The workforce emerging from the pandemic is different than the one that entered it. While the composition of workforces may have changed, the most significant shifts are occurring in how organizations approach the talent they have, the talent they need, and the expectations their talent has of them.
Having previously looked at the future of work, let’s explore these three workforce elements and what they mean for organizations moving forward.
- The talent they have: Talent and its management are crucial catalysts to unlock your competitive advantage. To make the most of existing talent post- pandemic, organizations should conduct a baseline assessment of current resources. In this assessment, skills should be evaluated based on whether the current workforce is adequately equipped to help the organization execute its strategic priorities and perform at a high level.
- The talent they need: Organizations must clearly establish the link between their strategic priorities and talent needs. Said differently, organizations need to know what to do in the short and long-term and who they need to do it. Once that link is solidified, organizations must consider investing in their existing workforce’s skills as well as attracting and retaining the right new talent.
- The expectations their talent has of them: The post-pandemic workforce also has clear demands for current and prospective employers. DE&I, purpose, and employee experience are now strategic priority staples that employees expect. To pay lip-service or neglect these domains will have dire consequences, including losing talent. However, it is short-sighted to think of these investments through the lens of “the losses we can prevent.” Instead, approach them as “the competitive advantage we can create.”