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White Papers and Reports


Flexible Asia  Flexible Asia

 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.



Leading transformation from HR  Leading Transformation from HR

 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.


 Outcome over hours  Outcome Over Hours

Majority of workers believe they would perform at a higher level if their pay was tied to their performance. With the opportunity to directly impact organizational performance, why not give employees what they want? The question also raises an interesting idea for employers and HR managers. If employees don’t see their rate of pay as fair, it implies they are confident in their capabilities and quality of work. Employers can harness this confidence by shifting to a remuneration structure that offers incentives for performance.


Talent Supply Chain Management Readiness   Talent Supply Chain Management Readiness    

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.



2013 Q3 Global Talent Market  Q3 2013 Talent Market Quarterly Report 

The Global Talent Market Quarterly Report provides a summary of the current economic and labor market conditions around the world and gives insight into how they might impact you. Five years after the global financial crisis, the challenges and opportunities in labor markets worldwide remain significant. Today’s global employment rate is estimated at 55.7%—with a global net deficit of around 14 million jobs relative to the pre-crisis employment level. Although full employment recovery is still several years away, pockets of high demand exist and will begin to exacerbate skills shortages. The trend towards more flexible labor markets and more non-traditional work styles also continues to accelerate, making talent management strategies more important than ever. 



HR and the Workplace of the Future HR and the workplace of the future

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.



Talent Cluster Snapshot Talent Cluster Snapshot: Life Sciences

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.


 Reconstructing Leadership Reconstructing Leadership: Align Talent For Change, Value and Innovation

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.