The Future of Talent is your guide to attracting the best people to your organisation through leading with purpose, understanding how to leverage the globalisation of talent, adopting strategies that make your organisation attractive and preparing for a more diverse workforce.
Leading with Purpose
From what we see in the market, it’s more important than ever to lead with purpose. The technology and data industries are full of people who have realised they can work for almost any business of their choosing and those people are looking to connect, on a purpose level, with businesses, their leaders, and the work those businesses are doing.
Purpose in business can come in a variety of expressions. From charitable support to sustainable business, to showing your team how their work adds value to the business and its people, to giving them a voice in how the business directs and thinks about its external purpose driven activities.
Globalisation of Talent
Talent is more global than ever. Work from home has been on everyone’s mind but people accessing the world’s best talent are looking further afield to places like Europe and North America. They are thinking about how to bring the benefits of a global talent base into their businesses.
Organisations can no longer afford to ignore this if they want to be competitive at home and abroad. It’s a crucial part of the future workforce planning.
Talent Magnetism
Data and technology talent is in high demand and responsibility is shifting firmly to businesses to make themselves more appealing, attract the right talent and, most importantly, retain that talent.
The data and technology communities are tight knit and your business’ reputation for how it treats talent will precede it in every part of the community. Think carefully about the messaging you’re putting out there and the experience your employees and applicants are having.
Diversity and Inclusion
Talent pools are increasingly diverse, but this isn’t necessarily reflected in boardrooms, at C-Suite level and on the front lines.
This is because of a lack of active, purposeful, inclusion. For hiring managers and executives, that means two things: the first is to stop hiring people that look like you, think like you and have the same socialisation and experience as you. The second is building a place where those people are included, welcomed and safe.
Diversity and inclusion walk hand in hand. People should be encouraged, and able, to bring their full and authentic selves to their work and be safe in the knowledge that that won’t lead to hostility and, if it does, that they’ll be supported and believed.
