Today’s global talent market is characterized by significant imbalances. In the developed world, the population is ageing and coming retirements will lead to a shortage of certain competencies. Emerging markets on the other hand have large pools of young talent but many lack critical competencies such as leadership skills and international experience. Additionally, there are social imbalances in many markets where high unemployment occurs simultaneously with skills shortages.
As a result, competition for talent has intensified and turned global when employers have started hunting worldwide for high potentials.
At the same time, talent attraction and recruitment have become more difficult. Broad marketing campaigns and extensive job advertising are losing their impact.
This has altered the B2T model, the business to talent model. Employers have to reach out to talent in new ways. In particular, they need to use their own employees to a greater extent in talent attraction and recruitment. The external brand image and internal identity must be strongly connected in order for employers to stay trustworthy and to keep high engagement levels among their workforce. Consequently, many employers have increased their focus on internal employer branding.