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© 2013 Towers Watson. All rights reserved.
New Realities, New Opportunities
The Future of Recruiting
Ravin Jesuthasan
September 2013

towerswatson.com © 2013 Towers Watson. All rights reserved. 1
Headlines: challenges and opportunities
Talent 2021
GWS
Transformative
HR
Generation Gap? Not when it comes to pay…it is
the #1 attraction driver for all ages in the U.S.
Generation Gap? Not when it comes to pay…it is
the #1 attraction driver for all ages in the U.S.
Structurally Unsound. Businesses are attempting to
reach 21stC heights on 20thC talent and reward platforms
Structurally Unsound. Businesses are attempting to
reach 21stC heights on 20thC talent and reward platforms
Friction Points. By 2021, a new map of
talent surplus and deficits will emerge
Friction Points. By 2021, a new map of
talent surplus and deficits will emerge
Security Minded. Whether it is attraction or
retention, financial security is top of mind
Security Minded. Whether it is attraction or
retention, financial security is top of mind
Engagement at Risk. Only 35% are highly engaged,
stress is increasing and energy is flagging
Engagement at Risk. Only 35% are highly engaged,
stress is increasing and energy is flagging

Human Capital Research

The major themes of Global Talent 2021
Business transformation demands new skills
Mobility from industrialized to emerging markets
Global talent mismatches
Changes in talent management strategies

What is driving the talent agenda?
0 10 20 30 40 50
Generational, social and cultural drivers
Geopolitical trends
Increasing focus on diversity
Regulatory changes
Sustainability and the environment
Shift of market momentum to emerging markets
Industry consolidation and transformation
Increasing competition
Changes in customer needs and behavior
Labor markets shifts
Globalization of markets
Technological and digital change
% of respondents
Market shifts that will have the biggest impact on future
talent requirements
Source: Global Talent 2021 Study conducted by Oxford Economics and Towers Watson, 2012.

What strategies will most impact talent needs?
0 10 20 30 40 50
Other
Outsourcing and offshoring
Organizational realignment
Mergers, acquisitions and alliances
Downsizing and restructuring
Speeding time to market
Supply chain management
Emerging market focus
Penetrating new customer segments
Process improvements
Extending product and service portfolio
Developing digital channels
Reinventing business models
Driving innovation
Global expansion
Improving quality and customer service
Cost reduction and efficiencies
% of respondents
Organizational strategies that will have the biggest
impact on future talent requirements

Demand for talent will rise strongly over next decade
4.0
1.8
4.4 4.5
4.7
4.5
1.2
5.0
5.3 5.3
-0.5 0.6 -0.5 -0.8 -0.7
-2
-1
0
1
2
3
4
5
6
Global NA &
Europe
Americas Asia
Pacific
MEA
Market for talent: Global
Demand Supply Talent gap
% p.a.

But supply to expand even
faster in emerging countries
4.5
5.2
4.6
5.3
7.3
4.6
-0.8 -2.1 0.0
-4
-2
0
2
4
6
8
Asia Pacific India China
Market for talent: Asia Pacific
% p.a.

0.5
Talent challenge greatest in developed economies
1.8 1.6 1.6
2.2
1.2
0.9
0.7
1.4
0.6 0.7 0.6 0.9
0.8
-1
0
1
1
2
2
3
NA &
Europe
France Germany UK U.S.
Market for talent: North America and Europe
% p.a.

Talent friction points in ten years:
Where are your future talent needs?
Deficit countries
Surplus countries
At equilibrium
Norway 0.5
Sweden 0.5
UK 0.9
France 0.7
Spain 0.2
Canada 0.9
USA 0.8
Mexico 0.1
Columbia -1.1
Argentina 0.1
Brazil -0.1
Morocco -0.8
Chile 1.0
Peru -0.6
Russia 0.1
South Korea 0.9
Japan 1.4
Philippines -0.2
Thailand 0.6
Malaysia -0.1
Indonesia -1.5
Netherlands 0.4
Germany 0.6
Poland 1.2
Czech Rep -0.8
Austria 0.4
Switzerland 0.5
Italy 0.8
Greece 0.7
Singapore 0.6
Turkey 0.7
Egypt -0.7
Saudi Arabia -0.2
United
Arab Emirates
-0.2
Qatar -0.6
China -0.0
India -2.1
South Africa -1.0
Bermuda -0.1
Australia 0.5

The Global Workforce Study 2012 helps us understand
the drivers of attraction, retention and sustainable engagement
Attraction Drivers Retention Drivers
Sustainable
Engagement Drivers
Base pay/salary Base pay/salary Leadership
Job security
Career advancement
opportunities
Stress, Balance and
Workload
Career advancement
opportunities
Relationship with
manager/supervisor
Goals and Objectives
Convenient work location
Trust/confidence in
senior leadership
Supervision
Opportunities to learn
new skills
Manage/limit work-
related stress
Image
Drivers linked to Total
Rewards

The current status of the global workforce
35%
22%
17%
26%
Source: Towers Watson 2012 Global Workforce Study.

BY THE NUMBERS
The value of achieving high sustainable engagement
Only 15% of employees with high
engagement are high retention
risks compared to
64% of disengaged employees
3x
High sustainable engagement
companies’ operating margins are
3x higher compared to those with
the lowest levels of engagement
7.3
Higher presenteeism: An average of
6.2 days lost per year for employees
with high engagement vs. 13.5 days
lost per year for the disengaged
49%
operating margin fewer days
lower retention risk

What does this mean for the future of
the workforce?

