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,
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
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.”
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
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.
- Fall '13