Latest news with #talentpipeline
Forbes
3 days ago
- Business
- Forbes
The New Talent Playbook: From Build And Buy To Bridge, Borrow, And AI
Most organizations believe they have a leadership talent pipeline. What they actually have is an illusion of readiness. Roles are being reshaped in months, not years. Succession plans expire before they're tested. And the leaders needed for tomorrow—tech fluent, adaptive and globally minded—are the very ones companies don't know how to grow. The numbers reveal the gap. The World Economic Forum reports that on average, workers can expect that two-fifths (39%) of their existing skill sets will be transformed or become outdated over the 2025–2030 period. Gallup finds fewer than a third of employees believe they have real opportunities to learn and grow and less than half received any training last year. Only one in three employees aiming for a new role feels equipped to succeed. The cost isn't abstract. Unfilled leadership roles slow growth, drain revenue, stifle innovation and erode confidence. Consider a division head retiring unexpectedly. The successor identified on paper isn't ready, and six months pass before the team regains direction—while competitors move ahead. To understand how organizations should respond, I spoke with Lynda Gratton, Professor of Management Practice at London Business School, a global advisor to Fortune 500 companies and the author of best-selling books including The 100-Year Life, Living Strategy and Redesigning Work. For more than three decades, Gratton's research has reframed how organizations think about leadership, skills and the future of work. She has watched the scaffolding of old systems loosen, and her conclusion is direct: the playbook must expand. 'For years there were two stable strategies,' Gratton explained. 'One was build—you bring people in as graduates, you move them around, they become embedded in the culture and ready for the top jobs. The other was buy—when the pipeline isn't enough, you go to the market. Those worked pretty well.' Gratton describes build and buy as cultural anchors—steady, predictable, tied to values. But, as she emphasizes, 'while they remain the core, they are no longer sufficient on their own.' What's needed now is a repertoire that preserves continuity and also builds adaptability. Build and Buy: The Anchors of Continuity From a strategic standpoint, build and buy remain the foundation of leadership systems. They preserve culture, protect institutional memory and provide a stable core for succession. But in a world where work is shifting faster than careers can keep pace, they must be complemented by approaches that reach across boundaries. Bridge: Unlocking Talent Across Boundaries 'One adaptive strategy is bridge,' Gratton said. 'There is talent within the organization, but it's not doing the job we need it to be doing in the future. So we bridge across jobs. Conversations about skills are what matter, so people can use their abilities to move into different sorts of roles.' Bridging is a response to the mismatch between current capability and future demand. A compliance leader moving into sustainability governance or a facilities manager leading an IoT rollout are not one-off shifts. They're deliberate investments in cross-boundary capacity that keep organizations competitive. But bridging fails if development remains bolted on instead of built in. Gallup reports that time away from responsibilities is the top barrier to growth, according to 89% of CHROs, 37% of managers and 41% of employees. The obsession with conventional career ladders continues. While nearly 70% of employees are looking for a new role within their organization, only 28% would consider a lateral one. Career growth inside companies still follows a narrow script—progress often defined by vertical movement alone. Borrow: Bringing in Talent Without Owning It 'The other adaptive strategy is borrow—you borrow from the external labor market for a short period of time,' Gratton explained. 'The article Diane Gerson and I wrote in Harvard Business Review about freelancers was important: 'I want your job, but not your work.'' Borrowing is a way to build agility. Contractors, consultants, gig specialists and even fractional executives give companies access to capabilities at exactly the moment they're needed. But there are risks. 'If you outsource too much, you weaken the very culture you're trying to sustain,' Gratton cautioned. 'Even the most freelance-heavy organizations have a small center that defines identity and strategy.' Fractional leadership shows the point. CFOs, CMOs and even CEOs are now hired on fractional terms. These roles can stabilize organizations in transition but don't provide continuity. Without translating that know-how into durable capability inside, companies risk dependency instead of growth. Borrowing works best when paired with bridging—capturing the practices and knowledge from external experts and embedding them into internal teams. AI: The Fifth Force in Workforce Strategy 'AI changes the way we think about talent pipelines,' Gratton told me. 'It shrinks the half-life of skills, and it lets you anticipate talent needs much faster than before.' AI is no longer just an efficiency tool. It can act as a sensor, spotting succession risks, forecasting gaps and aligning leaders to emerging priorities. 'When you use AI in succession planning,' Gratton added, 'you can see that someone is about to retire and quickly identify who could step in—with their development tailored to the job they're moving into.' That makes AI one strategy in its own right. It can augment talent management by providing sharper analytics, uncovering hidden skills and dynamically matching people to opportunities. But the debate runs deeper: what happens when AI begins to take on the critical tasks of talent itself? Some outsourcing may make sense. AI can run financial forecasts, write code, draft legal documents, generate marketing copy, simulate supply chain risks or even triage customer service inquiries. It can screen applications, model workforce needs and build learning simulations faster than humans ever could. Done well, this can unburden leaders and free people to spend more time on judgment, relationships and strategy. But there are lines AI cannot cross. Discernment, empathy, strategic choice—these are the core of leadership. No machine can substitute for an executive weighing the trade-offs of a merger, deciding whether to enter a new market or leading people through crisis. If organizations push too