Above, from left: Keynote panel speakers – Demetra Marcantonio, Valérie Besanceney & Ann Ellis


changing, including significant demographic change and overcoming talent shortages. “Generation Z makes up around 25% of the


workforce. These are individuals with skills and needs you can’t ignore. They will walk away from the organisation if the organisation does not align with their personal values.” Asked how Mauve Group manages this tension


between business and employee needs, Ann Ellis said it’s important to have employees from all different age groups. “That’s very important to me as a CEO so everyone can learn from each other and have new ideas. That’s good for the whole organisation to have that blend. “I also think for skills shortages, we need organisations


to look at how they can utilise the skills of people who have been in the same roles for quite a long time to see if they would like to move to a different role in the organisation. That can obviously help with skills shortages. But in our business too, it’s so important for people to understand what we do in different areas.” “It’s about being innovative around how you recruit


and retain critical skills,” Demetra Marcantonio agreed. “There is more of a focus on internal talent mobility. Just looking more critically at your own internal workforce and matching supply and demand for skills across that workforce. “One thing is the concept of Quiet Hiring. We’ve


all heard of Quiet Quitting, where employees do the minimum. But this is developing these skills through internal hiring and without bringing new people into the organisation. It’s moving people in the organisations to different work opportunities and experiences. A lot of individuals no longer expect a linear career path. It’s also upskilling them to be successful.”


DEVELOPING SKILLS AS A LIFELONG LEARNER As Ann Ellis mentioned, intergenerational learning is evidently a bonus. Bringing the transitions and education piece into the evolving workplace conversation, it’s clear that schools and employers can also work together even more closely to ensure future skills needs are met, starting now. Leadership styles and communication and managing


“The years have taught me that nothing is ever the same. Everything is changing and it’s just about having that mindset about being open to change. The sooner we can embrace that change mindset, the better. Who knows what the next covid will be?”


DEMETRA MARCANTONIO, KPMG GLOBAL MOBILITY SERVICES


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different expectations fairly can be areas of challenge. For the future workforce, there are real concerns about the impact of lockdown on young people and children’s social and emotional development. “One of the biggest takeaways for me is around what


Tony Antonelli was saying earlier about learning to be a good person after seeing what children have had to respond to in the last few years and having to do a lot of work online,” says Valérie Besanceney. “I think in some ways, a lot of children are re-


learning a lot of social skills again. These skills are so vital for the future. And not just personal skills, but also taking a global perspective and a mobile lifestyle. They need communication skills and cultural competence to understand the nuances of living in different cultures. Looking at planet Earth from above, there is so much potential for looking at life through different lenses and


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