This week, we focused on the activities at the intersection of Strategic Workforce Planning and Talent Acquisition for Enterprises for a successful 2025 and beyond.  The challenges related to talent are significant for Enterprises.

• Business Models are transient. Many enterprises are making money the traditional way while embracing AI. This means we need a blend of core skills and modern skills. For example, in retail merchandising, we must blend core skills like vendor management and product placement (core skills) with AI-driven skills such as data analytics for customer behavior, demand forecasting, and dynamic pricing (modern skills).
• Enterprises should be mindful of their actual AI needs and avoid over-hiring highly innovative AI talent that may not align with their current business priorities. It’s important to focus on acquiring AI capabilities that directly enhance existing operations rather than investing in cutting-edge expertise that may not deliver immediate value or fit the enterprise’s strategic direction.
• Job Descriptions continue to be outdated, missing the granularity of the skills we need (both for core and modern).
• For Skills-based hiring, TA teams need specific guidance on what skills to look for while hiring a candidate.  This may minimize the confusion between core skills and required modern skills.
• SWP planners must read the annual financial reports and share the critical highlights from the statements, such as 10K in the US and similar equivalents across the globe.  This often explains the company’s various business models and will give a view of the skills we need to build/borrow/buy.  Draup has simplified this by posting a summary of these statements in our Universe of companies.

As I have been talking about Finance skills in the last two weeks, here are some specific mapping of Tax related skills that will be a blend of Core and Modern skills

Summary:  Draup offers a distinctive approach to supporting customers in skills-based hiring.