Making the transition from talent acquisition to talent access

In today’s rapidly evolving talent landscape, organisations are required to transition their approach from talent acquisition to talent access, writes Rose Freeman, Director at Aon in the Middle East.

The transition from talent acquisition to talent access comes primarily as organizations seek new ways to approach economic instability, whilst tackling ever-widening skill gaps.

This has provoked companies to be more strategic in how they acquire talent, tapping into existing employees and identifying those who show potential to be mobilised in different parts of the business.

The focus on existing employees, ‘to upskill and re-skill, means that organizations must also consider retention. Leaders must recognize talent, ensuring they are rewarded and offered career growth opportunities to sustain their engagement and morale.

It’s important that existing employees are made aware of the organizations dedication to growing its people, hence there is a large communication piece that accompanies these initiatives to ensure it is successful. This process, known as mobility, can be described as the ‘transferability of skills and ease of moving from one area (or persona) to another based on the skills profile’.

Talent access signifies a broader and more dynamic approach to recruitment. Organizational culture must foster an environment, which supports continuous learning and development, creating an agile workforce ready to thrive in a rapidly changing market.

Remaining competitive

Transitioning to talent access is critical for organizations to remain competitive in today’s ongoing war for talent. Talent access can support cost optimization by reducing the fixed costs associated with a permanent workforce and enables organizations to access specialized skills on-demand, leading to improved financial efficiency.

Talent access can increase the agility and flexibility of both the organization and the individual. It enables individuals to learn about themselves and apply their broader skill range and it fosters organizations to tap into a diverse talent pool supporting the business with its evolving strategic vision.

Thirdly, talent access can support innovation and diversity by allowing organizations to leverage individual diverse skill sets, which lead to increased creativity and problem solving. This can result in a more inclusive and dynamic workforce.

Organizations who choose to ignore the benefits of talent access, may face challenges in remaining competitive, as well as being an employer of choice. Job seekers place a large emphasis on personal and professional growth and seek organizations whose Employee Value Proposition clearly states that there will be development and mobility opportunities.

Lack of growth opportunities is a big reason why employees leave jobs, according to the American Psychological Association. Therefore, it is critical for organizations to retain their existing talent and talent access strategies, providing a clear pathway to achieve talent retention.

In addition to talent retention, it is well documented that increased economic growth and productivity are just as critical in today’s local and global markets. Hence, the shift from talent acquisition to talent access requires a significant change in mindset in how recruitment is carried out.

Conclusion

Organizations who leverage talent access processes, can start to understand their existing capability baseline. They can promote internal mobility whilst unlocking new learning & development opportunities for high potentials, driving greater career flexibility and supporting easier workforce planning. Organizations who do not leverage talent access may find that they start to lose their competitive advantage.

About the author: A Chartered Occupational Psychologist, Rose Freeman is an expert in assessing human behaviour to support talent management processes and decision making. She is a Director in the Assessment Solutions practice of Aon, based in the UAE.