I am thrilled to be part of a wide-ranging conversation with Gui Neves from Nestle and Tony de Graaf from SmartRecruiters about the impact of AI on talent acquisition. We will explore how AI can transform recruiting and TA, and how it is shaping the future of recruitment.
During the conversation, you’ll discover real-world success stories from leading companies, learn how to strike the perfect balance between automation and the human touch, and gain practical tips to kickstart your organization’s AI journey.
Don’t miss the opportunity to join the conversation and register now!
Join us as we explore specific #AI innovations shaping the #TalentAcquisition landscape, examples of organizations successfully utilizing #ArtificalIntelligence today, the crucial role of human-led processes and practical tips on how to kickstart your AI journey.
At the confluence of innovation and regulation sits the Life Sciences industry. Although by and large unfazed by economic downturns, the sector – covering the research, development, and manufacture of pharmaceuticals, medical biotechnology, medical equipment, instruments, and supplies – has experienced over three years of upheaval. At the end of 2022, the McKinsey Life Sciences Resilience Survey revealed that 70 – 80% of life sciences company executives reported negative impacts on their business owing to macroeconomic challenges including the COVID-19 Pandemic, recession, inflation, rising energy costs, and hospital staffing shortages.
Against this backdrop of uncertainty, it is not surprising that resilience is currently a focal point of discourses in the Life Sciences and across sectors, relating to economics, manufacturing, technology, law, and indeed talent. It is paramount that organisations prioritise resilience and therefore that their executives be prepared to lead the charge.
What is Organisational Resilience?
So how do we define resilience, as distinct from recovery, adaptation, or preparedness? The answer to instability and crisis is not just weathering the storm, but fundamentally transforming. In a Deloitte article written during the height of the Pandemic, Punit Renjen (now Global CEO Emeritus) states:
‘Resilience is not a destination; it is a way of being. A “resilient organization” is not one that is simply able to return to where it left off before the crisis. Rather, the truly resilient organization is one that has transformed, having built the attitudes, beliefs, agility, and structures into its DNA that enable it to not just recover to where it was, but vault forward—quickly.’
These four components –
Attitudes
Beliefs
Agility
Structures
– provide a useful framework for understanding and approaching resilience holistically. Getting them right is crucial, no matter the crisis or setback; their embedding must be driven by executive leadership, and particularly talent leaders, if an organisation is to leap forward from upheaval and thrive.
In this series’ four instalments, I present these key ‘pillars’ of business resilience, exploring both their importance and the crucial role talent leaders can play in sustaining them by best equipping themselves and their organisation’s senior management.
Pillars of Resilience 1: Attitudes
An Example: Hybrid Working
A salient example of an attitude adopted by leadership to ensure resilience is that towards remote and hybrid working models post-Pandemic. In this arena, the global health crisis precipitated a great shift in working paradigms, employee expectations, and employer-employee relationships. The CIPD reports numerous benefits broadly reaped by employees working flexibly, including higher levels of motivation and better work-life balance. Remote and hybrid working are not without challenges; loss of face-to-face knowledge exchange and impoverished personal connections are counted among them. However, these models are here to stay, with most office workers reporting in a McKinsey survey having hybrid arrangements.
Willingness on the part of leadership to embrace new attitudes to remote work is arguably crucial to competitiveness and business resilience. The CIPD guidance notes ‘savings on office space, higher levels of employee job satisfaction, and reduced absence rates’ as benefits for the employer, and studies indicate that remote workers are more productive than their on-site counterparts.
An article from PharmaVoice offers the thoughts of a sample of C-Suite executives from the Life Sciences sector on how to approach the hybrid working model. One such insight is the frank advice that executive leadership should ‘get over it’. The results of a KPMG survey released in October 2023 have revealed that 64% of 1,300 global CEOs predict a full return to offices, despite the fact that 82% of employees around the world expect an employer to help them achieve work-life balance. This dyssynchrony must be addressed. Leaders who adopt a ‘get over it’ attitude pave the way to a resilient future through aligned people operations, as emphasis shifts away from tradition, and toward adaptability and inclusivity.
