Talent migration: Building a workforce for tomorrow

One of the biggest shifts in how I think about talent didn’t come from a new framework or a headline. It came from asking a simpler question: 

That doesn’t mean education isn’t important; it absolutely is. Many of the foundational skills people bring to the workforce are developed in schools and universities, and that learning continues to matter throughout a career. But what we’re really talking about is expanding the lens, focusing not just on where someone learned, but on what they can actually do and how they continue to evolve.

When you do that, something pretty powerful happens. Your talent pool doesn’t just grow, it opens up entirely.

What’s especially interesting is that this shift isn’t only about looking outside your organization. In fact, some of the greatest opportunities are already inside your walls. When you take a hard look at the skills your people already have, and the skills you’ll need for the work ahead, you start to see talent differently. You stop thinking in terms of static roles and begin thinking in terms of capability and potential.

That mindset matters more than ever. The pace of change today, especially driven by technology, means many of the skills we rely on now won’t be the same ones we need a few years from now. If we aren’t actively identifying skill gaps and creating ways for people to reskill and upskill, we’re falling behind, both as organizations and as leaders.

At Maximus, we’ve been very intentional about this. We offer robust learning and development opportunities, from certification programs and learning modules to tuition reimbursement, because training once and checking a box isn’t enough. Our responsibility as leaders is to help our people continuously evolve alongside the work.

And this isn’t theoretical. 

That number matters to the business, but what matters more to me is what it represents: 1,600 people who didn’t have to start over because a role changed or a skill became outdated. Instead, they were given the opportunity to grow with us.

I’ll be honest, there isn’t a perfect playbook for this. No one hands you a step-by-step guide on how to become a truly skills-based organization. We’re building our own standard as we go, learning what works and adjusting along the way.

That same mindset applies to emerging technologies like AI. As I’ve shared before, AI isn’t going away, and it isn’t slowing down. Not everyone is comfortable with it, and that’s understandable. But avoiding it isn’t an option. The organizations that adapt, invest in learning, and help their people build new skills will stay agile. The ones that don’t will struggle to keep up.

One thing I feel strongly about is how people actually learn. While formal training has its place, we know that only a small portion of learning sticks in a traditional classroom setting. Some learning happens through peer coaching. But the kind that truly changes behavior and builds confidence happens on the job, through real experience.

Adopting a skills-based approach to hiring and development isn’t a “nice to have.” It’s a strategic imperative. It allows organizations to respond to change faster, retain talent longer, and build workforce resilience.

But just as importantly, it’s good for people.

When we focus on skills instead of degrees or traditional career paths, we open doors for individuals who might otherwise be overlooked. We uncover potential that’s been there all along. And we give our employees the tools and opportunities they need to stay relevant, confident, and engaged in what comes next.

This approach allows us to embrace change rather than fear it. To see new technology as an opportunity, not a threat. And to build a workforce that isn’t just prepared for the future but excited about it.

That’s what talent migration really means to me. Not moving people around for the sake of efficiency, but creating pathways for growth, adaptability, and long-term success for our business and for the people who make it possible.