Today, Asia-Pacific—and in particular the fast-emerging
nations in its midst—is once again taking centrestage in
the worldwide marketplace. This is the Asian century, and the region’s organisations—
as well as the talented individuals that lead them—
are going to need to adapt, fast.
Recruiting talent in one country is complicated enough. Whether hiring challenges stem from the tight labor market, an industry’s skills gap or antiquated technology solutions, add in recruitment on a global level and the complexities increase tenfold.
Today, Asia-Pacific—and in particular the fast-emerging
nations in its midst—is once again taking centrestage in
the worldwide marketplace. This is the Asian century, and the region’s organisations—
as well as the talented individuals that lead them—
are going to need to adapt, fast.
Recruiting talent in one country is complicated enough. Whether hiring challenges stem from the tight labor market, an industry’s skills gap or antiquated technology solutions, add in recruitment on a global level and the complexities increase tenfold.
Birmingham Business Magazine article on Safaraz Ali
Safaraz (Saf) Ali is a social entrepreneur and started his journey in 2000 by founding Pathway Group: an organisation dedicated to changing lives through skills and work.
As the CEO of Pathway, Safaraz is committed to career development and progression through continual learning, reflected in all aspects of his ethos to business. Working within the Skills arena and the welfare sector, the group provides career opportunities through traineeships, employability, and apprenticeships programmes.
In recognition of his position within the business and social entrepreneurial community, Safaraz has been invited to not only judge for the Future Leaders Programme for Ivy House plus several other prestigious awards, he is:
• Head Judge for the Birmingham Awards
• Judge for the UK Government's National Apprenticeship Awards
• Judge for the Great British Entrepreneur Awards
• Judge for Nachural - Signature Awards and the Summer Ball & Awards Entrepreneurship Awards.
Safaraz is the Founder of The BAME Apprenticeship Awards and the BAME Apprentice Network setup to promote ethnic diversity within apprenticeships. They also own and manage the Festival of Apprenticeships brand, the Business Book Awards and the Pathway2Grow operations.
Safaraz is active and a Social CEO and operates several social media channels himself such as:
• https://twitter.com/SafarazAli
• linkedin.com/in/safaraz/
• https://www.facebook.com/SafarazAli/
If Asia's organisations are going to access enough 'value-creating' talent to capture the opportunities that are now in view, they're going to need to embrace better, smarter talent management and attraction strategies. They will need to embrace flexibility in their workforces in order to:
Fill critical skill gaps in a timely and efficient way
Keep talent engaged and retained, even across borders
Etude PwC sur les femmes de la génération Y (mars 2015)PwC France
http://bit.ly/PwC-Female-Millennial A l’occasion de la Journée internationale de la femme le 8 mars prochain, le cabinet d’audit et de conseil PwC publie son étude « The female millennial : A new era of talent » qui chasse les idées reçues sur les femmes au travail. PwC a interrogé 8 756 femmes et 1 349 hommes appartenant à la génération Y (nés entre 1980 et 1995), issus de 75 pays, afin de révéler leur perception du monde du travail en général et de leur carrière en particulier.
The female-millenial-a-new-era-of-talentPwC España
Las mujeres millennials, entre los 20 y los 30 años, creen que, todavía, las oportunidades que les ofrecen las empresas no son las mismas que para los hombres de su generación
2014 Tech M&A Monthly - Deals Closing GloballyCorum Group
Bolstered by strong public markets, record cash and continuing disruptive technological change, the high volume of Tech M&A deals has carried over into the first quarter of 2014, making for a record spring. Tune in to our Quarterly Report April 10 for field reports from the dealmakers in the M&A trenches on deals closing globally.
Plus, details on the key deals, trends and valuations in the Horizontal, Vertical, Consumer, Internet, Infrastructure and IT Services markets for Q1:2014.
Hays Journal is a bi-annual publication providing insight and news for HR, recruitment professionals and hiring managers on the ever-changing world of work.
View it online at https://www.haysplc.com/our-expert-view/hays-journal/latest-issue or request a printed copy from haysjournal@hays.com
Hays Journal 11 - Wereldwijd Inzicht voor Experts in de Wereld van WerkHays Netherlands
Hays Journal is een tweejaarlijkse publicatie met inzichten en nieuws voor HR, recruitment professionals en HR-managers over de steeds veranderende wereld van werk.
