expert insights

Why “Buy, Then Build” Might Be the Smartest Talent Strategy You’re Not Using

July 15, 2025

Hiring for frontline roles in logistics, customer service, and skilled manufacturing has never been easy, but lately, it feels like the goalposts keep moving. The talent market is tight, the skills required are evolving fast, and the pressure to fill roles quickly hasn’t let up.

For a long time, the default strategy was to find someone who checked every box. The right education. The right experience. The right background. But what if that approach is holding us back?

More and more, I’m seeing organizations shift toward a “buy, then build” mindset. Instead of waiting for the perfect candidate to walk through the door, they’re hiring for potential and investing in development. And it’s working.

In logistics, that might look like hiring someone with strong spatial reasoning and training them on warehouse automation systems. In customer service, it could mean bringing in someone with empathy and communication skills, then building their product knowledge. In manufacturing, it’s often about identifying mechanically inclined individuals and helping them earn certifications on the job.

This isn’t about lowering standards. It’s about recognizing that the right person for the role might not have the “right” profile on paper, but they have the drive, the aptitude, and the willingness to learn.

It also requires a shift in how we think about readiness. Not every role needs a fully formed expert on day one. Sometimes, the best long-term performers are the ones who grow into the job with the right support.

Of course, this approach takes intention. It means being clear about which skills are truly must-haves and which can be taught. It means investing in onboarding, mentorship, and upskilling. And it means trusting your hiring managers to see potential, not just polish.

But the payoff? A stronger, more loyal workforce. A wider talent pool. And a hiring strategy that’s actually built for the realities of today’s labor market.

If you’re struggling to fill frontline roles, it might be time to stop searching for the perfect fit and start building the right team.

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Retail, Hospitality and Consumer Sector Director
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