World_Report_on_HR_Challenges_2010

Manager of development and leaddevelopment programs

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Unformatted text preview: t gaps, and thereby foster economic growth. Policymakers should consider these other avenues as well: T B C G • W F P M A Stimulating Economies Through Talent Mobility (continued) ◊ Assess current and future shortages through strategic skills planning. Governments should analyze capacity and productivity risks for each job type and develop policies to mitigate anticipated shortfalls. Australia, for instance, has set up an independent body consisting of multiple stakeholders that advises the minister for education, employment, and workplace relations on Australia’s current and future skill needs. ◊ Develop recognized skills training for native and immigrant employees, particularly for critical skills in short supply. For instance, the U.K. government, industry associations, and training providers have established 25 Sector Skills Councils to develop training solutions and to influence development of qualifications. ◊ Design comprehensive immigration policies that cover a range of immigrants, from students to experienced workers. Governments should ensure the proper integration of immigrants, provide them with employment and language support, and facilitate the portability of pensions and social benefits. A new category of short-term work visas targeting highly skilled immigrants can further increase workforce flexibility and help mitigate immediate shortages. ◊ Develop public-private partnerships in education and training, working with businesses and academic institutions to better match supply and demand. The collaboration among IBM, Google, and leading U.S. universities is one such partnership. ◊ Integrate migration into the development strategies of sending countries. Hosting and sending countries must collaborate to design policies that encourage talent circulation and ensure the transfer of migrants’ skills. The Region-Industry Matrix Highlights Likely Skill Shortages in 2020 and 2030 Projections, 2020 2030 Transport and Hotels IT and Public Manu- Construccommuniand Financial business Health adminfacturing tion Utilities cations Trade restaurants services services care istration Education Others The Americas Europe Asia Pacific CAN USA MEX BRA SWE UK FRA GER POL ESP ITA TUR RUS IND CHN KOR JPN AUS Employability/immigration capability: No pressing talent shortage or skill gaps Low Talent shortage or skill gaps Medium High High talent shortage or skill gaps Very high talent shortage or skill gaps Source: BCG analysis. C P A career growth. Lacking those opportunities, top talent will notice their company’s tendency to court outsiders, and they will become disengaged and leave for greener pastures. In addition, it takes outsiders a longer time to acquire the institutional knowledge and informal network that are essential for getting things accomplished. to create the bench strength it needs for its ambitious growth agenda. But external recruiting should be combined with a dedicated internal-development plan. Companies benefit fr...
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