Mapping Global Talent: Essays and Insights - Heidrick & Struggles
Mapping Global Talent: Essays and Insights - Heidrick & Struggles
Mapping Global Talent: Essays and Insights - Heidrick & Struggles
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<strong>Mapping</strong><br />
<strong>Global</strong> <strong>Talent</strong><br />
P A C I F I C<br />
Equator<br />
<strong>Essays</strong> <strong>and</strong> <strong>Insights</strong><br />
Tropic of Cancer<br />
O C E A N<br />
Gulf of<br />
Alask a<br />
Tropic of Capricorn<br />
A R C T I C<br />
O C E A N<br />
Russia<br />
Beaufor t<br />
Sea<br />
Ban<br />
Bay<br />
Mexico<br />
United States<br />
Guatemala<br />
El Salvador<br />
Hudson Bay<br />
Canada<br />
Gulf of Mexico<br />
Nicaragua<br />
Panama<br />
Costa Rica<br />
The Bahamas<br />
Antarctic Circle<br />
Greenl<strong>and</strong><br />
Cuba<br />
Dominican Republic<br />
Puerto Rico<br />
Jamaica<br />
Belize<br />
Haiti<br />
Honduras<br />
Ecuador<br />
Peru<br />
Caribbean Sea<br />
Colombia<br />
Chile<br />
Venezuela<br />
Bolivia<br />
Nor wegian<br />
Sea<br />
Arctic Circle<br />
A T L A N T I C<br />
Argentina Uruguay<br />
Norway<br />
Icel<strong>and</strong><br />
United Kingdom<br />
Guyana<br />
Suriname<br />
French Guiana<br />
Paraguay<br />
Brazil<br />
Irel<strong>and</strong><br />
Azores Isl<strong>and</strong>s<br />
Tropic of Cancer<br />
Developed in co-operation with<br />
France<br />
Portugal<br />
Equator<br />
Spain<br />
Algeria<br />
Canary Isl<strong>and</strong>s<br />
Tropic of Capricorn<br />
Morocco<br />
Western Sahara<br />
Mauritania<br />
Mali<br />
Senegal<br />
Cape Verde Isl<strong>and</strong>s<br />
Gambia<br />
Guinea Bissau<br />
Guinea<br />
Sierra Leone<br />
Liberia Ivory<br />
Coast<br />
O C E A N<br />
Puerto Rico<br />
Venezuela<br />
Guyana<br />
Suriname<br />
French Guyana<br />
Brazil<br />
United States<br />
A T L A N T I C<br />
Tropic of Cancer<br />
Cape Verde Isl<strong>and</strong>s<br />
Equator<br />
Western Sahara<br />
Senegal<br />
Gambia<br />
Guinea Bissau<br />
Canary Isl<strong>and</strong>s<br />
Canada<br />
Hudson<br />
Bay Ban<br />
Bay<br />
Mauritania<br />
Icel<strong>and</strong><br />
Greenl<strong>and</strong><br />
Sweden<br />
Finl<strong>and</strong><br />
Norway<br />
Estonia<br />
United Kingdom North<br />
Sea<br />
Latvia<br />
Denmark<br />
Baltic<br />
Lithuania<br />
Irel<strong>and</strong><br />
Sea<br />
Neth.<br />
Belarus<br />
Germany Pol<strong>and</strong><br />
Bel.<br />
Ukraine<br />
Czech Rep.<br />
Slovakia<br />
Caspian<br />
Austria Mold.<br />
France<br />
Switz.<br />
Hungary<br />
Sea<br />
Azores Isl<strong>and</strong>s<br />
Slovenia<br />
Romania<br />
Georgia<br />
Croatia<br />
Azerbaijan<br />
Bosnia<br />
Black Sea<br />
& Herz. Serbia<br />
Portugal<br />
Italy<br />
Mont. Bulgaria<br />
Spain<br />
Albania Mac.<br />
Turkey<br />
Greece<br />
Morocco<br />
Mali<br />
Guinea<br />
Burkina Faso<br />
Sierra Leone<br />
Cote<br />
D'Ivoire<br />
Liberia<br />
Ghana<br />
Benin<br />
Chukchi<br />
Sea<br />
Beaufort Sea<br />
Arctic Circle<br />
Algeria<br />
Syria<br />
Cyprus<br />
Iraq<br />
Lebanon<br />
Kuwait<br />
Arabian Sea<br />
Mediterranean Sea<br />
Israel<br />
Tunisia<br />
Jordan<br />
Qatar<br />
U. A. E. Oman<br />
Nigeria<br />
Niger<br />
Togo<br />
Central African Republic<br />
Cameroon<br />
Ug<strong>and</strong>a Kenya<br />
Equatorial Guinea<br />
Sao Tome & Principe<br />
Rw<strong>and</strong>a<br />
O C E A N<br />
Gabon Congo<br />
Dem. Rep.<br />
Burundi<br />
Of Congo<br />
Tanzania<br />
Tropic of Capricorn<br />
Greenl<strong>and</strong><br />
Sea<br />
A R C T I C<br />
O C E A N<br />
Libya<br />
Angola<br />
Chad<br />
Egypt<br />
Sudan<br />
Zimbabwe<br />
Namibia<br />
Botswana<br />
South Africa<br />
Leptev<br />
Sea<br />
Kara<br />
Sea<br />
Barents Sea<br />
Norwegian<br />
Sea<br />
Zambia<br />
Red Sea<br />
Sea of<br />
Okhotsk<br />
Russia<br />
Eritrea<br />
Mozambique<br />
Ethiopia<br />
Saudi Arabia<br />
Kazakhstan<br />
Kyrgyzstan<br />
Aral Sea<br />
Tajikistan<br />
Uzbekistan<br />
Turkmenistan<br />
Iran<br />
Yemen<br />
Somalia<br />
Afghanistan<br />
Bay<br />
Pakistan of<br />
India<br />
Bengal<br />
Madagascar<br />
Mongolia<br />
China<br />
Nepal<br />
I N D I A N<br />
O C E A N<br />
Equator<br />
Myanmar<br />
Sri Lanka<br />
Madagascar<br />
Bhutan<br />
Nepal<br />
Bangladesh<br />
South<br />
Burma Laos<br />
China<br />
Philippines<br />
India<br />
Sea<br />
Bay<br />
of<br />
Thail<strong>and</strong><br />
Vietnam<br />
Bengal<br />
Cambodia<br />
Sri Lanka<br />
I N D I A N<br />
Malaysia<br />
Sing.<br />
Tropic of Capricorn<br />
O C E A N<br />
Mongolia<br />
China<br />
Brunei<br />
Malaysia<br />
I n d o n e s i a<br />
Yellow<br />
Sea<br />
Russia<br />
East China<br />
Sea<br />
East Timor<br />
Sea of Japan<br />
North Korea<br />
South Korea<br />
Japan<br />
Antarctica<br />
Australia<br />
Great<br />
Australian<br />
Bight<br />
Equator<br />
Sea of<br />
Okhotsk<br />
Tropic of Cancer<br />
Papua New Guinea<br />
Antarctic Circle<br />
Ross Sea<br />
P A C I F I C<br />
Solo<br />
New Cal<br />
Tasman Sea<br />
N
P A C I F I C<br />
Equator<br />
Tropic of Cancer<br />
Copyright © 2007 The Economist Intelligence Unit Ltd <strong>and</strong> <strong>Heidrick</strong> & <strong>Struggles</strong><br />
International Inc. All rights reserved. Reproduction without permission is prohibited.<br />
Trademarks <strong>and</strong> logos are copyrights of their respective owners.<br />
Printed in the USA.<br />
Printed on recycled paper made from 100% consumer waste.<br />
O C E A N<br />
Gulf of<br />
Alask a<br />
Mexico<br />
United States<br />
Guatemala<br />
El Salvador<br />
Canada<br />
Gulf of Mexico<br />
Belize<br />
Costa Rica<br />
Hudson Bay<br />
Honduras<br />
Cuba<br />
Jamaica<br />
Nicaragua<br />
Panama<br />
Ecuador<br />
Ban<br />
Bay<br />
The Bahamas<br />
Haiti<br />
Colombia<br />
Greenl<strong>and</strong><br />
Dominican Republic<br />
Puerto Rico<br />
Caribbean Sea<br />
Venezuela<br />
Arctic C<br />
A T L A N<br />
Guyana<br />
Su
contents<br />
Executive summary, 2<br />
<strong>Essays</strong> <strong>and</strong> <strong>Insights</strong>, 4<br />
Leadership Consulting – How to attract, develop<br />
<strong>and</strong> retain talent in a shifting global l<strong>and</strong>scape, 4<br />
Consumer – I shop therefore I am, 6<br />
Professional services – Rising temperatures, 8<br />
Technology – A future imperative, 10<br />
Industrial – The tale of two worlds, 12<br />
Life Sciences – A healthy future? 14<br />
Financial Services – Accounting for talent, 16<br />
Appendices, 18<br />
Methodology, 19<br />
<strong>Global</strong> <strong>Talent</strong> Index maps, 20<br />
<strong>Global</strong> <strong>Talent</strong> Index weighting, 22<br />
Overall GTI rankings, 23<br />
Demographics, 24<br />
Quality of compulsory education, 25<br />
Quality of universities <strong>and</strong> business schools, 26<br />
Quality of the environment to nurture talent, 27<br />
Mobility <strong>and</strong> relative openness of the labor market, 28<br />
Stock <strong>and</strong> flow of foreign direct investment, 29<br />
Proclivity to attracting talent, 30<br />
Further reading, 31<br />
Economist Intelligence Unit, 32<br />
<strong>Mapping</strong> <strong>Global</strong> <strong>Talent</strong><br />
<strong>Essays</strong> <strong>and</strong> <strong>Insights</strong><br />
Welcome to the <strong>Global</strong> <strong>Talent</strong> Index, a unique research study<br />
designed to identify where talent is located in the world today<br />
<strong>and</strong> where it will be located five years from now.<br />
The wall map demonstrates talent’s distribution in 2012, while this booklet of<br />
short essays examines the challenges <strong>and</strong> opportunities opening up in different<br />
industries. The theme that recurs repeatedly is that the successful organizations<br />
of the future will be those able not just to attract the brightest global talent, but<br />
nurture, develop <strong>and</strong> retain it by offering a compelling work environment <strong>and</strong><br />
sophisticated succession strategies.<br />
I believe it will be the provision of a learning environment that will determine<br />
the iconic market leading companies in years to come. We already know that<br />
Generation Y – those born between 1977 <strong>and</strong> 2005 – will have had an average of<br />
fourteen jobs by the time they are 38. The next generation is more dem<strong>and</strong>ing,<br />
fickle <strong>and</strong> sophisticated than any other. Sophisticated talent dem<strong>and</strong>s<br />
sophisticated talent management.<br />
I hope the <strong>Global</strong> <strong>Talent</strong> Index reveals a lot more about the future we face <strong>and</strong><br />
how we can best prepare for it. Ignorance is bliss? Not in the world of talent.<br />
L Kevin Kelly<br />
CEO, <strong>Heidrick</strong> & <strong>Struggles</strong>, September 2007
Executive summary<br />
<strong>Talent</strong> is the new oil <strong>and</strong> just like<br />
oil, dem<strong>and</strong> far outstrips supply<br />
In early 2007 <strong>Heidrick</strong> & <strong>Struggles</strong>, in partnership<br />
with the Economist Intelligence Unit, undertook a<br />
study to encapsulate the current state of global talent<br />
<strong>and</strong> its future configuration around the planet. Which<br />
countries have the strongest pipeline? Where will talent<br />
thrive over the next five years? What will change? And<br />
what impact should that have on how companies plan<br />
strategically for the medium term?<br />
The resulting research, incorporating the data analysis<br />
of thirty countries, shows subtle shifts <strong>and</strong> changes<br />
as it measures global talent in 2007 <strong>and</strong> anticipates<br />
future realities in 2012. Using a unique <strong>and</strong> proprietary<br />
algorithm, the <strong>Heidrick</strong> & <strong>Struggles</strong> <strong>Global</strong> <strong>Talent</strong><br />
Index (GTI) uses quantitative <strong>and</strong> qualitative data to<br />
measure the economic indicators, cultural contexts,<br />
trends in education, foreign direct investment (FDI),<br />
mortality, health <strong>and</strong> market fluidity that will impact<br />
the ability of talent to thrive within these countries.<br />
<strong>Heidrick</strong> & <strong>Struggles</strong> <strong>Mapping</strong> <strong>Global</strong> <strong>Talent</strong>: <strong>Essays</strong> <strong>and</strong> <strong>Insights</strong><br />
This combination of objective data <strong>and</strong> local<br />
knowledge proved particularly helpful in enabling the<br />
Economist Intelligence Unit to assess the more data-<br />
poor economies: allowing us to tell a talent story that<br />
would otherwise have remained hidden.<br />
Money talks<br />
The findings confirm a basic suspicion – talent follows<br />
where money leads. As a consequence, perhaps<br />
unsurprisingly, talent is most likely to be found in<br />
developed, wealthy economies, led by the US (which<br />
tops the table in 2007 <strong>and</strong> 2012), followed by the UK<br />
<strong>and</strong> Canada <strong>and</strong> the two smaller, but open economies of<br />
Sweden <strong>and</strong> the Netherl<strong>and</strong>s. The inclusion of Sweden<br />
<strong>and</strong> the Netherl<strong>and</strong>s, along with Australia, in the Top<br />
10 talent rankings shows that this trend is consistent<br />
even in countries where demographic factors are weak.<br />
Specifically: it is not just the size of the potential talent<br />
pool that matters, but how it is nurtured.<br />
Political structure<br />
influences talent growth<br />
The results in the lower half of the rankings are more<br />
ambiguous. Not all countries in the bottom ten<br />
are equal: they range from Greece to Iran, through<br />
Brazil <strong>and</strong> Saudi Arabia. In part this comes down to<br />
the number of countries selected – analysis of thirty<br />
economies cannot fully reflect the different levels of<br />
development across the world. Nevertheless, certain<br />
themes emerge, particularly from the bottom five.<br />
A common trend is that several of the least promising<br />
performers do not currently boast fully-functioning<br />
democracies. This opens up an interesting avenue for<br />
further research into the links between an open society<br />
<strong>and</strong> the development of talent.
