Talent Disrupted: Why great talent leaves organizations, and what CHROs are doing about it

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The Covid-19 pandemic, rising economic uncertainty and geopolitical risk, and the increasing emphasis on environment, social and corporate governance matters all have important leadership implications.

As advisors to the C-suite, Russell Reynolds Associates has been closely monitoring these trends and advising leaders and teams through this tumultuous time.

We interviewed 12 CHROs and talent leaders across sectors to better understand what strong HR and talent organizations are doing to differentiate themselves to attract and retain the best talent. We heard diverse perspectives, but one thing was clear. The workforce has changed permanently; consequently, the skills needed to manage it had also shifted. Moreover, while data from our Global Leadership Monitor showed that CHROs largely felt unprepared to respond to the talent shortage, our conversations uncovered how the best people leaders were getting ahead in the war for talent. We hope these insights help heads of HR and Talent, along with other C-suite leaders, CEOs and boards, to better understand and lead in today’s environment.

Questions addressed in this report:

• How HR functions have evolved to meet workforce and business needs.
• What skills executives – in and outside HR – need to successfully lead today’s distributed, diverse and purpose-led workforces.
• What forward-thinking HR leaders should be thinking about for their functions and organizations.