Organisations across industries agree that talent is their most valuable asset, yet very few are able to demonstrate how that asset is being intentionally developed, mobilised, or retained. Shortage of talent is not the issue, but it is the lack of visibility into the talent that exists.

Despite significant technology investments, many organisations continue to operate without a holistic understanding of their workforce's capabilities, aspirations, or readiness for future roles. This leads to disengagement, attrition, and costly external hiring.

The missing piece: visibility and development

Talent teams today grapple with three systemic constraints:

1. Fragmented systems make it challenging to connect skills, roles, and learning pathways.
   
2. Low adoption among employees and managers means development conversations rarely translate into action‍
3. No real-time insights prevent leaders from assessing whether investments in talent are translating into outcomes.
   
   

Most organisations successfully define performance management, but few define talent development with the same rigour.

Employees know what they are being evaluated on, but not what they are being developed for.

This gap is now proving costly. When career opportunities are unclear, people disengage. When leaders lack visibility into internal capability, they default to external hiring, increasing cost and risk.

Thus, organisations require an operating model that prioritises development, mobility, and retention of talent.

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