Bekijk de uitgave online op https://www.hays.nl/hays-journal/index.htm of vraag een print exemplaar aan bij marcom@hays.nl.
In your pursuit of positioning the workforce to sky-high leadership profiles & laying the groundwork to fight the uncertainties in the technological & economic environments, this wisely written whitepaper should prove to be your rock-solid support.
CEOs and HR leaders see talent as a major challenge to growth. Where should you focus? Our survey of 2500+ leaders in 90+ countries reveals 12 critical trends shaping the human capital agenda.
Critical new skills are scarce—and their uneven distribution around the world is forcing companies to develop innovative new ways to find people, develop capabilities, and share expertise.
VISIT HR BLOG -> cake.hr/blog
Birmingham Business Magazine article on Safaraz Ali
Safaraz (Saf) Ali is a social entrepreneur and started his journey in 2000 by founding Pathway Group: an organisation dedicated to changing lives through skills and work.
As the CEO of Pathway, Safaraz is committed to career development and progression through continual learning, reflected in all aspects of his ethos to business. Working within the Skills arena and the welfare sector, the group provides career opportunities through traineeships, employability, and apprenticeships programmes.
In recognition of his position within the business and social entrepreneurial community, Safaraz has been invited to not only judge for the Future Leaders Programme for Ivy House plus several other prestigious awards, he is:
• Head Judge for the Birmingham Awards
• Judge for the UK Government's National Apprenticeship Awards
• Judge for the Great British Entrepreneur Awards
• Judge for Nachural - Signature Awards and the Summer Ball & Awards Entrepreneurship Awards.
Safaraz is the Founder of The BAME Apprenticeship Awards and the BAME Apprentice Network setup to promote ethnic diversity within apprenticeships. They also own and manage the Festival of Apprenticeships brand, the Business Book Awards and the Pathway2Grow operations.
Safaraz is active and a Social CEO and operates several social media channels himself such as:
• https://twitter.com/SafarazAli
• linkedin.com/in/safaraz/
• https://www.facebook.com/SafarazAli/
If Asia's organisations are going to access enough 'value-creating' talent to capture the opportunities that are now in view, they're going to need to embrace better, smarter talent management and attraction strategies. They will need to embrace flexibility in their workforces in order to:
Fill critical skill gaps in a timely and efficient way
Keep talent engaged and retained, even across borders
Etude PwC sur les femmes de la génération Y (mars 2015)PwC France
http://bit.ly/PwC-Female-Millennial A l’occasion de la Journée internationale de la femme le 8 mars prochain, le cabinet d’audit et de conseil PwC publie son étude « The female millennial : A new era of talent » qui chasse les idées reçues sur les femmes au travail. PwC a interrogé 8 756 femmes et 1 349 hommes appartenant à la génération Y (nés entre 1980 et 1995), issus de 75 pays, afin de révéler leur perception du monde du travail en général et de leur carrière en particulier.
The female-millenial-a-new-era-of-talentPwC España
Las mujeres millennials, entre los 20 y los 30 años, creen que, todavía, las oportunidades que les ofrecen las empresas no son las mismas que para los hombres de su generación
2014 Tech M&A Monthly - Deals Closing GloballyCorum Group
Bolstered by strong public markets, record cash and continuing disruptive technological change, the high volume of Tech M&A deals has carried over into the first quarter of 2014, making for a record spring. Tune in to our Quarterly Report April 10 for field reports from the dealmakers in the M&A trenches on deals closing globally.
Plus, details on the key deals, trends and valuations in the Horizontal, Vertical, Consumer, Internet, Infrastructure and IT Services markets for Q1:2014.
Hays Journal is a bi-annual publication providing insight and news for HR, recruitment professionals and hiring managers on the ever-changing world of work.
View it online at https://www.haysplc.com/our-expert-view/hays-journal/latest-issue or request a printed copy from haysjournal@hays.com
Hays Journal 11 - Wereldwijd Inzicht voor Experts in de Wereld van WerkHays Netherlands
Hays Journal is een tweejaarlijkse publicatie met inzichten en nieuws voor HR, recruitment professionals en HR-managers over de steeds veranderende wereld van werk.
