developing markets see emerging markets
development opportunities 106–107
Devonshire, Simon 133–134
Dey, Rajeeb 83, 134–135
digital skills 9
discrimination 13, 60
diversity 13, 25, 56–62
Driver, Steve 39–40
DuPont 113
Dury, Stephen 53, 129–130, 140
E
The Economist 34, 56
Economist Intelligence Unit, the 61
ecosystems (of talent) 31, 136–139, 176–177, 181
see also portfolio careers
education system 7, 10–11
Egon Zehnder 65
Elance 34–35
Elop, Stephen 47
emerging markets
attracting and retaining talent 120
employee mobility 69–70
local hires 71
talent implications 2, 25, 169
employability 11
employee stock options 91, 115–116
employee value proposition (EVP) 68, 99, 175
employer branding 34
Enternships.com 83, 134–135
entrepreneurial aspirations 22–23, 132–133, 135–136
see also intrapreneurs
Ernst & Young 60–61
ethnic diversity 13, 25
Europe
IPros 138–139
skills shortages 2–3
women’s working hours 105
workforce demographics 12
European Centre for Vocational
Training 8
Evans, Richard 98, 110, 178
executive education programmes 158–159
see also MBA qualifications
expatriate packages 150
expectations
of generation Y 80–82, 100, 170
misalignment 172–173
F
feedback 157
Google 143–145
importance for generation Y 56, 96
financial rewards 89, 91, 115–116
financial sector 34
flexible labour supply 34–35
flexible working arrangements 105–106
Fourie, Cornel 90, 97
France, skills shortages 7
freedom 95–98, 128–129
freelance specialists 34
Frontier Communications 88
G
gap analysis (talent-based) 30–31
generation labels 77
generation X 77
generation Y
career planning 98–104
characteristics and priorities 76–80
desire to innovate 92
expectations 80–82
managing 100, 170
financial rewards 89, 91
freedom and autonomy 95–98
job advancement and promotion 83–85
research focus 75–76
work challenges 89–93
work–life balance 93–95
Germany
retention of older workers 12
skills shortages 7
Getty Images 95
GIB (Gulf International Bank) 89–90, 97–98, 177
GlaxoSmithKline 125
global operating skills 10
global skills index 7
globalisation and demand for advanced skills 11–12
glocalisation 10
Google
assessment and feedback 143–145
career planning 100, 103–104
coaching 98
crowd sourcing 177
culture-led approach 21–22, 121–122
leadership traits 143–145
work challenges 90–91
governance and accountability 32
graduate entry schemes 14, 175
Gulf International Bank (GIB) 89–90
Olam International 38–39
programme design 49–50, 84
retention 81–82
graduates
employability 11
MBA recruitment 49–50, 93–94
promotion expectations 83–84
shortfall in numbers 10–11
work considerations 89
see also generation Y
Grant, Janaky 37
greatest generation 77
Gulf International Bank (GIB) 89–90, 97–98, 177
H
Hall, Ross 125, 131
Hays 3, 6–8, 120
head of talent 27, 43, 46, 50
see also HR function
Heidrick & Struggles 26–27, 41, 48, 62
Hill, Jan 33
Hinshaw, Karen 56
homogeny 21, 48, 56, 169
Hornsey, Liane 21–22, 98, 100, 104, 121, 143–145
HR function
confidence in talent management strategy 19
demonstrating value 33
expertise and skills required 44–45
head of talent role 27, 43, 46, 50
Olam International 39
operating level 28, 181
process emphasis 48–49
talent brokering 35, 43, 99, 166, 176
Human Capital Institute 35
I
IBM 70
Ibragimov, Sanjar 113
IMD 84, 107
Immelt, Jeff 10
independent professionals 138–139
India, tertiary education 11
Ingham, Jon 75, 99
innovation 92–93, 116–117
INSEAD 49–50, 151–152
Institute of Leadership and Management (ILM) 80–82, 83, 89, 93, 95–96, 108
interaction work 10
internal politics 88, 122
International Association of
Outsourcing Professionals 35
international experience 69–70
see also job rotation
International Institute for Labour Studies 11
internships 83, 134–135, 152–153
interpersonal skills 9–10
intrapreneurs 23, 128–132
IPros 138–139
IRS (online research firm) 156
IT specialists 34
Italy, retention of older workers 12
J
job advancement
mentoring role 109
rate of 83–89, 100
unconscious bias 87
job rotation 15, 103–104, 149–150
see also international experience
job vacancies 6
