incredible candidate experience. In today’s market, talent will be pursued by several prospective employers. So, the experience offered can make a huge difference. It not only attracts candidates to apply, but it can be a critical factor in how candidates choose one organisation over others. Businesses need to treat candidates like customers, offering them a consumer-grade experience.
Sometimes it’s not about big changes. Simple things can make a big difference. For example, giving talent the ability to apply for roles on their mobile phones. Or ensuring the organisation’s application system is easy to navigate with minimal steps involved. For example, does it take three minutes to apply for a role, or 30 minutes? Does the candidate need to click through two screens, or 10?
Seemingly minor elements like this can have a massive impact on whether organisations can move candidates successfully and speedily through their hiring process.
“Today’s talent will be being courted by a number of organisations. The experience provided to candidates can be a huge differentiator.”
5
Innovating and automating
Inefficient recruitment is the bane of many TA team leaders’ days. It can slow down the process to a crawl. So, looking at ways to improve speed is vital. That’s where automation can help.
Processes such as automated interview scheduling allow administrators to arrange an interview with a potential candidate in minutes, as opposed to days. Automation tools for tasks like completion of reports, or inputting data into a new system, can also be invaluable. Tools like these can shave anything from a few hours, to days, off a hiring process. And in a market in which the average time to hire for a role is over 43 days and competition for almost every new candidate is fierce, the ability to reduce this number wherever possible offers a significant advantage.
6
Delivering on candidate care
Candidate care is not to be confused with candidate experience. This is not about what the candidate gleans from their side of the process, but rather the effort an organisation puts into maintaining a meaningful relationship with that candidate.
For example, one of the biggest impacts on the time to hire process is candidates dropping out after they have accepted an offer. When this happens, many organisations will return to ‘Step 1′ and restart the whole hiring process. Investing more in candidate care can generate a enormous return. It’s important to give recruiters more capacity to maintain candidate relationships. They should be empowered to check-in with candidates throughout the hiring process (even after the candidate has accepted an offer) to connect on the role, answer questions, or addresses issues. This helps to encourage talent to stick with the process and move forward with their offer.
When you consider how much time an organisation puts in to get the right candidate, keeping them engaged and offering them meaningful, genuine communication is critical.
“In most countries, the average dropout rate post-offer acceptance is about 5 to 10%. A shocking waste of the hard work that went into the hiring process.”
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What’s next?
Challenging times demand new approaches to attracting and recruiting talent. That’s where partnering with a world-leading RPO partner can help. With up-to-date market insights and expertise, they can find, attract, and retain the right talent for your business – whatever the talent outlook.
It’s time to access a new pipeline of future talent.
It’s time to communicate the right employee value proposition that attracts the right candidates.
It’s time to explore new and innovative solutions that speed up the hiring process.
It’s time to put candidates first, delivering an experience that’s second to none.
Want to find out more about what RPO can do for your business? Make time to talk to us today and see how we can reduce time to hire and optimise your recruitment process.
Mike Brown Managing Director, Digital, Tech & Transformation
Risk and return in a data-driven approach to talent
An uncertain economic outlook coupled with talent shortages and a demand for rapid growth means talent acquisition teams are under huge pressure.
At the same time, organizations are increasingly moving towards skills-based hiring and talent management. These twin factors mean businesses are laser-focused on how they can improve their talent acquisition and retention processes – and unlocking organizational data, managing its usage and building insights is key to this.
To combat this, AMS is launching AMS One, a proprietary RPO operating system that enables better, faster and fairer talent acquisition for AMS’s clients.
Data hierarchies
“There are a series of different points in the recruitment process where information about candidates and jobs needs to be acted upon by sourcers, recruiters and administrators,” says Mike Brown, managing director digital, tech and transformation at AMS.
Brown suggests that these points are linked together in a hierarchy, driven by the potential to create value in the recruitment process and the risk associated with what organizations choose to do with data and technology.
The first step is about replacing manual parts in the recruitment process and reducing administration by using data and technology effectively. Artificial intelligence can automate some administrative tasks like form filling, conversation transcriptions and interview booking, but it is the use of data that can truly drive smart hiring.
“At the moment, there are a lot of manual steps in handling recruitment data. This means that candidates don’t all get treated in the same way, that there is an awful lot of administration and less focus on conversations that really drive whether or not people are interested in taking a role,” adds Brown.
The next steps are about using data to gain information and intelligence on candidates during the recruitment process.
“There are two major ways you can use data,” says Brown. “One is as a feedback loop. You have a bunch of screening conversations – what can you learn from them that you can apply at the beginning of the recruitment process? For example, I’ve screened a lot of candidates for data scientist roles, now I have another data scientist role. What have I learned?