Equipping Leadership
How can organisations and their talent leaders equip senior management with the tools to meld the right attitudes, beliefs, agility, and structures into its core? It all starts with having the right leaders in the first place. Effective talent management, external hiring, and succession planning are key methods to ensure that the right leadership is in place. The skills gap is ubiquitous, and profoundly felt in the sphere of executives and senior leadership. This difference between the skills, qualities, and vision of leaders and aspiring leaders, and those required for their roles, is often referred to as the Leadership Gap. It can be bridged by investing in the development of leaders and enriching succession strategies, as well as by collaborating with executive search partners whose industry expertise and analytical approach enables them to quickly and efficiently identify, attract, and appoint individuals with the desired skillsets and experience. How then can life sciences organisations equip leaders to uphold the ‘Attitudes’ pillar?
Executive Education
Executive education and development programmes are an invaluable means of equipping industry leaders to fortify businesses for the future. There are custom programmes for Healthcare and Pharma teams, which incorporate as focal points patient-centric strategy and health and life sciences ecosystem partnerships.
In terms of attitudes, executive programmes address leadership mindset, an holistic frame of mind and way of being that highlights purpose, vision, and empowerment of employees. As a leader develops this mindset, she can align an organisation to compelling goals and encourage a sense of autonomy and ownership, leading to the organic adoption of the right attitudes, be these toward a collective return to offices three days per week, or, particularly in the Life Sciences, toward rigorous compliance with regulatory standards.
Training & Workshops
Usually shorter and more targeted than executive programmes, training sessions and workshops can help leaders to develop skills in a very focussed way, facilitating rapid learning and leading to more immediate action. These outcomes are of tremendous benefit to a business needing to quickly adapt. Workshops may also provide a more cost-effective solution for organisations mindful of resources.
Most importantly, a learning culture is critical to an organisation’s sustainable success. Matthew Smith, Chief Learning Officer at McKinsey & Company affirms that, ‘Like so many things, it starts at the top, and it starts with having a CEO or a senior leader who actually values learning and talks about it very actively.’ As training sessions and workshops often address emergent topics and industry trends and have a practical focus, they can be convenient to talk about and the ideas easy to share. These behaviours help to ingrain attitudes to continuous learning and belief in the intrinsic value of progress.
Mentorship
Mentorship can be a vital tool for senior leaders in building resilience into their organisations. Women Leaders in Pharma defines mentoring as ‘a relationship between a mentor and mentee which focuses on long term career development, building skills, knowledge and understanding. By sharing their experience, mentors help to guide a mentee in their career development plan and personal growth.’ Mentoring can thus be valuable from a talent management and succession planning perspective, contributing as an organisational mechanism for resilience.
The right mentor can give tailored guidance, underpinned by real-life experience, on how to embody the values and attitudes needed in specific business contexts. This might be introducing the mentee to an Ethical Decision-Making Framework – whereby attitudes inform choice – or sharing personal experiences of success through the value of customer-centricity. Storytelling has indeed been found to be the mode of knowledge sharing preferred by mentors and mentees alike, especially new CEOs and their guides.
The answer to instability and crisis is not just weathering the storm, but fundamentally transforming.
AMS’s Americas Managing Director, Nicola Hancock, recently shared valuable insights on Bloomberg Businessweek Radio, delving into the dynamic landscape of the labor market and essential talent strategies for the upcoming year, 2024. In the discussion, Nicky outlined AMS’s commitment to assisting companies in strategically adopting skill-based hiring and facilitating reskilling initiatives to address critical talent gaps in sought-after roles.
It’s inspiring to see the paradigm shift in talent acquisition towards recognizing and valuing specific skills. 💼✨
🎯 Educating Candidates for Success
In my experience, empowering candidates to effectively showcase their skills is crucial. Here are a few insights on how candidates can optimize their profiles for the skills-driven landscape:
1️⃣ Be Specific and Quantify:
Encourage candidates to provide concrete examples of how they’ve applied their skills in past roles.
Quantifying achievements helps recruiters understand the real impact of their contributions.
2️⃣ Utilize Keywords Effectively:
Highlight the importance of incorporating industry-relevant keywords in their profiles.
This not only helps in being discovered but also aligns their profiles with the skills in demand.
3️⃣ Showcase Continuous Learning:
Emphasize the value of showcasing a commitment to professional development.
Mentioning courses, certifications, or ongoing learning initiatives can be a differentiator.
4️⃣ Craft a Skills-Centric Summary:
Suggest candidates start their profile with a brief, impactful summary emphasizing key skills.
This immediately captures attention and sets the tone for the rest of the profile.
5️⃣ Seek Endorsements:
Encourage candidates to request endorsements from colleagues, supervisors, or clients.