Bekijk de uitgave online op https://www.hays.nl/hays-journal/index.htm of vraag een print exemplaar aan bij marcom@hays.nl.
In your pursuit of positioning the workforce to sky-high leadership profiles & laying the groundwork to fight the uncertainties in the technological & economic environments, this wisely written whitepaper should prove to be your rock-solid support.
CEOs and HR leaders see talent as a major challenge to growth. Where should you focus? Our survey of 2500+ leaders in 90+ countries reveals 12 critical trends shaping the human capital agenda.
Critical new skills are scarce—and their uneven distribution around the world is forcing companies to develop innovative new ways to find people, develop capabilities, and share expertise.
VISIT HR BLOG -> cake.hr/blog
Successful young entrepreneurial innovators have achieved something akin to rockstar status. They grace magazine covers and keynote global conferences, inspiring burgeoning
start-ups and Fortune 50 companies alike.
Collectively, young entrepreneurs are innovative by nature and their thinking is an important source of growth and job creation across the world. Today, with digital tools in hand, leaders are better positioned to expand their businesses across borders, seize niche opportunities and shape the global economic future.
Yet, most of today’s young entrepreneurs want more than status and a global corporate footprint. Their ideas of success arise from powerful social, political and economic convictions.
To find out what really makes young innovators tick, The Economist Intelligence Unit, sponsored by FedEx, surveyed more than 500 of these young entrepreneurs around the globe about their motivations, ideals and priorities. Our survey respondents were between 25 and 50 years of age and all founders, owners or partners of firms with fewer than 500 employees. They are living in North America, Europe, Middle
East, India and Africa, Asia-Pacific, and Latin America. We surveyed them on matters of globalization, technology and social values.
We then compared their views with a similar survey of the general public in the same regions. Side by side, these surveys enabled us to differentiate the outlooks of today’s young and innovative entrepreneurs.
Our surveys identified four key mindsets that guide young entrepreneurs: leading with passion; thinking globally; embracing social responsibility; and banking on connectivity. This report explores the similarities and divergences of today’s young entrepreneurs and the general public. It seeks insights into the elements of the business environment that matter most to entrepreneurs, as well as their views on a variety of issues including free trade and social responsibility.
Preparing the Poor and Vulnerable for Digital Jobs: Lessons from Eight Promis...The Rockefeller Foundation
This report profiles successful demand-driven training programs from across the globe. These programs intentionally configure curriculum and other design elements to meet the needs of potential employers. Demand-driven training programs are a key pillar of our strategy for Digital Jobs Africa Initiative because they help ensure that the skills people learn are right for the job they are seeking. The report includes key lessons from the profiled models that can be used as a guide to successful demand-driven training programs.
InstructionsWrite a paper about the International Monetary Syste.docxvanesaburnand
Instructions
Write a paper about the International Monetary System that addresses each of the following issues:
· Define the International Monetary System and outline the history of the system.
· Describe and provide examples of what is meant by “currency regimes,” and define selected types of regimes and form an argument for selecting fixed exchange rate and arguments for selecting flexible exchange rates.
· Describe and define the creation of the Euro and discuss the benefits as well as the problems associated with the creation of this currency.
Support your paper with at least five (5) resources. In addition to these specified resources, other appropriate scholarly resources, including older articles, may be included. Your paper should demonstrate thoughtful consideration of the ideas and concepts that are presented in the course and provide new thoughts and insights relating directly to this topic. Your response should reflect scholarly writing and current APA standards.
Length: 5-7 pages (not including title and reference pages).
Eiteman, D., Stonehill, M., & Moffett, M. (2016). Multinational business finance. Boston, MA: Prentice-Hall.
Read Chapters 1, 2
This is a major resource, however, I think the assignment can be accomplished without it. I can’t seem to be able to download the book.
The global company's challenge.
Authors:
Dewhurst, Martin1
Harris, Jonathan2
Heywood, Suzanne
Aquila, Kate
Source:
McKinsey Quarterly. 2012, Issue 3, p76-80. 5p.
Document Type:
Article
Subject Terms:
*International business enterprises
*Emerging markets
*Economies of scale
*Contracting out
*Risk management in business
*Business models
*Executives
*Financial leverage
*Globalization
*Research & development
Developing countries
Company/Entity:
International Monetary Fund DUNS Number: 069275188
Aditya Birla Management Corp. Pvt. Ltd.
