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The talent marketplace faces a double-edged challenge in 2025. Modern organizational strategies are becoming more data-driven and more automated, designed to chase finer competitive margins. AI is only growing as an influence on hiring and talent management priorities. The skills that organizations need are shifting, and pipelines haven’t caught up yet.
At the same time, the sheer number of working-age adults is dropping, with Korn Ferry predicting a global worker shortfall of as many as 85 million people by 2030. Organizations are feeling the pinch of an increasingly urgent race to attract top workers before they disappear from the market. In a 1998 paper, McKinsey researchers coined a term for this struggle: the “war for talent.”
Talent crunches are not a new phenomenon, but the factors that cause them can vary widely, and solutions are not one-size-fits-all. In the present moment, one of the greatest differentiators for organizations is technology: not just specific solutions, but how your organization chooses to build on them. Designed well, your technology strategy can be a powerful ally in the war for talent, helping you attract, develop, and keep a workforce that will define the future of your organization.
Leaders today refer to the idea of “talent” so often that its value seems, at first blush, self-evident. Firm definitions, however, are hard to find. And as specialized tools become more widespread and work is increasingly automated, work quality is often more consistent, meaning there must be additional factors that differentiate a high-performing employee from an average one.
In the current landscape, enormous amounts of information are readily available to workers in an instant. As such, it’s worth reassessing how we evaluate “talent.” With technology like comprehensive knowledge platforms, it’s much easier than it used to be to learn the “what” and even, in some cases, the “how” of a job. If that’s the case, then critical thinking, coachability, and other soft skills that support learning become much more valuable.
This further changes the equation of which skills to hire for and which skills to train. As the status quo shifts, the organizations that come out ahead will be the ones who can adapt the quickest, reevaluating their idea of an ideal hire and re-engineering their onboarding training to match. Accurate skill assessments will also be crucial for establishing candidates’ capabilities and getting them onboarded efficiently. Taken together, all these factors highlight an important moment for talent management, which, if navigated correctly, will give it the potential to provide a major competitive advantage.
PwC’s 2024 Workforce Radar report sets up a spectrum of talent management, from “talent magnets” to “talent factories.” With the talent market as tight as it is now, organizations will need to find a balance between the two in order to maintain a competitive edge in their industries and continue to innovate. Technology, and especially knowledge platforms, will be a critical piece of the puzzle.
Workers continue to make it clear that they value more than compensation when deciding where to work. Other types of benefits rank highly in their decision-making, but so do organizational factors like culture, values, and opportunities for advancement—incidentally, all the qualities you’d communicate with a well-developed employer brand. A strong technology strategy, centered around a robust knowledge platform, elevates your employer brand. It also empowers you to deliver on your brand’s promise with:
For a job seeker with skills that are in high demand, it’s a crowded marketplace out there. As an organization, it’s essential to show candidates that you’re aware of what they want and that you’re invested in providing it. All the factors above help sell you as a place where talented workers know they can thrive.
Even with the best employer brand and value proposition you can develop, there’s no getting around the fact that skilled workers are in short supply. Competing to attract them can only get your organization so far. But when resources are scarce externally, smart organizations look to complement their recruitment efforts by building from within.
As we said above, most of today’s workforce are enthusiastic learners—which means organizations are already off to a great start. As an employer, your role is to meet workers’ enthusiasm with the resources they need, which goes beyond merely providing access to training content.
Great content is necessary, to be sure. But to truly make the most of their development opportunities, employees need both top-notch content and a powerful, flexible structure that maximizes its accessibility. With strong search tools and structured libraries, you can empower workers to seek out information on their own. On the other side of the coin, customizable courses, content, and assignments let you shape employee development in line with your organizational goals. And when you can grow top talent from within, market scarcity is far less of a threat.
Learning and development strategies are crucial to attracting and keeping talented workers. But to deliver the best results, your efforts need to be connected with each other as part of a comprehensive plan—otherwise, they could go nowhere.
Pinnacle Series includes all the features your organization needs for a holistic L&D strategy: a deep and regularly updated content library; flexible learning paths and frameworks; customizable content formats and structures; and closely integrated skill assessments. Create a culture of learning with Pinnacle Series as your foundation, and make your organization a home for high performers. Schedule a demonstration today to learn more.
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