Joerres, Jeffrey A. 3
Joseph, Shalini 141–142
Julius, Diane 148
K
Kauffman Foundation 135
Khurana, Neeha 161
knowledge-based skills 9, 34–35
Korn/Ferry International 92–93
L
labour market 6
labour turnover since 2008
financial crisis 3
Lake Research Partners 135
Lambert, Sir Richard 146
Lau, Simon 66
Lawson, Emily
career planning 91–92, 102
culture and values 115, 137
effectiveness of talent management strategies 19, 63–64
employee value proposition (EVP) 68
generation Y 77
leadership traits 65, 68
talent ecosystems 127, 137
unconscious bias in selection and promotion 87–88
leadership traits 64–65, 143–145
Lecoq, Claire 84–85, 94
Leighton, Patricia 138–139
leveraging talent 50, 68–73
Levine, Tim 129, 132–133, 137–138
loyalty 94–95, 172
M
M&C Saatchi 122
management consultancies 137–138
ManpowerGroup 2–3, 5–6
Mars 43, 49–50, 63, 69
MBA qualifications 150–152
MBA recruitment 49–50, 93–94
McKinsey & Company
career planning 102
defining talent requirements 63–64, 65
ecosystem (of talent) 137
effectiveness of talent management strategies 19
flexible working arrangements 105–106
HR status and capability 28
leadership traits 68
war for talent 1, 163
women in management 60, 85–86, 88, 95
McKinsey Global Institute 10
measurement of talent management effectiveness 31–33
mentoring 108–109, 117, 148
Merck 21
middle-management 97–98
migrant labour 7–8
millennials see generation Y mobility, employee
increasing trend 2
within organisations 50, 68–73, 149–150
overcoming lack of 31
women 95
motivation
challenging work 89–93
financial rewards 89, 91, 115–116
freedom and autonomy 95–98, 128–129
rapid job advancement 83–89, 100
work–life balance 93–95
N
Naukri.com 115–116
net generation see generation Y Network Rail 17–18
networking 147–148
Newton-Smith, Rain 88–89, 141, 146–147, 148, 154
nine-box grid 14, 17, 18
Nokia 46–47
Nooyi, Indra
CEO role 42–43, 118–119
diversity 56–57
generation Y 75–76, 78
importance of talent management 1, 163
PepsiCorps (secondment programme) 154
women 75–76
O
Oberoi, Hitesh 116
ODesk 34–35
Olam International 37–40, 41, 51–52, 119–120, 176
Olsen, Eric 41, 48
online (labour) marketplaces 34–35
opportunism 145–147
organisation size
promotion opportunities 88–89
and talent management use 16
organisational culture 112–115
identifying 158
importance of 170–171, 181
Olam International 37
outsourcing of knowledge-based activities 35
Oxford Economics 6–8, 9
P
Pearman, Ian 67, 113–114, 147–148, 157–159
Pearson 125, 131
PepsiCo
career planning 110, 150
diversity 56–57
organisational culture 118–119
PepsiCorps (secondment programme) 154
succession planning 42–43
talent blocking 98
talent management approach 176, 178
performance management assessment 14, 17, 143
data collection 36
Google 143–145
importance of 35–36
spiky performance 65
periphery workers 23, 128, 173
Pew Research Center 12–13, 79, 81
politics, internal 88, 122
portfolio careers 173
see also ecosystems (of talent)
potential
identification 14, 17, 20–21, 29
measurement 17, 143–145
nine-box grid 18
Price, Mark 4
PriceWaterhouseCoopers 69
process-led approach 73–74, 164–167
dangers 48–49
need to consider the bigger picture 46–48
Procter & Gamble 71–73
project leadership opportunities 159–160
promotion
mentoring role 109
rate of 83–89, 100
unconscious bias 87
psychological drive 159
psychometric testing 5
R
Randstad 5, 44, 68, 103, 124
recruitment 31, 33–34
age discrimination 13
psychometric testing 5
talent management processes 48
Relume 92
remote working 34
research focus 75–76
retention
older workers 12
reasons for departures 97
talent 23
use of sabbaticals 156
see also ecosystems (of talent)
retirement, delayed 12–13, 54–55
reverse innovation 10
reverse mentoring 57–59
reward packages 89, 91, 115–116
risk taking 145–147, 160
Robert Half International 83, 89, 93
Roychowdhury, Sonali 73
Russia, graduate employability 11
S
sabbaticals 155–157
Sandford, Fiona 93, 96–97
Santander UK 52–53, 106–107, 129–130, 134, 140
Schramm, Carl 135–136
Schwarzer, Sandra 49–50, 84, 94–95, 101–102, 151–152
