Removing the blinkers: adopting a forward-thinking talent vision will end the “talent-short” sightedness

The digital & creative economy is currently plagued with narratives surrounding a “talent short market” - with the backdrop of a great desire to hire at pace, post-pandemic. 

But what does this actually mean? 

There is a deficit of talented candidates in the market, seeking a new role.


This is a common misconception. 

Yes, we know this will ring true for SOME departments in this space where there is a glaring skill shortage around certain roles in the creative economy, such as engineering. However, it is easy to blame a “talent short market” if a role is proving difficult to hire for. The associated assumption is that there is a shortage of suitable candidates with the skills required to come into the organisation, do the role and perform. . 


A talent shortage VS an inherent bias…

Are there times when “talent short” is a cop-out for hiring managers? Is this easy language, steeped in safety bias - and when translated amounts to: 

 “A shortage of candidates that have done similar jobs to the one I am looking to fill, in similar places to the place that I work?”

The digital and creative sector NEEDS 1.2 MILLION new workers in 2022, to keep up with the speed of accelerative growth. 

All organisations and hiring managers have a commitment to challenge themselves when sourcing, recruiting and retaining talent; a necessary component is honing in on how they widen the gate at the entry point, encouraging transferable skills into the industry.

Our advice?

Think broader, wider and ultimately diversify!

We can all see the Web3 space growing at pace…a new, exciting and evolving extension of the creative economy, where new ways of thinking, connecting and creating are encouraged. 

Web3 is the perfect opportunity for emerging organisations in this new era to explore an alternate way of thinking when it comes to hiring, which when actioned will just simply become a new way of hiring. Full stop. 

What are the required transferable skills in a new sector that doesn’t have an established pool of talent in familiar roles?

The space is so primitive. The emergence of pure-play Web3 organisations and Web3 departments in more traditional creative companies will shape a new mantra, and lead by example when it comes to thinking differently about the incoming talent. 


“It is crucial to ensure that the people building Web3 are from a diverse range of backgrounds since the technologies built often reflect those who create them. We will not build an inclusive future if the builders themselves are not representative of society as a whole.”  - UKTN

So, with all of this in mind, the option to hide behind (consciously or not) the notion of a “talent short” market becomes null and void.

A mindset shift needs to happen quickly and with actionable outputs, in order to empower brilliant talent who have the raw skills to enter the industry with welcoming arms.

Does this mean organisations need to spend more time in the hiring process? 

Yes, it does. 

Does this mean that more effort and spending needs to go into education, learning and development? 

Yes, it does. 

But does this also mean that ultimately, the creative economy will become a more exciting, forward-thinking and innovative space, enriched with the diversity of thought and challenging the way things have always been done… 


Adopting a new approach to hiring will elongate those miniature shortlists. Combining this new approach, with an equitable and fair interview process will open the door to a varied and exciting pool of talented people. 

It will no longer be a case of just hiring for those jobs, but finding individuals that will bring so much more to the role, the team and ultimately the organisation as a whole.