Thushera Kawdawatta, Chief Executive Officer, Axiata Digital Labs.
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As AI reshapes industries, organizations must prioritize identifying, nurturing and retaining diverse talent. To do so, companies must look at their talent differently.
I’ve developed a talent management model, which I’ll share below, that can help organizations understand how to evaluate their employees and strengthen their relationships with them. Of course, as AI changes the way we work, organizational leaders must also understand the role of advanced data analytics in shaping employees’ futures.
The Eight Talent Buckets
The model I’ve developed breaks down talent into eight distinct categories. First, there are three core talent types. After that, there are five other types of talent where companies can use a Venn diagram to understand how the three core talent types overlap.
Here are the eight talent types with strategies for helping them grow within your organization:
1. Critical Talent
These individuals are essential for project success. They possess specialized skills, maintain crucial client relationships and bring a high-impact team mentality.
Because critical talent is deeply embedded in projects and client engagements, companies must focus on retaining these team members by investing in continuous skill development, offering retention bonuses and facilitating tailored growth pathways.
2. High Performers
High performers consistently deliver superior project outcomes and demonstrate high levels of execution. To help them continue thriving, provide regular recognition and access to advanced, challenging projects that stretch their abilities.
3. High Potential
High-potential team members show leadership promise and are poised to take on more significant responsibilities in the future. Establishing leadership development programs and mentorship opportunities can help them realize their potential.
4. Pillars (Intersection Of Critical Talent And High Performers)
Vital to current project success and maintaining exceptionally high standards of performance, pillars need stability in roles that match their skills and performance incentives that reflect their critical contributions. Assign them to projects that ensure both satisfaction and stability.
5. Torchbearers (High Potential And High Performers)
Torchbearers consistently perform well and have the leadership traits required to excel in higher positions.
They should be on the leadership fast track. Offer them cross-functional assignments and formal leadership training. They should be encouraged to shadow current leaders and take on stretch assignments.
6. Impact Champions (Critical Talent And High Potential)
These team members are key to sustaining client trust and operational success now—with the promise to move into future leadership roles. Impact champions need focused exposure to senior management with programs that increase their strategic business understanding and sharpen their interpersonal skills.
7. Catalysts (All Three Buckets)
These are the superstars, representing the center of the Venn diagram. They have critical skills, consistently deliver top-notch results and have high leadership potential, making them the most crucial talent pool for retention and development efforts.
This group demands a personalized approach, as they are the stars who will make the most significant impact. Structured career paths, stock options, executive coaching and high-impact project assignments can make a difference here.
8. Core Contributors (Outside Of All Three Buckets)
Core contributors are the talent who contribute to the company’s functioning but do not currently fall into the critical, high-performing or high-potential categories.
Core contributors should be given opportunities for growth via continuous learning and inclusion programs, helping them potentially move into other talent categories.
High-Impact Initiatives For Talent Pools With Advanced Technologies
Beyond identifying talent, understanding how AI and automation are altering talent management is equally pressing. To identify and nurture the talent groups above, organizations must proactively manage the transition to an AI-infused workforce.
Here are three strategies for beginning that transition:
1. Augmented Talent Development
Data analytics can identify the strengths and growth areas of individuals, recommend personalized training programs and support career path development. AI tools can help you pinpoint, for example, who might be ready to move from a core contributor to a high performer.
2. Data-Driven Talent Insights
Predictive analytics can help forecast retention risks within talent pools, particularly focusing on high-risk, high-value segments such as the catalysts. This empowers leaders to act before attrition becomes a reality.
3. Adaptive Cultural Initiatives
As AI increasingly becomes a tool for efficiency, it’s also crucial to build an adaptive company culture.
Cultivating an environment where creativity, emotional intelligence and ethical considerations are prioritized will help balance the dominance of AI skills. Cultural programs that emphasize empathy, leadership and adaptability are just as important as technical upskilling.
Use Of Excessive Data in Retention and Culture
AI’s influence on the workforce is twofold: While creating a demand for new skills, it also helps organizations be proactive in retention.
Imagine an AI system that continually monitors employee sentiment through unobtrusive surveys, HR data and performance metrics. Such systems can alert HR and leadership teams if an impact champion is showing signs of disengagement or if a pillar needs more growth opportunities to remain engaged.
In short, AI enables a deeper understanding of the workforce—at scale.
Additionally, as AI becomes increasingly integrated, organizations need to support ongoing skill transformations. Learning and development programs should not only focus on technical reskilling but also skills like ethical AI use, strategic thinking and team dynamics in an AI-driven environment.
This balance between leveraging AI and understanding human potential will define the workforce of the future.
This model isn’t just about managing today’s talent; it’s about preparing for the future with a structured yet adaptable approach. As the technological landscape evolves, only those organizations that combine strategic talent insight, a forward-looking approach to AI, and a deep commitment to human development will thrive.
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{URL}https://www.forbes.com/councils/forbestechcouncil/2024/12/20/the-future-talent-equation-how-to-identify-and-retain-talent-in-the-age-of-ai/{/URL}
{Author}Thushera Kawdawatta, Forbes Councils Member{/Author}
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