indice de talen gobl en ingle.pdf
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A r c t i c
C i r c l e
T ro p ic of C an ce r
T r o p i c o f C a n c e r
T r o p i c o f C ap r ic o rn
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PeruBrazil
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Morocco
IvoryCoast
Liberia
SierraLeoneGuinea
Gambia
Western Sahara
Senegal
Guinea Bissau
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CapeVerdeIslands
Azores Islands
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Russia
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AT L A N T I C
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CentralAfricanRepublic
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BurundiRwanda
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D'IvoireLiberia
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Mongolia
UnitedKingdom
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CapeVerdeIslands
Azores Islands
PuertoRico
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Guyana
Suriname
French Guyana
AustriaHungary
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Czech Rep.Slovakia
Bel.
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Mold.
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CroatiaSlovenia
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MappingGlobal alentEssays and Insights
Developed in co-operation with
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Copyright The Economist Intelligence Unit Ltd and Heidrick & StrugglesInternational Inc. All rights reserved. Reproduction without permission is prohibited.Trademarks and logos are copyrights of their respective owners.
Printed in the USA.
Printed on recycled paper made from consumer waste.
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Mapping Global alent
Essays and Insights
contentsExecutive summary,
Essays and Insights,
Leadership Consulting How to attract, developand retain talent in a shifting global landscape,
Consumer I shop therefore I am,
Professional services Rising temperatures,
Technology A future imperative,
Industrial The tale of two worlds,
Life Sciences A healthy future?
Financial Services Accounting for talent,
Appendices,
Methodology,
Global Talent Index maps,
Global Talent Index weighting,
Overall GTI rankings,
Demographics,
Quality of compulsory education,
Quality of universities and business schools,
Quality of the environment to nurture talent,
Mobility and relative openness of the labor market,
Stock and ow of foreign direct investment,
Proclivity to attracting talent,
Further reading,
Economist Intelligence Unit,
Welcome to the Global alent Index, a unique research studydesigned to identify where talent is located in the world todayand where it will be located ve years from now.
Te wall map demonstrates talents distribution in , while this booklet of
short essays examines the challenges and opportunities opening up in different
industries. Te theme that recurs repeatedly is that the successful organizations
of the future will be those able not just to attract the brightest global talent, but
nurture, develop and retain it by offering a compelling work environment and
sophisticated succession strategies.
I believe it will be the provision of a learning environment that will determine
the iconic market leading companies in years to come. We already know that
Generation Y those born between and will have had an average of
fourteen jobs by the time they are . Te next generation is more demanding,
ckle and sophisticated than any other. Sophisticated talent demands
sophisticated talent management.
I hope the Global alent Index reveals a lot more about the future we face and
how we can best prepare for it. Ignorance is bliss? Not in the world of talent.
L Kevin Kelly
CEO, Heidrick & Struggles, September
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Heidrick & Struggles Mapping Global Talent: Essays and Insights
Executive summary
alent is the new oil and just likeoil, demand far outstrips supply
In early Heidrick & Struggles, in partnership
with the Economist Intelligence Unit, undertook a
study to encapsulate the current state of global talent
and its future conguration around the planet. Which
countries have the strongest pipeline? Where will talent
thrive over the next ve years? What will change? And what impact should that have on how companies plan
strategically for the medium term?
Te resulting research, incorporating the data analysis
of thirty countries, shows subtle shifts and changes
as it measures global talent in and anticipates
future realities in . Using a unique and proprietary
algorithm, the Heidrick & Struggles Global alentIndex (G I) uses quantitative and qualitative data to
measure the economic indicators, cultural contexts,
trends in education, foreign direct investment (FDI),
mortality, health and market uidity that will impact
the ability of talent to thrive within these countries.
Tis combination of objective data and local
knowledge proved particularly helpful in enabling the
Economist Intelligence Unit to assess the more data-
poor economies: allowing us to tell a talent story that
would otherwise have remained hidden.
Money talksTe ndings conrm a basic suspicion talent follows
where money leads. As a consequence, perhaps
unsurprisingly, talent is most likely to be found in
developed, wealthy economies, led by the US (which
tops the table in and ), followed by the UK
and Canada and the two smaller, but open economies of
Sweden and the Netherlands. Te inclusion of Sweden
and the Netherlands, along with Australia, in the op talent rankings shows that this trend is consistent
even in countries where demographic factors are weak.
Specically: it is not just the size of the potential talent
pool that matters, but how it is nurtured.
Political structureinuences talent growth
Te results in the lower half of the rankings are more
ambiguous. Not all countries in the bottom ten
are equal: they range from Greece to Iran, through
Brazil and Saudi Arabia. In part this comes down to
the number of countries selected analysis of thirty
economies cannot fully reect the different levels ofdevelopment across the world. Nevertheless, certain
themes emerge, particularly from the bottom ve.
A common trend is that several of the least promising
performers do not currently boast fully-functioning
democracies. Tis opens up an interesting avenue for
further research into the links between an open society
and the development of talent.
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Global Talent Index , developed in co-operation with the Economist Intelligence Unit
BRIC is IC
A key nding revealed by this research, and supported
by prior academic studies conducted by the Economist
Intelligence Unit, is that the often repeated, media
friendly BRIC story the inexorable rise of Brazil,
Russia, India and China is more accurately expressed
as an IC story.
India and China sit in the top ten ( th and th
respectively in ) whereas Russia occupies th
place both now and in , and Brazil falls from rd
place now to th place in ve years time. Te fact that
Russia stays stable overall masks a gradual erosion in
the quality of its compulsory education system, which
has been steadily falling since the collapse of the Soviet
Union in . In spite of the increased investment in
higher education, weaknesses in primary and secondary
education provision are likely to have an adverse impact
on the countrys ability to develop its talent resources
over the longer term a waste of Russias undoubted
natural potential. China and India do benet from theirlarge populations but China also performs relatively
well in terms of its educational infrastructure and its
ability to attract foreign investment. Meanwhile India
out-performs China on several measures related to
the labor force widespread knowledge of English
throughout the general population being an
obvious example.
Foreign direct investmentremains a key catalyst forthe development of talentMalaysia exemplies the power of foreign direct
investment (FDI) and achieves its th place position
(in both and ) largely because of the amount
of foreign investment owing across its borders. FDI
is at a premium within the talent index since it is
normally accompanied by imports of technological
and managerial best practice. In addition, as foreign
companies become established they often seek to replace
expatriates with local employees, creating demand for
new jobs and new skills. Mexico is another example ofthe potential power of FDI, rising two places (from st
place to th place) because of a strong rise in the stock
of FDI over the forecast period. Mexicos proximity
to the US and its entry into the North American Free
rade Organization (NAF A) in has given it the
edge over other Latin American countries (for example
Brazil), boosting annual FDI inows to
around US bn.
