Latest HR Trends: Hidden Talent, Turning Points, Maternal Mental Health, International Mobility, CEO Succession Planning, Productivity, Human-Centered

?? Hello Everyone and Happy Sunday !

?? Welcome back to the 48th edition of ?? Weekly People Research! ??

?? Once again, a fascinating week of learning with your inspiring comments and incredible support! We debated a lot on subjects linked to the feelings of employees to understand Turning Points, mental health... also the impact of employee mobility but also the fact that talents still exist on the market, you just need to find them find and are sometimes hidden.

As usual, I also wanted to thank everyone who reads me and shares these ideas!

?? In this new edition,?you will learn more about ??:

??Why does youth mental health impact the productivity of working parents? Evernorth Health Services in collaboration with YouGov researchers found that the more time a parent spends caring for a child’s mental health needs, the greater the disruption to their work.

??Why are CEOs deeply involved in their own succession planning? 德勤 researchers found that majority of CEOs believe that Leadership style and personality will play a critical role in the selection decision.

??Why should leaders adapt a human-centered approach to turn “Turning points” into successful transformation? Sa?d Business School, University of Oxford and 安永 researchers found that taking three steps to navigate a turning point (Sensing, Sense making, and Acting) can significantly improve transformation performance.

??Why can organizations supporting maternal mental health more easily attract and retain women? Carrot Fertility researchers found that flexible work scheduling is the workplace benefit most often considered important for a successful return to work.

??Why could unsuccessful international mobility harm the employee experience? 国际SOS in partnership with 益普索 and KPMG researchers found that cost of failed assignments often reaching up to 5x the employee’s base salary.

??Why is the global Talent Shortage showing no signs of reducing? World Employment Confederation researchers found that the most common strategy for expanding the talent pool, is targeting and supporting talent from underemployed sectors of the workforce.

These insights continue to evolve as we all learn more - as Dave Ulrich and we must now classify these ideas in the Taxonomy of Human Capability.

???Now, let's do a recap of the week on published research:

Youth mental health impacts Productivity of Working Parents with approximately 8 hours and up to 4 workdays per month!

?? Findings of researchers:

Diagnosed or undiagnosed with mental-health, millions of young people are struggling, and many parents feel ill-equipped to manage the many related challenges impacting life at home and work.

?? The more time a parent spends caring for a child’s mental health needs, the greater the disruption to their work.

? Parents also report lower job satisfaction, find their jobs significantly more stressful, and are less able to carry out their job duties.

according to a new interesting research published by Evernorth Health Services in collaboration with YouGov using data from a survey of 1,534 US adults, fielded February 9-26, 2024.

?? Recommendation of researchers:

Researchers provide four takeaways for employers to strengthen their approach to parental support and family behavioral health:

??Care Delivery: Design a benefits approach that guides employees and families to evidence-based behavioral health treatment that integrates medical, behavioral, and pharmacy care, mitigating the potential for siloed or fragmented care.

??Customization: A data-driven approach to behavioral health care allows for a personalized experience every step of the way.

??Culture: Cultivate an environment that helps alleviate the stigma around tending to family behavioral health issues, educates employees and managers, acknowledges and addresses SDOH, and provides a sense of community to build a stronger, healthier, more supportive culture.

??Community Engagement: Employers can support individual, workplace, and community connectivity to address some of the underlying drivers of mental health challenges.

??My personal View:

This extremely interesting research demonstrates how the mental health of employees' families has a direct impact on the productivity and well-being of employees. It is therefore essential that employers can do more to make it easier for parents to care for family mental health needs while meeting work responsibilities.

???? What were the HR expert opinions:

Dave Ulrich Thanks for sharing this fascinating research. With the pandemic-induced hybrid work and with the advent of technology, the boundaries of work and life have changed. I have seen lots of discussions of the physical boundary (work from home ... Nick Bloom's outstanding insights), but less on emotional boundaries like caring for elderly parents, relationship issues (e.g., divorce), and this fascinating research on children's mental health. Knowing that these off-work issues affect at-work commitment is not a surprise, but it is helpful to see the research on size of impact and ways to manage it. There seems to have been quite a bit of research on GenZ and Gen Alpha mental health... depression, anxiety, and loneliness on the rise. I might simply add that work is not a sprint with all out intensity every day, every hour but a marathon with dedication over time. When a company can flex for an employee's personal off-work needs, it can build a longer term loyalty. I have experienced this when my University leader created flexibility for us when my wife and I served a 3-year mission for our Church. His generosity and care for us made me more committed to the University.

