Early career teams need to broaden their strategies and adopt a skills-based approach to thrive amid shifting demographics and advancing technology, says ISE’s Stephen Isherwood.
In recent years, the concept of the skills-based organisation (SBO) has gained traction, but how we apply these ideas within early careers remains underexplored.
Here at the ISE, we believe the early careers sector has a significant role to play in the reshaping of talent management strategies that place skills at their core. This is the thinking behind our new report on the future of the early career sector, From Early Career to Emerging Talent.
Most students have limited experience of the roles they apply to, so early career recruiters and developers have long taken a skills first approach to the employability, recruitment and development of students.
What’s changed are the macro pressures of demographic and technological changes, which will redefine the workforce landscape. These pressures will reshape how many people transition through education and into work, and how they reskill and upskill throughout their careers.
The case for the skills-based approach
Traditional recruitment often emphasises technical experience, but the SBO model places a heavier focus on skills, capabilities, and potential.
Student recruiters already know how to assess candidates’ potential to grow and develop into roles and careers and most already adopt a skills-first mindset to students. But, early career teams also have the potential to develop broader talent strategies that better identify and nurture talent across the workforce, regardless of prior experience.
Demographic shifts and technological advancements
Declining birth rates and increasing life expectancies are reshaping the availability of talent. A baby born today will probably still be working at the turn of the next century.
At the same time, economies are shifting towards higher-skilled workforces where the technical skills required in work change unexpectedly. Thus, necessitating a greater focus on behavioural and cognitive skills over traditional technical skills.
The challenge of terminology
The term ‘skills’ can be problematic due to its broad and varied interpretations. However, it remains the best catch-all for the capabilities and attributes that contribute to career success.
Similarly, terms like ‘early’ and ‘student’ carry connotations that may no longer fit the evolving talent landscape. The ISE suggests using ‘emerging talent’ to encompass a broader range of experiences, including career changers and those reskilling or upskilling.
The role of education
Educational institutions play a crucial role in developing the skills needed for the future workforce. Employers and educators must collaborate to ensure that students are equipped with the core skills required for career success. This includes fostering a love of learning, promoting adaptability, and providing opportunities for experiential learning that develop a broad range of skills.
Career development as a skill
As the workforce evolves, so too must our approach to career development. The retention of employees will become increasingly important.
Employers will take a more active role in managing employees’ careers, offering opportunities for reskilling and upskilling, and fostering a culture that rewards flexibility and mobility.
Technology will play a key role in this transformation, enabling organisations to map skills, deliver targeted learning, and create internal job markets.
Recommendations for employers
To navigate these changes, ISE recommends five key strategies for employers:
- Adopt a future-focused emerging talent strategy: recognise the importance of a skills-based approach and fully integrate it into your talent strategy.
- Develop workforce planning and skills-based hiring capabilities: invest in methodologies that align workforce management with future talent needs.
- Build internal mobility and career pathways: enhance employee retention and development by creating clear career pathways and promoting internal mobility.
- Source optimal technology solutions: invest in platforms that support skills identification, skills mapping, and career development.
- Create diverse hiring and development pathways: develop strategies to attract and recruit underrepresented groups, including older workers and career changers.
The shift from early careers to emerging talent represents a significant evolution in talent management.
By adopting a skills-based approach, employers can better navigate demographic and technological changes, ensuring they have the talent needed to succeed in the future. The ISE is committed to supporting this transition, providing resources and fostering collaboration to help organisations develop and implement effective skills-based strategies.
Read the full report for in-depth analysis on the drivers that make the case for change, and strategies that employers, educators and solutions providers can adopt to adapt to the changing world of work.
Throughout 2025, the ISE will deliver a full suite of emerging talent resources: webinars, podcasts, conference content, reports, case studies and forums.