BRIC is IC<br />
A key finding revealed by this research, <strong>and</strong> supported<br />
by prior academic studies conducted by the Economist<br />
Intelligence Unit, is that the often repeated, media<br />
friendly ‘BRIC’ story – the inexorable rise of Brazil,<br />
Russia, India <strong>and</strong> China – is more accurately expressed<br />
as an ‘IC’ story.<br />
India <strong>and</strong> China sit in the top ten (10th <strong>and</strong> 6th<br />
respectively in 2012) whereas Russia occupies 18th<br />
place both now <strong>and</strong> in 2012, <strong>and</strong> Brazil falls from 23rd<br />
place now to 25th place in five years time. The fact that<br />
Russia stays stable overall masks a gradual erosion in<br />
the quality of its compulsory education system, which<br />
has been steadily falling since the collapse of the Soviet<br />
Union in 1991. In spite of the increased investment in<br />
higher education, weaknesses in primary <strong>and</strong> secondary<br />
education provision are likely to have an adverse impact<br />
on the country’s ability to develop its talent resources<br />
over the longer term – a waste of Russia’s undoubted<br />
natural potential. China <strong>and</strong> India do benefit from their<br />
large populations but China also performs relatively<br />
well in terms of its educational infrastructure <strong>and</strong> its<br />
ability to attract foreign investment. Meanwhile India<br />
out-performs China on several measures related to<br />
the labor force – widespread knowledge of English<br />
throughout the general population being an<br />
obvious example.<br />
Foreign direct investment<br />
remains a key catalyst for<br />
the development of talent<br />
Malaysia exemplifies the power of foreign direct<br />
investment (FDI) <strong>and</strong> achieves its 12 th place position<br />
(in both 2007 <strong>and</strong> 2012) largely because of the amount<br />
of foreign investment flowing across its borders. FDI<br />
is at a premium within the talent index since it is<br />
normally accompanied by imports of technological<br />
<strong>and</strong> managerial best practice. In addition, as foreign<br />
companies become established they often seek to replace<br />
expatriates with local employees, creating dem<strong>and</strong> for<br />
new jobs <strong>and</strong> new skills. Mexico is another example of<br />
the potential power of FDI, rising two places (from 21st<br />
place to 19th place) because of a strong rise in the stock<br />
of FDI over the forecast period. Mexico’s proximity<br />
to the US <strong>and</strong> its entry into the North American Free<br />
Trade Organization (NAFTA) in 1994 has given it the<br />
edge over other Latin American countries (for example<br />
Brazil), boosting annual FDI inflows to<br />
around US$20bn.<br />
Black <strong>and</strong> white <strong>and</strong> shades of grey<br />
The GTI concentrates on seven focus areas (see<br />
Methodology on page 19). The Index is a subtle tool,<br />
but in certain cases the brushstrokes are too broad,<br />
making changes in the rankings appear more dramatic<br />
than they are. Two slightly weakening performers would<br />
seem to be Germany <strong>and</strong> Australia, but their fall in the<br />
rankings by one place (from 6th to 7th for Germany,<br />
<strong>and</strong> 7th to 8th for Australia) is more the result of<br />
China’s advance rather than any intrinsic deterioration<br />
of their talent pools – indeed, Germany’s overall score<br />
actually improves by one point in the five year period<br />
analyzed by this study. This note of caution should<br />
be borne in mind when examining any index as small<br />
changes in score can combine to result in significant<br />
alterations in rank. A case in point is Argentina, which<br />
falls by four places on the back of a score that falls by<br />
only two points.<br />
Today’s leading pools of talent may not be<br />
under pressure just yet but companies who<br />
want to flourish in the future must adopt a<br />
global view of recruitment. China <strong>and</strong> India<br />
are emerging as significant players <strong>and</strong> cannot<br />
be ignored. All over the world employees are<br />
behaving as consumers, able to pick <strong>and</strong> choose<br />
the companies they wish to work for: employers<br />
must to do everything they can to cultivate<br />
a powerful, persuasive reputation for talent<br />
management if they are to safeguard their<br />
long-term talent resources.<br />
<strong>Global</strong> <strong>Talent</strong> Index, developed in co-operation with the Economist Intelligence Unit
Leadership Consulting<br />
How to attract,<br />
develop <strong>and</strong><br />
retain talent in<br />
a shifting global<br />
l<strong>and</strong>scape<br />
Dr Elisabeth Marx<br />
Leadership Consulting<br />
emarx@heidrick.com<br />
<strong>Heidrick</strong> & <strong>Struggles</strong> <strong>Mapping</strong> <strong>Global</strong> <strong>Talent</strong>: <strong>Essays</strong> <strong>and</strong> <strong>Insights</strong><br />
The implications of the <strong>Global</strong> <strong>Talent</strong> Index<br />
(GTI) for identifying, developing <strong>and</strong> retaining<br />
the best executive talent are four-fold:<br />
• The search map – the area in which talent<br />
can be found – has changed.<br />
• New global leaders must have very<br />
specific competencies.<br />
• Development opportunities need to be<br />
much more targeted.<br />
• Retention should start on the first day<br />
of employment.<br />
The search map<br />
Our research shows a significant expansion in the area<br />
of the search map. Most searches for large companies<br />
are now global, targeting executives in Asia, Europe <strong>and</strong><br />
the US for key positions in international companies<br />
all over the world. This new class of global executive<br />
has common features: they have an MBA from a top<br />
business school; they have several years of international<br />
experience <strong>and</strong> are typically fluent in several languages.<br />
My own research revealed that in 1996, only 42% of<br />
top CEOs in the United Kingdom had international<br />
experience but by 2005, this figure had nearly<br />
doubled with 79% of chief executives boasting<br />
experience abroad.<br />
Executives are also expected to have far more crosssector<br />
experience than before with a track record of<br />
making lateral moves during their careers. In response<br />
to the ‘War for <strong>Talent</strong>’, search firms are now tracking<br />
international high-fliers proactively <strong>and</strong> for the long<br />
term. For example, <strong>Heidrick</strong> & <strong>Struggles</strong>’ China<br />
initiative specifically tracks Chinese nationals with<br />
international backgrounds who want to return home.<br />
Search firms need to continue to work much more<br />
strategically with companies; the ad-hoc filling of empty<br />
posts as they arise needs to be replaced by a holistic,<br />
focused <strong>and</strong> flexible approach which incorporates<br />
the assessment, development <strong>and</strong> training of existing<br />
executives alongside the recruitment of new talent.<br />
The new global leaders<br />
The complexity, pace <strong>and</strong> global platform of today’s<br />
business environment dem<strong>and</strong>s a special set of<br />
characteristics. Apart from heightened requirements<br />
in terms of background <strong>and</strong> experience, the leadership<br />
criteria have changed dramatically over the last 10<br />
years: there is now no substitute for global leadership<br />
experience. However, when looking at the GTI <strong>and</strong><br />
the concentration of talent across the globe, one key<br />
question emerges: how can we better assess the global<br />
leadership capabilities of the various talent pools?
From a search consultant’s point of view these are<br />
the essential characteristics to look for in the new<br />
global leader.<br />
International literacy<br />
• Operating in different geographic regions.<br />
• Underst<strong>and</strong>ing the cultural differences of employees<br />
<strong>and</strong> customers.<br />
• Dealing with ambiguity – those executives who<br />
dem<strong>and</strong> an excessive amount of certainty <strong>and</strong> rigid<br />
frameworks do not generally adapt well to the<br />
complex cultural patterns of working in foreign<br />
countries <strong>and</strong> with different sensibilities.<br />
• Enjoying diversity in a psychological sense.<br />
Managing paradoxes<br />
• Taking a helicopter-view <strong>and</strong> think strategically<br />
whilst keeping the focus on operational results.<br />
• Switching easily between different modes: from<br />
long-term thinking to short-term, <strong>and</strong> from cost-<br />
saving to expansion <strong>and</strong> growth.<br />
• The flexibility to h<strong>and</strong>le these potential paradoxes is<br />
the key characteristic of future top executives.<br />
The ability to build successful teams<br />
The emphasis on the CEO as the ‘hero’ is waning.<br />
Business success at the top (<strong>and</strong> farther down the<br />
organization) depends on the leader pulling effective<br />
teams together. Our research shows that very few<br />
companies have highly effective teams at the top <strong>and</strong> a<br />
common complaint is that while there are individual<br />
strengths, “the team is not working together”.<br />
Companies are already beginning to address this issue,<br />
<strong>and</strong> we are seeing much more active intervention at the<br />
top level as CEOs engage external help in aligning the<br />
team with business strategy.<br />
The new development program<br />
Large companies are increasingly creating their own<br />
universities to train staff from around the world.<br />
There has also been a rise in the provision of in-house<br />
<strong>and</strong> bespoke programs from international business<br />
schools. Samsung, for example, has created its own<br />
talent pipeline by first recruiting people of different<br />
nationalities from leading business schools <strong>and</strong><br />
universities around the world, <strong>and</strong> then putting them<br />
through its in-house training <strong>and</strong> development center.<br />
The coaching industry, a largely unregulated area,<br />
is also exploding, answering a growing dem<strong>and</strong> for<br />
the development of ‘softer’ skills such as teaching,<br />
“The answer is a better<br />
analysis <strong>and</strong> underst<strong>and</strong>ing<br />
of their motivational<br />
make-up …”<br />
negotiating <strong>and</strong> listening. In the future, to give<br />
executives the support they require, we would expect<br />
the provision of such skills to be provided by business<br />
school programmes <strong>and</strong> follow-up coaching.<br />
Retention <strong>and</strong> career<br />
management of the best<br />
The best are constantly offered jobs by your competitors<br />
– how can you retain them over longer periods of<br />
time? The answer is a better analysis <strong>and</strong> underst<strong>and</strong>ing<br />
of their motivational make-up so that you can offer<br />
productive career support <strong>and</strong> development.<br />
Employer anxiety about top executives leaving can<br />
prevent sensible career discussions from taking place.<br />
Bosses often completely avoid the subject with their<br />
employees, leaving the employee feeling under-valued<br />
<strong>and</strong> unfulfilled, resulting in turnover at the most senior<br />
level. Having an internal or external career development<br />
function helps executives clarify what they want <strong>and</strong><br />
what they would like the next step of their career to be.<br />
The company is then able to construct a scenario where<br />
this can be achieved. The companies that will grow<br />
in this new talent geography are those which coach,<br />
motivate <strong>and</strong> develop their own talent in t<strong>and</strong>em with<br />
an inclusive, global recruitment process.<br />
<strong>Global</strong> <strong>Talent</strong> Index, developed in co-operation with the Economist Intelligence Unit
Consumer<br />
I shop<br />
therefore I am<br />
Torrey Foster<br />
Consumer practice<br />
tfoster@heidrick.com<br />
<strong>Heidrick</strong> & <strong>Struggles</strong> <strong>Mapping</strong> <strong>Global</strong> <strong>Talent</strong>: <strong>Essays</strong> <strong>and</strong> <strong>Insights</strong><br />
How do you cater to a fickle global<br />
consumer who wants the latest <strong>and</strong> greatest<br />
product for half the price? That is the<br />
question troubling the consumer industry.<br />
Higher levels of discretionary income<br />
with the rise of the middle classes in India<br />
<strong>and</strong> China, combined with ever more<br />
sophisticated consumer tastes, have created<br />
a world where the customer is king (but<br />
always on the look out for a bigger, better<br />
value crown!)<br />
The growing spending power of the developing world<br />
is startling. Today in China the middle class numbers<br />
over 300 million people – that is the same figure as the<br />
current population of the USA. Meanwhile, assuming<br />
steady growth over two decades, India is poised to<br />
overtake Germany as the world’s fifth-biggest consumer<br />
market by 2025.<br />
The developed world cannot match this aggressive<br />
consumerism, but the next five years will see a rise in<br />
tempo as key retail giants fight over a population that is<br />
developing ever more precise ideas of what they want to<br />
spend their money on. The pressures this consumerism<br />
puts on product development, supply chain <strong>and</strong> price<br />
has resulted in strong retail concentration<br />
– for example, in the US, Home Depot <strong>and</strong> Sears<br />
hold sway in the homeware arena, in the UK grocery<br />
store Tesco is the leader, while Carrefour dominates in<br />
France.<br />
These giants expect the very latest in product<br />
development, durability, design <strong>and</strong> price <strong>and</strong><br />
small scale suppliers – finding it hard to keep up<br />
– are increasingly being incorporated into larger<br />
conglomerates with only the Nestlés, the PepsiCos <strong>and</strong><br />
the Krafts able to square up to the big retail firms.<br />
In talent terms this never-ending drive for innovation<br />
will see an exponential increase in the value of R&D<br />
expertise. The pipeline must be primed to produce a<br />
constant stream of new products that will impress the<br />
consumer. Throwing money at innovation isn’t the<br />
solution – many large companies have been tripped up<br />
by this in the past <strong>and</strong> have in turn been outsmarted<br />
by smaller, more nimble competitors. Outsourcing will<br />
become an important pressure valve, as some companies<br />
are already finding to their advantage. At Procter &<br />
Gamble, 35% of all its new products have elements that<br />
originate from outside the company, up from about 15%<br />
in 2000. They say this kind of collaboration has seen<br />
R&D productivity increase by nearly 60%, while R&D<br />
investment as a percentage of sales has fallen from 4.8%<br />
in 2000 to 3.4% today.