This adds credibility to their skills and provides social proof of their expertise.
🌐 The Future of Hiring
As we navigate the evolving landscape of talent acquisition, it’s evident that skills-based hiring is here to stay. Let’s continue this dialogue and explore innovative ways to connect the right skills with the right opportunities. What are your thoughts on enhancing the candidate experience in a skills-centric world? 🔍💬
Catch Nicky’s thought leadership, beginning at 22:10, as she explores how organizations are navigating these challenges in the current demanding market.
There is a lot of talk in HR and TA at the moment about skills-based hiring, shifting away from focus on years of experience and qualifications.
The opportunities this presents for organisations are significant – greater access to talent and reduced attrition, diversity, reduced time to fill vacancies and reduced hiring costs to name just a few.
It seems like a simple concept with great potential benefits – so what is required to gain success?
Cultural change and education – how do you get business managers, HR and TA onboard?
Rethinking workforce planning – Skills based planning must all be considered, impacting definition of jobs and programmes of work
Revised HR / TA processes – Do your job descriptions, recruitment marketing, assessments, and selection processes enable skills based hiring?
Effective systems – does your HRIS and ATS allow for skills based hiring?
Communication and change management – critical to success!
It will be fascinating to see how organisation’s tackle this opportunity.
Skills-based hiring is more than a buzzword. It’s a win-win for both organizations and the people that work there.
I haven’t posted a Passle in a while. In part it’s due to having a pretty heavy workload over the last 6 weeks. We delivered our latest annual DEI Week in September, with a focus on Belonging, which was a great success, but always so much planning and organising that goes in to an event like this!
However, it’s also been a difficult time of late for many DEI professionals, in particular. The external landscape is tricky – eg. the global economic challenge, the shifting social and political priorities and the current war situation in Israel and Palestine. At a time like this, it feels that the role of the DEI team is more critical to guide organisations in the right direction.
However, that comes at a cost for DEI professionals, I know, from my own perspective, that in the last couple of months I have felt more anxious and more pressure to try and fix problems, as well as dealing with the ever changing external landscape.
Now, more than ever, we need to collectively come together behind a common purpose. In AMS, we remain resolutely focused on delivering an inclusive culture and developing a sense of belonging for all colleagues. We know this is the right thing to do, it will support our growth and ensure that we can continue to recruit and retain the talent we need.
Business is not straightforward right now, I have learnt to better balance all of the constituent parts of home and work life. It’s not always easy and I have definitely felt off balance recently, but I am aware of this and actively making changes to put it right.
As ever, I am always open to hearing what others think on this topic – please share your thoughts and comments, let’s keep talking!
Talent shortages and skill gaps continue to have a huge impact on the talent climate and finding the right people to fill crucial roles is still a struggle for businesses across EMEA.
So, what’s the solution? Over the last year, some organisations were simply throwing money at the problem, offering inflated salaries to entice new talent to come on board. Whilst in some cases this may have temporarily helped organisations, the pain was then felt by other organisations because of the finite talent pool available. All this amounted to the recycling of existing talent but at higher cost. With the economic outlook on a knife edge, and many businesses cutting back on costs, this approach has proved not to be sustainable.
Those organisations with a more sustainable approach and mindset are looking to increase internal mobility. Instead of looking outside to external hires, they are starting to look inside at the talent they’ve already got and moving people around to fill the gaps.
AMS recently held a roundtable event with some of EMEA’s leading Talent Acquisition (TA) professionals. They discussed the approaches being used to deliver internal mobility in their businesses, and the barriers they currently face.
The bad news
The most common and difficult barrier to achieving internal mobility that all panellists agreed on was keeping up with talent’s salary demands. As one expert said, “People are leaving us for salaries they wouldn’t have achieved with us for 3 to 4 years”.
But many agreed that simply giving out more money isn’t the core solution. It’s a risky approach in today’s economic climate. Wage inflation continues to be an issue, borrowing is becoming more expensive, and companies have less access to credit. Rushing into large salary increases could leave an organisation in a precarious position.
This is where internal mobility arises as a strong alternative. As one panel expert pointed out, “Internal mobility is always top of the agenda, we can’t hire ourselves out of this mess.”
The good news
It was encouraging to hear many roundtable participants say that their internal mobility programmes were performing well. Over 50% of new hires were appointed through an internal process – some as much as 90% in certain markets. So, a lot of businesses are successfully promoting from within.
