How to Use Skills Adjacencies to Expand Your Talent Pool (Without Lowering the Bar)

About the Panel Discussion

Job descriptions and org charts can’t keep up with how quickly work is changing, which is why résumé-led hiring is starting to look like a slow, high-risk way to build capability. This report highlights how fast digital skills are depreciating (with some technical skills shrinking to a 2.5-year half-life), and why the next wave of AI accelerates the need to understand what people can actually do — not just where they’ve been. When nearly a quarter of roles are expected to change and core skills shift dramatically over the next few years, “hire for experience” becomes a lagging strategy. 

The opportunity is to build a skills-based approach that makes your workforce more adaptable and your talent decisions more precise. They’ll discuss why experience is not a proxy for capability, why skills-based hiring is significantly more predictive of performance than education or past job titles, and how talent intelligence platforms reveal skills and “skills adjacencies” so you can find best-fit people faster and widen the talent pool (including talent that gets missed by traditional filters). The cost of not modernising is predictable: persistent shortages in emerging areas, slower transformation delivery, and rising premiums for in-demand skills — with the report pointing to green roles as a clear example of demand outpacing supply and creating wage pressure. 

Join a LIVE interactive panel discussion where you will learn how to move beyond résumé screening into a skills-first hiring model, how to map future skills and build a taxonomy that stays relevant, how to use skills adjacencies to expand talent pools and accelerate internal mobility, and how to operationalise upskilling/reskilling and career pathing so employees see real progression while the business closes critical capability gaps.

Discussion Topics

• Skills-first hiring that predicts performance: How they’ll shift selection from credentials to capability using skills signals and potential-to-learn indicators. 

• Talent pools that get bigger overnight: How they’ll use skills adjacencies to surface “invisible” talent and broaden supply for hard-to-fill roles. 

• Upskilling that drives retention and output: How they’ll build continuous learning and progression pathways employees actually value, tied to productivity outcomes. 

• Workforce planning beyond job titles: How they’ll track macro and micro skill trends in real time so you can recalibrate strategy as roles evolve.