International Business Machines Corp. DUNS Number: 001368083 Ticker: IBM
NAICS/Industry Codes:
919110 International and other extra-territorial public administration
928120 International Affairs
541712 Research and Development in the Physical, Engineering, and Life Sciences (except Biotechnology)
541711 Research and Development in Biotechnology
Abstract:
The article focuses on the management of risks, costs, and strategies by international businesses in emerging markets. It states that the International Monetary Fund reported that the ten fastest-growing economies after 2012 will all be in developing countries. It mentions that technology company International Business Machines expects by 2015 to earn 30 percent of revenues in emerging markets compared to 17 percent in 2009, while Indian multinational conglomerate Aditya Birla Group earns over half of its revenue outside India and has operations in 40 nations. It talks about the benefit of economies of scale in shared services enjoyed by large global companies and comments that the ability to outsource business services and manufacturing is benefiting local busine.
In most developed nations, corporate social responsibility
(CSR) initiatives center on issues such as environmental sustainability, alternative energy, clean technology, and social welfare. Driving these activities, more often than not, is a company’s desire to appeal to strong consumer sentiment. But in the Middle East and North Africa (MENA), CSR is becoming something fundamentally different.
A gig economy is a work environment ( borderless and technology enabled) where organizations /businesses hire temporary workers or freelancers instead of full-time long-term employees. In the consulting/knowledge working context, the gig economy is often referred to as the open talent economy, a term largely attributed to Deloitte Consulting.
Gig economy is at nascent stage in India and Asia.
Web and ,mobile development, web-designing, internet research and data entry are the key focus areas for Indian freelancers while some of them are also engaged in accounting, graphic design and consulting. The study, conducted with 500 Indian freelancers in their local languages, highlights that most Indian freelancers are under the age of 40 and are predominantly men.
Emergence of a truly global work forceNair and Co.
As employers around the world face a talent crunch for accounting and finance professionals, the time is ripe for the emergence of a truly global work force—people who are talented and can accomplish anything, anywhere. We are talking about economies with massive accounting needs and tax and compliance regulations Byzantine enough to challenge the Rubik’s cube. As a finance professional, it is time to start thinking about your opportunities globally.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
2. GLOBAL TALENT
One of the impacts of globalisation has been an
increasingly borderless approach to labour and talent.
Indeed, innovative companies that operate on a truly
global scale have started to reconfigure the way they
deal with their people – and how they achieve the fine
balance between global leadership and local control.
Meanwhile, new rivals from emerging markets are
quickly expanding, not only at home but also into
developed markets. In the process, they are acquiring
new ways of finding and tapping into skilled staff from
all corners of the world.
In this report, which is produced by UK Trade &
Investment in co-operation with the Economist
Intelligence Unit, we review current trends in the
globalisation of talent and the associated implications
for companies worldwide.
Emerging market champions have new ideas about
Some of the trends emerging from this paper include how best to exploit talent. Rather than relying
the following: primarily on trusted expats to run overseas
operations, firms from Brazil, Russia, India and China
The flow of talent is evolving into a multidirectional (the so-called BRIC countries), as well as from other
phenomenon, where corporate borders act as a more emerging markets, are more willing to bring in local
important boundary than national borders. Already, managers – whether in Europe, Latin America or
major companies such as IBM have relocated key elsewhere. Acquisitions in these markets simply add
operations to emerging markets; it now runs its global to the available talent pool.
procurement out of Shenzhen. Future changes may
well be fuelled by ongoing economic growth within Both individuals and companies are using
emerging markets. Indeed, in an online poll, 76 per technology to support this globalisation of talent.
cent of respondents agreed that, in the wake of the Young professionals around the world are more
credit crisis, emerging markets now present the best global in their outlook and want their employers to
opportunity to build a career in the medium term. support their desire to work internationally. They
already tap into increasingly international networks
Staff cuts may be necessary in the short term, but of contacts, supported in part by online social
talent pressures are unlikely to disappear. The current networking tools. Companies are also using
economic downturn means that many companies, technology to help, for example by virtually linking
especially within developed markets, will probably promising executives in emerging markets with more
need to cut back on staffing in the short and experienced mentors elsewhere.
medium term. But highly skilled workers in today’s
globalised environment will move to markets where Expansion abroad still holds many challenges.
the most opportunities open up. Longer term, Thinking globally but acting locally is not a new
companies are unlikely to face any less pressure for idea, but firms continue to struggle to find the right
talent than they do today, so HR bosses will need to balance in choosing what to control centrally and
work hard on their talent management strategies. what to let local operations handle. This is not the
only problem that has been around for a while:
cultural adjustments are still as hard to make as ever,
with little substitute for first-hand experience.