Black and white and shades of greyTe G I concentrates on seven focus areas (see
Methodology on page ). Te Index is a subtle tool,
but in certain cases the brushstrokes are too broad,
making changes in the rankings appear more dramatic
than they are. wo slightly weakening performers would
seem to be Germany and Australia, but their fall in the
rankings by one place (from th to th for Germany,
and th to th for Australia) is more the result of
Chinas advance rather than any intrinsic deterioration
of their talent pools indeed, Germanys overall score
actually improves by one point in the ve year period
analyzed by this study. Tis note of caution should
be borne in mind when examining any index as small
changes in score can combine to result in signicant
alterations in rank. A case in point is Argentina, which
falls by four places on the back of a score that falls by
only two points.
odays leading pools of talent may not beunder pressure just yet but companies who
want to ourish in the future must adopt aglobal view of recruitment. China and Indiaare emerging as signicant players and cannot
be ignored. All over the world employees arebehaving as consumers, able to pick and choosethe companies they wish to work for: employersmust to do everything they can to cultivatea powerful, persuasive reputation for talentmanagement if they are to safeguard theirlong-term talent resources.
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Heidrick & Struggles Mapping Global Talent: Essays and Insights
Leadership Consulting
How to attract,develop andretain talent ina shifting global
landscape
Te implications of the Global alent Index
(G I) for identifying, developing and retaining
the best executive talent are four-fold:
Te search map the area in which talent
can be found has changed. New global leaders must have very
specic competencies.
Development opportunities need to be
much more targeted.
Retention should start on the rst day
of employment.
Te search mapOur research shows a signicant expansion in the area
of the search map. Most searches for large companies
are now global, targeting executives in Asia, Europe and
the US for key positions in international companies
all over the world. Tis new class of global executive
has common features: they have an MBA from a top
business school; they have several years of international
experience and are typically uent in several languages.
My own research revealed that in , only of
top CEOs in the United Kingdom had international
experience but by , this gure had nearly
doubled with of chief executives boasting
experience abroad.
Executives are also expected to have far more cross-
sector experience than before with a track record of
making lateral moves during their careers. In response
to the War for alent, search rms are now tracking
international high-iers proactively and for the long
term. For example, Heidrick & Struggles Chinainitiative specically tracks Chinese nationals with
international backgrounds who want to return home.
Search rms need to continue to work much more
strategically with companies; the ad-hoc lling of empty
posts as they arise needs to be replaced by a holistic,
focused and exible approach which incorporates
the assessment, development and training of existing
executives alongside the recruitment of new talent.
Te new global leadersTe complexity, pace and global platform of todays
business environment demands a special set of
characteristics. Apart from heightened requirements
in terms of background and experience, the leadership
criteria have changed dramatically over the last
years: there is now no substitute for global leadership
experience. However, when looking at the G I and
the concentration of talent across the globe, one key
question emerges: how can we better assess the global
leadership capabilities of the various talent pools?
Dr Elisabeth Marx
Leadership Consulting
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Global Talent Index , developed in co-operation with the Economist Intelligence Unit
From a search consultants point of view these are
the essential characteristics to look for in the new
global leader.
International literacy Operating in different geographic regions.
Understanding the cultural differences of employees
and customers.
Dealing with ambiguity those executives who
demand an excessive amount of certainty and rigid
frameworks do not generally adapt well to the
complex cultural patterns of working in foreign
countries and with different sensibilities.
Enjoying diversity in a psychological sense.
Managing paradoxes aking a helicopter-view and think strategically
whilst keeping the focus on operational results.
Switching easily between different modes: from
long-term thinking to short-term, and from cost-
saving to expansion and growth.
Te exibility to handle these potential paradoxes isthe key characteristic of future top executives.
Te ability to build successful teamsTe emphasis on the CEO as the hero is waning.
Business success at the top (and farther down the
organization) depends on the leader pulling effective
teams together. Our research shows that very few
companies have highly effective teams at the top and a
common complaint is that while there are individual
strengths, the team is not working together.
Companies are already beginning to address this issue,
and we are seeing much more active intervention at the
top level as CEOs engage external help in aligning the
team with business strategy.
Te new development programLarge companies are increasingly creating their own
universities to train staff from around the world.
Tere has also been a rise in the provision of in-house
and bespoke programs from international business
schools. Samsung, for example, has created its owntalent pipeline by rst recruiting people of different
nationalities from leading business schools and
universities around the world, and then putting them
through its in-house training and development center.
Te coaching industry, a largely unregulated area,
is also exploding, answering a growing demand for
the development of softer skills such as teaching,
negotiating and listening. In the future, to give
executives the support they require, we would expect
the provision of such skills to be provided by business
school programmes and follow-up coaching.
Retention and careermanagement of the best
Te best are constantly offered jobs by your competitors
how can you retain them over longer periods of
time? Te answer is a better analysis and understanding
of their motivational make-up so that you can offer
productive career support and development.
Employer anxiety about top executives leaving can
prevent sensible career discussions from taking place.
Bosses often completely avoid the subject with their
employees, leaving the employee feeling under-valued
and unfullled, resulting in turnover at the most senior
level. Having an internal or external career development
function helps executives clarify what they want and
what they would like the next step of their career to be.
Te company is then able to construct a scenario where
this can be achieved. Te companies that will grow
in this new talent geography are those which coach,
motivate and develop their own talent in tandem with
an inclusive, global recruitment process.
Te answer is a betteranalysis and understandingof their motivational
make-up
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Heidrick & Struggles Mapping Global Talent: Essays and Insights
Consumer
I shoptherefore I am
How do you cater to a ckle globalconsumer who wants the latest and greatestproduct for half the price? Tat is thequestion troubling the consumer industry.Higher levels of discretionary income with the rise of the middle classes in Indiaand China, combined with ever moresophisticated consumer tastes, have createda world where the customer is king (butalways on the look out for a bigger, better value crown!)
Te growing spending power of the developing worldis startling. oday in China the middle class numbers
over million people that is the same gure as the
current population of the USA. Meanwhile, assuming
steady growth over two decades, India is poised to
overtake Germany as the worlds fth-biggest consumer
market by .
Te developed world cannot match this aggressiveconsumerism, but the next ve years will see a rise in
tempo as key retail giants ght over a population that is
developing ever more precise ideas of what they want to
spend their money on. Te pressures this consumerism
puts on product development, supply chain and price
has resulted in strong retail concentration
for example, in the US, Home Depot and Sears
hold sway in the homeware arena, in the UK grocery
store esco is the leader, while Carrefour dominates in
France.
Tese giants expect the very latest in product
development, durability, design and price and
small scale suppliers nding it hard to keep up
are increasingly being incorporated into larger
conglomerates with only the Nestls, the PepsiCos and
the Krafts able to square up to the big retail rms.
In talent terms this never-ending drive for innovation
will see an exponential increase in the value of R&D
expertise. Te pipeline must be primed to produce a
constant stream of new products that will impress the
consumer. Trowing money at innovation isnt the
solution many large companies have been tripped up
by this in the past and have in turn been outsmarted
by smaller, more nimble competitors. Outsourcing will
become an important pressure valve, as some companies
are already nding to their advantage. At Proctor &Gamble, of all its new products have elements that
originate from outside the company, up from about
in . Tey say this kind of collaboration has seen
R&D productivity increase by nearly , while R&D
investment as a percentage of sales has fallen from .
in to . today.
