Future Proof
Natalie Tait
Senior Vice President, APAC Head of
Talent Acquisition, Bank of America
Merrill Lynch
“Our talent pipelines must
take into account the various
channels through which talent
enters or moves within our
organisation”
The first step we have taken towards building
effective talent pipelines is to partner with our
business and HR colleagues to understand
current and future requirements, as well as
critical deficiencies we may have within the
organisation. We must look at this not only from the
perspective of roles, but the actual skills required to
deliver on business objectives.
We need to consider a number of factors from
labour market trends, industry regulations and
anticipated impacts from automation and changes
in technology, as well as available talent in the 12
markets in which we operate across the region. Our
talent pipelines must be aligned to those critical
skills gaps or potential pain points, and take into
account the various channels through which talent
enters or moves within our organisation, whether
our own internal employees, campus or junior
talent programmes, experienced hires or
contingent labour.
Jerry Collier
Director of Innovation,
Alexander Mann Solutions
“I think talent pools are going
to move away from four pools of
separately owned talent to one
pool of mission-critical talent”
In the past, talent pools were a way of saying “you’re
an interesting person; I may not be able to find you
again, so I’m going to put you in a pool which is
essentially a database”. And, actually, the internet
is one massive database and today’s tools make
searching it much easier. So if your talent pool is
just a database of names, there’s no value in that.
Everything is out of date the minute it goes in.
If you’re doing candidate relationship
management, warming up those candidates, there
is value. But you probably won’t do that unless it’s
mission-critical talent, because it’s an expensive
exercise to do at scale. So I think talent pools are
going to move away from four pools of separately
owned talent to one pool of mission-critical talent
that may choose different ways to engage with you.
Mission critical talent will now include people
interested in a gig or project; those who want to
work 10 months in 12. They’re just talent in its
broader sense: you’ve got to be agnostic about how
they choose to be employed.
We’ve got to be talent-led in our mission-critical
talent pools. I call this being ‘req-less’: moving
away from requisitions – “I need one of these” – to
“you’ve got talent I need, how can I get you in my
organisation?”
Issue 2 - 2017
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