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Talent Edge 2020: Redrafting Strategies for the Uneven Recovery

Talent Edge 2020: Redrafting Strategies for the Uneven Recovery

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Published by: Deloitte University Press on Oct 05, 2012
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04/23/2013

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Talent Edge 2020:
Redrtg tlettrtege orte ueerecoery
 
Talent Edge 2020
Contents
Key ndings|
1
Seeking new sources o growth in a stalled economy—and the talent toexploit new opportunities|
3
Strengthening leadership pipelines though innovative strategies|
4
Global talent plans challenged by regional needs|
8
Spotlight: Talent programs alling short, investment not up to thechallenge|
10
The bottom line|
14
Survey demographics|
15
Contacts|
17
Talent Edge 2020
i a ew logitudial urey erie coducted or Deloitte Coultig LLP by Forbe Iight explorig chagigtalet prioritie i all idutrie, at large buiee worldwide i the America, Aia Pacifc, ad Europe, the Middle Eat, ad Arica.The
Talent Edge 2020
erie ollow the
Managing Talent in a Turbulent Economy 
erie rom 2009 ad 2010.
Talent Edge 2020: Blueprints for the new normal 
Thi iaugural report eature reult rom a October 2010 urey that polled 334 eior buie leader ad huma reourceexecutie at large global buiee. Thi report explore talet trategie ad uoldig employee tred related to retetio adthe ew challege poed by the receio.Read
Talent Edge 2020: Blueprints for the new normal 
Talent Edge 2020: Building the recovery together—What talent expects and how leaders are responding
Thi report probe diergece betwee the attitude ad deire o three geeratio o employee ad the talet trategie adpractice beig utilized by employer. Thi report eature reult rom a March 2011 urey that polled 356 employee at largebuiee aroud the world.Read
Talent Edge 2020: Building the recovery together—What talent expects and how leaders are responding.
 
Redrafting Talent Strategies for the Uneven Recovery
A
s
2012 begins to unold, we can see thathopes or a global economic recovery in2010 gave way to a new wave o economicdoubts throughout 2011. Many businessleaders are recognizing the critical need todevelop leaders to guide their organization in anew age o uncertainty. Many executivesoresee leadership shortages in the year aheadand are looking at programs to accelerateleadership development within their compa-nies. At the same time, given the stalledeconomy, many companies are seeking new sources o growth and tailoring talent plans toaddress diering regional needs to supporteective talent strategies and business operations.o help shed light on how companies areadjusting to the demands o today’s uneventalent market, Deloitte launched
Talent Edge2020
, a longitudinal survey series conducted incollaboration with
Forbes Insights
. Tis January 2012 edition o 
Talent Edge 2020
builds on thendings o two earlier studies: the rst, aDecember 2010 report on executive attitudesand the second, an April 2011 report on globalemployee attitudes and talent concerns.Our goal is to identiy signicant trends driv-ing corporate talent strategies and to track how companies are responding to shiing economicrealities. In October 2011, Forbes Insights sur- veyed 376 senior executives and talent manag-ers at large companies (annual sales o +$500million) worldwide, across a range o majorindustries. Below are the key ndings:
May compaie are eekig ewource o growth i a talled ecoomy.
As the economic recovery stalls and econo-mists debate the likelihood o a double-diprecession,surveyed seniorexecutivesworldwide ocuson seeking outnew markets orgrowth in orderto bolster bothtop- and bottom-line perormance.
•
Asked torank theirtop strategicpriorities, 38% o the executives surveyedlisted improving top- and bottom-lineperormance, ollowed by expanding intoglobal and new markets at 33%.
May executie are lookigto tregthe their leaderhipdeelopmet pipelie ad program.
Survey respondents anticipate greater short-ages in executive leadership over the next sev-eral years than in any other talent category intheir companies—and also rank leadership astheir most pressing talent concern. Companiesare exploring new accelerated leadershipdevelopment programs to overcome expectedshortalls in leadership positions.
Key ndings
Survey respondentsanticipate greatershortages in executiveleadership over the nextseveral
years than in any other talent category 
in theircompanies—and also rank leadership as their mostpressing talent concern.
As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary o Deloitte LLP. Please see www.deloitte.com/us/about or adetailed description o the legal structure o Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under therules and regulations o public accounting. The statements in this report refect our analysis o survey respondents and are not intended torefect acts or opinions o any other entities. All survey data and statistics reerenced and presented in this report, as well as the representationsmade and opinions expressed, unless specically described otherwise, pertain only to the participating organizations and their responses to theDeloitte survey conducted October 2011.
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