The case of Procter & Gamble highlights the fact that<br />
survival in the consumer industry will come to rely<br />
not just on investment of resources but also on good<br />
management. Their R&D operation is working because<br />
it is being well-directed with a clear strategy. This has<br />
important implications for managerial talent in the<br />
sector. Those individuals who will perform best in 2012<br />
<strong>and</strong> beyond will be those who are able to manage the<br />
R&D function in a global context. These managers will<br />
be skilled at forecasting customer <strong>and</strong> supplier behavior<br />
<strong>and</strong> trends, <strong>and</strong> they will have an extremely detailed<br />
underst<strong>and</strong>ing of supply chain vagaries <strong>and</strong> imperatives.<br />
They will also need to be media-savvy. The single biggest<br />
challenge in the consumer sector over the next five years<br />
will be the increasing difficulty of communicating to<br />
consumers <strong>and</strong> potential employees. An astonishing<br />
range of media channels compete for the consumer’s<br />
attention, <strong>and</strong> the industry’s dilemma will be how to<br />
ensure their br<strong>and</strong> message – be it about online stores,<br />
green policies or the latest new products, is actually<br />
seen by their customers (before they see what the<br />
competition has on offer).<br />
So where will this talent be found? The educational<br />
ranking of the <strong>Global</strong> <strong>Talent</strong> Index indicates that<br />
unsurprisingly, over the next five years the US, Canada<br />
<strong>and</strong> Europe will be the predominant suppliers of top<br />
quality graduates. What is surprising <strong>and</strong> perhaps the<br />
consequence of heightened visa restrictions is that<br />
the United States registers a low score for mobility of<br />
labor <strong>and</strong> relative openness of its labor market. This<br />
measure records the language skills of the population,<br />
the number of international students studying in the<br />
country <strong>and</strong> the number of nationals studying in<br />
foreign universities. The USA scores 9th place in 2007,<br />
<strong>and</strong> falls to 10th place in 2012, overtaken by India.<br />
This is not the case in Canada, the UK or Germany,<br />
which score 1st, 2nd <strong>and</strong> 3rd place respectively in this<br />
particular ranking, both today <strong>and</strong> in 2012. This would<br />
suggest that, if it is to realize its full educational <strong>and</strong><br />
demographic potential, the US must encourage greater<br />
immigration <strong>and</strong> emigration, helping future American<br />
managers gain the international experience which will<br />
allow them to compete in (<strong>and</strong> fully underst<strong>and</strong>) the<br />
global consumer market.<br />
American companies in the consumer sector have not<br />
traditionally had a reputation for nurturing their own<br />
talent, innovation being the key concern. However,<br />
there is evidence that the giants in the industry are<br />
realizing the value of managing <strong>and</strong> developing the<br />
talent they have – Wal-Mart for example, has ongoing<br />
initiatives to develop its own talent, including a<br />
leadership-in-training program <strong>and</strong> a leader-to-leader<br />
project for managers, aiming to push decision-making<br />
power down the management ladder. They have<br />
also introduced a new pilot program through which<br />
employees can alert the company of their talents <strong>and</strong><br />
ambitions <strong>and</strong>, once assessed, managers recommend<br />
ways for them to pursue their skills, through<br />
secondments, evening classes, language lessons etc.<br />
This idea of temporary foreign work placements recalls<br />
that key talent trend – to be fully successful in the<br />
world of tomorrow, international experience will<br />
be indispensable.<br />
“to realize its full educational<br />
<strong>and</strong> demographic potential the<br />
US must encourage greater<br />
immigration <strong>and</strong> emigration,<br />
helping future American<br />
managers gain the international<br />
experience which will allow<br />
them to compete in (<strong>and</strong><br />
fully underst<strong>and</strong>) the global<br />
consumer market”<br />
<strong>Global</strong> <strong>Talent</strong> Index, developed in co-operation with the Economist Intelligence Unit
Professional Services<br />
Rising<br />
temperatures<br />
Krishnan Rajagopalan<br />
Business & Professional Services practice<br />
krajagopalan@heidrick.com<br />
<strong>Heidrick</strong> & <strong>Struggles</strong> <strong>Mapping</strong> <strong>Global</strong> <strong>Talent</strong>: <strong>Essays</strong> <strong>and</strong> <strong>Insights</strong><br />
The professional services sector is<br />
developing a split personality. On the one<br />
h<strong>and</strong>, it is made up of internationally-<br />
known US <strong>and</strong> European firms with<br />
thous<strong>and</strong>s of employees <strong>and</strong> years of<br />
experience, ready to perform almost any<br />
task for a corporate client. On the other, it<br />
incorporates a myriad of young firms, from<br />
call-centers in Croatia to large, fast-growing<br />
Indian outfits, all of which are low-cost <strong>and</strong>,<br />
in most cases, highly competitive in terms<br />
of basic skills <strong>and</strong> business processes.<br />
Historically, the two sides have co-existed fairly<br />
peacefully: increasingly over the next five years, the<br />
competition will start to heighten. With the outlook<br />
for global economic growth slightly less buoyant, the<br />
traditional professional services industry will find quick<br />
wins harder to come by. Clients will increasingly pick<br />
<strong>and</strong> choose services by price <strong>and</strong> value, as opposed to<br />
reputation, depth of experience <strong>and</strong> international reach.<br />
At the same time, the young offshoring companies<br />
will continue to migrate into higher-end services,<br />
encroaching on more of the core activities of their well-<br />
established competitors.<br />
As a result, offshoring – “hiring” another company’s<br />
talent to cut costs – is expected to show compound<br />
annual growth rates of more than 15%. By contrast the<br />
traditional professional services sector, will grow at<br />
around half that rate.<br />
Given this, both sides of the sector will need to make<br />
the procurement of talent a top priority in the next five<br />
years. Both will depend on similar methods for finding<br />
their new hires – vigorous recruiting at the university<br />
level <strong>and</strong> strong networking skills for identifying<br />
managers from other professions who might be<br />
persuaded to change careers. Both sides of the business<br />
will also need to develop strong internal recruiters who<br />
know how to promote the firm <strong>and</strong> who are adept<br />
at building networks of qualified c<strong>and</strong>idates in the<br />
communities where their companies operate.<br />
The first stop will be universities. Both at home <strong>and</strong><br />
abroad, the reputation <strong>and</strong> quality of a country’s<br />
universities will be a key measurement for recruiters.<br />
The <strong>Global</strong> <strong>Talent</strong> Index’s ranking of the quality of<br />
universities <strong>and</strong> business schools – which assesses the<br />
number of universities ranked globally among the top<br />
five-hundred, the number of business schools ranking<br />
in the world’s top one-hundred <strong>and</strong> the spending per<br />
student on higher education as a percentage of GDP<br />
per capita – shows a number of important developments<br />
in this regard.<br />
In 2012, for example, the GTI score shows that the<br />
top five countries measured by the quality of their
universities <strong>and</strong> business schools will be unchanged<br />
from 2007 with the US, the UK, Sweden, South Korea<br />
<strong>and</strong> Australia scoring 78, 44, 38, 37, <strong>and</strong> 36 in 2012<br />
respectively (out of a possible 100 points). However,<br />
there will be significant movement below these top-<br />
ranked countries, with Germany, France, Russia, Japan<br />
<strong>and</strong> Pol<strong>and</strong> all moving up two places to 6th, 7th, 11th<br />
12th <strong>and</strong> 16th respectively (out of the ranking of thirty<br />
countries). Russia’s advance st<strong>and</strong>s in stark contrast to<br />
the lower quality of its compulsory education, where it<br />
ranks 22nd in the 2012 ranking, down two places from<br />
20th in 2007. The two measurements underline Russia’s<br />
growing commitment to higher education, with junior<br />
<strong>and</strong> high-school facilities receiving a lower priority.<br />
Given the advances of both Germany <strong>and</strong> France,<br />
Canada <strong>and</strong> Saudi Arabia will both drop two places<br />
to 8th <strong>and</strong> 9th on the 2012 ranking of the quality of<br />
universities <strong>and</strong> business schools. Lower down the<br />
ranking, China will hold steady at 21st place with India<br />
moving up one level to 25th; these figures are naturally<br />
distorted due to the size of the population <strong>and</strong> the<br />
method of assessment, which is spread per capita. While<br />
both of these countries will continue to support high-<br />
quality higher education over the next five years <strong>and</strong><br />
will have tremendous talent pools, the sheer number<br />
of their populations pulls down their ranking in the<br />
expenditure per student measurement.<br />
As the developing world continues to pile into the<br />
offshoring business, the range of industries “hiring”<br />
capital will continue to grow over the next five years.<br />
Even the most conservative, security-conscious sectors<br />
will be seeking to reduce costs by moving their more<br />
routine businesses to offshore facilities. In the legal<br />
profession, for example, more highly skilled work<br />
such as litigation research, traditionally carried out by<br />
paralegals in-house, <strong>and</strong> intellectual property work<br />
involving patent research, analysis, <strong>and</strong> drafting<br />
of patent applications, is expected to move to<br />
offshoring facilities.<br />
Given the continued need for versatile, talented staff for<br />
both sides of the professional services sector – offshore<br />
<strong>and</strong> onshore – firms will need to do the following:<br />
Think globally regarding talent<br />
pools <strong>and</strong> talent competition<br />
They will need to source globally for roles that they<br />
have previously looked to fill locally <strong>and</strong> they will need<br />
to keep in mind that the talent competition is leveling<br />
out with the traditional competitor <strong>and</strong> the offshore<br />
company looking for exactly the same talent but with a<br />
different value proposition.<br />
Think creatively on channels<br />
for talent acquisition<br />
One of the key resources in the years ahead will be<br />
the industry’s own employees. In particular, employee<br />
referral programs will become more popular. These<br />
generally offer cash rewards <strong>and</strong> prizes to employees for<br />
successfully referred c<strong>and</strong>idates. For KPMG, nearly 39%<br />
of the firm’s experienced hires came through employee<br />
referrals. For smaller firms the percentage will be less<br />
but just as valuable, particularly considering the low<br />
cost of acquiring talent in this manner.<br />
Innovate the HR function<br />
With talent in short supply, organizations should elevate<br />
HR to the highest levels, acknowledging that talent is<br />
the only competitive advantage. Leading companies<br />
need to customize their HR processes to align with<br />
business objectives <strong>and</strong> create a results-oriented,<br />
performance culture. Be ready – the global talent war in<br />
professional services is just beginning to heat up.<br />
<strong>Global</strong> <strong>Talent</strong> Index, developed in co-operation with the Economist Intelligence Unit
10<br />
Technology<br />
A future<br />
imperative<br />
Daniel Cheng<br />
Technology practice<br />
dcheng@heidrick.com<br />
<strong>Heidrick</strong> & <strong>Struggles</strong> <strong>Mapping</strong> <strong>Global</strong> <strong>Talent</strong>: <strong>Essays</strong> <strong>and</strong> <strong>Insights</strong><br />
After years of hype, the technological future<br />
is almost here. The networked home, the<br />
truly portable office, easy-to-use video<br />
conferencing <strong>and</strong> collaborative, online<br />
project management all promise to become<br />
realities over the next five years. This will<br />
have one effect – the search for talent in<br />
the IT <strong>and</strong> telecoms sectors will intensify as<br />
