Financial Services giant Prudential is pursuing a hybrid workforce strategy. It’s all-in on automation for underwriting and other data-intensive, but routine, tasks. And it looks to the labor market for certain in-demand skills. But, according to vice chairman Robert Falzon, the New Jersey-based multinational is committed to cultivating the capabilities of its 50,000 employees. Many of its workers are also its financial services customers. This, along with low unemployment in the industry, helps explain why Prudential is working to develop its internal market for skills, identifying both supply (workers) and demand (jobs) in terms of competencies, expertise, and attributes, rather than experience and general categories. Falzon explains how this symbiotic approach leads the company to pursue efficiencies as it also looks to foster the careers of its home-grown talent.
HBS Managing the Future of Work