Torrey Foster
Consumer practice
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Global Talent Index , developed in co-operation with the Economist Intelligence Unit
Te case of Proctor & Gamble highlights the fact that
survival in the consumer industry will come to rely
not just on investment of resources but also on good
management. Teir R&D operation is working because
it is being well-directed with a clear strategy. Tis has
important implications for managerial talent in thesector. Tose individuals who will perform best in
and beyond will be those who are able to manage the
R&D function in a global context. Tese managers will
be skilled at forecasting customer and supplier behavior
and trends, and they will have an extremely detailed
understanding of supply chain vagaries and imperatives.
Tey will also need to be media-savvy. Te single biggestchallenge in the consumer sector over the next ve years
will be the increasing difficulty of communicating to
consumers and potential employees. An astonishing
range of media channels compete for the consumers
attention, and the industrys dilemma will be how to
ensure their brand message be it about online stores,
green policies or the latest new products, is actually
seen by their customers (before they see what the
competition has on offer).
So where will this talent be found? Te educational
ranking of the Global alent Index indicates that
unsurprisingly, over the next ve years the US, Canada
and Europe will be the predominant suppliers of top
quality graduates. What is surprising and perhaps the
consequence of heightened visa restrictions is that
the United States registers a low score for mobility of
labor and relative openness of its labor market. Tis
measure records the language skills of the population,
the number of international students studying in the
country and the number of nationals studying inforeign universities. Te USA scores th place in ,
and falls to th place in , overtaken by India.
Tis is not the case in Canada, the UK or Germany,
which score st, nd and rd place respectively in this
particular ranking, both today and in . Tis would
suggest that, if it is to realize its full educational and
demographic potential, the US must encourage greater
immigration and emigration, helping future American
managers gain the international experience which will
allow them to compete in (and fully understand) the
global consumer market.
American companies in the consumer sector have not
traditionally had a reputation for nurturing their own
talent, innovation being the key concern. However,
there is evidence that the giants in the industry are
realizing the value of managing and developing the
talent they have Wal-Mart for example, has ongoing
initiatives to develop its own talent, including a
leadership-in-training program and a leader-to-leader
project for managers, aiming to push decision-making
power down the management ladder. Tey have
also introduced a new pilot program through which
employees can alert the company of their talents and
ambitions and, once assessed, managers recommend
ways for them to pursue their skills, through
secondments, evening classes, language lessons etc.
Tis idea of temporary foreign work placements recallsthat key talent trend to be fully successful in the
world of tomorrow, international experience will
be indispensable.
to realize its full educational
and demographic potential the
US must encourage greater
immigration and emigration,
helping future American
managers gain the internationalexperience which will allow
them to compete in (and
fully understand) the global
consumer market
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Heidrick & Struggles Mapping Global Talent: Essays and Insights
Professional Services
Risingtemperatures
Te professional services sector isdeveloping a split personality. On the onehand, it is made up of internationally-known US and European rms withthousands of employees and years ofexperience, ready to perform almost anytask for a corporate client. On the other, itincorporates a myriad of young rms, fromcall-centers in Croatia to large, fast-growingIndian outts, all of which are low-cost and,in most cases, highly competitive in termsof basic skills and business processes.
Historically, the two sides have co-existed fairly
peacefully: increasingly over the next ve years, the
competition will start to heighten. With the outlook
for global economic growth slightly less buoyant, the
traditional professional services industry will nd quick
wins harder to come by. Clients will increasingly pick
and choose services by price and value, as opposed to
reputation, depth of experience and international reach.
At the same time, the young offshoring companies
will continue to migrate into higher-end services,
encroaching on more of the core activities of their well-
established competitors.
As a result, offshoring hiring another companys
talent to cut costs is expected to show compound
annual growth rates of more than . By contrast the
traditional professional services sector, will grow at
around half that rate.
Given this, both sides of the sector will need to make
the procurement of talent a top priority in the next ve
years. Both will depend on similar methods for nding
their new hires vigorous recruiting at the university
level and strong networking skills for identifying
managers from other professions who might be
persuaded to change careers. Both sides of the business
will also need to develop strong internal recruiters who
know how to promote the rm and who are adept
at building networks of qualied candidates in thecommunities where their companies operate.
Te rst stop will be universities. Both at home and
abroad, the reputation and quality of a countrys
universities will be a key measurement for recruiters.
Te Global alent Indexs ranking of the quality of
universities and business schools which assesses the
number of universities ranked globally among the topve-hundred, the number of business schools ranking
in the worlds top one-hundred and the spending per
student on higher education as a percentage of GDP
per capita shows a number of important developments
in this regard.
In , for example, the G I score shows that the
top ve countries measured by the quality of their
Krishnan Rajagopalan
Business & Professional Services practice
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Global Talent Index , developed in co-operation with the Economist Intelligence Unit
universities and business schools will be unchanged
from with the US, the UK, Sweden, South Korea
and Australia scoring , , , , and in
respectively (out of a possible points). However,
there will be signicant movement below these top-
ranked countries, with Germany, France, Russia, Japanand Poland all moving up two places to th, th, th
th and th respectively (out of the ranking of thirty
countries). Russias advance stands in stark contrast to
the lower quality of its compulsory education, where it
ranks nd in the ranking, down two places from
th in . Te two measurements underline Russias
growing commitment to higher education, with junior
and high-school facilities receiving a lower priority.
Given the advances of both Germany and France,
Canada and Saudi Arabia will both drop two places
to th and th on the ranking of the quality of
universities and business schools. Lower down the
ranking, China will hold steady at st place with India
moving up one level to th; these gures are naturally
distorted due to the size of the population and the
method of assessment, which is spread per capita. While
both of these countries will continue to support high-
quality higher education over the next ve years and
will have tremendous talent pools, the sheer number
of their populations pulls down their ranking in the
expenditure per student measurement.
As the developing world continues to pile into the
offshoring business, the range of industries hiring
capital will continue to grow over the next ve years.
Even the most conservative, security-conscious sectors
will be seeking to reduce costs by moving their more
routine businesses to offshore facilities. In the legalprofession, for example, more highly skilled work
such as litigation research, traditionally carried out by
paralegals in-house, and intellectual property work
involving patent research, analysis, and drafting
of patent applications, is expected to move to
offshoring facilities.
Given the continued need for versatile, talented staff forboth sides of the professional services sector offshore
and onshore rms will need to do the following:
Tink globally regarding talentpools and talent competitionTey will need to source globally for roles that they
have previously looked to ll locally and they will needto keep in mind that the talent competition is leveling
out with the traditional competitor and the offshore
company looking for exactly the same talent but with a
different value proposition.