But how do you follow this lead, and ensure internal mobility is a success? Here are some of the approaches that were being used by some of the panel experts.
Build a common platform
According to the panellists, internal mobility can often falter when businesses are trying to achieve it on a global scale. Even though a global organisation is seen as one brand, it can have many different policies and ways of working. That’s why it’s important to create a unilateral way of thinking.
For internal mobility to thrive, it’s a good idea to build a common platform and create more oversight of open roles within the business. This allows employees to “look over the fence,” at other potential positions – both locally and in other regions. It helps break down geographical barriers to internal mobility and gives people the opportunity to jump out of their comfort zone.
Taking a chance
While encouraging employees to try something different from their usual role may seem risky to some businesses, the roundtable panellists agreed that keeping an open mind on this matter was one of the key ways to achieving internal mobility.
As one of the panel experts said, while an employee may not be the perfect candidate for a specific department to start with, they can join the team for a short period of time to learn the job, develop new skills and sell themselves internally. This is a highly effective way to combat long time-to-hire wait periods searching for an external candidate.
A few of the panellists also spoke about how their organisations promote people into roles early, to mitigate some of the effects of salary inflation with new hires. This was found to be very successful, particularly with more niche, hard-to-fill roles. What’s more, by investing in people’s future, the businesses showed their internal talent that they were committed to career progression, which is also good news for employee retention.
As one expert put it, “If we offer them development and opportunity, they will reconsider the attractive external offers and stay with us”.
Focus on culture
Like any initiative, to make internal mobility a success, everyone needs to be on board. A key factor that all panellists agreed on was that internal mobility needs to be driven from the top down.
In addition to TA and HR, management needs to support in helping internal talent take ownership of their career. This includes encouraging people to have conversations with their supervisor, discussing where they’d like to be in 5 to 10 years, and how to get there. Internal mobility will only become a reality if managers help their teams to move and grow within the business.
What’s more, HR leadership must ensure there is the right amount of operational and strategic governance around internal mobility. For example, they can help ensure that when a role becomes available, the business first looks at what talent they already have, before looking externally.
Delivering better DE&I
Finally, internal mobility is a strong platform for building a diverse workforce. Allowing employees to move around the business and gain internal promotions not only nurtures a culture of personal growth but can also provide opportunities to underrepresented talent who may otherwise have been overlooked for an open role.
As one expert put it, “The ability to grow people and move them into areas that, as an external candidate, we wouldn’t have considered them for, is a really positive strand for the DE&I strategy”.
Internal mobility can be a way to bring new perspectives into internal teams. As one panellist said, “It’s opening up positions for different people, trialling people out, and allowing employees and teams to work with different people in terms of skill sets and personality”.
Need help in solving your talent shortages? Speak to one of our experts about how AMS can help build the right internal mobility programme for your business. Contact Us – AMS (weareams.com)
“After the 2008 financial crisis, we saw heavy utilization of contract workers. At that time, it was driven by necessity, but not strategic in most cases. This time around is proving to be different. The organizations that get it right will find ways to use budget wisely in place of headcount. Instead of just filling roles reactively, companies are taking proactive measures like building talent pools and equipping their teams with access to on-demand resources,” says Dustin Talley, CEO and founder of Talent Simplified.
Here at AMS, organisations approach us every day about all-things-talent. Right now, week in, week out, the most common question is:
“Can AMS help us reduce our agency spend without reducing the quality and key delivery of senior hires across our organisation?”
It’s nothing new. Many talent professionals have asked us this question over the last 20 years. It’s just that now we have a new solution.
Executive search vs. contingent support
Until now, when it comes to senior hires, organisations have had few choices. They might approach traditional search firms for retained executive staff. Or they might go for contingent support.
Executive search is a premium service. Businesses can expect an exceptional placement record, a deep network, a specialist search solution and confidence in key hires. It’s also expensive. The most rated executive search firms charge a hefty amount, and this doesn’t always guarantee a successful placement either.
Contingent recruitment is the opposite of this. Lowfees are a win for cost efficiency. But there’s potential compromise with candidate experience, company reputation and you are typically working with that ‘market specialist’ who graduated from university last week.
How is embedded exec search different?
This involves lifting the methodology, market specialism and deep networks of the executive-search world and delivering it to clients in-house. AMS have recently built a global research centre of excellence to support our executive-account teams. And we’re pleased to report that, on average, we can save clients in the region of 20–30% on their agency costs over four years. All while maintaining a successful placement percentage of 95%.
