Talent Pipeline

Spencer Stuart: Dynamic Talent for Dynamic Markets

In a recent report, Spencer Stuart outlines the attributes and additional skills needed for leaders in dynamic markets to truly be effective.  Dynamic market leaders must have cultural agility, handle different kinds of complexities, build local talent pipelines, connect with political and stakeholders, manage regulatory challenges, and have entrepreneurial spirit.

 

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Odgers Berndtson: Will This Fix Your Talent Pipeline

Building a strong talent pipeline is seen as a challenge today, but is nowhere as difficult as it will be with growing markets and shrinking talent pools.  For example, over the next 30 years, it is projected that the EU’s workforce will shrink by 53 million and China’s by 100 million.

 

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Russell Reynolds Associates: Six Dilemmas Facing Multinational Companies in China

When it comes to hiring senior executives in China many MNCs struggle to appoint the best candidate. The growing trend within multinational companies is to appoint local talent, but experienced local talent is hard to find at senior levels. At the same time, expatriates who have strong leadership experience lack market knowledge.

 

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Russell Reynolds Associates: How to Develop China’s Next Generation of Strategic Regional Leaders

A study from Russell Reynolds Associates on the candidate pool in the China market indicates customer services and functional roles are filled by Chinese locals, positions such as general management, strategic planning and marketing still are predominantly filled by Westerners. In the past the main reason behind the localization was cost savings, while nowadays, the salary gap between locals and Westerners has diminished.

 

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Spencer Stuart: Talent Considerations for Internationalizing Chinese Enterprises

The Asia Pacific region has become a producer of top talent, which has significantly increased the size and diversity of the talent pool. Not only is the region producers of top talent, many Western executives are drawn to the region because they view it as critical to their career advancement. Spencer Stuart finds that while companies have more options, the diverse talent pool makes it more challenging to evaluate candidates who would be the best fit.

 

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Spencer Stuart: The Benefits of Talent from Outside of your Sector

An article by Spencer Stuart revealed that some pharmaceutical and medical companies in Central and Eastern Europe (CEE) are opening their doors to talent from outside their industry. With industries facing strict regulatory structures, it can be challenging to persuade businesses that there are advantages to considering an executive who has not been immersed in the industry.

 

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Greenwich Harbor Partners: Seven Deadly Interview Sins

Ted Pryor, managing director of Greenwich Harbor Partners, recently wrote an article for President & CEO Magazine, discussing interview mistakes that can be made by even the most senior executives.

 

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