Hannah Yardley So much of how we show up at work relates to how we are feeling about ourselves and lives. But we can’t be expected to share this unless we trust our managers and organizations.

Raquel Mendes The impact on productivity is undeniably significant. It serves as a poignant reminder of how a supportive culture can be a beacon for detecting and aiding members in times of need, especially when faced with life's challenges. At work, we bring our whole selves; personal matters don't stay behind closed doors. It's time to explore innovative strategies that bolster our team's well-being, providing them with the security to prioritize their loved ones. From flexible schedules to embracing remote work, and even investing in mental health support for all family members, every initiative counts. After all, a parent striving to support their child deserves just as much care in return

Ahlam Bakkal From my past experience as the Corporate Wellbeing Lead in Unilever MENA, I observed that some of the most popular wellbeing initiatives, where there was a lot of engagement and a lot of attendance, were the initiatives targeting to support parents. These attracted crowds, and parents voiced their need for help. So, for parents who have children with mental health challenges, the need for providing wellbeing support by the employer would be certainly bigger.

Namita Gopinathan,MBA Promoting a culture of understanding and empathy, where organization respect and accommodate the unique challenges faced by parents, can contribute to a positive work environment where individuals feel valued and supported. In today's remote work setups, organizations have the option to provide teletherapy sessions during lunch breaks or integrate mental health days into company policies, which can help ease the challenges faced by parents.

George Kemish LLM MCMI MIC MIoL A recent TV Program has highlighted the biggest problem, in the UK, as being truancy. This in turn can lead to fines for the parent(s) leading to financial, and other, hardships in some cases. However, this is just one of many human factors that can have a detrimental effect in the workplace. Also, in the UK, The Career's Leave Regulations 2024 allows for leave to be taken for a maximum period of one week in order to take care, or arrange for care, of a family member. However, outside of this, any additional support is down to the ability of the employer to lose people from the workplace. The current financial situation may make that difficult, or even impossible.

Reema Purohit This is an opportunity for organizations to prioritize the well-being of their employees and their families, leading to a more compassionate and productive work environment.

CEOs are deeply involved in their own Succession Planning due to a challenging environment!

?? Findings of researchers:

Geopolitical uncertainty tops the list of challenges for CEOs.

?? Although optimistic about their organizations, many CEOs (45%) say they are prioritizing measures to optimize operating costs in order to drive organizational growth.

?? 42% of CEOs report that their boards have a well-defined process in place

?? 84% of CEOs indicated that they are involved in identifying candidates

?? From pipeline development to interviewing candidates, CEOs report some degree of involvement in choosing who will succeed them.

??Majority of CEOs believe that Leadership style and personality will play a critical role in the selection decision, according to a new interesting research published by Deloitte using data from a survey of 107 CEOs (Fortune 500 CEOs, Global 500 CEOs, and select public and private CEOs in the global Fortune community) representing more than 20 industries, fielded February 13-23, 2024.

?? Recommendation of researchers:

Researchers classified the successor criteria and they found these five factors below play a critical role in the selection decision

1?? Demonstrated capabilities and experience

2?? A strong commitment to the organization’s purpose and values

3?? Vision for the company

4?? Leadership style and personality

5??Effectiveness in dealing with diverse external stakeholders

??My personal View:

This interesting research - with a good sample of global data - demonstrates that the succession of a CEO is not only decided by the Board but the involvement of the current CEO is crucial for the success of the business. This also demonstrates that with support the new CEO will keep, at least in the short term, the same strategy of the old one.

???? What were the HR expert opinions:

Dave Ulrich The job of any good leader is replace oneself with a better leader who has skills for the next generation of challenges. The strongest and best leaders surround themselves with others who are often even stronger so that the organization is better off when the current leader leaves. Weaker leaders often surround themselves with others who are not as strong so that the current leader feels superior. In the succession work I have done, I don't start with the individual who might have the open role, but with the requirements of the position based on market conditions. This is good descriptive research on how succession occurs. It would be interesting to explore the impact of succession options. Thanks again for continuing to source fascinating research.

