unlocking talent centricity.

When talking about change, the father of modern management, Peter Drucker, famously said: 'The greatest danger in times of turbulence is not the turbulence itself, but to act with yesterday’s logic.'

If there’s one thing we know about today’s business environment, it’s turbulent. And anyone who thinks the world of work is poised to settle down is definitely acting with yesterday’s logic.

Move over VUCA — today’s world is BANI. While in the past, the principles of VUCA (volatile, uncertain, complex and ambiguous) captured the unpredictable nature of our environment, a new acronym has emerged to characterize our current circumstances: BANI (brittle, anxious, non-linear and incomprehensible).

The past few years have prompted a radical reset around the globe in the way talent thinks about how, where, when and even why they work. A global shift in attitudes has led people to prioritize a work-life balance that aligns with their values, and this ongoing revolution is shaping the future of work in unprecedented ways.

Expectations have elevated: workers are open to moving elsewhere if these expectations cannot be met by their current employers. Even in the face of economic uncertainty, individuals remain resolute in seeking employers and job opportunities that suit their career aspirations, values and lifestyle preferences. The result? The competition for talent is intensifying as individuals become more assertive in setting their employment terms.

Career growth, meaningful work and flexibility are top priorities for individuals, while maintaining a workforce that can swiftly adapt, reorganize and respond to challenges is paramount for organizations. Having the right people, with the right skills, in the right jobs, at the right time, has never been more important.

In today’s BANI world, with heightened disruption exacerbated by skills shortages, technological advancements, geopolitical instability and the rise of the green economy, adaptability is key. We can’t predict the future, so it becomes increasingly important to embrace uncertainty, lean into change and nurture an experimental culture. Talent must be flexible, resilient and empowered in order to help your business thrive. And, in turn, organizations must demonstrate a similar level of adaptability.

HR and talent leaders must reposition their organizations to become truly talent-centric. By tapping into human potential; focusing on skills, aspirations and motivations; and actively involving the workforce in change, companies can future-proof their talent strategies and drive sustainable value. But where should you start? What are some of the key priorities and steps to focus on? How can you analyze the “now” and also design the “new?”

Being talent-centric has substantial benefits: HR and talent leaders who maximize value from talent today can become performance champions of the future. Neglecting the business case for talent may lead to falling behind competitors, risking your competitive edge and opportunities for growth — and eventually losing people.

Ultimately, sustainable value creation for organizations is driven by people. Therefore, businesses must work to instill an organizational focus on talent and create the right environments for people to thrive if they want to meet the challenges that lie ahead.

This white paper surfaces some of the key trends that CHROs, talent leaders and business executives are grappling with, and consider the steps you can take to put talent front and center of your strategy, to ensure you drive value for your business.