The total talent landscape is constantly changing. We’re in an unfamiliar place where, not only is it hard to keep up with changes, but it’s also hard to predict what’s coming next. To help us figure out what’s in and out for talent management in 2023, we asked a few leaders across our business for their insights. 

What’s in 

Here are three things we see driving action in 2023. 

1. Inclusive EVPs that truly differentiate 

Considering that most pre-pandemic EVPs and benefits were designed around workplaces that no longer exist, and post-pandemic candidate motivators have become more individual-focused, employers are being forced to get creative. 

Claire says, “Companies will be forced to really look at their EVP even more and focus on what differentiates them in the market. They’ll need to think outside the box and ensure their EVP is attractive to a diverse group. I think EVP will become a lot more than just benefits, like flexible working etc.” 

To start, companies may want to explore what they can do to improve wellbeing and work-life balance, and to make going back into the office easier for the people who’ve enjoyed full-time remote working from home. 

2.Talent management will focus on cyber (finally) 

Dan says, “Cyber, cyber, cyber! It only took two major hacks and front-page news for Australian company boards to finally take note of the emerging cyber security risks we face.  Not to mention Australia’s largest telco getting in on the action by accidently leaking their own customer data online! In 2023, I think we’ll see cyber budgets increase as boards seek to keep their company names off the front pages.” 

For talent managers and recruitment agencies globally, a data breach is the worst imaginable nightmare. Especially when you consider that an applicant tracking system’s (ATS) job is to (quite literally) track the lives and career accolades of people – that’s a lot of valuable data at risk. 

1. Greater focus on the next generation of ​talent 

With the availability of qualified tech talent unable to meet demand, it’s no surprise that organisations will be looking at ways to address the current tech shortage in Australia. Expect to see strategies on training the next generation of talent (for example, introducing traineeships and internships), as well as for how organisations can capability map their existing workforce to plug gaps with upskilling, reskilling, and redeployment.  

What’s out 

Here are three things we’re saying sayonara to. 

1. Old school micromanagement 

Pandemic lockdowns forced entire workplaces to shift online and, in doing so, employees were able to demonstrate that remote working doesn’t affect productivity (and can actually improve it!). Even so, we still hear stories of bosses checking up on employees and clocking their time ‘online.’ 

1. Fully remote working 

Dan says, “I’m seeing a resurgence of companies wanting their employees back in the office. I don’t think we’ll get back to 100% in the office, but a hybrid model of two or three days will likely replace fully remote or one day in the office set-ups.  This will be more prevalent in large enterprise organisations where the burn rate on large scale transformation programs can be millions of dollars a day, and slower communication due to no in person collaboration can have a negative impact on project timeframes.”

We held a People and Culture industry roundtable late last year where some Australian businesses shared the creative ways they’re convincing their employees to return to the office (happily). You can check out our summary here. 

1. Globalisation is out, but localisation is in 

One thing’s for sure, we’re moving towards a more personalised, inclusive user experience across all realms of life.

Emily says, “In November, I joined a roundtable of talent professionals in People and Culture to discuss all things EVP and how they are bringing that to life in their organisations. The conversation finished on DEIB, and how some systems are letting down some of the leading international brands. One leader spoke about the challenges they have with adding correct gender identification to their employee forms – the company’s system only allows for female or male id, because these are the only genders recognised in some of their operating countries.  

Not being able to add meaningful interventions like language or process causes friction in the candidate and employee experience. The world is moving away from a mass produced one-size-fits-all service to create a more inclusive environment.”

Where do you see the talent landscape heading in 2023? 

We don’t have a crystal ball to see into the future, but we can seek advice and insights from our leaders in changing times. Disruption almost always leads to innovation, so we’re excited to see how the talent landscape evolves in 2023 – what do you think is on the cards?