Tink creatively on channelsfor talent acquisitionOne of the key resources in the years ahead will be
the industrys own employees. In particular, employee
referral programs will become more popular. Tese
generally offer cash rewards and prizes to employees for
successfully referred candidates. For KPMG, nearly
of the rms experienced hires came through employee
referrals. For smaller rms the percentage will be less
but just as valuable, particularly considering the low
cost of acquiring talent in this manner.
Innovate the HR function With talent in short supply, organizations should elevate
HR to the highest levels, acknowledging that talent is
the only competitive advantage. Leading companies
need to customize their HR processes to align with
business objectives and create a results-oriented,
performance culture. Be ready the global talent war in
professional services is just beginning to heat up.
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Heidrick & Struggles Mapping Global Talent: Essays and Insights
echnology
A futureimperative
After years of hype, the technological futureis almost here. Te networked home, thetruly portable office, easy-to-use videoconferencing and collaborative, onlineproject management all promise to becomerealities over the next ve years. Tis willhave one effect the search for talent inthe I and telecoms sectors will intensify ascorporate and consumer spending outpacesglobal economic growth.
Even the most traditional non-technical companies
will need to upgrade to Web . online environmentsand the latest hi-tech equipment in order to maintain
productivity and competitiveness. At the same time,
consumers will continue to demand the latest electronic
gadgets complete with internet access, such as designer
smartphones, portable gaming consoles, and networked
appliances for the home.
In the telecoms sector, sales of the ubiquitous mobilephone will continue to grow, even as world penetration
levels rise to over . In addition to buoyant sales
in emerging markets, demand will be sustained by
upgrades to web-enabled handsets, which will be used
to pay for purchases, to check e-mails, download music,
watch V and make and receive texts and calls. Fixed-
line telecom companies will need to meet the challenge
of web-based telephony and converged networks,
providing their customers with much more than plain
vanilla voice services.
Given these trends, a exible, collaborative, global
workforce will be a top priority for virtually all
multinationals in the I and telecoms sectors. In order
to retain top-ight people around the world, companies
are already developing techniques for plugging their
people into closed system internal corporate recruiting
networks using the latest technology. For example,
IBM now manages its workforce globally using a
system called Professional Marketplace, which provides
rapid online access to the HR proles of over ,employees. Tese proles are updated regularly in
order to reect work experiences and skills. Using this
system, managers can quickly identify suitably-skilled
employees from around the world to meet the needs of
each project. Microsoft uses something similar, called
distributed engineering, where engineers around the
world can collaborate online.
With the best I and telecom companies experiencing
turnover rates as high as , retaining talent will
become an even greater concern in the years ahead.
As a result, non-compensation based benets such
as childcare and exible working hours will rise in
importance. SAS Institute, the worlds largest privately
held software and related services provider, has a
Daniel Cheng
Technology practice
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Global Talent Index , developed in co-operation with the Economist Intelligence Unit
In the US and European aerospace and defense
industries, the major talent challenge over the next ve
years will be a greying workforce. According to the Aerospace Industries Association, the average aerospace/
defense engineer in the US is currently nearly sixty
years old. By , approximately of employed
engineers will be eligible for retirement, and during the
next decade, the number of employees with science and
engineering degrees reaching traditional retirement
age will triple.
In the developing world, the exact opposite is true, with
science and engineering degrees becoming increasingly
popular as a means to move up the income ladder.
However, visa restrictions in the US and Europe,
limiting the immigration of foreign professionals, will
remain tough. As a result, the growing ranks of Asian
graduates will be increasingly absorbed on their home
ground by native rms and the US and European
companies locating new manufacturing facilities inthese faster growing emerging economies.
Given this imbalance, the aerospace and engineering
industries will need to make a big effort to attract
and retain new graduates, through the establishment
of programs that support research, pre-graduation
internships, and mentoring activities once a new recruit
signs on. Retention will be a major problem; in theaerospace industry, the attrition rate in the one to six
year range will be approximately two times greater than
in the overall new graduate population.
Te manufacturing sector also demands blue-collar
talent those steady workers who contribute to the
success of a business through a commitment to quality
and productivity. Several fast growing developing
markets China in particular will be an increasinglyattractive source of these skills. Te Global alent
Indexs ow of foreign direct investment (FDI)
measurement reveals that some other countries are likely
to become more important in this regard. South Africa
will rise seven places to rank fth on the FDI ranking
by , a movement that reects the countrys growing
role as a supplier of goods and services to the rest of the
African continent as well as overseas. Other countries
which will rise up the FDI ranking include Mexico (up
ve places to th) Egypt, Ukraine, and France.
In a recent survey of US and European CEOs by theEconomist Intelligence Unit, of respondents said
their senior management teams will become moreinternational over the next three years.
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Heidrick & Struggles Mapping Global Talent: Essays and Insights
Life Sciences
A healthyfuture?
Te life sciences sector, in many ways, isa victim of its own success. Te medicaland public health advances of the lastseveral decades have translated intohealthier people, longer lifespans, reducedinfant mortality and an expanding globalpopulation. It seems demand for healthcareservices and products can only continue toincrease globally.
Te prevalence of lifestyle diseases such as obesity
and alcoholism are already causing increased alarm
in the developed world, leading to a greater focus ondisease prevention and education in those economies.
Meanwhile concern over infectious diseases, particularly
Avian Flu and HIV/AIDS, will facilitate greater
government cooperation with industry in both the
emerging markets and the developed world, increasing
the demand for multi-lingual healthcare policy experts
with a global perspective in both the public and
private sector.
Te global pharmaceutical business will see continued
growth, but at a slower rate, as more low-cost generics
become available, government pricing pressures
continue, and truly innovative drugs come to market
at a slower pace. Tis steady growth will be sustained
by increasing knowledge about DNA and molecular
science, which promise more personalized drugs able
to target niche markets with greater efficacy. Tis
should deliver greater pricing power to the industry
but may require the sale of larger numbers of lower
revenue drugs rather than reliance upon the traditional
blockbuster model of selling a few key drugs to largesegments of the global population.
Whether due to costs, restructuring, mergers, a
reluctance to hire from outside the industry, the rapid
growth of emerging markets or a combination of all
ve, the pharmaceutical and biotechnology industries
have historically failed to invest sufficient resources in
building their internal teams. Te biotech companieshave tended to rely on a pretty hand-to-mouth existence
while the more established rms in pharma have often
operated as exclusive US/European clubs, increasingly
leaning on staffing organizations to ll their talent
gaps in the short term, rather than applying long-term
succession planning. As the inuence of China and
India continue to rise over the next ve years this trend
cannot continue; already there is growing evidence of
the gradual move to outsourcing selected functions, an
option the industry had previously been slow to accept.
When assessing a move to outsourcing, biotech
companies will need to ensure they are able to access
similar talent pools and resources to those they have
in their current locations. Existing biotech clusters
Jeff W Dodson
Life Sciences practice
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Global Talent Index , developed in co-operation with the Economist Intelligence Unit
have the competitive advantage of being located close
to many highly respected universities for example
the cluster in Northern California which has twelve
major research universities and laboratories in the
region helping to drive innovation. Te proliferation
of collaborative working and knowledge sharing toolsand technologies should help break down geographic
barriers over the next ve years, allowing for an
increasing level of outsourcing to countries in Asia and
Eastern Europe.
