The American poet Claudia Rankine once said that the past is a life sentence: a blunt instrument aimed at tomorrow. This is particularly true of the European labour market as we contemplate the future of work from an organisational, social, economic and policy perspective. Despite an exponential growth in technology, many of the principles, processes and mindsets associated with work have not changed in over a century.
The future of European competitiveness
On September 9, former Italian Prime Minister Mario Draghi released his long awaited report on the future of European competitiveness. While there is a great deal written about increasing investment, relaxing EU competition policy and completing the European Single Market for goods and services, the fundamental shifts in how, when and where individuals want to earn money are significantly not addressed.
While the report highlights that 70 percent of workers would like to see government legislation introduced to protect their jobs from the onslaught of increased technology, this desired response is both futile and wrong-headed.
There is a need for both corporations and workers to utilise technology and digitalisation: not deny it or work against it. They need to adopt technology to remain competitive, efficient, and innovative in an increasingly digital world. Technological advancements streamline operations, enhance productivity, and reduce costs by automating tasks and enabling better resource management. For workers, embracing technology is crucial for staying relevant in the job market, as it equips individuals with essential skills and tools to perform their roles more effectively. This covers AI and means that constant reskilling and upskilling are vital as the half-life of knowledge diminishes and thus the value that can be brought to partners has a shorter shelf-life. Furthermore, it is a glaring weakness that 42 percent of workers in Europe today lack even basic IT skills, according to European Commission figures.
Embracing open talent to increase EU competitiveness
Talent shortages have become a prevalent challenge across various sectors, while being particularly acute in the technology field. Organisations are continually grappling with the scarcity of skilled professionals to meet their evolving needs, especially in development and operations. This problem is set to worsen with recent European studies showing that only 12 million skilled professionals may be available by the end of the decade, despite EU targets of employing 20 million ICT specialists by 2030. Looking longer term, the number of available workers in Europe is set to fall be two million per year after 2040. Furthermore, tech talent increasingly does not want to be limited by a 9 to 5 employment structure. This reality has given rise to the development of talent clouds as a dynamic ecosystem of pre-vetted pools of IT talent.
In today’s fast-paced business environments, efficiency is paramount for sustainable growth and competitiveness. Traditional talent acquisition processes often entail lengthy recruitment cycles, bureaucratic hurdles, and high overhead costs. Talent Clouds provide a pre-filtered alternative, streamlining the talent acquisition process and eliminating unnecessary intermediaries, offering both remote and on-site talent solutions. A Talent Cloud, also known as a “Talent Pool,” is a collection of pre-vetted potential candidates who have the necessary skills, experience and expertise to carry out a given role and even fit into a specific corporate culture/community. Having these qualified candidates to hand reduces recruitment times and increases efficiencies.
By leveraging open talent, organisations can adopt agile workforce models, matching specific skills, expertise, and teams with project requirements in real-time. This on-demand access to talent not only accelerates time-to-hire but also optimizes resource allocation, minimises idle capacity, and enhances operational efficiencies. Assembling high-performing teams tailored to specific projects, objectives, and deliverables is seen as the way forward and will benefits workers across Europe. An increasing number of organisations – both large and small – are adopting this model in Europe as well as in the United States.
This approach also enables organisations to tap into niche expertise and specialised skills that may not be readily available in-house. This strategic access to diverse talent enhances problem-solving capabilities, drives innovation, and unlocks new opportunities for growth, differentiation and revenue in today’s competitive landscape.
In a rapidly changing and increasingly more technology dependent world, is is high time for the blunt instruments of the past to be sharpened in order to be fit for the future. If not, then a painful decline followed by obsolescence lays ahead.
