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In today’s fluid work environment, filling your organization’s critical roles requires a strategic approach—and a more comprehensive assessment of talent capabilities. The disruptions of the past two years have profoundly changed our working landscape – be it supply chain disruptions or digitization of business. It’s obvious enough that some roles out-value others in any business, but truly critical roles have a disproportionate impact on the bottom line of the organization

In today’s environment, critical role definition tends to be more fluid. Given its ‘Impact’, addressing it needs a strategic approach. Is it build or buy, or a blend of both? What are the talent capabilities for long-term job success? How are all roles changing in relation to the macro changes in the BINA (brittle, Anxious, Non-linear, Incomprehensible) world order?

To home in on those capabilities, it’s vital to define role expectations at a certain level of granularity and then assess internal talent, based on which the hiring profiles needs to be modified to equip the organizations with professionals for the future.