World_Report_on_HR_Challenges_2010

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Unformatted text preview: adMany companies are dealing with this ers who will steer the company for growth shortage of qualified future leaders by repositions with and sustainability, said William Chan, HR cruiting from outside the organization, internal candidates. director. Besides identifying and nurturing even though they have many young, talpromising employees, talent programs ented employees eager to advance their should improve staffing decisions. Staffing decisions can careers. Respondents said their companies recruited exbe made on the basis of an individual’s potential and deternally, on average, for 52 percent of top executives, 48 velopment path, not just on competence and past perforpercent of senior managers, and 44 percent of middle mance. And a more forward-looking approach to staffing managers. would anticipate the need for leaders ten years out. They are looking externally because internal talentAs Marcelo Madarasz, manager of development and leaddevelopment programs have not produced a sufficient ership at Natura, a Brazil-based cosmetics manufacturer, number of strong candidates—a major shortcoming in noted: “We can’t sustain this growth—and the complexHR management. Only about one-fih to one-third of reity it brings—if we don’t develop our own leaders inspondents said their companies have talent managehouse. That’s because we need leaders who breathe and ment programs dedicated to developing each of the retransmit our values, vision, culture, and beliefs.” groups. Filling too many middle and senior leadership positions with outside candidates, or with internal candidates who have not demonstrated the requisite characteristics and capabilities, undermines the organization in several ways. Practically speaking, employees need opportunities for One frequently overlooked pool of potential leaders is women. Despite the strides made by women in many professions, they still struggle to break into leadership ranks. In 44 percent of the companies surveyed, women constitute 10 percent or less of the talent pool. Stimulating Economies Through Talent Mobility Talent mobility is widely recognized as one effective means of addressing the increasing skill gaps in some countries. BCG has been collaborating with the World Economic Forum on a project to design concrete recommendations to policymakers that will facilitate talent mobility. Over the next 20 years, countries such as the United States and Japan will face large talent gaps in many industries. And certain sectors, including health care, education, IT, and business services, will likely experience major shortages regardless of the country. Other countries, such as Brazil, Sweden, and Italy, are unlikely to experience acute shortages. (See the exhibit “The RegionIndustry Matrix Highlights Likely Skill Shortages in 2020 and 2030.”) Making cross-border mobility easier for employees is one way that governments, for their part, can address the challenges of demographic shis and resulting talen...
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This document was uploaded on 09/30/2013.

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