Use Amnesty International’s talent when you are not a giant of technology

Welcome to HBR’s executive agenda on September 4, 2025.

In this case:

• Use Amnesty International’s talent when you are not a giant of technology
• Power movements

It is difficult to find the talent of artificial intelligence and even more difficult to tolerate it. New York Times newly I mentioned This has offered a 24 -year -old searcher of artificial intelligence, $ 250 million over a period of four years, for his removal from an emerging company.

Although such things are rare, the start of the salaries of artificial intelligence talents of $ 500,000 and above is not. This is very expensive for many companies that need to build artificial intelligence experience just like technology giants.

How can “regular” companies compete for the talent of artificial intelligence in this environment? I asked many experts to weigh.

Richard SingerThe CEO and co -founder to radically start the human projects, that you need to provide a deep sense of the goal.

I need artificial intelligence engineers and data scientists, and I don’t have $ 100 million to throw it. But what I find is that these men buy a purpose.

You need to find a way to speak to their hearts. There were five people I wanted to use in the artificial intelligence laboratory. I held for an hour with each of them, and explained our vision to care for human capabilities in the era of artificial intelligence. He said the five yes, although they admitted that they were able to earn more money elsewhere.

I cannot give them millions of dollars. But I can provide enough to cover their needs, and if we succeed, I can share success through stock options. Now, I can provide the purpose. This is attractive to many programmers, who want to be part of something greater than themselves.

Roth EblingA BCG’s administrative director specializes in people’s strategy and talent, believes that flexible work policies can help settle the stadium.

In any employee value proposal, there are two great questions: Why does it come, and why stay? For data and artificial intelligence talents, there are many factors that are deeply concerned in both fields.

No one asks from this group is the ability to work remotely and flexible. Engineers often do a deep job, and they cannot always manage it in an open office with many interruptions and noise. They do not ask to work from home every day, but they want to be able to bend.

Many of these experts also want jobs that have a positive impact on society and humanity. Many are looking to join a company that cares, for example, about the responsible AI.

And you need to provide these appointments with interesting content. You need to give them fun and enjoyable work. You can keep it when you constantly give them new problems to solve them and when you move. This does not mean just a step up, but an opportunity to grow in status, compensation and build the depth of experience.

Nathan MarsonEGON Zehnder, chief technology officials, believe that companies must adopt a quick possibility and use in their favor.

Companies need to admit the fact that they may be able to keep this talent for a year or two only before losing them to major technology companies.

But they must embrace that. Win can mean bringing the talent you need for a specific period. You mainly tell them: I cannot pay the salaries “You won the lottery” because I do not have this kind of money. But if I come and do a great job for me, I can increase your chances of getting there in the end.

Get people when they are young and put them through training programs. After two or three years, you will become of great value, which means that you may not be able to keep it. Therefore, you should build your recruitment strategy on this continuous flow.

I also think we reduce the strength of the difference as a mechanism to keep. This talent base has options, and sometimes they want to stay with the people who love and respect them. This means that employers should try hard to build a complementary skills teams. If you create something special, you may be able to keep a team together for a long time.

Azem azharThe entrepreneur and the founder of the Si, believes that the key is to make the work interesting and meaningful.

While giants like Amazon are practicing huge resources, other companies can compete by providing unique advantages like the highest professional intelligence who are looking for a meaningful effect.

This includes access to private data groups in specialized fields – thinking about medical imaging, industrial processes or material science. This allows talent to develop specialized Amnesty International models that drive innovation in the real world.

Smaller companies also offer a healthier work culture, away from the general lights, which can attract evaluation balance and materials on a rocket ship.

But to achieve any of this, companies will need to eliminate obstacles and change their operations to provide artificial intelligence promise.

Raj VermaThe CEO of Single Store, a startup of data technology, says the key to attracting artificial intelligence talents gives them an opportunity to innovate.

Startups can surpass Amazon or Google for talent – and do not try. Simple Big Tech Strategy: renting the best people in a crazy economy that no only trillion dollars can afford.

For us, innovation is not only important; It is alive. Innovation gives people a clear line from their work to a meaningful effect. This type of ownership and loyalty creates opportunities that money cannot buy, and this keeps people committed – even when there are great financial incentives. The only way to innovate is with the right people.

Our trainees do not work on side projects; They solve real problems from the first day. Many remain because they see how quickly they grow in an environment that concerns every contribution.

We have once rented a trainee that was solved within two weeks of a problem that has faltered for us for a year. He made great contributions for years before leaving to large technology – resistance to all of the challenges we face and the ability of small organizations to develop large talents.

It is not easy to compete for the talents of artificial intelligence without deep pockets, but it is not hopeless. You need to understand what really motivates this group and create opportunities for these experts to do a truly interesting job. Perhaps you cannot keep it forever, but you can ride their experiences for a long time to create a satisfactory work that can push innovation in your company.

We know that you are short on time, so with the return of the summer season, we highlight some of our favorite vision of HBR Executive so far.

Do not confuse uncertainty with volatility.

Although she often coexists, their treatment as itself can lead to misleading decisions, such as hesitation when you should try or exaggerate the reaction when you need to build flexibility.

(from: “Overcoming traps that prevent growth at unconfirmed times“))

Think of skills, not jobs.

In the world of artificial intelligence, the roles will be constantly turning as the tasks are automated and that new takes a strategic priority. It allows you to know the skills you have in your organization – and the skills you need – to adapt quickly, and collect the project teams while flying.

(from: “Evaluating the needs of your talent in the era of artificial intelligence“))

When introducing a new strategy to the council, he shared the solutions that you rejected.

Transparency about the logic behind your final recommendation builds the confidence and confidence you have chosen in the right direction. But do not go deeply in the details or risk taking the conversation.

(from: “Providing a new strategy for the council-and winning the subscription“))