Organisations have traditionally relied on two strategies when addressing workforce planning and skill gaps: nurturing internal talent through training or hiring externally to fill capability shortfalls. Yet, as technologies quickly evolve and the transformative impact of AI and automation on workflows grows, these conventional strategies are no longer sufficient. The modern workforce is experiencing a crisis of confidence, with 41% of employees expressing concerns about job security due to skill gaps.
This growing uncertainty, combined with the accelerating pace of change, calls for a modern workforce strategy that is both agile and built for resilience. What organisations need now is a strategic lens that enables them to continuously track, interpret, and act on evolving workforce capabilities. It shifts workforce planning from reactive guesswork to proactive, evidence-based decision-making, helping leaders navigate change with clarity and control.
This is where the “four Bs” framework: Build, Buy, Borrow and Bot, comes into play. It provides HR leaders with a toolkit to bridge skill gaps and future-proof their workforce. By integrating internal talent development, strategic hiring, external partnerships and technological augmentation, organisations can create a cohesive and adaptive workforce strategy. Let’s take a closer look at how the four Bs framework serves as a strategic roadmap for meeting today’s workforce demands and why building talent internally is the critical thread that connects them all.
Build: The foundation of a resilient workforce
As skills are evolving faster than ever, future-ready organisations are shifting away from simply hiring talent to actively growing it from within. Building internal capability has become a building block for talent strategy.
Despite the widespread excitement around AI, 24% of workers feel their employers are not providing adequate support for AI training. The enthusiasm is clear, but many organisations are falling short. This disconnect provides an opportunity: organisations that invest in meaningful, targeted upskilling and reskilling won’t just close skills gaps, they’ll foster innovation and unlock talent across their workforce.
But building talent goes beyond offering courses. It requires embedding talent development strategies into the very DNA of the organisation. That means creating a culture where curiosity is rewarded with continuous growth, aligning development with business strategy and future capability needs, and equipping employees with the tools to adapt, lead and thrive. Similarly, investing in collaborative and interpersonal skills is equally as important as developing technical capabilities like AI literacy, particularly when navigating complexity and driving innovation.
Structured talent practices such as biannual 9-box reviews, succession planning and performance cycles aligned with strategic priorities, ensure continuous monitoring and evaluation of talent. These systems help leaders identify where skills are growing, where gaps remain and where to focus next. By embedding these practices into the fabric of talent management, “build” becomes the foundation of the four Bs model - on which Buy, Borrow, and Bot can effectively scale.
Buy: Targeted hiring to bridge skills gaps
While developing internal talent is essential for long-term growth, there are moments when speed is critical. In these instances, targeted external hiring becomes a strategic enabler, bringing in critical skills quickly to meet evolving demands. This is especially true in the technology sector, where rapid innovation in AI, machine learning and technical leadership requires organisations to stay ahead of the curve. Strategic hiring not only complements internal capabilities but also alleviates pressure on continuous internal training and introduces fresh perspectives.
To maximise the effectiveness of hiring practices, organisations should adopt a skills-based approach, evaluating candidates based on their capabilities rather than traditional credentials like degrees. Tools such as skills assessments, certifications and scenario-based interviews can help identify individuals who are ready to contribute from day one.
When new talent joins the business, early-stage integration becomes critical. Success is more likely when new talent is supported through comprehensive onboarding, mentorship and has clear expectations around required skills, behaviours and outcomes. Establishing these expectations early, by outlining responsibilities, performance standards and development goals, helps employees understand their impact and what success looks like.
For instance, as organisations expand into AI-focused roles, having existing AI expertise within teams enables seamless collaboration and knowledge sharing. This ensures that both new and current employees can leverage shared technologies and insights, driving innovation and performance.
Borrow: Strengthening agility with external collaboration
Securing the right talent doesn't always mean training existing employees or making permanent hires. Organisations can access a flexible workforce through contractors, consultants and partner agencies to address short-term needs or quickly access specialised expertise. This “borrowing” talent approach offers agility and responsiveness, especially during periods of rapid change or when unique skill sets are required.
The success of this strategy relies on how effectively external talent is integrated into the business. Internal teams must collaborate, communicate and learn alongside external experts to maximise impact. It’s essential that all external hires are assessed not only for core capabilities but also for cultural fit, ensuring alignment with organisational values and ways of working. Leaders play a key role in this process by fostering “power skills” within teams, such as constructive feedback, time management and adaptability.
When managed well, a borrowed talent approach can deliver both immediate and lasting impact, helping organisations achieve their strategic objectives.
Bot: Enhancing human capability with AI
AI and automation have moved beyond theory to become essential components of today’s workforce. These technologies now operate alongside people, streamlining routine tasks, enhancing efficiency and accelerating business progress with greater focus and agility.
Agentic AI introduces another layer, with tools capable of learning, reasoning and autonomously performing tasks that previously required human intervention. For example, AI can now streamline skills gap analysis by collecting data and delivering actionable insights to support smarter decision-making.
Ultimately, the value of AI is determined by human readiness. Employees must understand how to use these tools effectively by recognising both their capabilities and their boundaries and incorporating them seamlessly into daily workflows.
As organisations embrace agentic AI, the human element must remain central. Just because AI can perform a task, it doesn’t mean it should or that it aligns with your organisation’s goals and values. Leaders must carefully consider how AI aligns with company culture and values and make intentional decisions about when to insert human connection into workflows versus when to delegate tasks to AI.
Putting the four Bs into practice
Applying the four B’s - Build, Buy, Borrow and Bot - will look different across industries, but the framework offers a powerful and adaptable response to today’s talent challenges.
The journey begins with a clear understanding of current and future skill needs through a skills gap analysis. This is where skills intelligence becomes a strategic capability, enabling leaders to continuously assess, interpret and act on workforce data to guide decisions across all four Bs. From there, prioritising internal talent development helps unlock the full potential of existing teams. External talent and automation should then be introduced strategically, ensuring teams are equipped to integrate and collaborate effectively.
Success depends on making workforce transformation a shared priority across departments and leadership. As the workplace continues to evolve, embracing a dynamic, inclusive and future-ready talent strategy is essential for staying competitive and resilient.