corporate <strong>and</strong> consumer spending outpaces<br />
global economic growth.<br />
Even the most traditional non-technical companies<br />
will need to upgrade to Web 2.0 online environments<br />
<strong>and</strong> the latest hi-tech equipment in order to maintain<br />
productivity <strong>and</strong> competitiveness. At the same time,<br />
consumers will continue to dem<strong>and</strong> the latest electronic<br />
gadgets complete with internet access, such as designer<br />
smartphones, portable gaming consoles, <strong>and</strong> networked<br />
appliances for the home.<br />
In the telecoms sector, sales of the ubiquitous mobile<br />
phone will continue to grow, even as world penetration<br />
levels rise to over 50%. In addition to buoyant sales<br />
in emerging markets, dem<strong>and</strong> will be sustained by<br />
upgrades to web-enabled h<strong>and</strong>sets, which will be used<br />
to pay for purchases, to check e-mails, download music,<br />
watch TV <strong>and</strong> make <strong>and</strong> receive texts <strong>and</strong> calls. Fixed-<br />
line telecom companies will need to meet the challenge<br />
of web-based telephony <strong>and</strong> converged networks,<br />
providing their customers with much more than plain<br />
vanilla voice services.<br />
Given these trends, a flexible, collaborative, global<br />
workforce will be a top priority for virtually all<br />
multinationals in the IT <strong>and</strong> telecoms sectors. In order<br />
to retain top-flight people around the world, companies<br />
are already developing techniques for plugging their<br />
people into closed system internal corporate recruiting<br />
networks using the latest technology. For example,<br />
IBM now manages its workforce globally using a<br />
system called Professional Marketplace, which provides<br />
rapid online access to the HR profiles of over 70,000<br />
employees. These profiles are updated regularly in<br />
order to reflect work experiences <strong>and</strong> skills. Using this<br />
system, managers can quickly identify suitably-skilled<br />
employees from around the world to meet the needs of<br />
each project. Microsoft uses something similar, called<br />
distributed engineering, where engineers around the<br />
world can collaborate online.<br />
With the best IT <strong>and</strong> telecom companies experiencing<br />
turnover rates as high as 15%, retaining talent will<br />
become an even greater concern in the years ahead.<br />
As a result, non-compensation based benefits – such<br />
as childcare <strong>and</strong> flexible working hours – will rise in<br />
importance. SAS Institute, the world’s largest privately<br />
held software <strong>and</strong> related services provider, has a 4%
employee turnover, which it attributes in part to its on-<br />
site day care center. The company also has around five<br />
employees who focus full-time on helping employees<br />
deal with the needs of their ageing parents.<br />
The <strong>Global</strong> <strong>Talent</strong> Index reveals that the tech sector<br />
will continue to recruit primarily from the US over the<br />
next several years as it retains its dominance in terms<br />
of the quality of universities <strong>and</strong> business schools –<br />
the key factor in developing new talent in these fields.<br />
The US will be followed by the UK <strong>and</strong> Sweden in<br />
Europe. Saudi Arabia will hold a similar position in<br />
the Middle East.<br />
The countries to watch in terms of an improving<br />
overall quality for nurturing talent are Australia <strong>and</strong><br />
South Korea, as well as China, which will leap eight<br />
places to rank 14th by 2012. A declining country in this<br />
category is Russia, which is predicted to sink from 6th<br />
place to 11th over the next five years primarily due to<br />
the gradual erosion of its education system since the<br />
collapse of the Soviet Union in 1991. This trend will not<br />
be countered significantly by the rising investment the<br />
Russian government is putting into higher education as<br />
it will take more than five years for these improvements<br />
to have a significant effect on the Russian ability to<br />
nurture talent.<br />
The ten countries with the greatest proclivity for<br />
attracting talent (assessing the technical skills of the<br />
work force, personal disposable income, employment<br />
growth <strong>and</strong> GDP data) will remain largely unchanged<br />
over the next five years, with North America <strong>and</strong><br />
Europe retaining their overall dominance. France<br />
will take over the number two spot currently held by<br />
Sweden, which will slip to 7th place. This leap can be<br />
attributed in part to Nicolas Sarkozy’s new government<br />
<strong>and</strong> his modernising of France’s traditional working<br />
practice restrictions.<br />
On demographics, China <strong>and</strong> India rank first <strong>and</strong><br />
second place respectively. We can predict that these<br />
two countries will yield an increasing number of<br />
talented graduates in the hi-tech sector given their<br />
strong tradition of engineering <strong>and</strong> science at the<br />
university level. This, plus the increased presence of<br />
foreign multinationals in China, has helped boost the<br />
country up the overall ranking from 8th place in 2007<br />
to 6th place in 2012. India holds firm at 10th overall,<br />
aided by its gradual improvement in the quality of its<br />
environment to nurture talent, the mobility of its labor<br />
<strong>and</strong> relative openness of its labor market.<br />
“Even the most<br />
traditional nontechnical<br />
companies<br />
will need to upgrade<br />
to Web 2.0 online<br />
environments<br />
<strong>and</strong> the latest hitech<br />
equipment in<br />
order to maintain<br />
productivity <strong>and</strong><br />
competitiveness.”<br />
<strong>Global</strong> <strong>Talent</strong> Index, developed in co-operation with the Economist Intelligence Unit 11
1<br />
Industrial<br />
The tale of<br />
two worlds<br />
Dale Visokey<br />
Industry practice<br />
dvisokey@heidrick.com<br />
<strong>Heidrick</strong> & <strong>Struggles</strong> <strong>Mapping</strong> <strong>Global</strong> <strong>Talent</strong>: <strong>Essays</strong> <strong>and</strong> <strong>Insights</strong><br />
Top-flight graduates will be harder to lure<br />
into the industrial manufacturing sector<br />
over the next five years. Recruiters who<br />
underst<strong>and</strong> this fact will be at an advantage.<br />
The reasons are simple – the global manufacturing<br />
sector will grow at a relatively slow pace over the next<br />
few years, led by strength in emerging markets. <strong>Global</strong><br />
passenger car sales, for example, will rise by an average<br />
of only 3.5% per year until 2012 <strong>and</strong> the increase will<br />
be driven by dem<strong>and</strong> in China <strong>and</strong> India. Sales in the<br />
developed world will remain disappointing; with the US<br />
market set to stagnate <strong>and</strong> those in western Europe <strong>and</strong><br />
Japan expected to grow by a modest 2 to 4%.<br />
The energy sector will exhibit similarly low-key<br />
growth with global energy dem<strong>and</strong> per head expected<br />
to average 2.4% per year over the next few years.<br />
Slower dem<strong>and</strong> will be the result of high prices <strong>and</strong><br />
an increased move toward energy conservation in the<br />
developed world. There will be a similar story in other<br />
major industrial sectors.<br />
Given this trend, traditional manufacturing industries<br />
<strong>and</strong> energy companies will need to tackle their less<br />
than sparkling growth profile head on <strong>and</strong> wring as<br />
much talent as possible out of emerging markets. One<br />
tactic will be the establishment of local training units<br />
in the fast growing markets. In China, for example, the<br />
logistics firm DHL has already set up its own<br />
Logistics Management University, which teaches<br />
new recruits everything from courier business to<br />
supply chain management.<br />
The downside, however, will be losing staff almost as<br />
quickly as they are trained. “Multinational operations<br />
in China must contend with a 20 to 30% annual<br />
staff turnover rate <strong>and</strong> recruit 1,000 plus employees<br />
annually,” says Indranil Sen, a Vice President for<br />
strategic intelligence at DHL. “With two years’<br />
experience in logistics, many employees will job-hop<br />
<strong>and</strong> start work for another firm, the incentive being a<br />
50% pay increase.”<br />
In the developed world, manufacturing companies<br />
can retain trained staff if they are willing to give<br />
international opportunities to their top performers. And<br />
this trend will be seen all the way up the management<br />
structure. In a recent survey of US <strong>and</strong> European CEOs<br />
by the Economist Intelligence Unit, 60% of respondents<br />
said their senior management teams will become more<br />
international over the next three years. Opportunities<br />
for senior management in the emerging markets look<br />
set to grow – Chinese automakers, for example, will be<br />
keen to hire Western managers over the next five years<br />
as they begin to exp<strong>and</strong> into foreign markets.
“In a recent survey of US <strong>and</strong> European CEOs by the<br />
Economist Intelligence Unit, 60% of respondents said<br />
their senior management teams will become more<br />
international over the next three years.”<br />
In the US <strong>and</strong> European aerospace <strong>and</strong> defense<br />
industries, the major talent challenge over the next five<br />
years will be a greying workforce. According to the<br />
Aerospace Industries Association, the average aerospace/<br />
defense engineer in the US is currently nearly sixty<br />
years old. By 2008, approximately 27% of employed<br />
engineers will be eligible for retirement, <strong>and</strong> during the<br />
next decade, the number of employees with science <strong>and</strong><br />
engineering degrees reaching traditional retirement<br />
age will triple.<br />
In the developing world, the exact opposite is true, with<br />
science <strong>and</strong> engineering degrees becoming increasingly<br />
popular as a means to move up the income ladder.<br />
However, visa restrictions in the US <strong>and</strong> Europe,<br />
limiting the immigration of foreign professionals, will<br />
remain tough. As a result, the growing ranks of Asian<br />
graduates will be increasingly absorbed on their home<br />
ground by native firms <strong>and</strong> the US <strong>and</strong> European<br />
companies locating new manufacturing facilities in<br />
these faster growing emerging economies.<br />
Given this imbalance, the aerospace <strong>and</strong> engineering<br />
industries will need to make a big effort to attract<br />
<strong>and</strong> retain new graduates, through the establishment<br />
of programs that support research, pre-graduation<br />
internships, <strong>and</strong> mentoring activities once a new recruit<br />
signs on. Retention will be a major problem; in the<br />
aerospace industry, the attrition rate in the one to six<br />
year range will be approximately two times greater than<br />
in the overall new graduate population.<br />
The manufacturing sector also dem<strong>and</strong>s blue-collar<br />
talent – those steady workers who contribute to the<br />
success of a business through a commitment to quality<br />
<strong>and</strong> productivity. Several fast growing developing<br />
markets – China in particular – will be an increasingly<br />
attractive source of these skills. The <strong>Global</strong> <strong>Talent</strong><br />
Index’s ‘flow of foreign direct investment’ (FDI)<br />
measurement reveals that some other countries are likely<br />
to become more important in this regard. South Africa<br />
will rise seven places to rank fifth on the FDI ranking<br />
by 2012, a movement that reflects the country’s growing<br />
role as a supplier of goods <strong>and</strong> services to the rest of the<br />
African continent as well as overseas. Other countries<br />
which will rise up the FDI ranking include Mexico (up<br />
five places to 11th) Egypt, Ukraine, <strong>and</strong> France.<br />
<strong>Global</strong> <strong>Talent</strong> Index, developed in co-operation with the Economist Intelligence Unit 1
1<br />
Life Sciences<br />
A healthy<br />
future?<br />
Jeff W Dodson<br />
Life Sciences practice<br />
jdodson@heidrick.com<br />
<strong>Heidrick</strong> & <strong>Struggles</strong> <strong>Mapping</strong> <strong>Global</strong> <strong>Talent</strong>: <strong>Essays</strong> <strong>and</strong> <strong>Insights</strong><br />
The life sciences sector, in many ways, is<br />
a victim of its own success. The medical<br />
<strong>and</strong> public health advances of the last<br />
