Helping talent fully reach their professional potential is a goal every organization aspires to but doesn’t always quite achieve. However, the rise in technological advancements, combined with a renewed focus on personal growth and company purpose is paving the way to further unlocking this potential.
Aligning the benefits of AI, with an individual approach to skilling and talent experience, can help companies nurture not only a more productive workforce but one that is highly engaged as well. Ultimately, if people are doing more interesting work, acquiring greater knowledge and accomplishing goals more quickly and efficiently, it not only unlocks the full potential of the individual, but also that of the company.
Without question, AI will have a transformational impact on the world of work over the next decade and beyond. Its effects on productivity, quality of work and even the nature of tasks will be felt by everyone. Of course, people will raise questions and harbor concerns about the impact of AI on jobs, but like every technological revolution before it, AI can ultimately lead to higher employment and not less. What’s important is for employers to deliberate how best to deploy these tools to maximize opportunities.
In the talent business, AI is already making a significant impact. Many of our clients are investing heavily in innovative tools to enhance workforce management. These, in turn, also make candidates’ job search process more inclusive, transparent, and personalized. For instance, AI-powered search and match has become one of the most utilized recruitment technologies companies are investing in, according to Randstad Enterprise’s 2024 Talent Trends research. Two-thirds of employers we surveyed in 21 markets said they are using these tools to better hire the right candidates for job vacancies. Talent themselves also have a positive view of AI on their careers, with most (52%) believing the technology will lead to their own career growth and promotion rather than losing their job, according to a survey of workers Randstad conducted last year.
In fact, the head of global talent acquisition at a technology giant recently told us that with AI’s help, hiring times will be reduced to a fraction of what they are today. AI’s search will be better at finding overlooked talent whose innate skills and adaptability make them a better fit. Our recruiters supporting this and other clients will see their work transform; their time increasingly will be spent on personal interactions with people, engaging and nurturing talent and building key long-term relationships. This shift will also make recruiters’ jobs more creative and satisfying, a phenomenon sure to be replicated in many roles. While this is an exciting development, companies need to be cautious to not use just any AI tool; they have to ensure there is truly no bias.
Hiring people based on not only education and experience but also innate competencies and potential is a bold movement that is occurring at many companies. Skills-based organizations are achieving better outcomes because hires made this way result in a more diverse workforce. But such an approach also requires employers to provide skilling support that’s better suited for each individual so they can grow into the jobs of today and tomorrow.
Integrating hiring with learning and development is happening quickly at the corporate level. Talent Trends research shows that an overwhelming majority (82 percent) of employers say recruiters will be expected to collaborate more with their L&D counterparts in the future. Nearly two-thirds (65 percent) also say their organization is increasing investments in skilling, up from the year before. L&D is cited by half of HR leaders as the function they will spend much more attention and resources on in 2024.
I believe talent will be the biggest beneficiaries of this shift. Helping them grow through learning and goal fulfillment amplifies engagement and satisfaction. Randstad’s global Workmonitor survey of workers confirms year after year that access to training and development is one of the most important considerations when people choose a new employer. As organizations create more tailored programs for their employees — for example, using AI to identify skill gaps and design the most suitable programs — talent will be more ready for the future demands of their work and job market.
Giving talent the right tools and skills is critical, but more than anything, they need motivation and a workplace culture that nurtures creativity and ambition. For two decades, we’ve tracked employers’ efforts to care for and motivate their workforce through non-monetary measures such as work-life balance, flexible work arrangements, and wellness support. At the same time, companies are doubling down on purpose, value, and equity in the workplace to drive engagement and ownership.
Workmonitor research this year found that people very much value the soft benefits a company may offer, and these have a very empowering effect on their attitude toward work. For instance, while a majority of Gen Z workers (62 percent), more than any other generation, say career progression is important, 41 percent of Millennials wouldn’t accept a job if the employer didn’t proactively improve workforce diversity. And about two in five across all generations say being able to work from home at least one day a week is a non-negotiable term.
With such clear employee preferences, it’s not surprising that culture, skilling and flexible schedules have also been on the minds of many employers. Data from our Talent Trends research shows that the top three employee issues employers are giving more attention to are L&D, company values and work arrangement policies. About 1 in 4 say they want to invest more in the way they articulate their company values and value proposition for employees. An additional 22% feel they need to work on shifting toward a culture that prioritizes personal well-being.
The age-old challenge of helping workers reach their full potential will always remain a priority for employers. It requires constant attention and effort. The encouraging news from our research is that business leaders are not shying away from the hard work needed. In fact, many are doubling down on AI, skilling and the talent experience to empower their people like never before. The payoff is being well positioned to realize such goals in the near future to the benefit of their organization and their talent.
