This year’s findings suggest an increased focus on talent management in general, with over half of CEOs prioritising it and talent management budgets set to increase more than recruitment budgets. A quarter of organisations are already developing existing staff following the UK’s decision to leave the EU and the possible anticipated reduction in labour mobility. The top plan for organisations trying to overcome recruitment difficulties going forward is to upskill existing employees to fill hard-to-recruit-for positions. Few employers agree that the current education system is meeting their skill requirement to any great extent. Many are responding with approaches to develop skills and access younger workers through apprenticeships, intern schemes, post-A-level entry routes and sponsoring students through university.In their Resourcing and Talent Planning Survey 2017 of over 1,000 HR professionals, the CIPD and Hays examined a range of issues including external climate, recruitment budgets and costs, resourcing and talent management practice and employee retention. In her third article on the results, Claire McCartney focuses on what organisations can do to develop and upskill existing employees and how they can sharpen their focus on retention. As the mismatch between the skills available in the labour market and those required by organisations grows, businesses need to get better at building and developing their existing employees to meet current and future needs. As well as reducing reliance on the external labour market and associated recruitment costs, organisations can tailor their development to meet the specific skill requirements of their organisations and anticipate the skills needed as roles continue to evolve and change.