Jos van Snippenberg Great research, and it brings up the necessity to be more conscious about your "career outlook". We are entering an era where we can't rely on knowledge and skills learned decades ago. The pace of change of business models, techniques and ways of working requires new skills and knowledge. I see that we will navigate ourselves to be able to shape the right conditions to flourish in work life. 1) Awareness about our personal DNA; where we know who we are and what our mission in work life is. 2) Awareness about the state we are in our daily job; where we know how to work with passion, self-efficacy and motivation to grow. 3) Awareness about what personal and situational working conditions are needed to stay on track. This will be a personal navigation to create a healthy succession planning.

Marcela Azevedo As HR professionals, it's crucial to consider some potential biases that this involvement in this process: - Similarity Bias: The current CEO may favor candidates who resemble themselves in style, thought, and other characteristics. This can limit diversity within the leadership team and potentially exclude candidates who, although different, may bring new perspectives and innovations.- Strategic Conservatism: A CEO might tend to choose a successor who will maintain the status quo, avoiding risks that could be significant and impactful for the company's evolution. This could prevent the organization from adapting to market changes and new consumer demands.- And Others However, using external consultants or diversified succession committees can help objectify the process and reduce biases, ensuring a more balanced and effective leadership transition.

Layla Halabi While CEO involvement in succession planning is important, there's a risk of bias that might overlook potentially better candidates who may not align perfectly with the current CEO’s style but could bring necessary change and innovation. It's crucial to ensure that this process remains balanced, incorporating diverse perspectives from the board and external advisors to mitigate biases and prioritize long-term strategic needs over personal preferences.

Leaders need to adapt a Human-Centric approach to turn "Turning Points" into successful Transformation!

?? Findings of researchers:

?? Leaders who put humans at the center to navigate turning points are 12 times more likely to significantly improve transformation performance.

?? Taking three steps to navigate a turning point (Sensing, Sense making, and Acting) can significantly improve transformation performance.

?? Changes in emotions and behaviors are early signals that a significant issue has emerged in a transformation

?? Turning points are inevitable. Adopting a human-centric approach that detects and deftly navigates issues early, before they destroy value, is essential.

?? 79% of Leaders believe turning points are an unavoidable part of any transformation. When successful, they’re 1.9x more likely to improve transformation success and preparing the organization to embrace a state of continuous change, according to a new fascinating research published by along-term research collaboration between Sa?d Business School, University of Oxford at the University of Oxford and EY (EYGS LLP) using data ?? from a survey of 846 senior leaders and 840 workforce members across 16 industry sectors and 23 countries in June and July 2023.

?? Recommendation of researchers:

researchers offer six key takeaways for leaders to successfully navigate the turning points:

1?? Anticipate challenges.

2?? Listen to the organization.

3?? Don’t be the reason issues aren’t raised.

4??Constantly shape the environment so people can thrive.

5??Co-create and jointly solve problems.

6??Embrace people and their full selves.

??My personal View:

This remarkable research which used a global dataset of companies shows us to what extent Employee emotions and behaviors are main factors in the success of transformations. As researchers demonstrate, leaders need to pay attention to signals around how their people are feeling and how they’re behaving. The six recommendations given by researchers are also a nice roadmap for leaders to put people at the center of their transformation program.

???? What were the HR expert opinions:

Dave Ulrich Fascinating as always. I like the idea of "turning points" which some have called "moments of truth". I also really like putting leaders and leadership at the center of the response. When I was working on how to create a more integrated framework (taxonomy) of all the work going on in people and organization, I recognized individual focused work (talent, workforce, competence) and organization (culture, workplace, capability) but felt that the bridge was "leadership". So, when I draw "human capability" , I put leadership as the bridge since it integrates individual and organization and in green since it fosters growth.

George Kemish LLM MCMI MIC MIoL I would only add that there is often a need to include external agencies (suppliers, customers) in order to ensure that a Transformation provides value to all stakeholders. There is nothing more frustrating than finding that suppliers can't meet deadlines brought about by change or that the change does not meet customer expectations.

Sarah McLellan In the human-age, it's not about tasks, processes and outputs. It is about people, emotions, and finding the best next step. No surprise the data tells us we need a new profile of leader who is comfortable bringing focus and skill to these elements! And sensing what is required and when, is a critical component.

Ahlam Bakkal Leaders can communicate more extensively about "what's in it for me, as an employee?" during turning points. This will make employees see positive aspects in a change, for themselves, not only what the company will gain. When they see their individual gain, there's an easier adoption of the change. And less anxiety about it. That way, leaders can turn such situations into successful transformations.

