As the expression itself says, the "Open Talent Economy" movement is the open economy of talent. But it's nothing like an ordinary recruitment and selection process. It's much more than "putting people in jobs". Above all, it's about connecting skills to needs. Specific professionals to demands that require those skills. The logic is this: a company has problems, challenges and gaps to fill. Who has the skills to solve them? Who can help, guide, mentor and resolve barriers?

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Open Talent" is a model based on skills, talents and areas of activity. In fact, data from Deloitte, in the article "Open Talent Economy", shows that executives prefer this much less rigid working model. It's a chance for senior executives to expand their knowledge, get to know new markets and contribute their baggage. It's also a chance for companies to have access to experienced professionals, to oxygenate and seniorize their teams. It's a coherent two-way street full of results that complements a traditional recruitment model.

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This movement has emerged as a response to the landscape of the new economy. It embraces the fluidity of work, connecting talent through platforms, transcending geographical boundaries and providing a flexible, accessible and fast approach.

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All this is part of an era in which agility and innovation are fundamental to business success. By connecting the demand for momentary specialization with the agility needed to face current challenges, this approach becomes a valuable and extremely competitive differentiator for any business. This working model is, above all, democratic. Senior executives who, in a traditional model, would not be available to work in other businesses, become available, either for specific periods, or for mentoring, vacancies or the execution of specific projects, offering the necessary precision and detail. It's the evolution of the models that companies are already experimenting with - freelancers, consultancies, outsourcing - but now driven by intelligence and technology to become flexible, scalable and in-depth, living the reality of the company.

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Chiefs.Group offers, fosters and believes that the companies of the future are those that know how to reconcile internal and external talent in their needs, with this pillar as their great differential. We propose that innovation should ADD and expand realities, bringing changes, increments and possibilities beyond pragmatism. As well as relying on their internal talent, companies can have access to external talent to make up their ecosystem for their business challenges in a more strategic way.

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The cost depends directly on the context, the solution hired (mentoring, vacancy or project) and the business challenge, but is basically made up of the seniority and volume of dedication of this professional. And that goes for CFOs, CHROs, CMOs, and the many other market "Chiefs" that can be found through Chiefs.Group. An option for companies seeking greater financial efficiency. 

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Open Talent" is one of the fundamental pillars of the "Future of Work". It is practically synonymous with this concept. It's coherence, strategy, breadth, decentralization and flexibility. "Open Talent" is part of a flexible culture, as it brings together different visions, experiences, backgrounds and realities. It is the world translated into professionals with different careers, solid backgrounds and the legitimate DNA of transformation.

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