The War for Talent Is Now a Supply Chain Problem

When Cognizant, the global IT services company, realized it couldn’t hire data scientists fast enough to keep up with its needs, it started training its own. Now its program turns out data scientists in 90 days.

Accenture’s recruiting teams now look for candidates with LQ — that’s a person’s “learning quotient.” “They recognize the skills will constantly change,” explains Johnny Campbell, talking to a DisruptHR audience in New York City. “So they hire people who can move with the times, knowing that the skills will be something different in three or four years.”

These are but two examples of how companies are addressing the skills shortage. “We need, as an industry (of HR professionals) to come up with solutions to fix, what I’m going to call, the skills supply chain,” he says. The founder and CEO of the recruiter training firm Social Talent, Campbell says it’s no longer a war for talent, but a search for trainable candidates who can learn the skills a company needs today, and continue to evolve those skills as needs change.

This isn’t just a sort of “ahead to the past” idea where companies take in entry-level people and train them. It’s a need for a fundamental shift, he says, in how HR works. As Campbell describes it, companies like Accenture, Adecco and ThermoFisher, “No longer has this archaic structure of talent acquisition and talent development. They’ve moved to a combined team called talent where people who work in L&D, people who work in talent acquisition, people who work in internal mobility and D&I work together to solve the skills problems of the organizations.”

What does this mean for you? Campbell details the implications and gives us a glimpse of an HR future all in 5 fast-paced minutes.

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