several decades have translated into<br />
healthier people, longer lifespans, reduced<br />
infant mortality <strong>and</strong> an exp<strong>and</strong>ing global<br />
population. It seems dem<strong>and</strong> for healthcare<br />
services <strong>and</strong> products can only continue to<br />
increase globally.<br />
The prevalence of ‘lifestyle’ diseases – such as obesity<br />
<strong>and</strong> alcoholism – are already causing increased alarm<br />
in the developed world, leading to a greater focus on<br />
disease prevention <strong>and</strong> education in those economies.<br />
Meanwhile concern over infectious diseases, particularly<br />
Avian Flu <strong>and</strong> HIV/AIDS, will facilitate greater<br />
government cooperation with industry in both the<br />
emerging markets <strong>and</strong> the developed world, increasing<br />
the dem<strong>and</strong> for multi-lingual healthcare policy experts<br />
with a global perspective in both the public <strong>and</strong><br />
private sector.<br />
The global pharmaceutical business will see continued<br />
growth, but at a slower rate, as more low-cost generics<br />
become available, government pricing pressures<br />
continue, <strong>and</strong> truly innovative drugs come to market<br />
at a slower pace. This steady growth will be sustained<br />
by increasing knowledge about DNA <strong>and</strong> molecular<br />
science, which promise more personalized drugs able<br />
to target niche markets with greater efficacy. This<br />
should deliver greater pricing power to the industry<br />
but may require the sale of larger numbers of lower<br />
revenue drugs rather than reliance upon the traditional<br />
blockbuster model of selling a few key drugs to large<br />
segments of the global population.<br />
Whether due to costs, restructuring, mergers, a<br />
reluctance to hire from outside the industry, the rapid<br />
growth of emerging markets or a combination of all<br />
five, the pharmaceutical <strong>and</strong> biotechnology industries<br />
have historically failed to invest sufficient resources in<br />
building their internal teams. The biotech companies<br />
have tended to rely on a pretty h<strong>and</strong>-to-mouth existence<br />
while the more established firms in pharma have often<br />
operated as exclusive US/European clubs, increasingly<br />
leaning on staffing organizations to fill their talent<br />
gaps in the short term, rather than applying long-term<br />
succession planning. As the influence of China <strong>and</strong><br />
India continue to rise over the next five years this trend<br />
cannot continue; already there is growing evidence of<br />
the gradual move to outsourcing selected functions, an<br />
option the industry had previously been slow to accept.<br />
When assessing a move to outsourcing, biotech<br />
companies will need to ensure they are able to access<br />
similar talent pools <strong>and</strong> resources to those they have<br />
in their current locations. Existing biotech clusters
have the competitive advantage of being located close<br />
to many highly respected universities – for example<br />
the cluster in Northern California which has twelve<br />
major research universities <strong>and</strong> laboratories in the<br />
region helping to drive innovation. The proliferation<br />
of collaborative working <strong>and</strong> knowledge sharing tools<br />
<strong>and</strong> technologies should help break down geographic<br />
barriers over the next five years, allowing for an<br />
increasing level of outsourcing to countries in Asia <strong>and</strong><br />
Eastern Europe.<br />
In cases where medicines need to be developed for<br />
large regional markets, it will make sense for companies<br />
to locate their facilities closer to the population in<br />
question, where the dem<strong>and</strong> is higher <strong>and</strong> where these<br />
companies can access the local skilled talent pool.<br />
Multinationals in this sector will invest in global regions<br />
where there is a high supply of technical <strong>and</strong> scientific<br />
professionals, such as China, India <strong>and</strong> Brazil, which<br />
rank 1st, 2nd <strong>and</strong> 5th, respectively, in the demographics<br />
category of the <strong>Global</strong> <strong>Talent</strong> Index both in 2007 <strong>and</strong><br />
2012. To build the scale of talent needed in markets<br />
like China <strong>and</strong> India to better serve large local markets,<br />
pharmaceutical multinationals will need to play an<br />
active role in recruiting <strong>and</strong> developing people at junior,<br />
middle <strong>and</strong> senior levels in their organizations.<br />
<strong>Global</strong>ly, the life sciences sector will need to keep<br />
working hard to attract the most skilled <strong>and</strong> committed<br />
scientists <strong>and</strong> researchers, in addition to top-quality<br />
senior general management executives capable of<br />
leading <strong>and</strong> driving change across complex global<br />
organizations. This will necessitate a global talent<br />
search; for graduate level personnel this search will<br />
be centered mainly on the top universities. For more<br />
experienced individuals the hunt will be among the<br />
world’s fast-growing biotech firms <strong>and</strong> university labs.<br />
As with other high-growth sectors, not just the<br />
recruitment but the retention of talent will be a major<br />
headache for the life sciences sector over the next<br />
five years. To address this problem, pharmaceutical<br />
companies will need to start looking at recruiting<br />
outside of their traditional hiring range. For example,<br />
companies will need to be more involved at high<br />
school <strong>and</strong> college level to generate interest <strong>and</strong> educate<br />
students on the skills needed for the industry. In<br />
addition, these companies will need to begin targeting<br />
the 60+ market, which is looking increasingly likely to<br />
seek supplemental income after retirement age <strong>and</strong> may<br />
continue to work in the field through reduced work<br />
programs.<br />
The <strong>Global</strong> <strong>Talent</strong> Index’s measurement of the quality<br />
of the environment to nurture talent – which puts<br />
a strong weighting on the percentage of university<br />
students in the sciences, numbers of R&D researchers<br />
<strong>and</strong> meritocratic remuneration – reflects one of the<br />
biggest changes ahead for talent trends in the life science<br />
sector over the next five years. China, which advances<br />
two places on the overall <strong>Global</strong> <strong>Talent</strong> Index for 2012,<br />
jumps eight places to 14th in this category between<br />
2007 <strong>and</strong> 2012, its biggest advance among all seven<br />
measurements used to make up the GTI. The increase<br />
reflects the Chinese government’s determination to<br />
improve the quality of life for its population <strong>and</strong><br />
develop the life sciences sector into one of its global<br />
competencies.<br />
Another strong performer in this category is South<br />
Korea, which advances four places to 10th place in the<br />
rank in its ability to nurture talent. Unsurprisingly, the<br />
US ranks top in this category, given its long history<br />
of innovation in the sector, followed closely by the<br />
Netherl<strong>and</strong>s, Canada, Japan <strong>and</strong> Australia.<br />
Developing an awareness of these emerging trends <strong>and</strong><br />
making the recruitment, development <strong>and</strong> retention of<br />
top talent a strategic imperative is critically important<br />
for every life sciences company competing in the<br />
global market. Equally important is the establishment<br />
of strong partnerships with world class agencies<br />
capable of recruiting the best talent in key functions<br />
in all established <strong>and</strong> emerging regions. The most<br />
proactive industry players have already made significant<br />
investments in talent, <strong>and</strong> these are the companies that<br />
are best positioned for the future.<br />
<strong>Global</strong> <strong>Talent</strong> Index, developed in co-operation with the Economist Intelligence Unit 1
1<br />
Financial Services<br />
Accounting<br />
for talent<br />
Valerie Germain<br />
Financial Services practice<br />
vgermain@heidrick.com<br />
<strong>Heidrick</strong> & <strong>Struggles</strong> <strong>Mapping</strong> <strong>Global</strong> <strong>Talent</strong>: <strong>Essays</strong> <strong>and</strong> <strong>Insights</strong><br />
Over the past two decades young graduates<br />
have been attracted to the challenge <strong>and</strong><br />
wealth creation opportunities that have<br />
resulted from an evolving global financial<br />
services sector. The US has been a dominant<br />
source of talent, but several factors have<br />
resulted in an increasing dem<strong>and</strong> for fresh<br />
skill sets <strong>and</strong> talent from different countries.<br />
These factors include the continued growth<br />
of European markets, a rise in opportunities<br />
across Asia <strong>and</strong> other emerging markets,<br />
<strong>and</strong> the growth of a new group of top<br />
financial service firms not domiciled in<br />
the US.<br />
In the future, a number of market risks will rebalance<br />
the opportunities that have existed in this sector. Slower<br />
global economic growth <strong>and</strong> rising interest rates, credit<br />
defaults <strong>and</strong> issues stemming from a lack of market<br />
liquidity – following the sub-prime mortgage collapse<br />
– will, in the short-term lead firms to reevaluate their<br />
portfolios, product mix <strong>and</strong> pace of expansion. A<br />
slowdown in the global property market, particularly<br />
in developed economies, will put financial pressure<br />
on banks that have enjoyed strong returns from real<br />
estate lending. As the economy slows <strong>and</strong> the debt<br />
markets become less attractive, M&A activities, led<br />
in part by private equity funds, will lessen, causing<br />
investment banks to rethink their ongoing growth plans<br />
in investment banking <strong>and</strong> capital markets. The sharp<br />
rise in debt associated with leveraged buyouts by private<br />
equity firms will increasingly become a source of risk<br />
to lenders.<br />
To combat this, many banks will continue to diversify<br />
their businesses, strengthen reserves <strong>and</strong> improve the<br />
quality of loan recipients. A high premium will be<br />
placed on new product development, emerging markets,<br />
<strong>and</strong> increasingly sophisticated risk management <strong>and</strong><br />
transfer techniques. The appetite will be for multi-<br />
lingual c<strong>and</strong>idates with international experience who<br />
possess a strong combination of technical experience<br />
<strong>and</strong> education.<br />
The <strong>Global</strong> <strong>Talent</strong> Index (GTI) shows that the historic<br />
dominance of US talent will continue but also reveals<br />
the rise of several European countries as European<br />
financial services firms emerge as dominant global<br />
players. Over the next five years, it is predicted that<br />
France will leap three places to rank 2 nd behind the<br />
US in the proclivity to attracting talent measurement<br />
– this vital indicator assesses the technical skills of the<br />
workforce, personal disposable income, employment<br />
growth <strong>and</strong> GDP data. Canada, Germany, Australia <strong>and</strong><br />
the UK follow in 3 rd , 4 th , 5 th , <strong>and</strong> 6 th places, respectively.<br />
Japan will also gain competitive advantage, jumping<br />
from 14 th to 11 th place in its proclivity to attract talent<br />
over the next five years.
There will also be significant dem<strong>and</strong> for talent<br />
originating in the high growth areas of Asia <strong>and</strong> the<br />
other emerging markets. The dem<strong>and</strong> for this talent<br />
may outpace the supply. Despite the vast numbers of<br />
graduates entering the workforce every year in these<br />
countries, a relatively low proportion will have the skills<br />
required by global financial service firms. Those that do<br />
will be highly sought after <strong>and</strong> firms will need to offer<br />
top compensation <strong>and</strong> career growth opportunities to<br />
attract <strong>and</strong> secure their loyalty.<br />
Interestingly, India, which earns its overall 10 th place<br />
ranking in the GTI primarily because of the talent pool<br />
created by its huge population, will jump four places,<br />
from 17 th to 13 th , in its proclivity to attract talent in<br />
2012. This is the country’s single biggest improvement<br />
among all seven indices, reflecting a continued emphasis<br />
on technical training at the secondary <strong>and</strong> tertiary levels<br />
of education as well as a rapidly exp<strong>and</strong>ing middle-class.<br />
