Retaining key talent and matching your employees to their career path

Anne Fulton
CEO
Fuel50

Can you tell us a bit about yourself and Fuel50?

Fuel50 is a business founded on a passion for delivering career path transparency and creating a future for each of your employees and for the future of your workforce. Jo Mills, my co-founder and I came together as organizational psychologists with a passion to improve the employee career experience and help align individual talent and passions, with organizational purpose and goals. Fuel50 is the result of that. and we now have 38 Fuellies globally sharing that journey along with our career champions transforming their employee career experience in organizations like MasterCard, EBay, Indeed, Chubb, Pepsi and many more.

Employees are more empowered than ever before, taking charge of their own careers, what does that mean for organisations and for HR?

We believe that for employees to truly own their careers and futures, they need to have transparency to their future pathway. At its’ best, employee career empowerment needs to be a three way partnership between the employee, their manager and the business. We think using technology to drive that career path visibility and help leaders deliver those career conversations is imperative. The aggregate talent analytics that are delivered to HR are invaluable to talent and skill forecasting which has increasing importance as we face a world of AI and automation disrupting our known organizational and workforce models.

Long-term vacancies for key positions are a reality for many organisations. Do we need a change of approach to finding top talent?

Yes, with today’s reality of a global talent shortage, we need to rethink our talent management strategies which were fit for purpose a decade ago when we had an abundant talent supply. Today’s reality of an increasingly competitive talent landscape and the workforce challenges of automation, we need to re-engineer our talent strategy to focus on Talent Enablement and Talent Optimization for our future workforce supply. We are working with some global thought leaders who are achieving some interesting gains in internal talent mobility like Ingersoll Rand in North Carolina with their 42,000 employees globally, now seeing a 65% improvement in internal talent mobility and the majority of movements now at the lateral level, which was a strategic goal when they first engaged Fuel50 to assist.

How easy can it be for larger firms to include data, AI and other tech-led solutions to support their talent management initiatives?

Organizations can be sitting on a gold-mine of talent data that will assist their talent forecasting and future-proofing their workforce. We have found that the talent intelligence that can be delivered via a career pathing portal is unique because employees have a strong motivation to engage with the platform because it is all about them and their future, while the business gains unique insights into talents across the business, talent and skill gaps, talent supply, retention analytics and career engagement factors across the business, at a team, individual and organizational level.

HR and people management is in constant flux. Looking forward, what are the top three trends you anticipate in 2019?

Firstly, with millennials predicted to be 50% of the workforce by 2020 we will see an increasingly millennial lens on the career experience that we need to address. They are hungry for a clear career path, and to make a difference to their organizations, while aligning their values and purpose. These tools, like Fuel50 will be important to retaining and engaging this population with .

Secondly, I believe we will see an increasing focus on Skills and Talent Forecasting as we face a talent chasm being exacerbated with the influence of AI and automation in the coming decade.

Thirdly, I think we will see an increased focus on the Employee Experience within an organization with a need to place a design lens across the employment life-cycle from attraction through to alumni strategies. Our recent research paper shares some insights on what best-in-class organizations are doing and we look forward to sharing that with all in our session and available as a take-away from either Jess (Towicz) or I. We are looking forward to some stimulating conversations with you all.


Anne will share more during her workshop at the HR Vision London Summit. Join us for the opportunity to explore the issues surrounding talent management in complex organisations and to understand the tools to improve your talent strategy.

Despite HR being a human-centric discipline, technology is rapidly evolving the conventions of good practice. We have put together a free 11 page e-book which includes:

– NASA’s perspective on the rise of the bots
– ‘Getting social’ with Deutsche Telecom

– Karen Brown at Baker McKenzie address humanised technology
– The concept of human robotic partnership

You can sign-up for your copy here.

rise of the machines e-book

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