White Papers and Reports
If Asia’s organizations 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.
HR’s progression through the decades can be measured in the effective deployment of mechanical tools and industrial psychology, not in guiding companies to reach beyond automation and convenient categorizations of worker skills and potential. Outside the FORTUNE 200 companies, where HR chiefs have ready access to their CEOs and perform as strategist, most HR departments continue to be consumed with compliance issues that began escalating in 2007 and 2008. Their scope has been defined by regulation and enforcement, not strategy and vision. These HR teams tend to be small, yet even their C-suites recognize that talent management is becoming as pressing an issue as competition. The adoption of emerging talent management technology is, therefore, a thorny topic. Early adoption of such technology is perceived as risky when budgets are tight and HR is in response mode.
Complex global organizations are increasingly studying—and to a lesser extent adopting—a talent supply chain management mindset. As its name suggests, TSCM is much like traditional supply chain management: directing a network of suppliers and resources to ensure the optimal mix of price, access, and risk. The following research aims to uncover to what extent organizations are rethinking their approach to talent supply chain management, where their highest priorities lie, and what they find particularly challenging. We also look closely at top performers to understand what they do differently from their peers, and how others can emulate them.
The world has always been a web of interwoven trade routes. Within these, Asia’s dominance as an exporter is a long-held tradition that has been the foundation of great empires and dynasties. Today, Asia-Pacific – and in particular the fast-emerging nations in its midst – is once again taking centre stage in the worldwide marketplace. This is the Asia century, and the region’s organizations – as well as the talented individuals that lead them – are going to need to adapt, fast.
You’ve read plenty about the challenges presented by the multi-generational workforce. You get it. The generations are wired differently, they work differently and organizations have to adapt or they go all the way of the dinosaur. The simple truth? If leaders can adapt their mindsets and processes to embrace genuine integration of the learning and leadership styles of Baby Boomers, Gen Xs and Gen Ys, they will bolster their success – and resilience – in the changing world of work.
We have all read the predictions of ‘mega change’ in the workforce of the future. We know how quickly technology has changed our world, as well as how it has radically altered the way we access (and compete for) work. In this report, we look at the five changes that have already begun to occur in the workforce landscape, and provide strategic actions to aid the process of organizations transition to adapt to them.
China’s Life Sciences market has grown dramatically accounting for 5.6% of the global market in 2011. By 2015, it is expected to be the world’s second largest market after the US. China’s annual health care spending is estimated to be approximately $217 billion annually (est. 2010). Experience to date suggests that China’s emergence as a leading destination for Foreign Direct Investment (FDI) is due to both the revenue and operating margin opportunities. The challenge for China now is the speed of economic transformation - the increase in demand for skilled and suitable workers is rapidly outpacing the increase in supply. As a result Companies must focus more intensely on talent strategies to ensure their success in emerging markets.
The twenty-first century version has been fueled largely by the accessibility of technology. It's personal. It's mobile. It's constant. On our hips and in our handbags, technology has changed not just how we communicate but what we communicate. everyone is a producer, not just a critic, of content - all types of content. Word of mouth has been amplified to unimagined degrees. We don't just recommend a new detergent to our neighbors, we like it on social networks and write reviews on e-commerce websites. Customers influence markets and talent pools 24/7. Geographic boundaries are no longer an issue for data transfer. Add this phenomenon to other innovations in products and manufacturing and we have, yet again, a whole new set of demands for corporate management.