The orientation of graduates is far more sophisticated<br />
today because of their access to information from the<br />
internet. ‘Generation Y’, those born between 1977 <strong>and</strong><br />
2005, have grown up with computers, show no fear of<br />
technology, take risks <strong>and</strong> are media-savvy <strong>and</strong> br<strong>and</strong><br />
conscious. They are an online generation whose new<br />
social spheres are networking sites such as MySpace <strong>and</strong><br />
FaceBook. Within a few years, job podcasts by even the<br />
most conservative of companies will become a reality.<br />
The firms that underst<strong>and</strong> this <strong>and</strong> position themselves<br />
accordingly will reap the benefits.<br />
One of the ongoing challenges in financial services<br />
has been the thoughtfulness with which firms have<br />
approached succession planning. This has been true<br />
in some parts of the sector more than others but, as<br />
the sources of talent change it will be increasingly<br />
incumbent on all firms to mature the processes around<br />
the development <strong>and</strong> retention of their next generation<br />
of leadership talent.<br />
‘Generation Y’, those born between 1977 <strong>and</strong> 2005, have grown<br />
up with computers, show no fear of technology, take risks <strong>and</strong> are<br />
media-savvy <strong>and</strong> br<strong>and</strong> conscious. They are an online generation<br />
whose new social spheres are networking sites such as MySpace<br />
<strong>and</strong> FaceBook. Within a few years, job podcasts by even the most<br />
conservative of companies will become a reality.<br />
<strong>Global</strong> <strong>Talent</strong> Index, developed in co-operation with the Economist Intelligence Unit 1
N T I C<br />
Verde Isl<strong>and</strong>s<br />
1<br />
Appendices<br />
Barents Sea<br />
Norwegian<br />
Sea<br />
Icel<strong>and</strong><br />
Sweden<br />
Finl<strong>and</strong><br />
Appendix A Methodology, 19<br />
Appendix B <strong>Global</strong> <strong>Talent</strong> Index maps, 20 Irel<strong>and</strong><br />
Appendix F Quality of compulsory education, 25<br />
Appendix G Azores Isl<strong>and</strong>s<br />
France<br />
Quality of universities <strong>and</strong> business schools, 26<br />
Appendix I<br />
Portugal<br />
Mobility <strong>and</strong> relative openness of the labor market, 28<br />
Spain<br />
Appendix J Stock <strong>and</strong> flow of foreign direct investment, 29<br />
Western Sahara<br />
Senegal<br />
Gambia<br />
Guinea Bissau<br />
Canary Isl<strong>and</strong>s<br />
Guinea<br />
Mauritania<br />
Morocco<br />
Mali<br />
Sierra Leone<br />
<strong>Heidrick</strong> & <strong>Struggles</strong> <strong>Mapping</strong> <strong>Global</strong> <strong>Talent</strong>: <strong>Essays</strong> <strong>and</strong> <strong>Insights</strong><br />
Cote<br />
Liberia<br />
D'Ivoire<br />
Ghana<br />
Greenl<strong>and</strong><br />
United Kingdom<br />
Appendix C <strong>Global</strong> <strong>Talent</strong> Index weighting, 22<br />
Appendix D Overall GTI ranking, 23<br />
Appendix E Demographics, 24<br />
Burkina Faso<br />
Benin<br />
Arctic Circle<br />
Appendix H Quality of the environment to nurture talent, 27<br />
Appendix K Proclivity to attracting talent, 30<br />
Equator<br />
Algeria<br />
North<br />
Sea<br />
Denmark<br />
Neth.<br />
Bel.<br />
Nigeria<br />
Greenl<strong>and</strong><br />
Sea<br />
Switz.<br />
Tunisia<br />
Niger<br />
Norway<br />
Germany<br />
Italy<br />
Baltic<br />
Sea<br />
Pol<strong>and</strong><br />
Czech Rep. Slovakia<br />
Austria Hungary<br />
Libya<br />
Chad<br />
Estonia<br />
Latvia<br />
Lithuania<br />
Slovenia<br />
Croatia<br />
Bosnia<br />
& Herz. Serbia<br />
Mont.<br />
Albania<br />
Belarus<br />
Romania<br />
Mac.<br />
Greece<br />
Bulgaria<br />
Mediterranean Sea<br />
Ukraine<br />
Mold.<br />
Kara<br />
Sea<br />
Black Sea<br />
Turkey<br />
Cyprus<br />
Lebanon<br />
Egypt<br />
Israel<br />
Sudan<br />
Syria<br />
Jordan<br />
Red Sea<br />
Georgia<br />
Russia<br />
Eritrea<br />
Caspian<br />
Sea<br />
Azerbaijan<br />
Iraq<br />
Ethiopia<br />
Saudi Arabia<br />
Kazakhstan<br />
Kuwait<br />
Aral Sea<br />
Turkmenistan<br />
Iran<br />
Yemen<br />
Somalia<br />
U. A. E.<br />
Kyrgyzstan<br />
Oman<br />
Tajikistan<br />
Afghanistan<br />
Mongolia<br />
Pakistan<br />
Chin<br />
Uzbekistan N<br />
Qatar<br />
Arabian Sea<br />
I N D I A<br />
O C E A<br />
Equat
Appendix A<br />
Methodology<br />
The <strong>Global</strong> <strong>Talent</strong> Index is the result of a<br />
collaboration between <strong>Heidrick</strong> & <strong>Struggles</strong><br />
<strong>and</strong> the Economist Intelligence Unit; the<br />
vision of the former was matched by the<br />
research expertise of the latter. The Index<br />
measures not only a country’s natural<br />
potential for producing talent in socio-<br />
demographic terms, but also the conditions<br />
necessary to realize this potential. A country<br />
may exhibit heady population growth but<br />
without a supporting infrastructure <strong>and</strong> the<br />
right cultural contexts, the talent margin<br />
will not be able to fully develop.<br />
To reflect this multi-layered analysis seven major<br />
areas were determined to be of importance:<br />
• demographics<br />
• quality of compulsory education systems<br />
• quality of universities <strong>and</strong> business schools<br />
• quality of the environment to nurture talent<br />
• mobility <strong>and</strong> relative openness of the labour market<br />
• trends in foreign direct investment<br />
• proclivity to attracting talent<br />
Applying their respective areas of expertise in talent<br />
assessment <strong>and</strong> data gathering, the project team from<br />
both organizations drew up a list of variables with<br />
which to measure the seven areas of interest. These<br />
variables combine quantitative measures drawn from<br />
a variety of local <strong>and</strong> international data sources,<br />
with qualitative assessments from the Economist<br />
Intelligence Unit’s network of country analysts <strong>and</strong> local<br />
contributors. Forecasts were based on the Economist<br />
Intelligence Unit’s macroeconomic model <strong>and</strong> country<br />
analysts’ projections for qualitative variables. Some<br />
variables, particularly for education, had to be assumed<br />
to remain equal in five years, owing to the lack of<br />
time on which to base projections. The data was then<br />
normalized in order to obtain scores from 1 to 100<br />
(where higher scores meant better performances on the<br />
talent measures).<br />
Finally, the project team set the weights of the different<br />
variables in the overall Index by assigning scores from<br />
1 to 5 for each variable (where 1 = less important <strong>and</strong><br />
5 = of critical importance).<br />
<strong>Global</strong> <strong>Talent</strong> Index, developed in co-operation with the Economist Intelligence Unit 1
0<br />
Appendix B<br />
<strong>Global</strong> <strong>Talent</strong> Index maps<br />
the world at 2012<br />
The map uses color to represent thirty countries’ overall talent<br />
ranking at 2012, indicating at a glance how countries score at<br />
nurturing talent, from red-hot beds to blue cooler climates.<br />
<strong>Global</strong> <strong>Talent</strong> Index scores in 2012 – numbers represent how countries score at nurturing talent<br />
<strong>Heidrick</strong> & <strong>Struggles</strong> <strong>Mapping</strong> <strong>Global</strong> <strong>Talent</strong>: <strong>Essays</strong> <strong>and</strong> <strong>Insights</strong><br />
P A C I F I C<br />
Equator<br />
Tropic of Cancer<br />
O C E A N<br />
Gulf of<br />
Alask a<br />
Tropic of Capricorn<br />
Mexico<br />
Russia<br />
Beaufor t<br />
Sea<br />
United States<br />
Guatemala<br />
El Salvador<br />
Canada<br />
Gulf of Mexico<br />
<strong>Global</strong> <strong>Talent</strong> Index<br />
ranking in 2012<br />
Belize<br />
Costa Rica<br />
A R C T I C<br />
O C E A N<br />
Hudson Bay<br />
Honduras<br />
Cuba<br />
Jamaica<br />
Nicaragua<br />
Panama<br />
Ecuador<br />
The Bahamas<br />
Peru<br />
Haiti<br />
Colombia<br />
Antarctic Circle<br />
Ban<br />
Bay<br />
Greenl<strong>and</strong><br />
Dominican Republic<br />
Puerto Rico<br />
Caribbean Sea<br />
Chile<br />
Venezuela<br />
Bolivia<br />
Argentina<br />
Nor wegian<br />
Sea<br />
Paraguay<br />
Arctic Circle<br />
Icel<strong>and</strong><br />
A T L A N T I C<br />
Brazil<br />
Norway<br />
Guyana<br />
Suriname<br />
French Guiana<br />
Uruguay<br />
01<br />
rank country<br />
United Kingdom<br />
Irel<strong>and</strong><br />
Azores Isl<strong>and</strong>s<br />
Tropic of Cancer<br />
France<br />
Portugal<br />
Equator<br />
Spain<br />
Tropic of Capricorn<br />
Morocco<br />
Canary Isl<strong>and</strong>s<br />
Western Sahara<br />
Senegal<br />
Algeria<br />
Mauritania<br />
Cape Verde Isl<strong>and</strong>s<br />
Gambia<br />
Guinea Bissau<br />
Guinea<br />
Sierra Leone<br />
rank<br />
change<br />
O C E A N<br />
GTI<br />
01<br />
Liberia<br />
Mali<br />
Ivory<br />
Coast<br />
GTI<br />
00<br />
1 United States 0 52<br />
United Kingdom + 46<br />
Canada - 1 47<br />
Netherl<strong>and</strong>s - 1 46<br />
Sweden 0 45<br />
China + 42
Puerto Rico<br />
Venezuela<br />
Guyana<br />
Suriname<br />
French Guyana<br />
Brazil<br />
United States<br />
A T L A N T I C<br />
Tropic of Cancer<br />
01<br />
rank country<br />
Cape Verde Isl<strong>and</strong>s<br />
Equator<br />
Western Sahara<br />
Senegal<br />
Gambia<br />
Guinea Bissau<br />
Canada<br />
Hudson<br />
Bay Ban<br />
Bay<br />
Azores Isl<strong>and</strong>s<br />
Canary Isl<strong>and</strong>s<br />
Sierra Leone<br />
Guinea<br />
Mauritania<br />
Liberia<br />
O C E A N<br />
Portugal<br />
Cote<br />
D'Ivoire<br />
rank<br />
change<br />
Icel<strong>and</strong><br />
Greenl<strong>and</strong><br />
Irel<strong>and</strong><br />
Morocco<br />
United Kingdom<br />
Mali<br />
Ghana<br />
Spain<br />
Burkina Faso<br />
Benin<br />
Togo<br />
Arctic Circle<br />
Algeria<br />
North<br />
Sea<br />
Denmark<br />
Neth.<br />
Bel.<br />
Nigeria<br />
Equatorial Guinea<br />
Sao Tome & Principe<br />
Tunisia<br />
Niger<br />
Tropic of Capricorn<br />
GTI<br />
01<br />
Beaufort Sea<br />
Greenl<strong>and</strong><br />
Sea<br />
Norwegian<br />
Sea<br />
Norway<br />
Germany<br />
Cameroon<br />
Gabon<br />
Chukchi<br />
Sea<br />
A R C T I C<br />
O C E A N<br />
Sweden<br />
Baltic<br />
Sea<br />
Congo<br />
Pol<strong>and</strong><br />
Czech Rep. Slovakia<br />
Libya<br />
Angola<br />
Namibia<br />
Chad<br />
Finl<strong>and</strong><br />
Estonia<br />
Latvia<br />
Lithuania<br />
Belarus<br />
Central African Republic<br />
Dem. Rep.<br />
Of Congo<br />
Botswana<br />
South Africa<br />
Ukraine<br />
France<br />
Switz. Austria Mold.<br />
Hungary<br />
Slovenia<br />
Romania<br />
Croatia<br />
Bosnia<br />
& Herz. Serbia<br />
Black Sea<br />
Italy<br />
Mont. Bulgaria<br />
Albania Mac.<br />
Greece<br />
Turkey<br />
GTI<br />
00<br />
Germany - 1 43<br />
Australia - 1 43<br />
France 0 41<br />
10 India 0 1 39<br />
11 Spain 0 37<br />
1 Malaysia 0 37<br />
Barents Sea<br />
Mediterranean Sea<br />
Leptev<br />
Sea<br />
Kara<br />
Sea<br />
Syria<br />
Cyprus<br />
Lebanon<br />
Egypt<br />
Zambia<br />
Sudan<br />
Rw<strong>and</strong>a<br />
Burundi<br />
Zimbabwe<br />
Israel<br />
Jordan<br />
Ug<strong>and</strong>a<br />
01<br />
rank country<br />
Tanzania<br />
Russia<br />
Caspian<br />
Sea<br />
Georgia<br />
Azerbaijan<br />
Red Sea<br />
Eritrea<br />
Kenya<br />
Iraq<br />
Mozambique<br />
Sea of<br />
Okhotsk<br />
Ethiopia<br />
Saudi Arabia<br />
Kazakhstan<br />
Kuwait<br />
Aral Sea<br />
Turkmenistan<br />
Iran<br />
Yemen<br />
Uzbekistan<br />
Somalia<br />
Madagascar<br />
Kyrgyzstan<br />
Qatar<br />
U. A. E. Oman<br />
Tajikistan<br />
Afghanistan<br />
Mongolia<br />
rank<br />
change<br />
China<br />
Nepal<br />
Pakistan India<br />
Arabian Sea<br />
I N D I A N<br />
O C E A N<br />
Equator<br />
GTI<br />
01<br />
Myanmar<br />
Bay<br />
of<br />
Bengal<br />
Sri Lanka<br />
GTI<br />
00<br />
1 South Korea + 34<br />
1 Japan + 34<br />
1 Pol<strong>and</strong> - 35<br />
1 Italy - 34<br />
1 Ukraine + 33<br />
1 Russia 0 33<br />
Madagascar<br />
India<br />
Sri Lanka<br />
Nepal<br />
Bangladesh<br />
Bhutan<br />
Bay<br />
of<br />
Bengal<br />
Burma<br />
Laos<br />
Thail<strong>and</strong><br />
Malaysia<br />
Cambodia<br />
Sing.<br />
China<br />
Vietnam<br />
Mongolia<br />
Brunei<br />
Malaysia<br />
Philippines<br />
Russia<br />
Sea of Japan<br />
North Korea<br />
South Korea<br />
Japan<br />
I n d o n e s i a<br />
Papua New Guinea<br />
Solomon Isl<strong>and</strong>s<br />
I N D I A N East Timor<br />
O C E A N<br />
01<br />
rank country<br />
Tropic of Capricorn<br />
O C E A N<br />
South<br />
China<br />
Sea<br />
rank<br />
change<br />
GTI<br />
01<br />
Yellow<br />
Sea<br />
East China<br />
Sea<br />
Great<br />