How does embedded executive search change the game?
Other than reducing costs, every single piece of data collected during an embedded executive search mandate – talent mapping, market mapping, competitor intelligence, salary benchmarking, candidate feedback etc. is owned by the client. That’s an enormous increase in the volume of talent clients have access to. And it gives a new dimension to their succession planning. Because these talent pools become next year’s placements, saving even more in agency spend, a further 10–15% to be precise.
Can AMS embed the complete executive search experience?
No – and nor do we want to. Some search companies are so well networked and have such deep market expertise that we aren’t aiming to compete with them at Board, C-level and niche searches. Our solution supports clients with senior-level hires (C-level-1 down to director). We’ve built specialisms across industries such as healthcare and life sciences, pharma, energy, industrial, engineering and financial services. And we have horizontal expertise in corporate functions, technology, sales and marketing, and research and development (R&D).
For more information, or you just want to learn more and talk to the executive team, please reach out to Jack McConnell-Sharp, Executive Search Lead ([email protected])
The way we work is changing.
Technology is having a profound impact on people’s jobs, and the skills gap is widening. Each day, new job roles are being created at speed to meet the demands of tomorrow. But with a shrinking working population and scarcity of global talent, businesses know there’s a need to shift their thinking.
Recruiters are turning their back on traditional ways of hiring based on experience and job qualifications to a skills-based approach to hiring, providing greater flexibility and potential. But while many have jumped on the bandwagon, very little are truly reaping the benefits.
In a recent webinar event, AMS colleagues Nicole Brender A Brandis, Head of Strategy Consulting, and Annie Hammer, Head of Technology and Analytics Advisory spoke to some of the world’s leading businesses to find out where they were on the skills-based journey, as well as discussing practical steps on how to make this new approach a success.
Here are the key takeaways.
The current outlook Businesses are currently sitting on the fence when it comes to future skills. In a live survey, we asked our attendees if they felt they had the skills they need to succeed in the new world of work. Almost 60% said they didn’t.
68% of respondents had started the skills-based journey, but 50% were in the early stages and nobody had got it right yet. And that’s not surprising. Businesses have realized that they don’t have enough workers, with skills that are future fit. So, adopting a skill-based solution makes sense. But implementing it successfully is another matter.
It starts with clear objectives Before you jump into the solutions, it’s imperative to tie down the business objectives. No two organizations are the same, so each one will have different reasons why a skills-based hiring approach could work for them. Questions businesses need to ask are, for example, ‘how will it accomplish better talent agility or mobility across the business?’ Or ‘how will it help utilize internal resources?’ Getting the answers to these questions at the start will give you the platform to deliver a solution that’s right for your business.
Think small As the saying goes, ‘don’t run before you can walk’. When it comes to a skills-based approach, some businesses get over-excited and try to implement change across the whole organization. Inevitably, this leads to a breakdown. The path towards a skills-based approach is not a Big Bang type of change. It takes time, and small steps can make all the difference.
For example, you could start with a single test group whose jobs have things in common. You’ll find there’s a significant amount of overlap at the skill level within those defined jobs. Then, boil it down to the key skills needed to be able to deliver the work.
Quick wins are so important when delivering something so new and complex.
Engage with the wider business It’s vital for everyone to work together and look at the skills that are needed today, that may need to change for tomorrow. One example mentioned during the session was literacy. In the future, it’s not going to mean ‘can you read and write?’, it’s going to means, ‘can you learn, re-learn and unlearn?’. And to do that, everyone must work closely together to understand how those deficits and reskilling need to happen.
Think cross-functional When you’re rolling out a radical new way of working, you need buy-in from everyone. Currently, in many businesses, this new approach starts with the Talent Management leader.
There’s a role for TA teams to start helping HR departments to think broadly across HR, as well as the business as a whole, to see how it will change the way that people work. It’s about continually thinking cross-functionally while you’re making the move to a skills-based model.
Evaluate success For a new initiative to gain momentum, it requires a well-structured approach to evaluating success.
Organizations need to make sure that they understand how they’re going to define success, and how to communicate it. By showing the results and outcomes in clear way, it will ensure the new approach continues to gain support, building momentum so it becomes a larger program.
Lean on technology The key to delivering this new skills-based approach are technologies.
