The war for talent is a term coined by Steven Hankin of McKinsey & Company in 1997, and a book by Ed Michaels,
The war for talent is intensified by demographic shifts. This is characterized by increasing demand along with decreasing supply (demographically). There are simply fewer post-baby-boom workers to replace the baby-boom retirement in the US and Europe (though this is not the case in most of East Asia.
Definition of talent
Talent is never explicitly defined in the book, though the Preface notes, "A certain part of talent elude description: You simply know it when you see it." After several further caveats, the authors go on: "We can say, however, that managerial talent is some combination of a sharp strategic mind, leadership ability, emotional maturity, communications skills, the ability to attract and inspire other talented people, entrepreneurial instincts, functional skills, and the ability to deliver results." The authors offer no outside support for this assertion.
A 2006 article in The Economist, which mentions the book, notes that, "companies do not even know how to define “talent”, let alone how to manage it. Some use it to mean people like Aldous Huxley's alphas in “Brave New World”—those at the top of the bell curve. Others employ it as a synonym for the entire workforce, a definition so broad as to be meaningless
Better talent is worth fighting for. At senior levels of an organization, the ability to adapt, to make decisions quickly in situations of high uncertainty, and to steer through wrenching change is critical. But at a time when the need for superior talent is increasing, big US companies are finding it difficult to attract and retain good people. Executives and experts point to a severe and worsening shortage of the people needed to run divisions and manage critical functions, let alone lead companies. Everyone knows organizations where key jobs go begging, business objectives languish, and compensation packages skyrocket.
In an effort to understand the magnitude of this war for talent, we researched 77 large US companies in a variety of industries (see text panel). We worked with their human resources departments to understand their talent-building philosophies, practices, and challenges. And to gain a line manager perspective, we surveyed nearly 400 corporate officers and 6,000 executives from the "top 200" ranks in these companies. Finally, because numbers never tell the whole story, we conducted case studies of 20 companies widely regarded as being rich in talent.1 What we found should be a call to arms for corporate...
A right place to grow for a right talent.Good place to grow Higher visibility
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ANNE-MARIE McDERMOTT made a precipitous debut with the New York
Philharmonic in March. She found out about it while playing piano in a
duo recital presented by the Chamber Music Society of Lincoln Center,
where she is a regular. At intermission, she took a call on her cell
phone: the intriguing young Finnish pianist Olly Mustonen had suddenly
pulled out of five Mozart performances. Might she step in for him --
starting the next day?
''I stayed up all night playing it through,
trying not to think I had said yes,'' she said in an interview near her
Manhattan apartment. ''In that situation, there really isn't room in
your body for nerves.'' After one of the concerts, she was praised in
The New York Times as ''admirable and versatile.''
Luck? Maybe,
but the kind born from years of vigorous, single-minded practice and a
memory bank ranging from the canon of Mozart concertos (one of which she
will play with the National Symphony in Washington this fall) right
through to Rachmaninoff's trendy Third. Nor does her memory bypass the
solo piano literature on her recital program on Thursday evening as part
of Rutgers Summerfest, the annual monthlong celebration of the arts
that is now energetically under way.
Find the right place for you
A project that moves with you
We
are a living company. we know that ?? encourage performance
and satisfaction among our employees. We are committed to the activity
that brings us closer to our goals. To the proactive attitude that the
future requires of us all. We promote development within the company. We
analyse the potential of our resources and the most appropriate place
in which to develop them.
The best place to grow
A
company is its people. That's why, we give priority to the
people who work with us. Promoting their personal and professional
development with specific actions, not with words. Driving their careers
from within. Promoting internal talent ahead of external. That is the
only way to become great, and make other great. The more you develop at
Repsol, the more we will grow with you.
The numbers speak for themselves:
- Number of hours of training per employee per year: 34.5 hours.
- Investment in training per employee per year: €534.40
- Staff with performance management: 34.2%
- Percentage of permanent employees: 93%
We push the boundaries of your talent
we have learned that being present in over 30 countries has to
mean something. For example, it means more opportunities to develop a
professional career. In an increasingly multicultural world, we need
people who know how to advance dialogue and constructive understanding.
Anywhere is a good place to grow if the environment is right. We want
you to be at the forefront; in this company, the world is your office.
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