“Second is market analysis technology. Our talent strategy tool takes very large data sets and tells you how difficult it will be to hire a person in a particular location or salary bracket. It gives you an idea from the outset of what is possible and whether you’re pricing the role appropriately,” he says.
Such tools can also help you to compare the relative cost of external hiring versus internal mobility, or contingent workforce with in-house recruits.
The final part of Brown’s hierarchy is generative AI, which has been in the headlines recently, mainly through the rise of ChatGPT. The worldwide narrative on this relatively new transformative technology has been confused. Hailed both as the panacea of productivity while simultaneously having the power to bring down western democracy as we know it, Brown has a far more measured view. He suggests that there are applications for the hiring process, in the main as an aid to human-based decision making. Generative AI can also help with content creation around role descriptions and adverts.
The global talent management software market is a rapidly growing one. Currently worth $9.05bn, it is projected to grow to more than $20bn by 2030. For HR and talent acquisition professionals, technology allows them to become more accountable for their interventions at a time when driving efficiency and business growth is top of the agenda.
The impact of such technology could be revolutionary. HR thought leader Josh Bersin says “it has the potential to totally reinvent how much of HR works”, with new platforms, vendors and ways of running companies.
In a recent post, he describes several ways generative AI and data-driven insightshave the potential to change talent management, ranging from creating content for job descriptions and candidate profiles through to performance management and leadership development.
“Despite the fears and inflammatory headlines, I want you to remember that this technology will be a massive step forward in business. But I would remind you to consider that [technology] is a tool, not a living person. Just a Microsoft Excel was groundbreaking in the early 80s – and there were fears it would put accountants out of business – so this system will become an essential business tool as well. We all have to learn how to use it,” says Bersin.
Brown agrees that talent technology is something to support human decisions, rather than replace them.
“One thing we have chosen to do with AMS One is to not recommend candidate shortlists based on the technology. We use a simpler approach to filter based on skills. We filter CVs, applications and jobs looking to match skills, but human decisions influence the order in which candidates are ranked,” he says.
Doing so allows organizations to ensure data interventions are ethical and help to drive better diversity in recruitment. For example, recruiters can include DEI measures when filtering through candidates. However, the final decision on who makes a shortlist rests with a human.
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Measuring effectiveness
Measuring the effectiveness of a data-driven approach to talent depends on your individual requirements. Brown suggests four key areas where this type of technology can deliver value.
First is access to a broader pool of candidates. Historically, employers would have posted job adverts to individual boards online and waited for people to send in their CV or application. New technology allows talent professionals to search multiple job boards at a time and narrow down that search to identify specific skills. This greatly increases the quality of candidates organizations have to choose from.
Secondly, technology can improve time to hire. By removing inefficiencies and administrative steps in the recruitment process, talent professionals can spend more time on people decisions and less on admin. A good measurement might be seeing an increase in time spent in screening conversations as a percentage of the overall process, says Brown.
Thirdly, mapping similar systems across an organization improves scaling. By having everyone on the same system, organizations can respond to rapid hiring needs in particular areas.
Finally, a data-driven approach to talent can improve information security. Audit logs can show who has accessed what information and when, while records can be deleted in accordance with GDPR requirements.
“I think technology in talent acquisition is generating value in many different ways. The emphasis you place on effectiveness is a personal preference,” says Brown.
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AMS One
AMS One is the RPO operating system enabling better, faster, fairer hiring for AMS clients.
The platform improves the end-to-end recruitment process with an emphasis on candidate discovery, screening, and shortlist generation using the latest technologies and industry best practices.
AMS One is connected to a client’s entire talent ecosystem, integrating seamlessly with their existing tech stacks to provide a more flexible path in the adoption of new technologies and solutions, transforming their digital and technology operations. To find out more, or request a demo please contact AMS.
written by the Catalyst Editorial Board
with contribution from:
Mike Brown Managing Director, Digital, Tech & Transformation
The Talent Climate Series is a set of data-driven reports by AMS and The Josh Bersin Company exploring today’s challenging and turbulent world of talent.
Talent. It’s like our climate. Turbulent and ever-changing.
The Talent Climate Series is a set of quarterly reports created in partnership between AMS and The Josh Bersin Company. They explore today’s challenging and turbulent world of talent, providing up-to-date and in-depth market insights, trends, and solutions for how to tackle the changing global conditions – so you can stay ahead of the talent forecast.
Scroll down to access the full reports and sign up to learn more
Part 1
Time-to-Hire
‘Time-to-Hire’is the most common hiring metric used by talent acquisition functions to indicate effectiveness.