Global Talent Report 1
3. A NEW ERA CASE STUDY
IBM’s cross-border mentoring
In July 2006 a group of American college graduates For Vodafone, the UK-based mobile telecoms company, As multinational companies recognise the growing Moreover, it is not only the mentees who benefit from
arrived in Mysore. They were not visiting the southern the convergence of mobile, broadband and internet importance of emerging markets to their profitability, the programme. Bringing senior US executives into
Indian city to see the famous Hindu temples. The 126 technologies is driving a need to look globally for skills. the question is how to identify and develop future contact with junior colleagues based overseas helps to
graduates were the first batch of hires from US Acquisitions of companies such as New Zealand’s ihug, leaders when, in many of those markets, experience is spread valuable knowledge of how business is conducted
universities made by Infosys, the Indian technology a telecoms and internet company, and the Spanish and in short supply and much of the workforce consists of in emerging markets without having to send executives
services giant. Their arrival in India for the start of a Italian assets of Tele2, the fixed-line telecoms and young people at an early stage in their careers. At IBM, on expensive familiarisation trips. “This programme is a
six-month training programme was also one of a broadband services provider, has allowed it to boost its the solution has been to roll out cross-border great learning experience for the mentors as well,” says
growing number of signs of a new era in the skill base in new areas of communications technology. mentoring programmes in which both mentor and Ms Bopp. “I quickly grew to appreciate what it would be
globalisation of talent. mentee meet virtually. like to manage a team in another country – especially
At the same time, companies from mature economies one like South Africa, with enormous growth coupled
Talk of “global talent” once referred to the western are relying more heavily on newly industrialised “In the USA, if you became a new manager you could with infrastructure challenges.”
executives from Europe and the USA sent overseas to countries to fuel continued growth. As the economic go down the hall and grab ten people who could
establish representative offices in new markets or to downturn in Europe and the USA worsens, this trend potentially be a coach,” explains Kari Barbar, Head of One challenge for those running the programme –
manage the factories in their firm’s supply chain. will accelerate as private sector attention focuses on Workforce and Diversity Programs at IBM. “But the which is being expanded into other emerging markets
Today, however, this largely one-way flow of talent has regions such as the Middle East, China and India, where growth markets are growing so fast that they don’t next year – is making the right matches and ensuring
become a multidirectional movement in which national growth rates, while slowing, still look healthy compared have these mentors and coaches.” that the relationships continue to thrive. To do so, IBM
borders are no longer barriers to recruitment and to those of countries such as the USA and UK. conducts periodic surveys of mentors and mentees as
deployment of skilled workers. The idea behind the global mentoring programme, well as a final survey when the programme period is up.
“Talent flows to where the money is and the business which is initially being rolled out in South Africa, is to And the company has found that many of the
“We spend a lot of time looking at different countries is,” says Keith Dugdale, Director of Global Recruitment capitalise on the knowledge and experience of senior relationships continue beyond the programme. “I still
to try to understand what the talent pool in each at KPMG. “And what we’ll certainly see in the next 18 IBM executives in the company’s US operations by check in with my mentee at least once a quarter,”
market is,” says Kari Barbar, Head of Workforce and months when the recession bites in the USA and UK is having them mentor less-experienced employees – but confirms Ms Bopp.
