PA Consulting Group’s head of talent management, Lesley Uren, is quoted in an article in Forbes on how business managers can respond to the skills shortage. The article discusses why business leaders have failed to come up with a consistent and convincing response to the problem.
The article looks at Next 15, a global communications company with a string of businesses in the U.K. and the U.S. Chief executive Tim Dyson sees adopting a venture-capital mentality to talent management as a way of responding to the disruption in his industry. The thinking is that – because neither he nor anybody else knows what will be required in the future – it is better to hire this expertise as it is needed rather than making such people permanent parts of an ever-growing company as would have been the case in the past (and then have to let them go if such skills were no longer required). In such a situation, the company becomes an enabler rather than an owner of talent and is therefore more likely to take stakes in specialist businesses rather than buy them outright.
Our research reveals the talent management challenges facing today's CEOs and a practical way to overcome them
The article goes on to refer to PA’s recently produced study of talent management, “The Future Is Fluid”, which contains CEOs’ views on their talent management challenges, PA’s response and a wide view of current trends. Lesley shares her view on the sort of approach that Tim Dyson from Next15 describes: “Much as the film producer’s role is to assemble the best cast and crew for a specific movie production, the talent chief in organisations will have access to a range of specialists they can amass to meet specific needs. This world already exists in some professions and we believe it is not too far away in even more traditional environments.”
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