secondments 154–155
selection decisions, bias in 87–88
self-confidence 159
senior management
ambition to become 157
diversity 61
role with talent pipeline 15, 41–43, 161, 181
sex discrimination 60
shareholders’ concern with succession planning 15
Shimada, Norika 159–160
Shiseido 159–160
silent generation 77
Silva, Christine 109
Sinetar, Marsha 128
Singapore, overseas recruitment programme 2
skill inflation 9–10
skills
requirements 8–10, 38, 62–65
shortage reasons 4–8
Smith, Aaron 136
Smith, David 27, 49
Smith, Phil 59–60
Snow, Becky
business strategy alignment with talent management 22
developmental role of line managers 97
HR role 43, 46, 50
process-led warning 49–50
talent management at Mars 63, 69
social-media-based skills 9, 34
specialist workers 16–17, 162, 175
spiky performance 65
spin-off enterprises 129
see also business incubation schemes
sponsorship 15, 109–110, 161
Standard Chartered 66
Stanford, Michael 107
star employees 16
start-up businesses 129–134
strategic review 28–29
succession planning 15, 30, 173
PepsiCo 42–43
Procter & Gamble 72
see also career mapping
Sudhakar, Budaraju 67, 116–117
Sullivan, John 91
support networks 147–148
T
talent
definition 1, 16–17, 51
see also talent profiles
missed groups 22–23, 127
psychological drive 159
shortages 2–3
options to address 31, 33–36, 53–54, 62
reasons for 4–8, 163–164
under-utilised 30–31
talent exchanges 34–35
talent management
alignment with business plans 19, 63–64, 166–169, 180
assumptions 20–23
changing approaches 174–180
confidence in 19, 25–27
culture-led approaches 21–22, 115–117
integration with corporate responsibility 119–122
leadership endorsement 118–119
transparency 122–126
guiding principles 180–181
organisation-wide policies and processes 36
process-led approach 73–74, 164–167
dangers 48–49
need to consider the bigger picture 46–48
responsibility and accountability 27, 32, 40–41, 180, 181
specialists 16–17, 162, 175
strategies 14–18
&nb
sp; devising 28–31
measuring effectiveness 18–20, 31–33
in times of rapid change 168–169
tailored approaches 174–180
traditional focus 17, 173–174
talent mismatches 6–8
talent pipelines 15, 35–36
talent pools 16–18, 35
global 168
managing diverse pools 173–177, 179–180
Olam International 38–39
transparency problems 122–126
widening 50, 51–62, 174–175
talent profiles 16–17, 50, 62–68, 169–170, 180
talent review 29–31, 102–103
Tan, Tingwei 153
Tarnowski, Lucian 78–79, 112–115
Tata Chemicals 67, 116–117
technology
demand for advanced skills 11–12
generation Y 79
opportunities 165
Telefónica Europe 133–134
temporary workers 34–35
tertiary education 10–11
TMP Worldwide 113
Tomorrow’s Company 62
Torres, Roselinde 49, 64
Towers Watson 9
transaction work 10
transparency 122–126
trust 94–95, 147
U
UK (United Kingdom)
age discrimination 13
CIPD/Hays 2013 Resourcing and Talent Planning survey 3
IPros 138
recruitment processes 5
skills shortages 7–8
talent management approaches 15–16
uncertainty 9, 66–67
unemployment 6, 13, 164
Unilever 25–26, 149–150, 161
United States
changing job types 10
ethnic diversity 13
generation Y 76
graduate shortfall 11
reasons for talent shortage 4–5
retention of older workers 12
skills shortages 2, 8
women as breadwinners 105
workforce demographics 12–13
V
values, cultural 112–115
identifying 158
importance of 170–171, 181
Olam International 37
Verghese, Sunny George 41, 119–120
vetting (of candidates) 5
W
wage pressure 4, 6
Ward, Heather 66
Wayra Academy 133–134
Welch, Jack 86
Wells Fargo 54–56
Wilderotter, Maggie 88
Willner, Robin 70
women
career opportunities 102
pioneering spirit 92–93
promotion 85–89
representation in management roles 86
research focus 75–76
retention 91–92
sponsorship 109–110
work–life balance 95
see also flexible working arrangements
work–life balance 93–95
workforce, demographic trends 11–13, 53–56, 164
World Economic Forum (WEF)
research and reports 2, 11, 12, 54
Young Global Leaders 83, 146
Y
Yahoo! Hotjobs 83, 89, 93
Young Invincibles 135–136
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