and visual identity , which we ’ re delighted to showcase in this edition of Catalyst .
We live in interesting times , as the Chinese proverb would have it ; a time when the talent community , the AMS family included , is having to be at its most agile and resilient best to survive – and thrive . In this new-look Catalyst , I ’ m delighted to share AMS ’ s road map for how we acquire , retain and manage the people who must be central to our response to a world that never stands still .
One of the reasons I joined AMS was because it promised a real opportunity to build on our legacy of innovation and client support to continue to make a real impact in the talent space . For me , our new vision has three key elements .
First , the idea that we need to not only build , but also reshape and optimise the talent we have available to us . The most successful organisations understand that talent acquisition is just the start , one part of a process that also needs to nurture and develop that talent and ensure it ’ s deployed in the most optimal – and dynamic – way possible .
If 2020 taught us anything , it ’ s that it ’ s even more critical than ever to define what talent means in different , and changing , environments . That ’ s why we ’ ve developed the four pillars , or characteristics , of what we ’ re calling workforce dexterity , an action-orientated road map to help us develop the right talent strategies and tools to become as adaptable and resilient as possible . You can read more about the four pillars that underpin our workforce dexterity proposition on p8 .
Last , but not least , is the use of technology and analytics . I firmly believe there is more we can do to support organisations to use these assets to build talent strategies . AMS has an incredibly strong pedigree here , but we will continue to invest and innovate to bring even more value to our clients and candidates in this space . Our operations feature , on page 46 , gives an insight into how we ’ re bringing simplification , consistency and best practice to all our clients .
Open-minded and curious
Whether personally , as AMS , or through our clients , a key theme is how we react to the unexpected : how we remain unfazed , plan and mobilise when we need to anticipate , react or change tack . It ’ s about keeping an open mind , always being curious , admitting that we don ’ t know everything and that we can always learn something new .
This bumper edition of Catalyst showcases a range of ways in which our clients have responded to change in the past year , whether delivering virtual summer camps for employees ’ children while in lockdown ( Synchrony , p31 ), reimagining employer brand and the use of technology ( Gilead Sciences , p20 ), developing talent acquisition during a recruitment pause ( Marsh & McLennan , p40 ) or innovating to boost diversity ( Freshfields , p37 ).
The pandemic has also made me rethink my own approach to leadership , not just in terms of adaptability , but also in a willingness to show vulnerability , and the knowledge that empathy and humanity are essential attributes alongside positivity , clarity and confidence .
Looking ahead to 2021 , I want AMS to provide even more and better support and services to our clients , whether that ’ s in terms of the continuing trend towards workforce flexibility , the challenge of talent retention , wellbeing , or in myriad other ways . We need to build on the progress made towards more inclusive work cultures . And I want to look ahead to a time when the world is not defined by COVID-19 .
I hope you will find some inspiration and insight in the pages that follow .
David Leigh Chief Executive Officer , AMS
We need to build , reshape and optimise the talent we have available to us