Australian<br />
Bight<br />
Antarctica<br />
GTI<br />
00<br />
1 Mexico + 31<br />
0 Greece 0 32<br />
1 Argentina - 34<br />
Thail<strong>and</strong> 0 0 31<br />
South Africa + 1 0 29<br />
Egypt + 1 29<br />
Australia<br />
Equator<br />
Sea of<br />
Okhotsk<br />
Tropic of Cancer<br />
Antarctic Circle<br />
01<br />
rank<br />
Ross Sea<br />
P A C I F I C<br />
Tasman Sea<br />
New Caledonia<br />
<strong>Global</strong> <strong>Talent</strong> Index, developed in co-operation with the Economist Intelligence Unit 1<br />
New Zeal<strong>and</strong><br />
country<br />
Vanuatu<br />
Fiji<br />
Tropic of Capricorn<br />
rank<br />
change<br />
GTI<br />
01<br />
GTI<br />
00<br />
Brazil - 30<br />
Turkey 0 27<br />
Saudi Arabia + 1 23<br />
Nigeria - 1 25<br />
Indonesia 0 23<br />
0 Iran 0 1 21
Appendix C<br />
<strong>Global</strong> <strong>Talent</strong><br />
Index weighting<br />
Seven major areas were determined to be of importance<br />
in researching <strong>and</strong> analysing the factors that determine<br />
a country’s potential for producing talent. These are<br />
listed here in the tables on the right. As the final step<br />
in the data analysis, the project team from <strong>Heidrick</strong> &<br />
<strong>Struggles</strong> <strong>and</strong> The Economist Intelligence Unit applied<br />
their judgement to set the weights of the different<br />
variables in the overall ranking by assigning scores from<br />
1 to 5 for each variable (where 1 = unimportant <strong>and</strong> 5<br />
= critical importance). For example, in assessing the<br />
quality of compulsory education, the starting age of a<br />
country’s compulsory education was judged to be much<br />
less significant than its adult literacy rate which were<br />
weighted 1 <strong>and</strong> 5 respectively. This process ensures that<br />
the final scores include a degree of insight from the<br />
project team based on its specialist knowledge of<br />
the subject.<br />
<strong>Heidrick</strong> & <strong>Struggles</strong> <strong>Mapping</strong> <strong>Global</strong> <strong>Talent</strong>: <strong>Essays</strong> <strong>and</strong> <strong>Insights</strong><br />
indicator weight: 1 to 5<br />
Demographics<br />
Population aged 20-59 nnnnn<br />
CAGR Population aged 20-59 (%) 0<br />
Quality of compulsory education sectors<br />
Duration of compulsory education nnnn<br />
Starting age of compulsory education 1 n<br />
Current education spending (% of GDP) nn<br />
Current education spending per pupil<br />
as a % of GDP per capita<br />
Primary school enrollment ratio (%) nn<br />
nnnn<br />
Secondary school enrollment ratio (%) nnnn<br />
Mean years of schooling nnnn<br />
Adult literacy rate (% of pop over 15) nnnnn<br />
Pupil/Teacher ratio, primary nn<br />
Pupil/Teacher ratio, lower secondary nn<br />
Pupil/Teacher ratio, upper secondary nn<br />
Quality of universities <strong>and</strong> business schools<br />
Gross enrollment ratio ISCED 5 & 6 Total nnnn<br />
Number of business schools<br />
ranked in world’s top 100<br />
Number of universities ranked<br />
in world’s top 500<br />
Expenditure per student for higher<br />
education (as % of GDP per capita)<br />
Quality of the environment to nurture talent<br />
Share of the population aged 25-64<br />
with tertiary level education<br />
Percentage of higher education graduates<br />
in the Social Sciences, Business <strong>and</strong> Law<br />
Percentage of tertiary graduates<br />
in the Sciences<br />
nn<br />
nnn<br />
nnn<br />
nnn<br />
nn<br />
nnnn<br />
Researchers in R&D (per m pop) nnnn<br />
Technicians in R&D (per m pop) 1 n<br />
indicator weight: 1 to 5<br />
R&D as % of GDP nnnnn<br />
Cost of living nnn<br />
Degree of restrictiveness of labor laws nnnn<br />
Wage regulation 1 n<br />
Quality of workforce nnnn<br />
Local managers nnnn<br />
Protection of intellectual property rights 1 n<br />
Protection of private property nnn<br />
Meritocratic remuneration nnnn<br />
Mobility <strong>and</strong> relative openness of the labor market<br />
Number of students studying overseas nn<br />
Number of overseas students studying in<br />
country as a % of tertiary enrollment<br />
nnnn<br />
Language skills of the labor force nnnnn<br />
Hiring of foreign nationals nnnn<br />
Openness of trade (exports + imports<br />
% of GDP)<br />
Stock <strong>and</strong> flow of foreign direct investment<br />
Average flow of FDI in previous five years<br />
(% of GDP)<br />
Average stock of FDI in previous five years<br />
(% of GDP)<br />
Proclivity to attracting talent<br />
0<br />
nnn<br />
nn<br />
Technical skills of the workforce nnnn<br />
Personal disposable income per capita<br />
(US$ bn)<br />
nnnn<br />
Employment growth nnn<br />
GDP per capita 0<br />
GDP per capita (PPP) nnnn<br />
Nominal USD GDP nnn<br />
PPP GDP nnn<br />
Real GDP growth (%) nnn
Appendix D<br />
Overall GTI<br />
rankings<br />
The two tables on the right show the ranking that each<br />
of the thirty countries achieved in the study in 2007 <strong>and</strong><br />
the projection forward five years to 2012. The arrows<br />
between the columns show movement in rank over the<br />
five-year period. Red arrows show warming talent, blue<br />
shows where talent is cooling <strong>and</strong> green indicates where<br />
no change has occurred.<br />
2007<br />
rank country GTI score<br />
1 US<br />
Canada<br />
Netherl<strong>and</strong>s<br />
UK<br />
Sweden<br />
Germany<br />
Australia<br />
China<br />
10 India<br />
11 Spain<br />
France 1<br />
1 Malaysia<br />
1 Pol<strong>and</strong><br />
1 Italy<br />
1 South Korea<br />
1 Japan<br />
1 Argentina<br />
1 Russia<br />
1 Ukraine<br />
0 Greece<br />
1 Mexico 1<br />
Thail<strong>and</strong> 1<br />
Brazil 0<br />
South Africa<br />
Egypt<br />
Turkey<br />
Nigeria<br />
Saudi Arabia<br />
Indonesia<br />
0 Iran 21<br />
2012<br />
rank country GTI score<br />
1 US<br />
<strong>Global</strong> <strong>Talent</strong> Index, developed in co-operation with the Economist Intelligence Unit<br />
UK<br />
Canada<br />
Netherl<strong>and</strong>s<br />
Sweden<br />
China<br />
Germany<br />
Australia<br />
France<br />
10 India 1<br />
11 Spain<br />
1 Malaysia<br />
1 South Korea<br />
1 Japan<br />
1 Pol<strong>and</strong><br />
1 Italy<br />
1 Ukraine<br />
1 Russia<br />
1 Mexico<br />
0 Greece<br />
1 Argentina<br />
Thail<strong>and</strong> 0<br />
South Africa 0<br />
Egypt<br />
Brazil<br />
Turkey<br />
Saudi Arabia<br />
Nigeria<br />
Indonesia<br />
0 Iran 1
Appendix E<br />
Demographics<br />
In assessing the demographic factors that affect<br />
talent, the team analysed how many people of<br />
working age, 20-59 years old, there were in each<br />
of the thirty countries.<br />
<strong>Heidrick</strong> & <strong>Struggles</strong> <strong>Mapping</strong> <strong>Global</strong> <strong>Talent</strong>: <strong>Essays</strong> <strong>and</strong> <strong>Insights</strong><br />
2007<br />
rank country score<br />
1 China 100<br />
India<br />
US 1<br />
Indonesia 1<br />
Brazil 1<br />
Russia 10<br />
Japan<br />
Nigeria<br />
Mexico<br />
10 Germany<br />
11 Turkey<br />
1 Iran<br />
1 Egypt<br />
1 Thail<strong>and</strong><br />
1 UK<br />
1 France<br />
1 Italy<br />
1 South Korea<br />
1 Ukraine<br />
0 Spain<br />
1 Pol<strong>and</strong><br />
South Africa<br />
Argentina<br />
Canada<br />
Malaysia 1<br />
Saudi Arabia 1<br />
Australia 1<br />
Netherl<strong>and</strong>s 1<br />
Greece 0<br />
0 Sweden 0<br />
2012<br />
rank country score<br />
1 China 100<br />
India<br />
US 0<br />
Indonesia 1<br />
Brazil 1<br />
Russia 10<br />
Nigeria<br />
Japan<br />
Mexico<br />
10 Germany<br />
11 Turkey<br />
1 Iran<br />
1 Egypt<br />
1 Thail<strong>and</strong><br />
1 UK<br />
1 France<br />
1 Italy<br />
1 South Korea<br />
1 Ukraine<br />
0 Spain<br />
1 Pol<strong>and</strong><br />
Argentina<br />
South Africa<br />
Canada<br />
Malaysia 1<br />
Saudi Arabia 1<br />
Australia 1<br />
Netherl<strong>and</strong>s 1<br />
Greece 0<br />
0 Sweden 0
Appendix F<br />
Quality of<br />
compulsory<br />
education<br />
In assessing the quality of compulsory education,<br />
the team looked at eleven variables which impact the<br />
effectiveness of schooling as follows:<br />
• duration of compulsory education<br />
• starting age of compulsory education<br />
• current education spending (% of GDP)<br />
• current education spending per pupil as<br />
a % of GDP per capita<br />
• primary school enrolment ratio (%)<br />
• secondary school enrolment ratio (%)<br />
• mean years of schooling<br />
• adult literacy rate (% of pop over 15)<br />
• pupil/teacher ratio, primary<br />
• pupil/teacher ratio, lower secondary<br />
• pupil/teacher ratio, upper secondary<br />
2007<br />
rank country score<br />
1 UK<br />
Canada<br />
Germany<br />
Sweden 1<br />
France 0<br />
Netherl<strong>and</strong>s 0<br />
Australia 0<br />
US 0<br />
Spain<br />
10 Japan<br />
11 South Korea<br />
1 Italy<br />
1 Pol<strong>and</strong><br />
1 Ukraine<br />
1 Argentina<br />
1 South Africa<br />
1 Malaysia<br />
1 Mexico<br />
1 Thail<strong>and</strong><br />
0 Russia<br />
1 Greece<br />
Turkey 1<br />
Brazil 0<br />
India<br />
Iran<br />
China 1<br />
Egypt<br />
Indonesia<br />
Nigeria<br />
0 Saudi Arabia<br />
2012<br />
rank country score<br />
1 UK<br />
France<br />
Netherl<strong>and</strong>s 1<br />
Canada 1<br />
Germany 1<br />
US<br />
Sweden<br />
Australia<br />
Japan<br />
0<br />
10 South Korea<br />
11 Spain<br />
1 Ukraine<br />
1 Italy<br />
1 Pol<strong>and</strong><br />
1 Argentina 0<br />
1 Mexico<br />
1 Thail<strong>and</strong><br />
1 South Africa<br />
1 Greece<br />
0 Malaysia<br />
1 Turkey<br />
Russia<br />
Brazil<br />
China<br />
India<br />
Iran<br />
Egypt<br />
Indonesia<br />
Saudi Arabia<br />
0<br />
0 Nigeria 0<br />
<strong>Global</strong> <strong>Talent</strong> Index, developed in co-operation with the Economist Intelligence Unit
Appendix G<br />
Quality of<br />
universities <strong>and</strong><br />
business schools<br />
The following variables were used as a measure of<br />
both the reputation <strong>and</strong> resources of the business<br />
schools <strong>and</strong> universities in each country as well as<br />
their enrolment records:<br />
• gross enrollment ratio ISCED 5 & 6 total<br />
• number of business schools ranked in<br />
world’s top 100<br />
• number of universities ranked in world’s top 500<br />
• expenditure per student for higher education<br />
(as % of GDP per capita)<br />
<strong>Heidrick</strong> & <strong>Struggles</strong> <strong>Mapping</strong> <strong>Global</strong> <strong>Talent</strong>: <strong>Essays</strong> <strong>and</strong> <strong>Insights</strong><br />
2007<br />
rank country score<br />
1 US<br />
UK<br />
Sweden<br />
South Korea<br />
Australia<br />
Canada<br />
Saudi Arabia<br />
Germany<br />
France<br />
10 Netherl<strong>and</strong>s 0<br />
11 Greece 0<br />
1 Spain<br />
1 Russia<br />
1 Japan<br />
1 Egypt<br />
1 Ukraine<br />
1 Italy<br />
1 Pol<strong>and</strong><br />
1 Malaysia<br />
0 Argentina 1<br />
1 China 1<br />
Thail<strong>and</strong> 1<br />
Turkey 1<br />
Mexico 1<br />
Brazil 1<br />
India<br />
South Africa<br />
Iran<br />
Nigeria<br />
11<br />
0 Indonesia<br />
2012<br />
rank country score<br />
1 US<br />
UK<br />
Sweden<br />
South Korea<br />
Australia<br />
Germany<br />
France<br />
Canada<br />
Saudi Arabia<br />
10 Greece 0<br />
11 Russia 0<br />
1 Japan 0<br />
1 Spain 0<br />
1 Egypt<br />
1 Ukraine<br />
1 Pol<strong>and</strong><br />
1 Italy<br />
1 Netherl<strong>and</strong>s<br />
1 Malaysia<br />
0 Argentina<br />
1 China 0<br />
Thail<strong>and</strong> 1<br />
Mexico 1<br />
Turkey 1<br />
India 1<br />
Brazil 10<br />
South Africa<br />
Iran<br />
Nigeria<br />
10<br />
0 Indonesia
Appendix H<br />
Quality of the<br />
environment to<br />
nurture talent<br />
Assessing the quality of the environment involved<br />
analysis of the following factors:<br />
• share of the population aged 25-84 with<br />
higher education<br />
• percentage of higher education graduates in<br />
the Social Sciences, Business <strong>and</strong> Law<br />
• percentage of tertiary graduates in the Sciences<br />
• researchers in R&D (per m pop)<br />
• technicians in R&D (per m pop)<br />
• R&D as % of GDP<br />
• cost of living<br />
• degree of restrictiveness of labor laws<br />
• wage regulation<br />
• quality of work force<br />
• local managers<br />
• protection of intellectual property rights<br />
• protection of private property<br />
• meritocratic remuneration<br />
2007<br />
rank country score<br />
1 US<br />
Netherl<strong>and</strong>s<br />
Canada<br />
Japan<br />
Sweden<br />
Russia<br />
Australia<br />
Germany<br />
France<br />
0<br />
10 UK<br />
11 India<br />
1 Spain<br />
1 Ukraine<br />
1 South Korea<br />
1 Malaysia<br />
1 Argentina<br />
1 Mexico<br />
1 Brazil<br />
1 Italy<br />
0 Pol<strong>and</strong> 1<br />
1 Thail<strong>and</strong> 1<br />
China 1<br />
Greece<br />
South Africa<br />
Iran<br />
Nigeria<br />
Egypt<br />
Indonesia<br />
Turkey<br />
1<br />
0 Saudi Arabia<br />