Diversity Programs at IBM. “One country may be good a net outflow of talent from those countries to at a distance. The programme works by establishing a
at having a call centre, while another might not have emerging markets.” pattern of regular phone calls between mentor and
the infrastructure to support it and would require too mentee as well as via web-based technology. “Virtual
much investment.” Although the prospect of global economic slowdown mentoring enables us to reach more employees in more
may provide a temporary respite from the labour crunch countries, and it exposes people to many more cultures,”
Several factors have contributed to this borderless in developed markets, long-term demographic trends says Mary Ann Bopp, Manager of the mentoring scheme
approach to talent. Not only has the rapid growth of will contribute to reshape the world’s talent pool. With and a mentor in the South African programme.
emerging market companies – frequently outside their birth rates falling and baby boomers retiring in western “Technology removes the lines that divide us.”
own national boundaries – fuelled an appetite for talent Europe as well as in countries such as Russia, Japan,
in new parts of the world, but also many of these Australia and New Zealand, companies will need to look In addition, monthly interactive briefing calls with
companies have in recent years snapped up established to new regions such as Latin America, Africa and Asia C-level IBM executives cover topics such as strategy,
US and European brands, giving them access to new to supply their need for workers. financial modelling, developments in certain industries
pools of labour within their expanded organisations. and new IT trends such as cloud computing. “These
briefings enriched the conversations I had with my
Meanwhile, the move of established global companies mentee and encouraged us to cover a lot of ground,”
into new forms of business and new markets gives them says Ms Bopp. As well as being able to bring to the
access to labour and skills. As Siemens, the German mentoring relationship her experience of working in HR,
electronics and electrical engineering company, expands Ms Bopp’s background in accounting helped, too. “Not
its renewable energy business, its operations in Denmark only did my mentee want leadership and management
– a leader in alternative energy models—provide a base advice, but he also wanted to better understand the
from which to tap into local skills and knowledge about business,” she says. “I could help him develop business
these forms of energy. acumen and understand the financial implications of
the decisions he was making.”
2 Global Talent Report Global Talent Report 3
4. NEW MANAGEMENT MODELS EMERGE
As they become global organisations, companies from While newly emerging multinationals build their
the BRIC countries and other emerging markets are overseas workforces, at home these companies are also
Speaking the language
changing the way talent is managed in overseas proving a powerful presence in the employment arena.
markets. And the new companies have been reluctant to Overseas firms operating in countries such as India or If executives, particularly younger ones, are
adopt the traditional expatriate model long deployed by Brazil have found that they are no longer the only becoming more adept at moving from market to
western multinationals. option for skilled job seekers. Many local multinationals market, it is also true that cultural adjustments
are starting to provide the kind of international remain hard to make. And it is not only working
Instead, many are turning to the talent available in the development opportunities, salaries and benefits that hours or business practices that may be different.
markets in which they have invested, as China’s Haier appeal to ambitious job candidates who might once Some of the changes to which globally mobile
has done in the USA where, rather than sending in have only considered working for a foreign company. businesspeople must adapt are more subtle.
Chinese executives to run its operations, the white
goods maker relies on local managers. In turn, as firms from mature economies look to One example is the “code switching” that takes
emerging markets for future growth, they are battling place when people move from one language to
“In Asia, there’s a lot of focus from companies on how to win talent in those markets. “It’s suddenly become a another. “Human beings use tone of voice, the
to become global and they’re not so much interested in global market,” says Nandita Gurjar, Head of HR at degree of eye contact and gesture to build trust
how US companies did it,” explains Brian Wilkerson, Infosys. “Companies from across the world are hiring with each other,” explains Sunita Singh Maclaren,
Head of Workforce and Diversity Programs. “They’re from the pool of talent in China and India, so no founder of World Wise, a consultancy that offers
trying to create their own model.” longer do we face competition just from the domestic advice, information and training for companies
market, but now it’s more from the global market.” entering new markets. This all changes, she explains,
Emerging multinationals are not only, like Infosys, when they start speaking another language.
recruiting employees from mature markets: they are also One indication of this was the relocation by IBM of its While shifts in the corporate and demographic
benefiting from access to new pools of skilled global procurement operations to Shenzhen in 2006, Pre-departure briefings, language training and
landscape are creating a need for more global
executives in the companies they have acquired. Cemex, accompanied by the company’s Chief Procurement induction courses on arrival can help, as can
workforces, another factor contributing to the change is
the Mexico-based cement maker that has bought Officer, John Paterson. The shift to southern China technologies that connect people in different
the entry of a new generation of employees into the
companies in Latin America as well as in Spain, the UK represented the first time the headquarters of a markets virtually via phone, email, instant
talent market: Generation Y.
