McKinsey&Company

McKinsey.com

How multinationals can attract the talent they need

Competition for talent in emerging markets is heating up. Global companies should groom local highfliers—and actively encourage more managers to leave home.

01/06/2012
Martin Dewhurst, Matthew Pettigrew, Ramesh Srinivasan
McKinsey Quarterly
How multinationals can attract the talent they need

Global organizations appear to be well armed in the war for talent. They can tap sources of suitably qualified people around the world and attract them with stimulating jobs in different countries, the promise of powerful positions early on, and a share of the rewards earned by deploying world-class people to build global businesses.

However, these traditional sources of strength are coming under pressure from intensifying competition for talent in emerging markets.

  • Talent in emerging economies is scarce, expensive, and hard to retain. In China, for example, barely two million local managers have the managerial and English-language skills multinationals need. One leading bank reports paying top people in Brazil, China, and India almost double what it pays their peers in the United Kingdom. And a recent McKinsey survey in China found that senior managers in global organizations switch companies at a rate of 30 to 40 percent a year—five times the global average.
  • Fast-moving, ambitious local companies are competing more strongly: in 2006, the top-ten ideal employers in China included only two locals—China Mobile and Bank of China (BOC)—among the well-known global names. By 2010, seven of the top ten were Chinese companies. As one executive told us, “local competitors’ brands are now stronger, and they can offer more senior roles.”
  • Executives from developed markets, by no means eagerly seizing plum jobs abroad, appear disinclined to move: a recent Manpower report suggests that in Canada, France, Germany, the United Kingdom, and the United States, the proportion of staff ready to relocate for a job has declined substantially, perhaps partly because people prefer to stay close to home in uncertain times. (...)

How multinationals can attract the talent they need

Contributi affini

01/03/2014 - Change leader, change thyself

Anyone who pulls the organization in new directions must look inward as well as outward.[...]
Nate Boaz, Erica Ariel Fox
McKinsey Quarterly

01/03/2014 - Tapping the power of hidden influencers

A tool social scientists use to identify sex workers and drug users can help senior[...]
Lili Duan, Emily Sheeren, Leigh M. Weiss
McKinsey Quarterly

01/02/2014 - Bad to great: The path to scaling up excellence

Before senior executives try to spread best practices, they should use seven techniques[...]
Huggy Rao, Robert I. Sutton
McKinsey Quarterly

Esempio di progetto

Guido
Director
Alfonso, Partner
Silvia, Associate Principal
Cesar, Associate
Yuval, Business Analyst

Practice collegate