Rethinking talent acquisition: Dean Ian O. Williamson shares key insights for cultivating the future workforce

In today’s rapidly shifting industrial landscape, businesses are being challenged not just by market forces or emerging technologies — but by a critical shortage of talent. According to Boston Consulting Group, the U.S. now needs approximately 400,000 new engineers each year to meet demand but, nearly one in three of those roles go unfilled annually due to the skills gap.

This persistent shortfall is a wake-up call for employers to rethink how they attract, develop and retain engineering talent.

One expert calling for that shift is Dean Ian O. Williamson of the Paul Merage School of Business at the University of California, Irvine, (UC Irvine) and author of The Conversation on Work, a book that explores the forces shaping the future of the workplace.

With deep expertise in workforce development, leadership and academic-industry collaboration, Dean Williamson believes the solution isn’t just more pipelines. It’s a fundamental shift in how companies approach talent.

In this blog, we highlight Dean Williamson’s key recommendations and insights for industrial organizations seeking to build more sustainable talent pipelines.

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Getting involved with the talent development process from the earliest phases

One of Dean Williamson’s first recommendations for businesses struggling to hire qualified talent is to rethink their role in talent development.

“I think it’s important for organizations to shift the mindset of being miners to being gardeners. I’ll give you an example of what I mean by that. If you think about a gardener, they plant the seed, they nurture the plant, they allow it to bloom. Then they pick it, and they get benefit. Miners are different. They come across something that has value, that was created perhaps thousands of years ago, and they extract it in its full form.”

“If you look at how most organizations approach talent, they’re miners. They go around looking for fully formed [candidates]…. But that approach is less likely to be effective today. We need employers to understand the importance of being gardeners; that they’re a part of the nurturing, developing process for how you create a fully formed, functional employee.”

This long-term investment model may feel unfamiliar, but it’s essential in today’s competitive talent market. Beyond internship opportunities, companies can create ongoing, multi-year apprenticeship programs, sponsor capstone projects and competitions or fund local STEM education initiatives.

Academic institutions are eager to partner with industry for curricula development and more

Academic-industry partnerships, Dean Williamson argues, are a cornerstone of sustainable workforce development. At UC Irvine, his team works closely with companies like Siemens to build hands-on, future-ready programs that align student learning with industry needs.

One example: A collaborative initiative between Siemens and University of California’s engineering school that embeds Siemens software into coursework, offers internships and provides professional certifications.

“It’s all about reducing the gap between knowing and doing. That’s where partnerships with industry leaders really make an impact.”

Companies must emphasize proactive, long-term talent acquisition strategies

Industrial leaders are used to making capital investments in factories, tools and infrastructure — often with decade-long return horizons. Yet when it comes to talent, companies are hesitant to make similar investments. Dean Williamson suggests they must approach human capital the same way.

“It takes about 10 years for a person to go from a novice to an expert. That’s no different than the ROI timeline for a facility. Talent is a long-term asset.”

In this metaphor, developing talent is a critical strategic investment.

Similarly, organizations may want to consider casting a wider net in their hiring practices to meet talent needs in an increasingly competitive market.

“We have an extremely diverse workforce in this country, and I always tell my companies talent comes in a wide variety of shapes and sizes. One example is students now that are getting undergraduate degrees in their 30s. They’d be great candidates for your internship program.”

“We normally would not have thought about a person in their 30s for our internship program, but they pass the same tests as the 21-year-old. So, you might want to talk to them.”

Finally, Dean Williamson emphasizes that universities like the University of California, Irvine are a resource for not only developing future candidates but upskilling working professionals.

“We’re here to help you build that next generation. But we’re also here to help you retool your workforce for what’s next.”

To build the future workforce, industrial organizations must be ready to make bold moves for talent

Dean Ian Williamson reminds us that to meaningfully address the engineering skills gap, companies need to consider bold new paradigms for talent development and acquisition.

But businesses don’t have to do it alone. In fact, Dean Williamson recommends organizations pool resources to understand and support similar talent goals and collaborate with local universities.

“It’s actually critical for organizations in the community to collectively consider understand their mid-term and long-term talent needs, and how they can collectively engage to support the development of a pipeline of talent?”

“This will generate a pool of talent that can support the regional needs of businesses and provide a sustainable talent based for industry growth.”