In cases where medicines need to be developed for
large regional markets, it will make sense for companies
to locate their facilities closer to the population inquestion, where the demand is higher and where these
companies can access the local skilled talent pool.
Multinationals in this sector will invest in global regions
where there is a high supply of technical and scientic
professionals, such as China, India and Brazil, which
rank st, nd and th, respectively, in the demographics
category of the Global alent Index both in and
. o build the scale of talent needed in markets
like China and India to better serve large local markets,
pharmaceutical multinationals will need to play an
active role in recruiting and developing people at junior,
middle and senior levels in their organizations.
Globally, the life sciences sector will need to keep
working hard to attract the most skilled and committed
scientists and researchers, in addition to top-quality
senior general management executives capable of
leading and driving change across complex global
organizations. Tis will necessitate a global talent
search; for graduate level personnel this search will
be centered mainly on the top universities. For moreexperienced individuals the hunt will be among the
worlds fast-growing biotech rms and university labs.
As with other high-growth sectors, not just the
recruitment but the retention of talent will be a major
headache for the life sciences sector over the next
ve years. o address this problem, pharmaceutical
companies will need to start looking at recruitingoutside of their traditional hiring range. For example,
companies will need to be more involved at high
school and college level to generate interest and educate
students on the skills needed for the industry. In
addition, these companies will need to begin targeting
the + market, which is looking increasingly likely to
seek supplemental income after retirement age and may
continue to work in the eld through reduced work
programs.
Te Global alent Indexs measurement of the quality
of the environment to nurture talent which puts
a strong weighting on the percentage of university
students in the sciences, numbers of R&D researchers
and meritocratic remuneration reects one of the
biggest changes ahead for talent trends in the life science
sector over the next ve years. China, which advances
two places on the overall Global alent Index for ,
jumps eight places to th in this category between
and , its biggest advance among all seven
measurements used to make up the G I. Te increasereects the Chinese governments determination to
improve the quality of life for its population and
develop the life sciences sector into one of its global
competencies.
Another strong performer in this category is South
Korea, which advances four places to th place in the
rank in its ability to nurture talent. Unsurprisingly, theUS ranks top in this category, given its long history
of innovation in the sector, followed closely by the
Netherlands, Canada, Japan and Australia.
Developing an awareness of these emerging trends and
making the recruitment, development and retention of
top talent a strategic imperative is critically important
for every life sciences company competing in the
global market. Equally important is the establishment
of strong partnerships with world class agencies
capable of recruiting the best talent in key functions
in all established and emerging regions. Te most
proactive industry players have already made signicant
investments in talent, and these are the companies that
are best positioned for the future.
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Heidrick & Struggles Mapping Global Talent: Essays and Insights
Financial Services
Accountingfor talent
Young graduates often look to the nancialservices sector as a path to big salaries andbonuses, but in the future a number ofrisks will balance the opportunities facedby the sector. Slower global economicgrowth and rising interest rates, especiallyin the countries of the European Union and Japan, will lead to a rise in corporate loandefaults in many countries. A slowdownin the property market in developedeconomies will put pressure on the banksthat favour lending to this sector.
o combat this, many banks have diversied their
businesses, strengthened their reserves and improved
the quality of loan recipients. Risk-transfer techniques
have become more widespread and sophisticated. Fee-
based income will grow as companies increasingly move
away from debt nancing, towards raising money on
the capital markets and paying banks to act as
their advisors.
Merger and acquisition activity, led in part by private
equity funds, will continue but not at such heady
levels as in the past. Te sharp rise in debt associated
with leveraged buyouts (LBOs) by private equity rms
will also be a source of risk to lenders. Given these
challenges, the industry will still offer big rewards for
those who can thrive in a risky environment and the
need for high-quality talent in the nancial services
sector will be undiminished. If theres one limiting
factor to growth, it is people and talent, says ejpreet
Chopra, the president and CEO for GEs CommercialFinance business in Europe.
One of the key areas of scarcity will be the fast-growing
markets of India and China. Despite the vast numbers
of graduates entering the workforce every year in both
of these countries, a relatively low proportion of them
have the skills required by global nancial services rms.
As a result, these few will be highly sought-after andthose rms which hope to hire them will need to offer
top-ight compensation and opportunities.Te nancial
services companies will increasingly hope to boost their
knowledge of emerging markets by recruiting talent
in India and China for their offices in London, New
York, Hong Kong and Singapore. Crucially, they will be
offering these graduates exactly the same compensation
packages as graduates coming out of Harvard or any of
the other globally renowned business schools.
Another major hiring challenge for the nancial services
sector not known for its hip image will be its
need to appeal to graduates who have grown up with
the internet. Banks and insurers who fail to properly
understand the web-based culture run the risk of
Valerie Germain
Financial Services practice
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Global Talent Index , developed in co-operation with the Economist Intelligence Unit
running up against a brick wall of distrust and cynicism,
which could damage their brand and cause them to lose
their competitive advantage.
Generation Y, those born between and , have
grown up with computers, show no fear of technology,
take risks and are media-savvy and brand conscious.
Tey are an online generation, whose new social
spheres are social networking sites such as MySpace and
FaceBook. Within a few years, job podcasts by even the
most conservative of employers will become a reality.
According to the Global alent Index, the next ve
years will produce a few surprises in terms of talent
trends in nancial services. In terms of its proclivity to
attracting talent a vital measurement for the sector
which assesses technical skills of the workforce, personal
disposable income, employment growth and GDP data
France leaps three places over the next ve years to
rank second behind the US by . Tis will largely bethe result of the new governments more exible view
toward working practices and compensation. Canada,
Germany, Australia and the UK follow in rd, th, th
and th place respectively in this category.
Intriguingly, India, which earns its overall Global
alent Index th place ranking primarily because of
the talent pool created by its huge population, will
jump four places from th to th place in its ability to
attract talent in . Tis is the countrys biggest single
improvement among all seven indices used to create
the overall index and reects the countrys continued
emphasis on technical training at the secondary andtertiary levels of education as well as the countrys
rapidly-expanding middle-class.
Japan will also gain competitive advantage, jumping
from th to th place over the next ve years as
its nancial services institutions begin to realize the
importance of attracting global talent.
Generation Y, those born between and , have grownup with computers, show no fear of technology, take risks and aremedia-savvy and brand conscious. Tey are an online generation, whose new social spheres are social networking sites such asMySpace and FaceBook. Within a few years, job podcasts by eventhe most conservative of employers will become a reality.
