Redrafting Talent Strategies for the Uneven Recovery
2012 begins to unold, 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 executivesoresee 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 diering regional needs to supporteective talent strategies and business operations.o help shed light on how companies areadjusting to the demands o today’s uneventalent market, Deloitte launched
, a longitudinal survey series conducted incollaboration with
. Tis January 2012 edition o
Talent Edge 2020
builds on thendings 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 identiy signicant trends driv-ing corporate talent strategies and to track how companies are responding to shiing 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:
May compaie are eekig ewource o growth i a talled ecoomy.
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 perormance.
Asked torank theirtop strategicpriorities, 38% o the executives surveyedlisted improving top- and bottom-lineperormance, ollowed by expanding intoglobal and new markets at 33%.
May executie are lookigto tregthe their leaderhipdeelopmet pipelie ad 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 expectedshortalls in leadership positions.
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 reerenced and presented in this report, as well as the representationsmade and opinions expressed, unless specically described otherwise, pertain only to the participating organizations and their responses to theDeloitte survey conducted October 2011.