and Australia, retains key talent from the firms it corporate-wide IBM business unit had been moved messaging and video conferencing. However,
acquires, using a well-developed system through which outside the USA. Ms Singh Maclaren argues that there is no
Gen Y workers tend to be far more global in their outlook
post-merger integration teams are sent to work with substitute for first-hand experience of new
than previous generations. KPMG's Director of Global
newly purchased companies. As well as helping to build relationships with new markets. “Senior executives say that they go to
Recruitment, Keith Dugdale cites the example of a
suppliers, the move was, according to Mr Paterson at China three times a year. But they go to the
conversation he had with a Singapore-educated Indian
However, strategies vary across emerging economies. the time of the announcement, “about making efficient same hotels, eat in the fancy restaurants and
student at a conference in Dubai. The student expressed a
“The management of Korean companies has been very and effective use of skills everywhere in the world”. sit in the boardroom – and have zero idea of
desire to work in the UK or the USA. “I asked her how she
insular, and they’ve paid a very big price for that,” says what’s happening in smaller communities.”
would find out about those opportunities,” he explains.
Kannan Ramaswamy, a Management Professor at At the same time, companies in countries where skills “She said: ‘I’ll just get on my network in the UK, USA and
Thunderbird School of Global Management. “Whereas, shortages are growing, are seeking to hire from outside “Everyone is looking for the CliffsNotes [student
China and ask people what they think of KPMG.' It’s
for some reason, the Chinese have been open-minded their own borders. In Russia – where a sharp fall in study guides] version of globalisation, but human
staggering, and it’s truly global.”
in allowing western talent to come and help them out.” birth rates is expected to have a negative impact on the societies are incredibly complex,” Ms Singh
economy in the coming years – companies are looking Maclaren adds. “There really is no shortcut –
And if younger people are able to draw on an
overseas to fill some of their employment gaps, companies need to have programmes that help
impressive international network in their job searches,
particularly in the energy and natural resources sector. leaders delve deeply into the cultural metaphors
they also have high expectations of the kind of global
In a recent Economist Intelligence Unit report, 75 per by which people define themselves. And
career moves potential employers can offer them.
cent of respondents in that sector said that they were converting that to business capital requires a lot
“They’ve often travelled, studied or worked abroad, and
likely to hire staff from abroad. of on-the-ground work.”
one of the things they want most in their early careers
is international opportunities,” says Mr Dugdale.
4 Global Talent Report Global Talent Report 5
5. A GLOCAL APPROACH TO
MANAGEMENT
If companies can agree on the need to embrace a If the management and development of the workforce
borderless talent model, they face difficult questions is becoming more geographically dispersed in global Taking research to the researchers
about how to manage their global workforce, the most companies, so is the profile of their leaders. When the
As the number of engineering graduates falls in
important being whether to manage it from the Brazilian firm, Coteminas, merged with Springs of the
the home markets of many European and US
strategic centre of their organisations or to devolve USA to form Springs Global, the textile home
multinationals, many companies are establishing
responsibility to local business units. furnishings company retained its American brand
research and development capabilities in
profile. However, its Chairman and Chief Executive,
countries such as India and China, where a
The answer for many companies is “both”. At Vodafone, Josué Christiano Gomes da Silva, is Brazilian.
steady supply of young engineers flows out of
only the top 60 to 70 roles in the company are
universities every year. Among those to tap into
reviewed at a “Global Development Board” each year, “The leaders of global companies have historically been
this rich vein of emerging market talent are
while regional CEOs are responsible for succession from the UK and USA, and soon it’s going to be China,
companies such as General Electric, Dow
planning and deciding how they want to develop and Brazil, India or Russia,” says Mr Dugdale. “And that
Chemical and Microsoft.
deploy talent during the year. reflects the realities of the changed world.”
GE Global Research now has some 3,000
Yet the balance is often hard to strike. Infosys hands Even so, while the talent world may have changed to
researchers across the world, many of whom are
over much of its talent management to local leaders. become increasingly borderless, companies must also
based in facilities outside the USA, such as the
“But we struggle with it all the time,” admits Ms Gurjar. contend with the fact that labour regulations remain
John F. Welch Technology Centre in Bangalore,
“How centralised or decentralised should we be and local, and can vary widely.
India, and a research centre in Shanghai, China.
what should be controlled and what should be let go?”
