Pragmatism, resilience, opportunity: 2021 in review

Published on December 19, 2021

Pragmatism, resilience, opportunity 2021 in review

Whilst 2021 has continued to surprise and challenge, there has been a readiness and resolve to meet these difficulties with a defiant and reassuring pragmatism.

2021 has been another unusual, and challenging year. However, the resilience businesses showed in 2020–admittedly, many in receipt of substantial government stimulus—has paid significant dividends this year. The operational challenges posed by a fragmented and “at home” workforce, major supply chain and logistics disruptions, an inability to trade, inter alia, have been met head on with impressive resolve and innovative thinking.

The last two years have certainly tested us greatly, but they have also taught us a great deal, not least the opportunity that awaits for those businesses agile enough to capitalise on it.

Genuine “digital transformation” has been at the centre of many businesses’ growth strategies and consequent success this past year. Leaders, too, have demonstrated in so many ways their impressive ability to motivate, inspire, and deliver for their businesses. So whilst 2021 has continued to surprise and challenge, there has been a readiness and resolve to meet these difficulties with a defiant and reassuring pragmatism.
As a talent consultancy, we have the unique privilege to engage with and advise businesses across the market on all matters pertaining to their so-called human capital. I often say to our clients that people are the profit centre of any business, and this is even more so for its leaders, who ideate, define, and execute on strategy to drive performance and change. The last two years have certainly tested us greatly, but they have also taught us a great deal, not least the opportunity that awaits for those businesses agile enough to capitalise on it. But, obviously, people are critical to realising this opportunity.
In The Australian’s recently published 2021 CEO Survey, it is no surprise that nearly all CEOs surveyed identified talent as their most significant challenge. Ernst & Young’s David Larocca says straightforwardly: “The top three risks to growth are skills shortage, skills shortage and skills shortage”.

People are the profit centre of any business, and this is even more so for its leaders, who ideate, define, and execute on strategy to drive performance and change.

Pacific Talent Partners has certainly been at the coalface of this enduring challenge, and guided its clients through a variety of human capital strategies, as much to retain and develop talent, as to acquire fresh capability. While 2022 presents an uncertain forecast, one thing is sure: the war for talent remains fierce and it is in every business’ interests to cultivate a magnetic proposition for employees, both current and prospective.
On behalf of the team at Pacific Talent Partners, may I wish you and your family a safe, happy, and healthy festive season and a 2022 full of opportunity.
pacifictalentpartners.com

Published by

Alistair Clark

Sydney Office Lead | Chief Executive Officers and Board Advisory Practice
at Pacific Talent Partners

Alistair Clark

Sydney Office Lead | Chief Executive Officers and Board Advisory Practice at Pacific Talent Partners

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