The war for talent is likely to become even more competitive as businesses now have equal access to top talent in each corner of the globe. With this in mind, there are some key considerations for leaders when it comes to aligning culture with talent.   Bill Thomas, CEO of KPMG states ”The crisis has accelerated strategies that were already in place around digital transformation and social responsibility. However, in other areas planning for the future is a lot harder, particularly thinking about future ways of working and problem solving. So it’s perhaps no surprise that CEOs are focused on the importance of talent to sustain and grow any future business” (1).   It is clear with the changes to the candidate landscape and known talent shortages that the focus for leaders needs to be on Talent Attraction, particularly on how to attract emerging talent, alongside existing talent.   Establishing culture as a strategic part of company objectives will be the key to unlocking these challenge

In the throes of a pandemic, Markel International launched a global framework in H2 2020: the Markel Style in Action. In today’s Avencia Consults article, Jo Browning, HR and Communications Director, Markel International, offers an insight into the Markel Style in Action, what it means for employees, and the impact it has had so far on the organisation.   The Markel Style and it’s guiding principle of ‘Bold Ideas and Honest Actions’ was first launched 35 years ago. The ethos of the Style in Action is to amplify the existing culture by “creating an environment where people are able to authentically bring their true selves to work”. A powerful call to action for all employees to “Get involved. Be the culture. Drive the change”.   What is the Markel Style in Action and what does it look to achieve? Early last year, Markel was making good strides in diversity and inclusion. We reviewed our family leave arrangements, talent programmes, diversity, and data. However, when we took a step back,