5 Global Talent Trends For Every Organization

Despite challenges like the Russia-Ukraine war and their impact on the global economy, companies all over the world are fortunately still bent on stabilization and expansion. Call it an aftermath of the pandemic, its lockdowns, and the recession these have brought.

At the same time, corporate success and productivity—and their revenues—will always be tied to talent. Global mobility specialists need to keep in mind that the more motivated, skilled, and efficient your workforce is, the more productive and successful your company can be.

There’s another important addendum linked to that: the more globally-minded said workforce is in their strategic thinking and competencies, then the more chances the company has in expanding and reaching out to an international market. This factor cannot be minimized, especially as the internet and other digital platforms are fast interconnecting locations, regions, and economies, further reducing a vast global network into a fast-moving village.

In order to acquire that highly-sought after global talent, here are five global trends in recruitment and human resource management that every company and their HR director should know about:

Seek talent in emerging talent hubs

The usual massive, all-inclusive kind of recruitment designed to fit all sizes and brings in all types of candidates does not work anymore. All over the world, specific recruitment hubs that specialize in various kinds of skills and competencies are rising. 

For example, Uruguay and Poland have become the go-to sites for tech companies. So is India whose IT industry is growing at 10% a year. When it comes to research in tech, Pakistan is worth taking a closer look. If you are looking for tech talents, for example, focus your time and resources on these talents, instead of scouting around in other countries. 

Looking at the long haul

Investing in the upskilling of your employees. No matter how skilled or driven your employees are, the fast changes especially in the digital landscape will probably make their abilities redundant, obsolete, or at the very least, dated by the time the new technology comes in. 

Only about a year ago, Fortune Magazine already forecasted that skills shortage would be the greatest threat facing organizations. The World Economic Forum has likewise predicted that by 2025, half of the world’s workforce will require upskilling. In short, upgrading your talent’s abilities, whether from soft skills to their core discipline, is no longer an option. It’s a must, if you want your organization to survive. 

Policies based on diversity and inclusion will increase

It goes without saying that a global workforce will no longer be homogeneous. Regardless of their actual work location, the employees of tomorrow will be composed of different nationalities from various ethnicities and socio-economic and educational backgrounds — and from a range of religions, traditions, cultural beliefs, and gender orientations.

To attract and retain these global talents, human resources and management should support inclusion which is about  “policies and practices that provide access to opportunities and resources irrespective of sexual orientation, gender, or disability, to mention a few examples.”

More and more talents will want to get employed in a bona fide company 

While remote work might be the preferred method of many talents, freelancing and early retirement may be losing their appeal. In short, regardless of demographics, many talents want to be fully employed. 

As a recession looms, the desire for job stability and security will dominate. Older Gen-Xers will want to prolong their retirement. In what has been called a dramatic reversal, many of those who participated in the Great Resignation will want to come back to the daily grind. 

Employers and employees will both want a long-term relationship

After all the investment is done in finding and upskilling the right talent, it is only logical that employers will want to keep their talents for the long haul. 

In the same way, employees want job security, career advancement, and promotions. They recognize that the professional and economic stability they want can come from a mutually beneficial and rewarding long-term relationship with a preferred employer. In short, nobody from both sides is looking at quick hires and sudden resignations. As Korn Ferry describes it, talent acquisition and management are no longer a “complicated” relationship but a “long-term” one.