While the UK has a flexible labour market, and the USA,
For Dow Chemical, India has become an
Infosys is not alone in facing this dilemma, according with its entrepreneurial spirit, tolerates employment
important market in which to establish research
to Mr Wilkerson of Watson Wyatt Worldwide. “Over the uncertainty relatively well, European countries – notably
centres. It has established an engineering centre
past year I’ve seen a lot of companies challenging the Italy, Belgium and France – tend to be more rigid, both
in Chennai, a service centre in Mumbai staffed by
global structures that they have,” he says. “In many in terms of labour legislation and working culture.
more than 500 employees and, most recently, a
cases resourcing levels are being set at a higher level,
research and development centre in Pune, to be
while the strategies of how you recruit them and When in 2006 France – known for its burdensome
completed by January 2009 and staffed with
manage them are pretty decentralised.” labour regulations – attempted to reduce youth
scientists, about 80 per cent of whom will come
unemployment by introducing flexible contracts for
from the region.
Also being overturned is the old pattern of employee those under 26 years of age, the Government was
development whereby companies bring high-performing forced to back down after a series of demonstrations
Meanwhile, Microsoft has been capitalising on
employees to training centres for instruction in their and strikes.
technical talent pools in China and India.
home countries.
Employing about 50 scientists and support staff
At the same time, governments have responded in
in Bangalore, Microsoft Research India was
The opening in October, for example, of a new facility different ways to global labour flows. While within the
established in 2005, while in Beijing the
in Bangalore, India, brought to three the number of European Union, states must open their markets to
company’s Asia-Pacific research arm employs
centres in Cisco’s Global Talent Acceleration members, they have yet to decide whether to maintain
more than 350 researchers and engineers.
Programme, a scheme designed to foster the next restrictions on workers from new EU states. In addition,
generation of local engineering and sales talent in as global recession sparks rising unemployment, the
While locating such centres in emerging markets
global markets. The company has similar facilities in question for companies is to what extent governments
helps companies to find new sources of talented
Jordan and South Africa. around the world will maintain open borders when it
technicians and scientists, Sunita Singh
comes to labour.
Maclaren, founder of World Wise, believes this
can also help them learn about unfamiliar
markets. “Companies should think about it in
terms of capturing local intelligence to build a
whole new portfolio brand for different
consumers,” she says.
6 Global Talent Report Global Talent Report 7
6. CONCLUSION
As powerful multinationals have emerged from 4. a long-term approach to talent management that takes UK Trade & Investment The Economist Intelligence Unit
developing countries and companies in mature account of the fact that global demographic shifts will UK Trade & Investment is the government The Economist Intelligence Unit is the business
economies look to new markets to expand their continue to fuel competition for skilled employees. organisation that helps UK-based companies succeed information arm of The Economist Group, publisher of
The Economist. Through our global network of 700
businesses, companies need to consider: in the global economy.
As recession starts to affect many countries the growing analysts, we continuously assess and forecast political,
1. an increasingly global approach to their talent number of job losses is what is hitting the headlines. We also help overseas companies bring their high economic and business conditions in nearly 200 countries.
management strategies, whether that means hiring However, while the current round of lay-offs may provide quality investment to the UK’s dynamic economy – As the world's leading provider of country intelligence, we
from regions not previously seen as sources of a temporary easing of the talent crunch, long-term acknowledged as Europe’s best place from which to help executives make better business decisions by
employees or establishing training and research population shifts, patterns of migration, changing succeed in global business. providing timely, reliable and impartial analysis on
centres abroad, employee expectations and continued growth in worldwide market trends and business strategies.
emerging markets point to a world in which companies UK Trade & Investment offers expertise and contacts
2. the need to provide the kind of international career need to cross a growing number of cultural and national through its extensive network of specialists in the UK,
opportunities that will attract ambitious young boundaries to build and maintain the workforces and in British embassies and other diplomatic offices
executives who expect to be globally mobile, essential to their profitability. around the world. We provide companies with the tools
they require to be competitive on the world stage.
3. new models of talent management in which the right
balance needs to be struck between control from the For further information please visit
corporate heart of the company and devolution of www.uktradeinvest.gov.uk
responsibility to local business units, and or telephone +44 (0)20 7215 8000.
8 Global Talent Report