In this volatile and unpredictable world is your organization ready for whatever comes next? HR has a big role in preparing their organizations for the future.

1. 2013 Opening Remarks
Zeitgeist
“the defining spirit or mood of a particular period of history as shown by the ideas and beliefs of the time …”

2. A year ago we gathered here in Milwaukee …
And the defining world events included …
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3. Today, as we reflect on the world we live in …
What sticks with us … ?
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4. 4
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13. What’s happened … What’s happening … What’s going to happen?
How will you meet these challenges?
Is your organization up to it?
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14. New Era of Increased Global Volatility
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15. And this was before the Fukushima
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16. Why Does Volatility Matter?
Change in Operating Performance Following Supply Chain Glitch:
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17. Why Does Volatility Matter?
Impact of Supply Chain Disruptions on Shareholder Value:
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19. Global Disruptions – 4 Categories
• Environmental
• Geopolitical
• Economic
• Technological
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20. Global Economic Losses
as a Percentage of Global GDP
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21. Global Economic Losses by Peril
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22. Commodity Price Index History
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23. Baltic Dry Index
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24. So our economy is recovering …
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25. Dow Tops 15,000!
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26. S&P Hits Above 1,600!
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27. Foreign Markets Reach All Time Highs
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28. … what’s
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happening to the jobs picture?
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29. 3,844,000 job openings in March 2013
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30. While Unemployment Duration Remains a Challenge
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31. EU Unemployment Rates
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32. Education Matters …
U.S. Unemployment Rate By Education Level (Age 25+)
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33. And Healthcare … ?
… when will we sort
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it all out?
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34. In the US, it’s a Persistent Conundrum …
Healthcare Spending Per Capita vs.
Average Life Expectancy
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35. “It is not the strongest of the species that survives, nor the most
intelligent, but the one most responsive to change.”
- Charles Darwin
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36. HR’s Role to Prepare Our Organizations
Organizational culture as “software.”
Create focus out of ambiguity.
Agility, flexibility are modern competencies.
To be able to mobilize quickly.
To compete and win in existing, new and often uncertain
markets with rapidly shifting conditions … in our countries of
origin and globally.
• Talent Acquisition and Talent Management must live together.
• Calls for flexible, scalable service delivery models.
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37. HR in an Age of Disruption
“Talent Economics” – sits at the intersection of
Economics, the behavioral science dealing with
how the forces to supply and demand allocate
scarce resources, and Organization Development
(OD), the HR practice area aimed at facilitating
systemic change within organizations, and
operates at the intersection of Macro Trends
(which track the ebb and flow of talent within a
market or industry system) and Micro Trends
(which track how the economic contract between
employee and employer is changing).
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Talent Economics
– Gayan Nagpal
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38. Talent Economics
The global marketplace needs to STOP
viewing the COMPETITION FOR TALENT
as a problem that needs a solution.
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39. Talent Economics
The employee is evolving, and the very
CONCEPT OF EMPLOYMENT must evolve too.
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40. Talent Economics
We must attract, retain, develop and manage a
more aware, ASSERTIVE and MOBILE workforce.
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41. Talent Economics
We must become forward-looking
TALENT ECONOMISTS.
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42. All That Matters is Talent - The 2020 Plan
Shift focus from finding the best, to the right talent.
Build unconventional entry points for talent.
Poach your own talent before the opposition does.
Champion diversity of thought.
Think outside in – what’s the real EVP?
Let innovation thrive – right people, right
environment, right incentives.
• Create cerebral engagement – Do you have the
environment for network contributors?
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Talent Economics – Gayan Nagpal
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