Before you begin to scream, give me a few minutes here. I promise it’s worth it.
There are several phrases that send our industry into huffy-puffy overdrive and cause undue stress. However, no concept, idea, phrase, or whatever draws more scrutiny and frustration than “total talent management.”
Way back in 2012 (which seems like forever ago), I co-authored the industry’s very first paper on total talent management. Back then, with wide eyes and a dreamy attitude, I concluded that “total talent management should not just be a pipe dream for enterprises, but rather an accepted future state that will eventually become the foundation of all recruitment and talent acquisition strategies.”
Yeah, that “eventually” in there…let’s ignore it for a second.
Back then, the extended workforce comprised, on average, 25% of the average company’s total talent pool. Back then, solutions like RPO, MSP, VMS, etc. weren’t evolving or innovating as quickly as they are today. And, back then, we weren’t awash in new and exciting talent acquisition strategies (like skills-based hiring) that are representative of the changing times of a post-pandemic labor market.
So, flash-forward to 2025.
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