AI, for example, is being used to skills-match candidates for shortlisting. But it can go much deeper. It can also uncover adjacent or relevant skills that are not clearly stated on a profile, as well as bring together information about a certain candidate from numerous online sources.
Technology helps with conversations, too. It can guide recruiters on what questions they should be asking – reducing the admin burden, so they can spend more time building relationships.
This is just the tip of the iceberg. Technology is playing a key role in helping businesses realize the potential of a skills-based approach for their future employment.
To learn more about skills-based hiring and what it can do for your business, watch the full webinar session, Skills-based Organizations and the Future of Talent Acquisition, here.
Alternatively, if you would like to have a conversation about how to progress skills-based hiring in your organization, please do get in touch.
With the global economy experiencing massive changes, more and more businesses are looking at new ways of working. One of the key things is in the way they recruit. Instead of the traditional job title approach, organisations are now adopting a skill-based approach.
The way we work is changing
According to a Deloitte survey, 83% of CEOs believe that the current way of work is defined outside of traditional team structures. While prior attempts to define job description may have centered around identifying the skills of a particular individual and fitting them in a box, there is increasing ambiguity as it becomes more challenging to identify the exact skills required for a certain job role.
This is increasing the importance of a skills-based approach, as the half-life of skills continues to shrink. In 2017, before COVID, the half-life of skills used to be 10 years. From a digital skills perspective, this is now much lower, especially with the emergence of more specialised skills. The longevity of technical digital skills now is as low as 2.5 years, which means there is a constant evolution of skills.
What is a skill-based business?
In simple terms, instead of work being organised by jobs with clearly defined accountabilities, skill-based businesses deliver work by portfolio, enabling greater agility. But it is a massive step, and no business is truly delivering skill-based across all its business. Some of the practices businesses are experimenting with are creating an internal skill-based marketplace, doing skills-based hiring and talent pooling, and producing skills-based workforce planning.
Some businesses are even looking at applying a skill-based approach to the way they pay their employees. Here, pay is assessed by a combination of the work performed, how well it was delivered, the outcomes achieved, and skills needed.
Adjusting to evolving skills taxonomy requires mindset change
As organisations continue to bridge the gap between the skills required to do a job and the skills employees have, talent acquisition teams have an important role to play in attracting and retaining the best talent.
A good example would be relationship managers in retail banking, whose traditional work remit was to attend to and convert walk-in customers. With prevalence of Internet Banking today, these relationship managers now need to be able to work with data and analytics, as well as be digitally savvy and customer focused.
Unilever is a case in point. They have started to work with a collection of skills, as opposed to simply focusing on job titles. In certain businesses at Unilever, employees spends half of their time in their work department and the other half working in cross-cultural teams, or tribes. This kind of approach is heralding the trend of organisational cross-skilling.
Organisations need to look at how work is being done and they need to think about how the work is being delivered. Is it in a siloed way, in a department-by-department way, or in a task versus project way? Businesses also need to understand how decisions are made. Organisations that are moving towards more agile functioning are giving more and more empowerment to project teams.
Delivering a skill-based approach successfully
So how is this done? How do talent acquisition leaders adopt a skill-based hiring approach that will work for their business? Here are some ways this can be done:
Reconstruct job descriptions – Change job descriptions and jobs adverts to highlight skills and capabilities over experience and education
Maximise technology – Use AI-driven technologies for skills-matching, candidate identification and shortlisting
Adjust assessments – Amplify skills in assessments and interviewing methods
Rethink talent pools – Create skills-based talent pools instead of job based
Look for adjacent skills – Source and screen based on skills, and train talent acquisition teams to look for adjacent skills.
Choose a partner that can deliver
Embarking on a skills-based hiring journey can be a considerable step change for any business. So, choosing the right partner, one that can design a skill-based hiring roadmap, understanding what is already in place, and how skills-based approaches are already embedded in other HR practices – is key.
At AMS we are continuing to empower organisations to look at talent holistically. We help them think through their TA operating model and how they can partner with the business and across HR to implement a skills-based approach. Or we can manage the entire talent acquisition process, providing overarching visibility across departments.
We also build specialist teams that take on workplace planning and help businesses fill skill gaps by either redesigning jobs or reskilling.
While technology is a big enabler, no technology is going to work well in the absence of human touch. To ensure talent acquisition teams can successfully transition towards a skills-based approach, we have experts who can support their journey by helping them choose the right technology and implementing it effectively.
This article first appeared on the website of HRM Asia.