Jos van Snippenberg Human centricity in leadership is always the cornerstone for success. I like always to take a look at the Patrick Lencioni's pyramid in situations of team transformation. Without trust no shift will take place in business, unless we start to be vulnerable and build trust first. Besides that I see when you approach people with an open mindset, where you see always the "whole person". And you shape clarity in setting the context for every step in the process. You are quite well on track towards human centric relationships.

Liz Rider When we put humans at the heart of our transformations the success rate more than doubles. Yet this approach is regularly ignored. We need to take this seriously.

Layla Halabi I definitely agree that recognizing and addressing transformations' emotional and behavioral aspects can lead to more successful outcomes and prepare the organization for continuous change. Transformation initiatives fail more often than not because leaders fail to address emotional resistance to change. Therefore, incorporating a model like the one you suggest would help ameliorate this issue. I can also see how incorporating advanced analytics and AI could help predict and manage these critical moments better. For example, analyzing patterns in employee behavior and sentiment could provide leaders with more precise tools to address potential issues preemptively.

Marcela Azevedo The research highlights the need for a paradigmatic shift in how transformations are driven, moving from top-down models to more inclusive and humanized approaches. I have worked in EY Change Management for 3 years, and I have seen and see every day that investing in the human side brings results both from a financial point of view and from an organizational point of view as a whole.

Hannah Yardley One of my favorite take-aways was the following indicator - Several of the case studies experience a “social movement” where the position of power and control for future transformation moves from a few at the top of the hierarchy, to many at the base. This uncomfortable moment where the project /leaders need to give up some of their power and control to finally make this something the organization is doing, not that it is being done to the organization.

Dara Bidwell, SHRM-CP I have encountered too many leaders who don't like the discomfort of human emotions and do everything in their power to encourage employees to suppress the emotion. Thank you for sharing. I will definitely apply this to my work.

Organizations supporting maternal Mental Health are seeing impact on women Attraction and Retention!

?? Findings of researchers:

?? Only 39% of women feel prepared returning to work

?? More than half of all women are eager to return to work (52%), yet also feel overwhelmed and nervous (51%).

?? Workplace benefits, including pregnancy and postpartum support, can influence whether someone stays with their employer or pursues job opportunities elsewhere.

??Race and ethnicity impact the types of serious challenges experienced during pregnancy.

? Flexible work scheduling is the workplace benefit most often considered important for a successful return to work, according to a new interesting research published by Carrot Fertility using data ?? from a survey of 1,260 women currently employed for wages, between the ages 25 to 43, fielded between February 28 and March 20, 2024.

?? Recommendation of researchers:

Researchers found three below findings:

?? 84% of working mothers agree that expanded pregnancy, postpartum, and return-to-work support would make them more likely to stay at their company

?? 79% of working mothers state that pregnancy-related benefits are important when assessing future job opportunities

?? 57% of working mothers emphasize that pregnancy-related benefits are very important when assessing future job opportunities

??My personal View:

This interesting research has highlighted the challenges women face in the workplace during pregnancy and the crucial role flexible work scheduling can play in helping women better manage their employment and motherhood. In order to truly support the needs of mothers returning to work, it’s imperative for employers to understand the distinct challenges this group faces, and, when possible, expand pregnancy and postpartum benefits to address those concerns.

???? What were the HR expert opinions:

Dave Ulrich I believe that organizations can be settings which encourage both good parenting (maternal pregnancy care and sensitivity to parenting requirements) and high performance organizations. Navigating this life/work balance is not easy but shows up in benefits packages that encourage flexible work arrangements. When organizations create flexible benefit and work arrangements, they access a broader talent pool. This is not an easy paradox to navigate and requires personalization and honest conversation about what is expected from both parents and organizations. At a personal level, my wife and I "muddled" through this period with 3 children with her doing PhD and psychology practice and my doing PhD and taking on faculty position at University. We found that with young children, we could not both have "A" (high demand) careers, so we each sacrificed our professional pursuits for a time to spend time with children. What we did may not work for others, but I hope organizations can find ways to enable both parenting and professional pursuits. This research suggests some of what might be required.

George Kemish LLM MCMI MIC MIoL I picked up on 'More than half of all women are eager to return to work (52%), yet also feel overwhelmed and nervous (51%)'. The ability of the employer to provide updates on what is going on in the workplace and providing a phased return to work may help to alleviate some of the stress. If colleagues are arranging social events, then inviting those on Maternity can also provide connectivity with the workplace - making them feel that they are still part of the team.

