Talent trends, smarter moves: Colin Smillie's midyear insights

Colin Smillie, Commercial Director at Morgan Philips Talent Consulting, reflects on the shifts he’s seen across hiring, selection, talent and leadership and shares his views on what’s next.

What were some key learning moments from your team’s work in the first half of the year?

We work with clients across different sectors who face a range of challenges, but it always strikes me how similar their talent issues are.

From an assessment perspective, we’ve learnt that clients are more concentrated than ever on candidates with the right fit, particularly at more senior levels where the cost of getting it wrong can be very damaging. Before, that meant the extent to which new hires, those being promoted, or identified successors would conform to the existing culture. More recently, the emphasis has been on making considered, data-driven decisions about people who may bring new perspectives, challenge the status quo, and take the business in new directions. In some cases, this has meant asking searching questions about the future of the business and the talent needed to fulfil that ambition.

From a development point of view, clients are still looking to support people moving from individual contributor or specialist roles to first-time manager positions, and those making the step from manager to leader.

However, with budgets under pressure, the focus has shifted away from broader management and leadership development programmes to using specific data sources to pinpoint development gaps and put in place targeted, actionable support to reduce ramp time as much as possible.

How has demand changed around assessment and development in 2025 so far?

It’s fair to say that there was some apprehension in the market at the start of 2025. Nobody likes uncertainty, and with external political and economic factors impacting most sectors, there was some reluctance to launch new initiatives at the start of the year.

That said, many of our clients view change as business as usual now. We’ve seen demand improve throughout the year as businesses recognise the need to continue to invest in hiring, selecting, and developing the right talent. It’s become more important than ever to make a strong internal business case for talent-related programmes. We spend a lot of time helping clients to clarify their objectives and put in place measures to demonstrate the impact that these will have.

What shifts or changes are you expecting in H2?

Confidence will continue to grow as we move into the second half of the year and early 2026. As I said before, many organisations now see change as a constant, and those that have postponed initiatives over the last six to 12 months are likely to push ahead or risk falling back.

At an individual level, people are still making decisions about their careers, pushing for that next internal move, or thinking about what they need to do to realise their potential.

Businesses that continue to hold off on critical talent decisions will face increasing challenges with retention, motivation, and engagement. This, combined with a more positive outlook, should see more movement.

What role will technology play in evolving talent and leadership solutions this year?

You can hardly open a newspaper or read an online article today without someone commenting on the impact that technology and AI are having on talent processes.

Generally speaking, technological progress in the talent management market has been a good thing. Over the years it’s revolutionised how companies attract, select, develop, and retain talent, with more efficient, scalable, and personalised processes that would have been impossible to achieve in the past. Workforce planning, internal talent marketplaces, and learning management support have evolved based on the wealth of data available and the ability to model different scenarios.

Technology will inevitably continue to drive these improvements, but it’s important to take a balanced approach. With progress moving at such a pace, we need to remain focused on the human element by ensuring that people remain at the centre of the strategy, we can continue to enhance and improve execution through carefully considered use of technology.

How is Morgan Philips placed to help organisations evolve their talent strategy in 2025 and beyond?

With uncertainty still in the market, businesses are looking for solutions they can trust and suppliers who can help them create a solid business case for investment in talent. Morgan Philips blends proven best practices with a flexible approach tailored to the needs of each client, ensuring clearly defined outcomes are in place to measure impact at an individual, team, and organisational level. This is about working in partnership to understand each organisation’s specific context and agree on the most effective approach to meeting their objectives.

We also place people at the forefront of our thinking. We help to create attractive, adaptable, and resilient organisations where talent and business strategies are aligned and where people provide a strategic advantage.

Yes, technology has a part to play, but not at the expense of the true insight needed to support effective talent decisions, drive performance, or help people realise their potential.

Keeping people at the centre

Colin’s perspective reinforces a core truth: while tools and trends evolve, the best talent strategies are rooted in purpose, context, and people. As the second half of 2025 unfolds, Morgan Philips remains a trusted partner to clients seeking clarity, confidence, and impact in their talent decisions.