The era of fixed job roles, linear promotions and rigid functions is over. Modern workplaces are agile, flexible and able to pivot to new strategies, ideas and challenges to deal with a volatile, changeable environment.
The talent shortages businesses are experiencing are not going away. Not only are we failing to fill the shortfall of talent in key areas like tech – the global shortage of software developers is expected to increase from 1.4 million in 2021 to 4 million by 2025 – but demographic changes are having an equal impact on talent availability.
Despite overall population and labor force growth, the labor force available to US employees has actually shrunk in key recruitment areas. According to data from the Bureau of Labor Statistics, labor force participation in the 16-24 age group (traditional entry level age) and 45-54 age group (traditional leadership group shrank between 2010-19).
At the same time, the highest growth in labor participation was among older employers, with a 58% increase in labor market participation by those aged 65 or older and a 17.2% increase in those aged 55-64. How we work – and how long we work – is affecting the way employers fulfill roles within their organization.
Linear careers or agile mobility?
One impact of this is an increased focus on career mobility, as businesses become more proactive about how they deploy existing talent in new areas. However, this is an area businesses have traditionally been less successful at. A 2019 study by Deloitte found that just 6% of companies felt they were proficient at internal talent mobility, while more than half of employees thought it was easier to find a job outside their existing organization than inside.
Clearly things need to change. But how?
“With demand outstripping supply for talent, organizations are having to think differently about how they tackle talent shortages,”says Matt Poole, global head of service evolution at AMS.
Previously, we would have solved this issue by better recruiting, new channels to market and bringing in different recruitment vendors. What everybody has seen post-pandemic is that this is nowhere near as effective as it used to be,” he adds.
Career mobility programs are becoming more about building new skills in your talent base and deploying them in new areas or projects. As Josh Bersin argues, organizations are moving away from rigid career ladders to agile development.
“A few years ago, few were talking about talent mobility. Many organizations were building complicated career paths and competency frameworks, using heavy-handed succession management processes with months-long, paper-rich talent reviews,”writes Bersin.
“Today, roles are shifting quickly, skills become obsolete faster than ever and organizations need to find people for new roles or projects rapidly. At the same time, employees expect to try new work, learn adjacent skills, work with new managers and teams and take international assignments. The old model of planning career moves out doesn’t work anymore,” adds Bersin.
Creating an agile mobility program is about allowing people to work on various teams and projects. It’s about acknowledging the skills and competencies they have and how they can be applied to different projects, rather than strict job roles.
And while agile mobility can be common within a function – say an IT employee moving around different projects – it is much harder to facilitate across an organization. That same IT employee might have excellent data analysis skills that could be applied to a marketing position, but such cross-functional moves are uncommon. Agile mobility makes this sort of move more likely.
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Start with one function
Creating this sort of talent mobility is attractive to businesses. It allows for a more dynamic talent function, it improves employee engagement and retention, it reduces hiring costs and can even improve diversity and equality initiatives by encouraging people to move into roles they might not have previously considered.
As Poole says: “There should be a series of journeys through an organization that allows you to come in at an entry level and still have a route to the top. That route might not be a traditional upward one, but there should still be junctures where as upward movement becomes restricted, parallel opportunities open up allowing people to step out of career paths into adjacent ones.”
However, from an organizational process and structure perspective, agile talent mobility is challenging. How do you understand the skills your people already have? How do you understand the skills and capabilities you need for the future? How do you build these skills into your learning and development programs?
For Poole, the answers will depend on your individual organizational circumstances.
“Lots of people ask us what the right mobility model is, and the answer is there isn’t one. Every organization has a different objective for the mobility process, so you need to calibrate your career mobility program with the goals of your organization. The question is what are you trying to achieve with your talent and how can mobility help,” he says.
It also helps to focus agile mobility programs in an initial pilot function, rather than trying to implement them across the business from the beginning. Focusing mobility on a pressing strategic objective and figuring out how to implement agile models into a segment of your workforce is a good starting point for wider cultural change, argues Poole.
“We’ve seen agile mobility conversations gain traction with clients when talking about digital hiring, as it’s the nearest problem for them right now. We’re saying identify the skills digital hires might need and identify the existing population that might have those skills. Who are those people who could come in and learn programming skills?
“What we’re not saying is implement the skills marketplace for all 25,000 employees and throw your current mobility program in the bin. Identify the roles potential programmers are in and build a pilot scheme around that,” says Poole.
Modern day recruiting and talent management is changing. Skills gaps and talent shortages are here to stay, so it’s imperative that we find new ways of developing, retaining and engaging talent. The future is about the depth of your organization potential, not your talent pool.