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As hiring demands shift and the race for talent accelerates, the biggest challenge isn’t always the supply of skills, it’s the systems used to find and measure them. Despite strong candidate pools in many sectors, the pressure to find the right talent has never been greater, but neither has the frustration. Roles are staying open longer. Skills are proving harder to assess. And time-to-hire is on the rise, with over half of companies (53%) expecting it to increase in the coming year.
This article is the first in a three-part exploration into how a skills-first approach is reshaping workforce strategy from the way talent is assessed, to the environments that nurture it, to the processes that unlock it. And it all starts with a mindset shift.
Because what if the real problem isn’t the market — it’s the model?
In a world where adaptability, collaboration, and fast learning are becoming just as critical as technical know-how, most hiring processes are still fixated on static CVs and rigid job specs. That disconnection is widening the talent gap, and it’s holding businesses back.
According to our latest research, 40% of businesses say the skills they need simply aren’t available. However, that figure doesn’t tell the full story because while skills may be hard to find, the bigger issue is how few companies can actually see them, let alone measure or mobilise them.
This is the moment to rethink the equation. To move beyond traditional hiring models and build a strategy where skills come first, productivity follows, and potential is no longer hidden in plain sight.
Let’s break it down.
Adaptability, communication, critical thinking — these are the traits driving tomorrow’s workforce, yet they rarely show up on paper.
Technical capabilities still matter, but they’re no longer the headline.
When asked which skills matter most for future hires, business leaders overwhelmingly point to soft skills. Adaptability (38%), communication (39%), and analytical thinking (32%) top the list. Notably, digital and technical skills lag behind, flagged by just 25%.
Why? Because the market is moving too fast for static expertise to keep up. The real value lies in how people think, how they collaborate, and how quickly they can evolve and adapt.
The challenge is those skills aren’t easily found on a CV. They’re not always surfaced in traditional interviews. And most hiring systems aren’t built to look for them.
That’s where the skills-first model changes the game.
By prioritising adaptability, learning potential, and nurturing human connections, companies can unlock a richer, more resilient talent pool; one that’s built for longevity, not just the job description.
Recognising that skills are evolving is only the beginning. Real progress happens when hiring strategies evolve in step. In today’s economy, modern business demands modern hiring and if strategy doesn’t keep up, businesses risk falling behind the very workforce they're trying to build
Patrick Hollard, Chief Customer Officer & Executive Board Member, PageGroup
And in many cases, the talent is already there; it just lacks visibility. Only 28% of companies offer structured internal mobility programmes. That means the next great hire might already be inside the business, hidden by outdated role frameworks or a lack of career clarity.
As companies look to close the visibility gap, one factor keeps emerging as a critical enabler of skill development: the work environment itself. Next, we explore how physical proximity accelerates learning and why the office is being reimagined as a capability engine.
Get in touch with our global experts or explore insights from over 600 workforce leaders in our full global survey.
Explore The Workplace Shift and The Process Shift to see how leading organisations are strategically rethinking talent management from every perspective.
