In aggregate, we find equilibrium in China, Argentina, Mexico. We expect to find surpluses in India, South Africa, Brazil, the Czech Republic, Egypt. And we expect to find some of the biggest deficits in Japan, Italy, South Korea, the U.S. and Canada. The picture would differ if we drew the map by industry. For example, we would find a deficit of talent in China in wholesale and retail trade and in India in the construction industry. In the US, we would find a slight surplus in the real estate and mining sectors. Given the severity of the mismatch in most sectors in so many countries, companies will need new solutions. Solutions that can serve companies well today as well as in the future. One of the first things to consider is the sources of labor. Are there nontraditional labor pools who could fill gaps? Able people who might be retiring or leaving the workforce to rear a family never to come back. Establishing value propositions that appeal to these groups of people today could help address the critical skills gap. Over time, it will help address the broader issues. Organizations could also consider moving jobs. This may not bring the same labor cost arbitrage that it has today. And it may be required for different types of jobs . To make it work, perhaps jobs will need to be disaggregated and reconstructed in a way that makes them doable from a remote location.
Talent management in manufactuting industries
T. Sairam Singh
Talent Management. What is it? Why now?
Talent management by workforce planning.
Best practices for meeting manufacturing’s global
Managing the talent crisis in global manufacturing.
What is Talent Management?
Talent management refers to the anticipation
of required human capital for an organization
and the planning to meet those needs.
Right talent at Right place.
Talent management includes a series of
integrated systems of
maximizing employee potential, managing
their strengths and developing
retaining people with desired skills and aptitude
TM introduced by Mc Kinsey consultants,
TM is identified as the critical success
factor in corporate world.
TM focuses on
Differentiated performance: A, B, C
players influencing company
performance and success.
Identifying key positions in the
!!! Surveys show that firms recognize the
What is Talent?
According to McKinsey; talent is
the sum of
a person’s abilities,
his or her intrinsic gifts,
skills, knowledge, experience ,
judgment, attitude, character,
his or her ability to learn and
Why Organizations Need Talent
To compete effectively in a complex and dynamic
environment to achieve sustainable growth.
To develop leaders for tomorrow from within an
To maximize employee performance as a unique
source of competitive advantage.
To empower employees:
Cut down on high turnover rates.
Reduce the cost of constantly hiring new people to
HR and TM:
o Broad Scope (entire
o Emphasize egalitarianism
o Focus on administrative
o Focus on systems with silo
o Focus on segmentation
(key group of core
employees and key
o Focus on potential people
o Focus on the attraction,
development and retention of
o Focus on integratation of
Future talent pools:
Source: Global Talent 2021 Study conducted by Oxford Economics and Towers Watson, 2012.
IVEY BUSINESS JOURNAL
BEST PRACTICES FOR MEETING
by Ashok Divakaran , Matt Mani,
and Laird Post
Featured | September / October
THE CHALLENGE IN DEVELOPED
▪ In mature economies, manufacturers are grappling with
aging workforces; talent shortages in science, technology,
engineering, and math (STEM); and outdated employee
▪ In the U.S., Japan, Germany, and the U.K., more than half the
working population will be older than 40 by 2015, posing a
significant loss of institutional knowledge as older workers
retire and their seniority commands higher wages and
▪ To add to this conundrum, more expertise is needed on the
factory floor than ever before. Manufacturing itself is
becoming more technologically complex with the adoption
of ever more sophisticated machinery, robotics, and process-
…AND THE CHALLENGES IN
▪ The talent pools in the BRIC nations (Brazil, Russia, India, and China)
are becoming shallower, with companies in every industry reporting
that the lack of skilled employees and rapidly rising salary
expectations are crimping their ability to operate and expand. In
high-growth manufacturing centers like Shanghai, the war for talent
is further fueled by consistently high employee attrition rates, despite
large pay increases and other perks.
▪ Leadership pipelines are under developed, as a result, manufacturers
are being forced to bid up for the few qualified local candidates or
import highly expensive expatriate managers. Emerging-economy
manufacturers are further challenged by the knowledge
management requirements of globally dispersed business models
▪ By 2025, 60-75 percent of the workforce in the BRIC countries will be
members of GenerationY, people born roughly between the late
1970s and the late 1990s who bring drastically different priorities and
expectations to work than older population segments.
1. Innovation in talent sourcing
▪ Employ specialized headhunters: Specialized headhunters are
playing an increasingly active role within corporate human resource
organizations in manufacturing firms. For instance, the automotive
supplier and building efficiency product manufacturing company,
Johnson Controls (JCI), has a specialized global talent research team
charged with proactively identifying candidates for essential jobs in
advance of openings.This team continually scours all possible sources
of talent, mines passive talent, and aggressively sells the employer
brand to ensure that JCI has a ready supply of job candidates.
