The Talent Shortage — Not New, Just Bigger

Introduction

In 2012, as part of my academic work, I wrote an article called Apagão de Talentos, which translates to “Talent Shortage.” At the time, the concept referred to a looming lack of skilled professionals that could disrupt business growth. Over a decade later, these same themes remain not only relevant but also among the top concerns for businesses worldwide.

Why 2012 Was Already a Turning Point

Even then, companies were beginning to recognize:

• Demographics matter. Aging populations and shifts in workforce participation signalled a shrinking pool of available workers.

• Skills gaps were emerging. Rapid technological advances outpaced education and training, leaving employers struggling to find “work-ready” candidates.

• Talent was becoming a strategic priority. Businesses were realizing that people, not just products or capital, would be their defining competitive edge.

At the time, about 35% of employers globally said they were struggling to fill jobs, with shortages particularly acute in manufacturing and skilled trades (ManpowerGroup, 2012).

Fast Forward to Today

What we called a talent shortage in 2012 is now a lived reality across industries. According to the 2025 Canada Talent Shortage Report, 80% of Canadian employers now report difficulty finding the talent they need, more than double the percentage from 2012.

The sectors most affected have expanded. Alongside skilled trades, today’s shortages include healthcare professionals and IT and tech specialists in areas like cybersecurity, AI, and data. Employers are no longer only asking for technical knowledge. They are increasingly struggling to find candidates with problem-solving, critical thinking, and adaptability, the very soft skills that power collaboration and innovation.

Lessons Learned that Apply in 2025

Even now, companies are realizing:

• Talent strategy must be proactive, not reactive. Waiting until roles are vacant is no longer an option.

• Early talent pipelines are essential. Companies that invest in recruiting and training students and recent graduates secure a steady flow of future leaders.

• Rethinking recruitment strategies. Skills-based hiring, socio-economic inclusion, and broader candidate pools are no longer “nice-to-haves” but strategic imperatives.

It is encouraging that 67% of Canadian employers are now responding by investing in training and upskilling programs, a shift from the more reactive approaches seen in 2012. But the scale of the challenge means this investment must continue to grow.

Why This Matters

When I look back at the “Talent Shortage” article I wrote in 2012, I see how it was never just about one country or one moment. It reflected a much larger workforce challenge that continues to unfold today. The difference is that now we have the chance to respond with intention. By treating talent as a critical resource and investing in early pipelines, training, and inclusion, we can turn a shortage into an opportunity for growth and innovation. The future of work depends on how we choose to act today.