A need for new skills in the future
Digital Skills
Agile Thinking
0%
10%
20%
30%
40%
50%
60%
70%
Total Americas APAC MEA Europe
Ability to consider and prepare for
multiple scenarios
Innovation
Dealing with complexity and ambiguity
Managing paradoxes, balancing
opposing views
Ability to see the “big picture”
0%
10%
20%
30%
40%
50%
60%
70%
Total Americas APAC MEA Europe
Digital business skills
Ability to work virtually
Understanding of corporate IT
Digital design skills
Ability to use social media and web 2.0
Source: Talent 2021.

A need for new skills in the future
Interpersonal and Communication Skills
Global Skills
0%
10%
20%
30%
40%
50%
60%
TOTAL Americas APAC MEA Europe
Co-creativity and brainstorming
Relationship building (with customers,
partners, government, etc.)
Teaming (including virtual teaming)
Collaboration
Oral and written communication
0%
10%
20%
30%
40%
50%
60%
TOTAL Americas APAC MEA Europe
Ability to manage diverse employees
Understanding international markets
Ability to work in multiple overseas
locations
Foreign language skills
Cultural sensitivity
Source: Talent 2021.

Ready for What’s Next...
Shape work
Environment
that
engages,
enables and
energizes
over time
Think more
broadly and
creatively
about where
talent is sourced
Embrace the
virtual
workplace and
maximize
mobility
and flexibility
Invest more
heavily
in retraining
and
reskilling
(security in
opportunity)
Rethink and
restructure
how
certain work
is
accomplished
Engaging
environment
Talent
sourcing
Virtual
workplace
Re-skilling
Rethinking
work

What does this mean for the Future
of Recruiting?

A shift from delivering services to
educating, enabling and equipping business leaders
Evidence Based Change . . . A Mindset and Approach
Segmentation
Integration
and Synergy
Optimization
Logic-Driven
Analytics
Risk Leverage
 Strategically
categorize
workforce
segments
 Understand
pivotal
segments to
advance
business
priorities
 Manage
unique
segments
holistically
 Understand
how to
leverage the
unique
capabilities of
different Bus
and other
organizations
 Focus on
“collaborative
production”
 Prioritize
investment
where returns
are greatest
 Enable the
business to
seamlessly
manage the
entire
“continuum of
work”
 Identify the
pivotal issues
associated
with getting
work done and
the revenue,
cost and risk
implications
 Robust
analytics to
bring focus to
issues and root
cause
 Identify and
analyze risk
associated
with alternative
talent pools
 Identify the
tradeoffs and
the “risks worth
taking”
Superior business outcomes are achieved when these principles are evident
1 2 3 4 5

Bring the same level of rigor to
human capital planning as you do to business planning
Are you measuring the impact of
your talent decisions relative to
business objectives and results?
Do you measure in single
dimension or focus on the few
critical linkage points?
Do you measure success through
traditional metrics or the desired
business outcome?
Getting the numbers right is just the beginning. The “magic” happens when
measures and analysis are combined with the logic of knowing where to look for
the important connections and the savvy of knowing when a story is better than
a number (for example, framing a talent problem using the metaphor of a supply
chain would likely motivate managers to think about it more critically)
Ensure common frameworks and mental models for analyzing issues and
defining success

The evolution of segmentation:
Granularity and sophistication have greatly evolved, allowing us to
address key questions such as:
 What employee behaviors does the business model require, and how
can we effectively elicit those behaviors from different segments?
 Where does exceptional talent really make a difference versus where
does good enough suffice?
 What behaviors do we need to change (e.g., healthier lifestyles,
increased retirement savings) to improve program effectiveness and
ROI?
Organization:
 Key drivers and performance expectations
 Pivotal versus proficiency rolesPotential
Life stages
Attitudinal
Demographics
Performance
Job roles
Rank and File
vs.
Executives Employee:
 Preferences, values, behaviors
 Lifestyles and life choices
Limited Traditional Microsegmentation: Two perspectivesEmerging

Microsegmentation enables us to identify
the organization requirements for talent in various roles
Example: Airline Industry
Pivotal role analysis, a key element of segmentation, helps
organizations determine how talent in different roles contributes to
business value and where having “great” talent versus “good” talent can
make a difference
Employee Performance
Customer
Loyalty
Airline Pilots
Having more higher
performing airline pilots
will not yield additional
business value (defined
as customer loyalty) to
the organization
Flight Attendants
Employee Performance
Customer
Loyalty
Because airlines maintain
competitive advantage by
differentiating the customer
experience, flight attendants
are a pivotal employee
segment. Higher levels of
performance yield significantly
greater customer loyalty

Create integration and synergy
 How to we meet our talent needs without building up cost and
infrastructure
 How do we tap into a unique ecosystem that ensures an optimal
supply at the right cost
 Transcend the typical organization construct to create integration and
synergy through “collaborative production” across:
 Organizations
 Functions and Business Units

Be prepared to deal with risk in a very different way
What’s known today
and what’s is
unknown
Plan for different scenarios

Optimize the sources of work
 How to we seamlessly move work across multiple delivery platforms
and employment relationships to optimize
 Capacity and Capability
 Cost
 Risk (and control)
 How does HR exercise governance and control across these multiple
relationships
Full time,
onsite
Independent
contractor /
free agent
Full time,
virtual
JV/Partner
entity
Outsourced/
Offshored

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