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WHITE PAPER: The Global Talent Competitiveness Index

Alain Dehaze, Chief Executive Officer of the Adecco Group, in a statement in the latest Global Talent Competitiveness Index, contests that the world of work is changing faster than ever; economics, technology, demographics, sociological trends and government policies are reshaping global labour markets and determining how we will work for years to come.
Considering most people spend the bulk of their time – and therefore a very significant proportion of their lives – at work, such changes are seminal to us all.

Mobility is becoming ever more important to employer and employee alike, while ‘hyper-connectivity’ is making the location of work less relevant.

The workers of tomorrow will  be much more autonomous in terms of attitude – not just because of all those communications gadgets in their pockets. The result will be a new ‘work-life blend’, in which a job extends beyond traditional working hours and spaces with employees taking total control over their schedules and environments.

Finally, with greater volatility and flexibility the norm, tomorrow’s workers will have a distinctly different approach from their predecessors, most evident through an increased emphasis on purpose in job selection.

Against this background, what are the key recommendations for countries and businesses in need to attract the best talents to boost their competitiveness?
This year, the third Global Talent Competitiveness index (GTCi), produced jointly by Insead, Adecco and Singapore’s Human Capital leadership Institute, shows the key role of openness for talent attraction.

image58So appropriately at a time of dramatic images of human masses in transit, the latest GTCi focuses above all on talent mobility. And mobility, it stresses, today does not just mean human flows, but a wealth of new opportunities, often enabled by the latest technology, alongside developing management practices. ‘brain circulation’ becomes a more appropriate term than ‘brain gain’ or ‘brain drain’ in defining the potential benefits for the countries of destination, transit and origin alike.

And, in order to be competitive in attracting talent, companies need to rely on their companies’ ability to embrace professional management practices and fast and relevant career development opportunities, as demanded by the most promising young people of today.
For millennials in particular, mobility has become a key factor in selecting a potential career path and in choosing an appropriate employer. mobility, it is clear, helps to develop talent, and thereby deserves specific attention and investment from countries and businesses.

This report helps us understand the broader issues behind talent competitiveness and the shifting forces at work in the market.
Employers need to boost diversity and training, fostering intercultural environments and a culture of exchange, so all can benefit. They should invest in technology in general, and hyper-connectivity in particular, boosting mobility and flexibility. Companies should also take steps to facilitate autonomy and networking among members of staff. and beyond pure physical mobility, they should work to nurture a broader mobility mindset – a set of goals essential in today’s increasingly fluid and challenging competitive landscape.

As globalisation deepens, talent mobility becomes an important element of dynamism, innovativeness and competitiveness.

For if there is one message above all from this year’s GTCi, it is the importance of mobilising talent to boost prosperity.

 

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