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Heidrick & Struggles Mapping Global Talent: Essays and Insights
AppendicesAppendix A Methodology, Appendix B Global Talent Index maps, Appendix C Global Talent Index weighting, Appendix D Overall GTI ranking,
Appendix E Demographics,
Appendix F Quality of compulsory education,
Appendix G Quality of universities and business schools,
Appendix H Quality of the environment to nurture talent,
Appendix I Mobility and relative openness of the labor market,
Appendix J Stock and ow of foreign direct investment,
Appendix K Proclivity to attracting talent,
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Global Talent Index , developed in co-operation with the Economist Intelligence Unit
Appendix A
Methodology
Te Global alent Index is the result of acollaboration between Heidrick & Strugglesand the Economist Intelligence Unit; the vision of the former was matched by theresearch expertise of the latter. Te Indexmeasures not only a countrys naturalpotential for producing talent in socio-demographic terms, but also the conditionsnecessary to realize this potential. A countrymay exhibit heady population growth but without a supporting infrastructure and theright cultural contexts, the talent margin will not be able to fully develop.
o reect this multi-layered analysis seven major
areas were determined to be of importance:
demographics
quality of compulsory education systems
quality of universities and business schools
quality of the environment to nurture talent
mobility and relative openness of the labour market trends in foreign direct investment
proclivity to attracting talent
Applying their respective areas of expertise in talent
assessment and data gathering, the project team from
both organizations drew up a list of variables with
which to measure the seven areas of interest. Tese
variables combine quantitative measures drawn from
a variety of local and international data sources, with qualitative assessments from the Economist
Intelligence Units network of country analysts and local
contributors. Forecasts were based on the Economist
Intelligence Units macroeconomic model and country
analysts projections for qualitative variables. Some
variables, particularly for education, had to be assumed
to remain equal in ve years, owing to the lack of
time on which to base projections. Te data was then
normalized in order to obtain scores from to
(where higher scores meant better performances on the
talent measures).
Finally, the project team set the weights of the different
variables in the overall Index by assigning scores from
to for each variable (where = less important and
= of critical importance).
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Heidrick & Struggles Mapping Global Talent: Essays and Insights
Appendix B
Global alent Index maps the world at
A r c t i c C
i r c l e
T r o p i c o f C a n c e r
T r o p i c o f C a n c e r
T r o p i c o f C ap r i c o r n
E q u a t o r
E q u a t o r
T r o p i c o f C a p
r i c o r n
AntarcticCircle
Spain
Norway
Portugal
Ireland
Greenland
Iceland
UnitedStates
Canada
Mexico
TheBahamas
Cuba
Panama
El SalvadorGuatemala
BelizeHonduras
Nicaragua
Costa Rica
JamaicaHaiti
Dominican Republic
Argentina
Bolivia
Colombia
Venezuela
PeruBrazil
French GuianaSuriname
Guyana
Chile
Ecuador
Paraguay
Uruguay
Mauritania
Mali
Algeria
Morocco
IvoryCoast
Liberia
SierraLeoneGuinea
Gambia
Western Sahara
Senegal
Guinea Bissau
United Kingdom
Canary Islands
CapeVerde Islands
Azores Islands
France
Russia
PuertoRico
A T L A N T I C
P A C I F I C
A R C T I CO C E A N
O C E A N
O C E A N
Beaufor tSea
Car ibbean Sea
Hudson Bay
Gulf o fAlaska
Baffin Bay
Gulf o f Mexico
NorwegianSea
rank country rank
changeGTI GTI
United States
United Kingdom +
Canada -
Netherlands -
Sweden
China +
the top in
Te map uses color to represent thirty countries overall talent
ranking at , indicating at a glance how countries score at
nurturing talent, from red-hot beds to blue cooler climates.
Global Talent Index scores in numbers represent how countries score at nurturing talent
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Global Talent Index , developed in co-operation with the Economist Intelligence Unit
Togo
Russia
Finland
Spain
Sweden
Norway
Germany
France
Portugal
Romania
Turkey
Denmark
Poland
Belarus
Ukraine
Greece
Cyprus
Neth.Ireland
Lithuania
Latvia
Estonia
Greenland
Iceland
UnitedStates
Canada
Brazil
Kenya
Ethiopia
Eritrea
Sudan
Egypt
Niger
MauritaniaMali
Nigeria
Somalia
Namibia
Libya
Chad
SouthAfrica
TanzaniaDem. Rep.Of Congo
Angola
Algeria
Madagascar
Mozambique
Botswana
Zambia
Gabon
CentralAfricanRepublic
Tunisia
Morocco
Uganda
BurundiRwanda
Benin
Ghana
CoteD'Ivoire
Liberia
SierraLeone
GuineaBurkina Faso
Gambia
Cameroon
Sao Tome& Principe
Zimbabwe
Congo
EquatorialGuinea
Western Sahara
Senegal
Guinea Bissau
Canary IslandsJordan
Israel
Lebanon
AzerbaijanGeorgia
Kyrgyzstan
Tajikistan
Kuwait
U.A.E.
Yemen
SyriaIraq
Iran
Oman
Saudi Arabia
Afghanistan
Pakistan India
China
Kazakhstan
Turkmenistan
Uzbekistan
Myanmar
Nepal
Sri Lanka
Mongolia
United Kingdom
Italy
CapeVerdeIslands
Azores Islands
PuertoRico
Venezuela
Guyana
Suriname
French Guyana
Austria Hungary
Bulgaria
Czech Rep.Slovakia
Bel.
Albania
Mold.
Bosnia& Herz.
CroatiaSlovenia
Switz.
Mac.
Qatar
Mont.Serbia
Ar c t i c C i r c l e
T r o p i c o f C a n c e r
E q u a t o r
E q u a
t o r
T r o p ic o f C ap r i c o r n
A T L A N T I C
I N D I A NO C E A N
O C E A N
A R C T I CO C E A N
ChukchiSeaBeaufort Sea
HudsonBay Baffin
Bay
NorwegianSea
GreenlandSea
NorthSea
Mediterranean Sea
BalticSea
Black Sea
Aral Sea
Arabian Sea
Bayof
Bengal
Sea ofOkhotsk
Barents Sea
KaraSea
LeptevSea
R e d S e a
CaspianSea
Russia
India
China
Burma
Thailand
Cambodia
Nepal
Bhutan
Vietnam
Sri Lanka
LaosBangladesh
Malaysia
Papua New Guinea
East Timor
Brunei
Sing.
