"Manufacturing" Talent for the Human Age

"Manufacturing" Talent for the Human Age

According to ManpowerGroup’s 2011 Annual Talent Shortage Survey of nearly 40,000 employers across 39 countries and territories, the overwhelming majority (89 percent) of companies cited a lack of experience, technical skills deficiencies or poor soft skills among available candidates as a bar to employability.1 Workplace skills such as collaboration, critical thinking and agility are critical to generate productivity and innovation.

During the recession, companies were forced to preserve financial flexibility and do more with less. In doing so, employers drastically reduced their workforces, and discovered that they could generate more productivity and innovation from their people if they had the right person in the right job. With no intention of returning to pre-recession workforce levels, employers have gotten more specific about the combination of skill sets that they are looking for, not only seeking technical capabilities in a job match, but holding out for the person that possesses the interpersonal and cultural fit that will drive their organization forward.

As talent becomes increasingly difficult to find, we are heading toward a global employability crisis. Employers must reconsider their work models and people practices, and develop a robust workforce strategy that in a sense “manufactures” the talent they need to execute their long-term business strategy. Sticking to old assumptions on how to structure and organize work, how to develop and incent talent, and where to source it, will leave businesses in peril.