Ahlam Bakkal One of the benefits I've seen work for mothers after returning from maternity leave is when the employer puts a policy not to request them to do business travel for an initial period (eg 6months) after their return to work. We had this policy in a company where I worked and it was highly appreciated by female employees. Especially in a place where business travel is frequent.

Hannah Kendell The issue extends further I believe, in that most jobs are advertised as full time and are usually 50/50 office/remote. It’s difficult for those that have left their jobs to find new professional roles that make allowances for parents that want to be present for their children.

Dr. Bhanukumar Parmar In today's workplace, the best employers are akin to Santa, offering personalized gifts, especially for working MOTHER :M - Maternity benefits before & after a must - if provided better than law - goes long way in attracting & retaining. O - Offering comprehensive well-being solutions, incl. counseling services. T - Tailored professional development opportunities. H - Hours of work - flexible. E - Environment at work to be supportive for working mothers. R - Recognition for their output. After all, in the workplace, being a 'Santa' to working mothers is not just a seasonal gesture - it's a year-round commitment to creating a truly inclusive & supportive environment.

A failed International Mobility could cost up to 5 times the employee's base Salary and destroys Employee Experience!

?? Findings of researchers:

??The cost of a failed international assignment can range from USD $850,000 to $1.25 million.

?? The financial impact to the organization is the most obvious impact, with the cost of these assignments often reaching up to 5x the employee’s base salary.

?? Aside from the financial impact, other direct impacts would include: training/replacement costs, lost productivity, cost to source the position, and loss of time.

?? Also the indirect costs to the business could have an impact on remaining employees, impact on organizational resources, reputational damage to the organization and mobility program, and impact to the sponsoring location’s morale, according to a new interesting research published by International SOS in partnership with Ipsos and KPMG using data ?? from a survey of 10,000 clients, among whom 255 completed the online survey between June 19th and July 17th.

?? Recommendation of researchers:

Finally researchers conclude that it's important to ensure that from a talent planning standpoint, the employee’s experience from their assignment is leveraged and considered in their repatriation.

Even if the assignment is considered a success in terms of the specific assignment goals, if the employee leaves the company following their return, then the cost of the assignment and investment by the company can be for naught.

??My personal View:

This magnificent research demonstrates how the global mobility process is an important and effective procedure for retaining the best talent but can turn into a cost disaster and damage the company's reputation if it fails.

???? What were the HR expert opinions:

Dave Ulrich Wonderful research again about what career tracks might look like for mobility with global assignments. A number of years about Bob Eichinger and I observed a couple of ways companies did global mobility 1. Glopats: a small group of employees who are global expats who spend their careers moving from country to country. They are in a unique career pathway as they move around the world 2. International assignment: they take an assignment (or 2) outside their home country for a period, then return. This research reports on this group 3. Global projects: they are in home country put on a host of project teams to gain global experience. Each of these career options has pro/con. Thanks for sharing the research that goes deeper into the international assignment work.

Namita Gopinathan,MBA Great insights! Developing a strong global mobility plan is essential for companies to manage the risks linked with unsuccessful deployments. Organizations can improve the outcomes of international assignments by prioritizing both financial investments and addressing the root causes of failure. Implementing thorough candidate selection processes that assess not only technical skills but also cultural fit and personal circumstances. Like, organizations have the option to implement behavioral interviewing methods or psychometric evaluations to enhance alignment between candidates and positions. To mitigate spouse/partner dissatisfaction organizations can provide Spouse support network for professional development, community building, practical support,...

George Kemish LLM MCMI MIC MIoL When looking at career impact, organizations often 'miss' the fact that it could have a negative (or perhaps positive) impact on the career of the Spouse/Partner (irrespective of whether or not they choose to move with their partner - dependent upon such things as family commitments that may normally be shared et al). Great post

Diana Carolina Perez Cabas Organizations must be aware of what contributes to expatriate failure to mitigate risks and provide assertive tools for mental health, communication, adaptability, insurance coverages and a real comprehension and alignment of expectations. An international assignment could be life-changing for themselves and their families.

Murthy Nibhanipudi VS Overall, this research serves as a valuable resource for organizations and leaders involved in global mobility programs, offering actionable insights to avoid costly mistakes and ensure successful expatriate experiences.

The global Talent Shortage shows no signs of reducing: organizations must target Available/Hidden Talent!

?? Findings of researchers:

Half of organizations want to source workers from under-employed groups to expand their pool of talent within the next two years.

?? Technology, in particular AI, is disrupting the ways in which organizations operate.