Philippines
Malaysia
I n d o n e s i a
Japan
Mongolia
South KoreaNorth Korea
Australia
New Zealand
New Caledonia
Fiji
Antarctica
Vanuatu
Solomon Islands
Madagascar
Trop ic ofC an ce r
T r o p i c o f C a p r i c o r n
Equator
T r o p i c o f C a p r i c o r n
An t a r c t i c C i r c l e
P A C I F I C
I N D I A N O C E A N
O C E A N
Bayof
Bengal
SouthChinaSea
Sea ofJapan
East ChinaSea
YellowSea
Sea ofOkhotsk
Tasman Sea
GreatAustralian
Bight
Ross Sea
rank country rank
changeGTI GTI
Germany -
Australia -
France
India
Spain
Malaysia
rank country rank
changeGTI GTI
South Korea +
Japan +
Poland -
Italy -
Ukraine +
Russia
rank country rank
changeGTI GTI
Mexico +
Greece
Argentina -
Thailand
South Africa +
Egypt +
rank country rank
changeGTI GTI
Brazil -
Turkey
Saudi Arabia +
Nigeria -
Indonesia
Iran
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Heidrick & Struggles Mapping Global Talent: Essays and Insights
indicator weight: to
Demographics
Population aged - nnnnn
CAGR Population aged - ( )
Quality of compulsory education sectors
Duration of compulsory education nnnn
Starting age of compulsory education n
Current education spending ( of GDP) nn
Current education spending per pupilas a of GDP per capita
nnnn
Primary school enrollment ratio ( ) nn
Secondary school enrollment ratio ( ) nnnn
Mean years of schooling nnnn
Adult literacy rate ( of pop over ) nnnnn
Pupil/Teacher ratio, primary nn
Pupil/Teacher ratio, lower secondary nnPupil/Teacher ratio, upper secondary nn
Quality of universities and business schools
Gross enrollment ratio ISCED & Total nnnn
Number of business schoolsranked in worlds top
nn
Number of universities rankedin worlds top
nnn
Expenditure per student for highereducation (as of GDP per capita)
nnn
Quality of the environment to nurture talent
Share of the population aged -with tertiary level education
nnn
Percentage of higher education graduatesin the Social Sciences, Business and Law
nn
Percentage of tertiary graduatesin the Sciences
nnnn
Researchers in R&D (per m pop) nnnn
Technicians in R&D (per m pop) n
indicator weight: to
R&D as of GDP nnnnn
Cost of living nnn
Degree of restrictiveness of labor laws nnnn
Wage regulation n
Quality of workforce nnnn
Local managers nnnn
Protection of intellectual property rights n
Protection of private property nnn
Meritocratic remuneration nnnn
Mobility and relative openness of the labor market
Number of students studying overseas nn
Number of overseas students studying incountry as a of tertiary enrollment
nnnn
Language skills of the labor force nnnnn
Hiring of foreign nationals nnnn
Openness of trade (exports + imports of GDP)
nnn
Stock and ow of foreign direct investment
Average ow of FDI in previous ve years( of GDP)
Average stock of FDI in previous ve years( of GDP)
nn
Procl iv ity to a tt ract ing ta lent
Technical skills of the workforce nnnn
Personal disposable income per capita(US bn) nnnn
Employment growth nnn
GDP per capita
GDP per capita (PPP) nnnn
Nominal USD GDP nnn
PPP GDP nnn
Real GDP growth ( ) nnn
Appendix C
Global alent
Index weighting Seven major areas were determined to be of importance
in researching and analysing the factors that determine
a countrys potential for producing talent. Tese are
listed here in the tables on the right. As the nal step
in the data analysis, the project team from Heidrick &
Struggles and Te Economist Intelligence Unit applied
their judgement to set the weights of the different
variables in the overall ranking by assigning scores from
to for each variable (where = unimportant and
= critical importance). For example, in assessing the
quality of compulsory education, the starting age of a
countrys compulsory education was judged to be much
less signicant than its adult literacy rate which were
weighted and respectively. Tis process ensures that
the nal scores include a degree of insight from the
project team based on its specialist knowledge of
the subject.
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Global Talent Index , developed in co-operation with the Economist Intelligence Unit
Appendix D
Overall G I
rankingsTe two tables on the right show the ranking that each
of the thirty countries achieved in the study in and
the projection forward ve years to . Te arrows
between the columns show movement in rank over the
ve-year period. Red arrows show warming talent, blue
shows where talent is cooling and green indicates where
no change has occurred.
rank country GTI score
US
Canada
Netherlands UK
Sweden
Germany
Australia
China
France
India
Spain
Malaysia
Poland
Italy
South Korea
Japan
Argentina
Russia
Ukraine
Greece
Mexico
Thailand Brazil
South Africa
Egypt
Turkey
Nigeria
Saudi Arabia
Indonesia
Iran
rank country GTI score
US
UK
Canada Netherlands
Sweden
China
Germany
Australia
France
India
Spain
Malaysia
South Korea
Japan
Poland
Italy
Ukraine
Russia
Mexico
Greece
Argentina
Thailand South Africa
Egypt
Brazil
Turkey
Saudi Arabia
Nigeria
Indonesia
Iran
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Heidrick & Struggles Mapping Global Talent: Essays and Insights
Appendix E
DemographicsIn assessing the demographic factors that affect
talent, the team analysed how many people of
working age, - years old, there were in each
of the thirty countries.
rank country score
China
India
US Indonesia
Brazil
Russia
Japan
Nigeria
Mexico
Germany
Turkey
Iran
Egypt
Thailand
UK
France
Italy
South Korea
Ukraine
Spain
Poland
South Africa Argentina
Canada
Malaysia
Saudi Arabia
Australia
Netherlands
Greece
Sweden
rank country score
China
India
US Indonesia
Brazil
Russia
Nigeria
Japan
Mexico
Germany
Turkey
Iran
Egypt
Thailand
UK
France
Italy
South Korea
Ukraine
Spain
Poland
Argentina South Africa
Canada
Malaysia
Saudi Arabia
Australia
Netherlands
Greece
Sweden
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Global Talent Index , developed in co-operation with the Economist Intelligence Unit
Appendix F
Quality of
compulsoryeducationIn assessing the quality of compulsory education,
the team looked at eleven variables which impact the
effectiveness of schooling as follows:
duration of compulsory education
starting age of compulsory education
current education spending ( of GDP)
current education spending per pupil as
a of GDP per capita
primary school enrolment ratio ( )
secondary school enrolment ratio ( )
mean years of schooling
adult literacy rate ( of pop over )
pupil/teacher ratio, primary
pupil/teacher ratio, lower secondary
pupil/teacher ratio, upper secondary
rank country score
UK
Canada
Germany Sweden
France
Netherlands
Australia
US
Spain
Japan
South Korea
Italy
Poland
Ukraine
Argentina
South Africa
Malaysia
Mexico
Thailand
Russia
Greece
Turkey Brazil
India
Iran
China
Egypt
Indonesia
Nigeria
Saudi Arabia
rank country score
UK
France
Netherlands Canada
Germany
US
Sweden
Australia
Japan
South Korea
Spain
Ukraine
Italy
Poland
Argentina
Mexico
Thailand
South Africa
Greece
Malaysia
Turkey
Russia Brazil
China
India
Iran
Egypt
Indonesia
Saudi Arabia
Nigeria
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Heidrick & Struggles Mapping Global Talent: Essays and Insights
Appendix G
Quality of
universities andbusiness schoolsTe following variables were used as a measure of
both the reputation and resources of the business
schools and universities in each country as well as
their enrolment records:
gross enrollment ratio ISCED & total
number of business schools ranked in