▪ Partner with academia: University partnerships are an increasingly
important means of filling the STEM talent pipeline.These
partnerships extend well beyond on-campus recruiting days to
developing custom curricula, integrating working experience with
schooling, and identifying and developing promising candidates early
in their academic careers.
▪ Pursue alternative sourcing: More and more manufacturers are
recognizing that talent does not always need to be on the company
payroll or in one of its buildings. Some are using services for
sourcing and leveraging globally dispersed pockets of skilled talent.
One such service is offered by InnoCentive, based in Waltham,
Massachusetts. Founded in 2001, InnoCentive acts as an open
innovation facilitator, providing aWeb-based platform to engage a
global network of creative problem solvers to work on critical
projects, as needed, for monetary rewards.
▪ Partner with outsourcing service providers: GE Healthcare, for
example, has partnered with Bangalore, India-based outsourcing
services provider WiproTechnologies to develop ultrasound and
imaging products.The scale of the partnership extends across the
value chain, including research, product development, product
testing, and even sales and service for select products.This
innovative partnership has enabled GE to gain access to untapped
sources of talent in emerging markets and get new products to
2. Investment in global talent
▪ Globalize training and development: Training—including
formal classes, informal mentoring, on-the-job experiences,
rotational development, special assignments, and international
project experiences—is a significant element in the employee
value proposition. It can also help manufacturers to develop the
global workforce skills without necessarily requiring relocation
or having to spend large sums on expatriate packages.
▪ Create a global knowledge management system: Knowledge
management and sharing tools are fundamental to how work
gets done and how innovations are leveraged and sustained in a
global business environment. Cognizant, a technology solutions
provider with global operations, has grown revenues 50-fold
since it went public in 1998 by relentlessly perfecting its
approach to knowledge management and sharing.
3. The cultivation of ‘glocal’
organizational cultures, brands,
and employee value propositions
▪ Sell the career and the company: One German electronics manufacturer
promotes its employer brand and careers in manufacturing using a variety of
tactics. For example, it starts sending a steady stream of company and
career information to students in the engineering departments at target
universities two years before they graduate.
▪ Create a ‘glocal’ brand: Global manufacturers must go the extra mile to
tailor their branding in a way that is locally relevant and compelling.
Unilever, for example, not only maintains a strong global brand, but also
tailors it to the local market in India, where it operates under the name
Hindustan Lever. In this way, the company achieves positive recognition as a
global giant with a strong local commitment.
▪ Tailor the employee value proposition: A value proposition encompasses
more than pay and benefits; it also includes the organization’s behaviors,
mind-sets, norms, commitments, and informal networks. In a global
company, many of these cultural elements vary with the prevalent local
A REPORT BY DELOITTE.
TALENT MANAGEMENT BY
REASONS FOR WORKFORCE
Workforce planning helps companies focus on
proactively understanding the future talent and
business environment they need to meet future talent
In developed markets, science and engineering
graduation rates are not keeping pace with baby
Workforce expectations of employment are changing
dramatically, jobs require more complex skill sets.
In emerging market, manufacturers have little
knowledge or experience to guide their talent
management decision making.
In a nutshell, workforce planning can help
manufacturers find people, with the right skills,
in the right places, at the right time, and for the
Effective talent management has its roots in
Aligned talent strategy.
Supportive talent infrastructure.
Aligned talent strategy
The most important ways in which the
workforce will contribute to the
achievement of the business strategy
are clearly understood.
The workforce segments and skills they
need have been closely analyzed.
Investment decisions translate into
well-designed programs that can
produce desired attraction,
Supportive talent infrastructure
The service delivery model, technology,
knowledge and behaviors of leaders,
organizational culture, and engagement of
employees all directly contribute to the
execution of the talent strategy and
Building blocks of a workforce plan in
1. Critical workforce segments and
corresponding competencies - identifying
the workforce segments that create value.
2. Talent demand and supply forecasts -
3. Alignment of talent management solutions
and infrastructure - Creating alignment relies
on the ability of HR professionals to operate as
business partners, providing skilled analysis and
articulating costs and benefits.
Managing the Talent Crisis
in Global Manufacturing-
Strategies to attract and
engage generation Y
•Depleting talent pipeline in global
•Lack of employability
•China : plenty of oysters, few
•India: Fighting off the competition
•Connecting to Gen Y
Talent management is a continuous process.
Talent management is a new rat for the hungry cats.
The application has increased in many
manufacturing companies but it is a very crucial part
This will able to make any organization competent,
sustainable, develop leaders and many more.
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