Human Future of Work: Skills and Dexterity

Just how future-ready is your business?  Trouble finding those highly skilled, experienced people?  

War for talent continues to bite, roles, jobs themselves are changing faster than businesses, economies even, can adjust to.  Distinct lack of technical resources and people to fuel growth is already upon us.   And countless organizations won’t survive through this – economists call that ‘creative destruction’.  Brutal reality is that quality talent (with all their valuable technological skills) ends up going to those organisations who have got their act together.   With differentiated, compelling offers supported by empowered and encouraging leaders and company culture. 

Most organisations struggle;  in one form or another, to cope with tilting talent supply-demand curve. but failure to heed the signs though will hurt company performance, culture, ultimately the brand.  Essentially, companies must find creative ways to overcome pressures of increased competition, shrinking talent pools, cost-cutting;  transforming into becoming far more customer-centric. Business practices, operations, process, and people have to change ……and fast.

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With the focus on human capital and technology (productivity, skills, management, capabilities etc) we also know old, traditional (siloed) approach to managing attraction, engagement, retention of talent is dead too.  Outdated; and out-of-step with today’s talent and candidate expectations and needs.

Attracting skills and capabilities into your company, keeping existing teams happy – nothing new there.  What has changed is just how much more we expect from our talent (and they from us.) 

Finally, Employer branding gets its time in the sun; it is now at the forefront of any company branding / reputational effort. 

Skill-sets and knowledge; the competitive enablers. 

 Talent Management The Higher Mix

We need the sort of talent that can identify with situations quickly –  pivot, adapt and apply totally different skill-sets across entirely new realms. 

And for this, all organisations must support and develop their own people too.  

Sure, we understand, smaller companies often lack the resources to buffer change – no deep pockets which makes it tougher to try and stand out, remunerate in line with the market.   So what can be done?


Companies have great responsibility to clearly define the role their internal teams play in delivering a signature employee experience.   In a nutshell, employer branding sets strategy; culture, conditions, expectations, practices, as well as messaging. 

Smart organisations use employer brands to impact on the internal brand too; leaders, culture, practices and systems.   Employer branding helps businesses assume a much narrower focus – acquiring the right talent and leaders (with cultural fit), customised, highly creative retention/ engagement strategies to support your people.

Culture-Employee Experience Model The Higher Mix


As Employer branding specialists, we help clients along their effort to craft and execute EVP  by first assessing the reality (just how the brand plays out inside an organisation.  How ‘joined up’ your organisation is in its approach?  Business linkages make action happen.   Also why no organisation should their leave employer branding/management of it to recruitment/ resourcing functions alone – because it is a complete organisational responsibility (opportunity).

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Employer Branding is an adaptive framework.  Evidence-based it shows businesses how to identify critical moments | touch-points in the brand experience;   Plotting key points along the entire employee journey.   And ultimately employer brands are pressure-tested for credibility and resonance before any communication happens.

People dynamics (Leaders specifically) are equally as important.  They anchor EVP behaviours – key element to delivering a stronger brand.   [People join Brands and leave Managers.]   Delivering “the deal” to staff and potential talent,  they must be able to demonstrate the flexibility of style, coaching teams, delegating well, setting clear goals and celebrating wins.

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A grip on employer branding outcomes, and a strong business case are one thing, keeping it real is another.

We caution companies not to expect results overnight.  Success comes once you’ve applied the glue.   And what does that look like?   Required sponsorship from the top. Highly capable steering teams in place.  Dedicated budget.  And your people with the understanding of best practice, appreciation for the rigour required to tackle the entire employer brand process. 

In closing, we defy anyone to show us a more important investment when it comes to future-proofing the business, over employer branding. 

Employer Branding Outcomes

With its far reaching benefits: recognizable ability to source deeper, identify/recruit quality talent with right skills and cultural fit,  leveraging more value from the recruitment, marketing or advertising spend/s.  Deeper, continuous organic growth, from diverse networks (vast array of talent from different backgrounds), inclusiveness, more engagement inside your business – who wouldn’t want these? 

Approach (if strategic and executed well) quickly produces direct (and often indirect) impact and outcomes.  Not just for your company’s profile and reputation but the overall employee experience too. 

Enhanced brand position and the holy grail:  differentiation no longer a ‘nice to have’,  absolute necessity if organisations want to stand-out in crowded markets.     

  [thrive_link color=’orange’ link=’’ target=’_self’ size=’small’ align=’center’]  CLICK TO CONTACT AN EMPLOYER BRAND SPECIALIST  [/thrive_link]

Grasping the employer branding outcomes, and the strong business case is one thing – keeping it real is another.   So, we caution companies not to expect results overnight.    Success comes once you’ve applied the glue:   required sponsorship from the top, highly capable steering team in place, budget and your people with a real understanding of best practice,and appreciation for the rigour required to tackling employer branding process. 

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