?? The most common strategy for expanding the talent pool, is targeting and supporting talent from underemployed sectors of the workforce

81% of senior executives say that increased labor migration has allowed their organization to access skilled talent, according to a new interesting research published by World Employment Confederation using data from a survey of 715 senior executives around the world from Forbes Fortune 2000 companies and 35 public sector organizations.

?? Recommendation of researchers:

Researchers found that 3 strategies can help organizations to expand their talent pool:

1?? Employers can help redress the imbalance between labor market demand and supply is to invest effort in actively expanding the available pools of talent.

2?? Make recruitment practices more efficient, whether by making the application process more accessible (identified by 47% of the companies in our research), using new recruitment platforms to access untapped talent (33%) or reducing formal education requirements when hiring.

3?? Offer specialist support to refugees and asylum seekers, many of who are blocked by legal barriers from entering the labor market when they arrive in a new country.

??My personal View:

This insightful research with a great sample of data, demonstrates that the talent shortage is a major problem facing global organizations but the origin and cause is human. With the three strategies proposed by the researchers are very interesting and can clearly be an effective solution for organizations to fill this void and save their business.

???? What were the HR expert opinions:

Dave Ulrich Thanks for sharing this fascinating research. The issue may not just be talent "shortage" but knowing how and where to access talent. George Kemish's article has very good ideas on reskilling and upskilling existing employees. This research encourages focusing on sub-groups. I really like the refuge focus so that those in need might find opportunities. Subgroups often have untapped talent. One company we worked with focused on parents (mostly women) whose youngest child started school and another focus on retirees. Both groups were excited to work part time and often has wonderful skills. Another worked hard on referrals from existing employees which not only attracted new talent; it kept those employees who gave referrals. Simplifying talent acquisition processes is a key to making any strategy work.

Namita Gopinathan,MBA I believe an effective approach could be for organization offering internships and training programs tailored to these underemployed groups can help to bridge the gap between talent and opportunity. One more strategy can be streamlining recruitment processes and removing unnecessary barriers, such as overly stringent educational requirements, can make it easier for individuals from underrepresented backgrounds to access job opportunities. It’s really important to proactively address the obstacles in talent shortage and draw inspiration from successful strategies that other companies have adopted , organizations can effectively tap into diverse talent pools, driving innovation and fostering a more inclusive workforce.

Deena Priest Thanks for sharing this research and I do agree that broader talent pools are relatively untapped. Leaders need to be conscious of any biases they hold when recruiting from these wider talent pools. There’s still an element of self-selection in the recruitment process.

George Kemish LLM MCMI MIC MIoL Your research has added to the ways in which talent shortages can be reduced. Being married to someone who is disabled, I am often amazed at her 'work-arounds' to get around, what could be, a physical problem. Likewise, there are people with learning difficulties that also show resilience and could be an asset to an employer.

Clare Langley Interesting research Nicolas. I love the link to inclusive - and diverse - workforces. Different groups with different experience lead to a wealth of new ideas and diversity of thought. It’s important that organizations find ways to listen to their employees to generate new ways of doing things. This leads to better service for customers and a more attractive workplace

Dr. Bhanukumar Parmar When it comes to targeting hidden talent, few Companies are embracing 'Quiet Hiring.'- This approach shifts the focus from constantly seeking external talent to nurturing & promoting internal talent. Who better understands the company culture & exhibits loyalty than those already within the organization? Skills can be trained, but the right attitude & alignment with company values are invaluable.- Furthermore, some companies opt to re-engage retired workforce members in good health for sudden project demands or to train existing talent- Additionally, I fully endorse the researchers' 3 strategies. I'd like to augment by emphasizing a focus on tapping into the defense sector. Many individuals retire after relatively short stints, bringing a wealth of experience, discipline, & skills that are invaluable to various industries.

Lourdes G. I’d add that it is critical that recruiters and hiring managers are trained to expand their world view to go beyond candidates with experience in their specific industry and look instead for the transferable skills that candidates from non-traditional backgrounds bring

Svetlana Kruglova (RS) Very interesting! The ways to reduce talent shortage also include upskilling and promotions inside, as well as automation and outsourcing of non core activities.

Jose Santiago I think they miss one area namely, that the talent pool may not see how they can apply because of gaps in their skills and experience. By changing how the role is advertised or announced makes it easier for disadvantages people to respond , i.e. focus on roles that are needed by asking for applications from people with any of the skills needed Vs a role of skills

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