worlds top
number of universities ranked in worlds top
expenditure per student for higher education
(as of GDP per capita)
rank country score
US
UK
Sweden South Korea
Australia
Canada
Saudi Arabia
Germany
France
Netherlands
Greece
Spain
Russia
Japan
Egypt
Ukraine
Italy
Poland
Malaysia
Argentina
China
Thailand Turkey
Mexico
Brazil
India
South Africa
Iran
Nigeria
Indonesia
rank country score
US
UK
Sweden South Korea
Australia
Germany
France
Canada
Saudi Arabia
Greece
Russia
Japan
Spain
Egypt
Ukraine
Poland
Italy
Netherlands
Malaysia
Argentina
China
Thailand Mexico
Turkey
India
Brazil
South Africa
Iran
Nigeria
Indonesia
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Global Talent Index , developed in co-operation with the Economist Intelligence Unit
Appendix H
Quality of the
environment tonurture talent Assessing the quality of the environment involved
analysis of the following factors:
share of the population aged - with
higher education
percentage of higher education graduates in
the Social Sciences, Business and Law
percentage of tertiary graduates in the Sciences
researchers in R&D (per m pop)
technicians in R&D (per m pop)
R&D as of GDP
cost of living
degree of restrictiveness of labor laws
wage regulation
quality of work force
local managers
protection of intellectual property rights
protection of private property
meritocratic remuneration
rank country score
US
Netherlands
Canada Japan
Sweden
Russia
Australia
Germany
France
UK
India
Spain
Ukraine
South Korea
Malaysia
Argentina
Mexico
Brazil
Italy
Poland
Thailand
China Greece
South Africa
Iran
Nigeria
Egypt
Indonesia
Turkey
Saudi Arabia
rank country score
US
Netherlands
Canada Japan
Australia
Sweden
Germany
UK
France
South Korea
Russia
Spain
India
China
Mexico
Malaysia
Ukraine
Poland
Brazil
Greece
Italy
South Africa Argentina
Thailand
Iran
Egypt
Turkey
Indonesia
Saudi Arabia
Nigeria
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Heidrick & Struggles Mapping Global Talent: Essays and Insights
Appendix I
Mobility and
relative opennessof the labormarketTe variables used to measure the mobility and relative
openness of the labor market focus not only on thenumber of people studying outside of their home
country and their language skills, but also on a countrys
tendency to hire foreign nationals to add diversity to its
workforce. Tese characteristics along with openness to
other cultures are crucial to creating and maintaining
talent ow:
number of students studying overseas
number of overseas students studying in country as a
of enrollment in higher education
language skills of the labor force
hiring of foreign nationals
openness of trade (exports + imports of GDP)
rank country score
Canada
UK
Germany Netherlands
Australia
Sweden
Malaysia
France
US
India
China
South Africa
Thailand
Greece
Poland
Nigeria
Turkey
Italy
Spain
Argentina
Mexico
Ukraine Brazil
Egypt
Russia
South Korea
Indonesia
Japan
Saudi Arabia
Iran
rank country score
Canada
UK
Germany Netherlands
Australia
Sweden
Malaysia
France
India
US
China
South Africa
Poland
Greece
Ukraine
Mexico
Italy
Turkey
South Korea
Spain
Russia
Argentina Brazil
Egypt
Nigeria
Thailand
Japan
Saudi Arabia
Indonesia
Iran
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Global Talent Index , developed in co-operation with the Economist Intelligence Unit
Appendix J
Stock and ow
of foreign directinvestmento determine the scores for this pillar of the research,
the project team looked at the average stock and at the
average ow of foreign direct investment (FDI) for
each country in the previous ve years as a percentageof GDP. However, it only used the gures for each
countrys average stock of FDI when calculating
this index.
rank country score
Netherlands
Malaysia
Sweden UK
Nigeria
Spain
Argentina
Australia
Canada
Thailand
Egypt
South Africa
Poland
France
China
Mexico
Germany
Brazil
Ukraine
US
Italy
Turkey Saudi Arabia
South Korea
Greece
Russia
India
Indonesia
Iran
Japan
rank country GTI score
Netherlands
Sweden
UK Malaysia
South Africa
Canada
Egypt
France
Australia
Spain
Mexico
Poland
Thailand
Nigeria
Argentina
Ukraine
Germany
Brazil
China
Turkey
US
Italy Russia
Indonesia
South Korea
India
Greece
Saudi Arabia
Japan
Iran
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Heidrick & Struggles Mapping Global Talent: Essays and Insights
Appendix K
Proclivity to
attracting talentPerhaps the most difficult area to dene because of
its cultural nuance, is a countrys proclivity to attract
talent. In other words, why would anyone want to work
there? In assessing this nal pillar of the research, the
project team looked at the following variables:
technical skills of the workforce
personal disposable income per capita (US bn)
employment growth
GDP per capita (PPP)
nominal USD GDP
PPP GDP
real GDP growth ( )
rank country score
US
Sweden
Canada Germany
France
Australia
UK
Spain
Netherlands
Italy
Poland
Greece
Argentina
Japan
South Korea
Malaysia
India
Egypt
Russia
Mexico
Brazil
Iran Saudi Arabia
Turkey
Nigeria
China
Ukraine
Indonesia
Thailand
South Africa
rank country score
US
France
Canada Germany
Australia
UK
Sweden
Spain
Italy
Netherlands
Japan
Malaysia
India
South Korea
Greece
Poland
Argentina
Mexico
Russia
Saudi Arabia
Turkey
Egypt Ukraine
Brazil
Thailand
China
Iran
Nigeria
Indonesia
South Africa
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Global Talent Index , developed in co-operation with the Economist Intelligence Unit
Further readingavailable on www.heidrick.com Te Leadership eam: Complementary Strengths or Conicting Agendas, Stephen A Miles and Michael D
Watkins, Harvard Business Review , April
Roller Coaster Leadership, Kevin Kelly,Business Strategy Review , Spring
Getting Results in China: How Chinas Tech Executives are Molding a New Generation of Leaders, (A joint researchproject between Heidrick & Struggles and Te Stanford Project on Regions of Innovation and Entrepreneurship)
Route to the Top, Dr Elisabeth Marx, Heidrick & Struggles,
Executive Leadership in China,(A joint study between Heidrick & Struggles and the Economist Intelligence Unit)
Benchmarking Corporate Governance in China, (A joint research project carried out by Heidrick & Struggles and theSchool of Management, Fudan University)
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Heidrick & Struggles Mapping Global Talent: Essays and Insights
Te Economist Intelligence Unit is the worlds foremost provider of country,industry and management analysis.Founded in when a director ofintelligence was appointed to serve TeEconomist, the Economist Intelligence Unitis now a leading research and advisory rm with more than forty offices worldwide.
For nearly sixty years, the Economist Intelligence Unit
has delivered vital business intelligence to inuential
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makes it the most trusted and valuable resource
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Te mission of the Economist Intelligence Unit isto provide executives with authoritative analysis and
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key sectors and latest management strategies and
best practices.
Te nature of the operation and client base of theEconomist Intelligence Unit demands a global presence.
Te head office is in London with major regional
centres in Hong Kong, Vienna and New York.
www.eiu.com
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