far in outsourcing these calls, they risk hollowing out the very capabilities they claim to be developing. The open question is impact. Will AI strip away valuable developmental experiences by taking on tasks that once helped grow future leaders? Or will it elevate human talent by removing low-value burdens and giving leaders more space to focus on what matters most? The jury is still out. As AI evolves, the question is not just how it supports talent strategy, but whether it will become part of the talent pool itself. For now, it remains a tool—powerful, indispensable, but not a substitute for human leadership. Which Moves Work Best? At this point, a fair question for any leader is: which of these strategies—build, buy, bridge, borrow or AI—will actually work in the future? The answer is not straightforward. One could argue you need all of them, or at least systems that allow each to be deployed when the moment demands it. The deeper point is that talent strategies need to be adaptable. They should be guided by business strategy and context, not by rigid ideas about roles. When companies typecast roles—assuming, for example, that senior executives must always be built internally or that technical specialists must always be bought externally—they limit how talent can be leveraged. A more powerful approach is to treat the five strategies as a variable system. That means in talent reviews, the conversation should not presuppose a single strategy. Instead, each leadership need should be examined through all five possibilities. Could this role be bridged across functions? Could it be borrowed in the short term? Could it be rebuilt through AI-driven development insights? The value lies in calibrating across strategies rather than defaulting to one. Gratton, in her work, emphasizes this danger: when talent strategies are tied too tightly to roles, organizations miss the chance to see capability in different contexts. That's where companies get stuck. The Disruptor's Advantage 'The disruptors—new entrants—build from a different model,' Gratton said. 'They use AI, operate with freelance groups and design for agility from the start. Change won't come from inside incumbents—it will be driven from outside.' Talent markets are shifting as quickly as work expectations themselves. The Great Resignation has given way to what Gallup calls the Great Detachment—fewer people moving but more disconnecting from the meaning of corporate careers. Gratton's research confirms the trend: new talent ecosystems are emerging, built for speed and flexibility. In that environment, Gratton believes the edge belongs to future-fluent leaders—those who combine technological fluency with distinctly human strengths like discernment, critical thinking and the ability to catalyze change. Companies that cling to outdated tools—nine-box grids, tenure as a proxy for readiness, succession indicators that miss real potential—risk being overtaken entirely. Disruptors hold the advantage because they aren't tied to legacy systems. Incumbents need to unlearn quickly if they want to withstand the shocks ahead. Keeping the Cultural Core Intact Moves may multiply, but culture depends on anchor leaders. 'You couldn't anticipate a culture where every single person's a freelancer,' Gratton warned. 'Because… what is this place, and how does it work?' A clear framework emerged from our conversation: The danger is not years away—it's here. Pipelines are thinning now. Successors are unready when the call comes. Promising leaders are leaving before their potential is realized. Organizations that keep postponing decisions will see their cultures wear down under the strain. As Gratton put it: 'If you're not shaping the future, you're being shaped by it.' Shaping the future of talent isn't abstract. It happens in every vacancy left open, every leader not developed, every skill gap ignored until it fractures the system. Readiness is only real when leaders build it as they go.
Forbes
10-06-2025
- Business
- Forbes
Returnships for Moms: Top Companies and How They Work
The U.S. Chamber of Commerce reported in 1989 that 86% of mothers cited home and family care as the leading reason for exiting the workforce. In 2021, 79% reported the same reason. No working mother decides to step away from the workforce lightly. Unfortunately, women overwhelmingly represent spouses who do not participate in the labor force to provide care. Yet whether driven by childcare needs, elder caregiving responsibilities, or mental health, time away from a career can often lead to one of the most daunting question, 'If I want to go back, how do I return?' The answer: a returnship. A growing trend reshaping how companies welcome back professionals who've taken a career pause, returnships give working mothers a chance to brush up on skills and ease back into a full-time job without having to start from scratch. A background gap is viewed as part of the returnee's unique story. Returnships should not be mistaken for charitable initiatives; they are strategic investments in experienced talent. They are often recognized as a DEI initiative and talent pipeline driver, particularly for mothers seeking to reenter the workplace with dignity, support, and a clear path forward. Unlike internships targeting early-career candidates, returnships are tailored for individuals with prior professional experience. They have higher expectations and more tailored support, but competition for these roles can be fierce. Returnships are a structured, short-term paid program (usually lasting between 12 and 24 weeks) with specific eligibility criteria and application timelines. Participants are assigned real projects, receive mentorship from senior leaders, and are offered training to refresh technical and soft skills. They are more common in specific fields, such as tech, finance, and consulting. Goldman Sachs pioneered the concept with its Returnship program, which launched in 2008. Not all returnships guarantee a full-time position, but many programs are designed as 'try-before-you-hire' experiences that often result in permanent offers. While many are paid, the compensation may not match a full-time role. Some programs lack flexibility in hours, which can still be challenging for caregivers. For example, Goldman Sachs states that exceptional performance during their program may lead to consideration for full-time roles, depending on business needs and individual qualifications. For global companies, they're often available in multiple regions. Working mothers who feel disconnected from their