PRESENTATION ON

THE GLOBAL WAR FOR TALENT

CONTENTS
1.Introduction
2.The talent concept
3.Factors affecting war for talent
4.Creative approach for talent solution
5.Implications for research, teaching
and development.
6.Conclusion

INTRODUCTION

Expansion of global economy between 2002

through 2007 lead to business leaders and
HR managers to be worried about
intensifying international competition for
talent. Implies-

Not having the right people in right place to

lead and confront business challenges.
Employing below average candidates just
to fill positions.

THE TALENT CONCEPT

Launched in 1998 after McKinsey & Company

published their report proclaiming better
talent is worth fighting for.
Acc to McKinseyTalent is sum of persons abilities, his/her
intrinsic gifts, skills, knowledge, experience,
intelligence, judgment, attitude, character
and drive.
Also his/her ability to grow.
The best and the brightest.
The corporate sea change The old reality
people need companies replaced by New
reality companies need people.

FACTORS IMPACTING WAR FOR

TALENT
1. Global demographic and economic trends.
. Increasing longetivity, declining birthrates,

disproportionate size of post-war baby

boom generation.
. Increasing economic integration across
nations impacts labor supply and talent
war.
. Economic barriers falling and national govt
remove legal hurdles, capital markets are
vast rapid advances in digital technologies
slashed cost of computing.
. Labor markets driven by FDI.

2.

Increasing mobility
Globalization changes the mobility of people
across geographic and cultural boundaries.
Gaps in real wage rates and differences in
labor- force age profiles.
Brain drain into talent flow.

3. Transformational changes to business

environments, skills and cultures.
Product based to knowledge based
economies.
High value decision makers growing.
Managers dont have relationship skills.

4. Diversity
. Increasing level of ethnic, cultural,
generational and gender diversity.
. Different working modes.
. Increasing employee consumerism.

REASSESSING WAR FOR

TALENT

CREATIVE APPROACH FOR

TALENT SOLUTION.

These are innovative, integrated and strategic

responses, rather than tactical war battles, to
create more cooperative and generative talent
approaches.

First
Rethinking and Designing Employment system as
follows
Retaining Baby Boomers Significant percentage
of people who can work in their 60s or 70s
By Providing them Medical Plans and Services
Reverse mentoring where junior employees can
educate them about things like internet

Second
Practices to leverage their increasingly
diverse employee base
Managers are assessed on how well they
retain and advance minorities and women
Individuals open and flexible mindsets and
their abilities to adopt a learning
perspective.
Third
Mass Career Customization.
Making Employees Career Grow
Through the series of interactive exercises
and online resources

Fourth
Building next generation workforce.
Motivating and Educating Employees help
develop the next generation of future
leaders.
Providing rigorous and relevant study yet
significant personal and organizational
flexibility

IMPLICATIONS FOR RESEARCH,

TEACHING AND DEVELOPMENT.
Discussion leads to following implications

Number of factors that are changing availability

and characteristics of available talent.
Finding right talent at right time in right place
is a challenge in present economy of recession.
Organizations cannot ignore their player B and
only focus on A players.
Forces within and across national borders will
continue to provide diverse workforce.
Cannot continue to discuss talent issue in
vaccum.

1. Focusing new research

Many opportunities present for scholars.

Many related sub fields currently

underdeveloped.
Second academic subfield called global
leaders has blossomed.
Company not necessarily able to hold
managers for global leadership positions.

2. Generating and applying

new models and mindsets.

Not just empirical research but new models

and mindsets are also needed.
Evidence based management requires agile
learning mindset.
Global mindset including strong learning
orientation in cross cultural or cross border
jobs.

3. BUILDING FUTURE TALENT

DEVELOPMENT SYSTEMS

Important for academics to ask new

questions, seek new information, draw on
multiple perspective and viewpoints and
applying global learning mindsets.
Prevailing stereotypes knowledge and
attitudes around talent similarly need to
be challenged.
Creating local talent pools.
Developing and retaining local and global
talent .
Integrating HRM programme with a
business focus.