2012<br />
rank country score<br />
1 US<br />
Netherl<strong>and</strong>s<br />
Canada<br />
Japan<br />
Australia<br />
Sweden<br />
Germany<br />
UK<br />
France<br />
0<br />
10 South Korea 1<br />
11 Russia 0<br />
1 Spain<br />
1 India<br />
1 China<br />
1 Mexico<br />
1 Malaysia<br />
1 Ukraine<br />
1 Pol<strong>and</strong><br />
1 Brazil 1<br />
0 Greece 1<br />
1 Italy<br />
South Africa<br />
Argentina<br />
Thail<strong>and</strong><br />
Iran<br />
Egypt<br />
Turkey<br />
Indonesia<br />
Saudi Arabia<br />
1<br />
0 Nigeria<br />
<strong>Global</strong> <strong>Talent</strong> Index, developed in co-operation with the Economist Intelligence Unit
Appendix I<br />
Mobility <strong>and</strong><br />
relative openness<br />
of the labor<br />
market<br />
The variables used to measure the mobility <strong>and</strong> relative<br />
openness of the labor market focus not only on the<br />
number of people studying outside of their home<br />
country <strong>and</strong> their language skills, but also on a country’s<br />
tendency to hire foreign nationals to add diversity to its<br />
workforce. These characteristics along with openness to<br />
other cultures are crucial to creating <strong>and</strong> maintaining<br />
talent flow:<br />
• number of students studying overseas<br />
• number of overseas students studying in country as a<br />
% of enrollment in higher education<br />
• language skills of the labor force<br />
• hiring of foreign nationals<br />
• openness of trade (exports + imports % of GDP)<br />
<strong>Heidrick</strong> & <strong>Struggles</strong> <strong>Mapping</strong> <strong>Global</strong> <strong>Talent</strong>: <strong>Essays</strong> <strong>and</strong> <strong>Insights</strong><br />
2007<br />
rank country score<br />
1 Canada<br />
UK<br />
Germany<br />
Netherl<strong>and</strong>s<br />
Australia<br />
Sweden<br />
Malaysia<br />
France<br />
US<br />
1<br />
10 India<br />
11 China<br />
1 South Africa<br />
1 Thail<strong>and</strong> 1<br />
1 Greece 1<br />
1 Pol<strong>and</strong> 1<br />
1 Nigeria 0<br />
1 Turkey 0<br />
1 Italy<br />
1 Spain<br />
0 Argentina<br />
1 Mexico<br />
Ukraine<br />
Brazil<br />
Egypt<br />
Russia<br />
South Korea<br />
Indonesia 0<br />
Japan<br />
Saudi Arabia<br />
0<br />
0 Iran 0<br />
2012<br />
rank country score<br />
1 Canada<br />
UK<br />
Germany 1<br />
Netherl<strong>and</strong>s<br />
Australia<br />
Sweden<br />
Malaysia<br />
France<br />
India<br />
0<br />
10 US 1<br />
11 China<br />
1 South Africa<br />
1 Pol<strong>and</strong><br />
1 Greece<br />
1 Ukraine<br />
1 Mexico 1<br />
1 Italy 1<br />
1 Turkey 0<br />
1 South Korea 0<br />
0 Spain 0<br />
1 Russia<br />
Argentina<br />
Brazil<br />
Egypt<br />
Nigeria<br />
Thail<strong>and</strong><br />
Japan<br />
Saudi Arabia<br />
Indonesia<br />
0<br />
0 Iran 0
Appendix J<br />
Stock <strong>and</strong> flow<br />
of foreign direct<br />
investment<br />
To determine the scores for this pillar of the research,<br />
the project team looked at the average stock <strong>and</strong> at the<br />
average flow of foreign direct investment (FDI) for<br />
each country in the previous five years as a percentage<br />
of GDP. However, it only used the figures for each<br />
country’s average stock of FDI when calculating<br />
this index.<br />
2007<br />
rank country score<br />
1 Netherl<strong>and</strong>s 100<br />
Malaysia<br />
Sweden<br />
UK 0<br />
Nigeria<br />
Spain<br />
Argentina<br />
Australia<br />
Canada 1<br />
10 Thail<strong>and</strong> 0<br />
11 Egypt<br />
1 South Africa<br />
1 Pol<strong>and</strong><br />
1 France<br />
1 China<br />
1 Mexico<br />
1 Germany 0<br />
1 Brazil<br />
1 Ukraine<br />
0 US 1<br />
1 Italy 1<br />
Turkey 1<br />
Saudi Arabia 1<br />
South Korea 1<br />
Greece 10<br />
Russia 10<br />
India<br />
Indonesia<br />
Iran 0<br />
0 Japan 0<br />
2012<br />
rank country GTI score<br />
1 Netherl<strong>and</strong>s 100<br />
Sweden 1<br />
<strong>Global</strong> <strong>Talent</strong> Index, developed in co-operation with the Economist Intelligence Unit<br />
UK<br />
Malaysia<br />
South Africa<br />
Canada<br />
Egypt<br />
10 Spain<br />
11 Mexico<br />
1 Pol<strong>and</strong><br />
France 1<br />
Australia 0<br />
1 Thail<strong>and</strong> 1<br />
1 Nigeria 0<br />
1 Argentina 0<br />
1 Ukraine<br />
1 Germany<br />
1 Brazil<br />
1 China<br />
0 Turkey<br />
1 US 1<br />
Italy 1<br />
Russia 1<br />
Indonesia<br />
South Korea<br />
India<br />
Greece<br />
Saudi Arabia<br />
Japan 0<br />
0 Iran 0
0<br />
Appendix K<br />
Proclivity to<br />
attracting talent<br />
Perhaps the most difficult area to define because of<br />
its cultural nuance, is a country’s proclivity to attract<br />
talent. In other words, why would anyone want to work<br />
there? In assessing this final pillar of the research, the<br />
project team looked at the following variables:<br />
• technical skills of the workforce<br />
• personal disposable income per capita (US$ bn)<br />
• employment growth<br />
• GDP per capita (PPP)<br />
• nominal USD GDP<br />
• PPP GDP<br />
• real GDP growth (%)<br />
<strong>Heidrick</strong> & <strong>Struggles</strong> <strong>Mapping</strong> <strong>Global</strong> <strong>Talent</strong>: <strong>Essays</strong> <strong>and</strong> <strong>Insights</strong><br />
2007<br />
rank country score<br />
1 US<br />
Sweden<br />
Canada<br />
Germany<br />
France<br />
Australia<br />
UK<br />
Spain 1<br />
Netherl<strong>and</strong>s 1<br />
10 Italy 0<br />
11 Pol<strong>and</strong><br />
1 Greece<br />
1 Argentina<br />
1 Japan<br />
1 South Korea<br />
1 Malaysia<br />
1 India<br />
1 Egypt<br />
1 Russia 0<br />
0 Mexico 0<br />
1 Brazil 1<br />
Iran 1<br />
Saudi Arabia 1<br />
Turkey 1<br />
Nigeria 1<br />
China 1<br />
Ukraine 1<br />
Indonesia 1<br />
Thail<strong>and</strong> 1<br />
0 South Africa 11<br />
2012<br />
rank country score<br />
1 US<br />
France<br />
Canada<br />
Germany<br />
Australia<br />
UK<br />
Sweden<br />
1<br />
Spain 1<br />
Italy 0<br />
10 Netherl<strong>and</strong>s<br />
11 Japan<br />
1 Malaysia<br />
1 India<br />
1 South Korea<br />
1 Greece<br />
1 Pol<strong>and</strong><br />
1 Argentina<br />
1 Mexico<br />
1 Russia<br />
0 Saudi Arabia<br />
1 Turkey<br />
Egypt<br />
Ukraine 1<br />
Brazil 0<br />
Thail<strong>and</strong> 1<br />
China 1<br />
Iran 1<br />
Nigeria 1<br />
Indonesia 1<br />
0 South Africa 11
Further reading<br />
available on www.heidrick.com<br />
‘The Leadership Team: Complementary Strengths or Conflicting Agendas’, Stephen A Miles <strong>and</strong> Michael D<br />
Watkins, Harvard Business Review, April 2007<br />
‘Roller Coaster Leadership’, Kevin Kelly, Business Strategy Review, Spring 2007<br />
Getting Results in China: How China’s Tech Executives are Molding a New Generation of Leaders, (A joint research<br />
project between <strong>Heidrick</strong> & <strong>Struggles</strong> <strong>and</strong> The Stanford Project on Regions of Innovation <strong>and</strong> Entrepreneurship)<br />
Route to the Top, Dr Elisabeth Marx, <strong>Heidrick</strong> & <strong>Struggles</strong>, 2006<br />
Executive Leadership in China, (A joint study between <strong>Heidrick</strong> & <strong>Struggles</strong> <strong>and</strong> the Economist Intelligence Unit)<br />
Benchmarking Corporate Governance in China, (A joint research project carried out by <strong>Heidrick</strong> & <strong>Struggles</strong> <strong>and</strong> the<br />
School of Management, Fudan University)<br />
<strong>Global</strong> <strong>Talent</strong> Index, developed in co-operation with the Economist Intelligence Unit 1
The Economist Intelligence Unit is the<br />
world’s foremost provider of country,<br />
industry <strong>and</strong> management analysis.<br />
Founded in 1946 when a director of<br />
intelligence was appointed to serve The<br />
Economist, the Economist Intelligence Unit<br />
is now a leading research <strong>and</strong> advisory firm<br />
with more than forty offices worldwide.<br />
For nearly sixty years, the Economist Intelligence Unit<br />
has delivered vital business intelligence to influential<br />
decision-makers around the world. Its extensive<br />
international reach <strong>and</strong> unfettered independence<br />
makes it the most trusted <strong>and</strong> valuable resource<br />
for international companies, financial institutions,<br />
universities <strong>and</strong> government agencies.<br />
<strong>Heidrick</strong> & <strong>Struggles</strong> <strong>Mapping</strong> <strong>Global</strong> <strong>Talent</strong>: <strong>Essays</strong> <strong>and</strong> <strong>Insights</strong><br />
The mission of the Economist Intelligence Unit is<br />
to provide executives with authoritative analysis <strong>and</strong><br />
forecasts to make informed global decisions. It offers<br />
three kinds of business intelligence: country analysis<br />
on more than 200 markets, industry trends in eight<br />
key sectors <strong>and</strong> latest management strategies <strong>and</strong><br />
best practices.<br />
The nature of the operation <strong>and</strong> client base of the<br />
Economist Intelligence Unit dem<strong>and</strong>s a global presence.<br />
The head office is in London with major regional<br />
centres in Hong Kong, Vienna <strong>and</strong> New York.<br />
www.eiu.com
Nepal<br />
Bangladesh<br />
Bhutan<br />
Bay<br />
of<br />
Bengal<br />
Burma<br />
Thail<strong>and</strong><br />
Malaysia<br />
Laos<br />
Cambodia<br />
Sing.<br />
Tropic of Capricorn<br />
China<br />
Vietnam<br />
Brunei<br />
Malaysia<br />
South<br />
China<br />
Sea<br />
Philippines<br />
I n d o n e s i a<br />
Yellow<br />
Sea<br />
East China<br />
Sea<br />
East Timor<br />
Great<br />
Australian<br />
Bight<br />
Australia<br />
Japan<br />
Equator<br />
Tropic of Cancer<br />
Papua New Guinea<br />
P A C I F I C<br />
Solomon Isl<strong>and</strong>s<br />
New Caledonia<br />
Vanuatu<br />
<strong>Global</strong> <strong>Talent</strong> Index, developed in co-operation with the Economist Intelligence Unit<br />
Fiji<br />
O C<br />
Tropic of Cap
<strong>Heidrick</strong> & <strong>Struggles</strong><br />
our global capability<br />
Connecting leaders around the globe is<br />
what <strong>Heidrick</strong> & <strong>Struggles</strong> does best.<br />
For over fifty years we have been building<br />
deep relationships with the world’s<br />
most talented individuals on behalf of<br />
the world’s most successful companies.<br />
Through the strategic acquisition,<br />
development <strong>and</strong> retention of talent<br />
we help our clients – from the most<br />
established market giants to the<br />
newest market disruptors – build<br />
winning leadership teams.<br />
www.heidrick.com<br />
For general enquiries about the <strong>Heidrick</strong> & <strong>Struggles</strong><br />
<strong>Global</strong> <strong>Talent</strong> Index or to order more copies of the wall map<br />
<strong>and</strong> booklet please email talentmap@heidrick.com<br />
For press inquiries please contact Narda Shirley at<br />
narda@gongcommunications.com<br />
Amsterdam +31 (0)20 462 77 77<br />
Atlanta +1 404 577 2410<br />
Auckl<strong>and</strong> +64 (0)9 3066630<br />
Barcelona +34 (0)93 225 7300<br />
Beijing +86 (0)10 65988288<br />
Boston +1 617 737 6300<br />
Brussels +32 (0)2 5420750<br />
Buenos Aires +54 (0)11 43209950<br />
Chicago +1 312 496 1000<br />
Chongqing +86 (0)23 63001588<br />
Clevel<strong>and</strong> +1 216 241 7410<br />
Copenhagen +45 33 377 600<br />
Dallas +1 214 706 7700<br />
Denver +1 720 932 3839<br />
Dusseldorf +49 (0)211 82820<br />
El Segundo +1 310 321 3220<br />
Encino +1 818 905 6010<br />
Frankfurt +49 (0)69 697 0020<br />
Hamburg +49 (0)40 3405770<br />
Helsinki +358 9 2511250<br />
Hong Kong +852 21039300<br />
Houston +1 713 237 9000<br />
Istanbul +90 (0)212 3510904<br />
Johannesburg +27 (0)11 6856910<br />
Lisbon +351 21 3514530<br />
London +44 (0)20 7075 4000<br />
Los Angeles +1 213 625 8811<br />
Madrid +34 (0)91 391 5256<br />
Melbourne +61 (0)3 90123000<br />
Menlo Park +1 650 234 1500<br />
Mexico City +52 (01)55 91380370<br />
Miami +1 305 262 2606<br />
Milan +39 02 762521<br />
Minneapolis +1 612 215 6913<br />
Moscow +7 495 225 9367<br />
Mumbai +91 (0)22 66663021<br />
Munich: Keplerstrasse +49 (0)89 998110<br />
Munich: Sophienstrasse +49 (0)89 255477<br />
New Delhi +91 (0)11 26451010<br />
New York, Park Avenue +1 212 867 9876<br />
New York, Wall Street +1 212 699 3000<br />
Paris +33 (0)1 4434 1700<br />
Philadelphia +1 215 988 1000<br />
Rome +39 06 8537 5801<br />
San Francisco +1 415 981 2854<br />
Santiago +56 (0)2 2033660<br />
Sao Paulo +55 11 550 44000<br />
Seoul +82 (0)2 34306000<br />
Shanghai +86 (0)21 61361988<br />
Singapore +65 63325001<br />
Stamford +1 203 252 2900<br />
Stockholm +46 (0)8 4067100<br />
Sydney +61 (0)2 8205 2000<br />
Taipei +886 (0)2 27576123<br />
Tokyo +81 (0)3 55106800<br />
Toronto +1 416 361 4700<br />
Tysons Corner +1 703 848 2500<br />
Vienna +43 (0)1 53310070<br />
Warsaw +48 (0)22 5849898<br />
Washington DC +1 202 331 4900<br />
Zurich +41 (0)44 4881313