previous industries, lack current references, or feel overwhelmed by technological change are prime candidates. Eligibility requirements vary by company, but returnships typically target individuals with a career break of two or more years. Some programs focus exclusively on mothers, while others are open to any caregiver or mid-career professional who stepped away for personal reasons. Companies often look for candidates with prior industry experience, transferable skills, and the willingness to learn and adapt. Over 100 companies work with Path Forward, a nonprofit that partners with employers to create mid-career return-to-work opportunities. These partnerships include major employers such as Walmart, Netflix, Audible, Amazon, Meta, Apple, PayPal, and SAP. They provide a Returnship Builder tool to assist companies in planning and implementing these programs effectively. Path Forward also helps the working mother returning to work restart their career after taking time off for family responsibilities. They provide resources like career advice, success stories, and the Returnship Matcher tool to help individuals find opportunities that fit their backgrounds and goals. Career coaches advise applicants to tailor their résumés to highlight skills over chronology, emphasize volunteer or caregiving experience, and demonstrate a growth mindset. Several Fortune 500 companies and industry leaders have established returnship programs in recent years, reflecting a broader shift toward inclusive hiring practices. Some of the most well-known include: For mothers reentering the workforce, returnships offer substantial benefits. While foundational skills may have been acquired through college or previous roles, even a short absence from the workforce can necessitate a skill refresh. Industries such as finance and healthcare are dynamic, with frequent updates to automation tools, data dashboards, and software-as-a-service (SaaS) programs. Additionally, regulations and compliance expectations in these sectors evolve regularly due to technological advancements, political shifts, and changes in consumer protection laws. Returnships provide structured opportunities to update these skills and stay current with industry standards. Self-doubt is a common challenge among working mothers returning to the workforce, influenced by external and internal perceptions. Societal biases, often called the motherhood penalty, suggest that mothers are less committed or current in their professional roles, leading to fewer opportunities and stalled promotions. Internally, many mothers report feelings of disconnection from their previous roles and uncertainty about succeeding in high-performance environments after time away. This internalized pressure to "prove themselves" anew is compounded when peers have advanced during their absence. Up to 70% of all jobs are not published on publicly available job search sites, and research has long shown that anywhere from half to upwards of 80% of jobs are filled through networking. Networking is pivotal in securing employment, especially for those reentering the workforce. Employers often trust candidates recommended by their existing employees, making referrals a powerful tool in the job search process. Returnships provide skill updates and facilitate the rebuilding of professional networks, leading to mentorship opportunities, job leads, freelance gigs, and potential full-time roles. Returnships directly address the broken rung in the corporate ladder, where men significantly outnumber women at the manager, director, and C-Suite levels, enabling women to re-enter the workforce at a level that aligns with their experience and potential. They offer a critical on-ramp back into leadership pipelines. Returnships acknowledge a fundamental truth: careers aren't always linear, and taking a break, especially for caregiving, shouldn't disqualify someone from meaningful work. For companies, returnships rebuild the pipeline of qualified female leaders, thus diversifying thought at the leadership level and creating more growth opportunities. By investing in returnships, companies send a clear message to women: careers can pause for personal needs, and still progress.
BBC News
23-05-2025
- Business
- BBC News
Mission to boost cyber skills as number of jobs rise
Students are being matched up with cyber experts to boost skills in the industry amid more University of Gloucestershire is running a programme to build a "talent pipeline", aimed at ensuring the county has the skilled workforce it needs to meet future job scheme pairs students from schools and colleges with local cyber businesses, which offers them apprenticeship Marchant, the university's vice-chancellor, said while there is a lot of cyber opportunities, there is "a lack of skills at the moment". "We know a lot of talent leaves Gloucestershire year-on-year, so we need to be keeping that talent in Gloucestershire. "That's what businesses want and we can facilitate that," Ms Marchant said. "We know there's so much going on in Gloucestershire. We've got GCHQ just down the road, we have the Golden Valley development coming. We need to be primed and have that talent pipeline coming through," she Golden Valley development aims to confirm Cheltenham as the UK's cyber capital. The first phase of construction is the cyber park itself, which includes 1 million sq ft (93,000 sq metres) of commercial space, a car park and bus stops for services to Cheltenham Spa railway Marchant said it was vital cyber learning starts at an early age."One of the things we are focused on is really ensuring we develop their skills and that needs development from late primary and early secondary, rather than just when individuals hit 16 or 17," she added. Cyberis, a cyber security consultancy, is among the businesses participating in Gloucestershire's Launch Pad Programme, which was launched last Gould, from Cyberis, said it is something the company has been looking at for a while."We're at the size now where we can take on an apprentice and give them the attention that they require. "It's fantastic for our business to grow and also bring up the next generation of security experts," he will learn a range of skills, including traditional infrastructure, cloud and general cyber security. Adam joined the programme in 2024 and has been working as an apprentice for a local cyber security business."It allows me to get all the work experience I need from going straight into employment, as well as obtaining a good quality degree at the same time," he added.
