managing talent in a turbulent economy keeping your team intact

Talent

Managing talent in a turbulent economy

Special Report on Talent Retention: September 2009

Keeping your team intact

ContentsContents

1 Key fi ndings

2 Will companies be able to keep their teams intact?

4 Should I stay or should I go?

9 What it takes to retain the team

11 Talent winners will reconcile the tale of two mindsets

12 Survey participants/demographics

14 Contacts

Playing Both Offense and Defense

Part one in the series, conducted in January 2009, surveyed 326 executives from businesses

worldwide on how they are planning and managing their workforces in today’s challenging economic

environment. The report was published in February 2009 and includes a spotlight focus on workforce

planning and analytics.

Read Playing Both Offense and Defense

Navigating a Course Through Rough Waters

Part two in the series, conducted in March 2009, examined how 397 executives have changed

strategic priorities and talent tactics since the initial January survey. The report was published in April

2009 and features a spotlight focus on talent and risk.

Read Navigating a Course Through Rough Waters

Clearing the Hurdles to Recovery

Part three in the series, conducted in May 2009, focused on retention and continued to track and

compare how 319 global business leaders have shifted their talent priorities and strategies since the

January and March surveys. This report was published in July 2009.

Read Clearing the Hurdles to Recovery

Managing Talent in a Turbulent Economy Survey Series

This is a year-long longitudinal series conducted for Deloitte Consulting LLP by Forbes Insights surveying global executives

across all industries, at large businesses worldwide in the Americas, Asia Pacifi c, and Europe, the Middle East, and Africa. The

talent pulse survey research, as well as Deloitte’s position on the impending resume tsunami, has gained both U.S. and global

recognition (e.g., USA Today, The Wall Street Journal, and Management Issues).

1Special report on talent retention – September 2009

As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. All survey data and statistics referenced and presented in this report, as well as the representations made and opinions expressed, unless specifi cally described otherwise, pertain only to the participating organizations and their responses to the Deloitte surveys conducted in May 2009 and August 2009.

Key fi ndings

A “resume tsunami” may threaten unprepared companies as key employees who held on to their jobs in tough times seek out better opportunities when economic fears re-cede. In anticipation, many executives and talent manag-ers have been shifting their priorities toward keeping their teams intact. But the priorities of employers do not always match the needs of employees, which could leave compa-nies blindsided when the talent market heats up again.

Keeping Your Team Intact: A Special Report on Talent Retention—part of an ongoing longitudinal survey by Deloitte—compares the results of an August 2009 survey of employees at large enterprises worldwide with a May 2009 survey of international corporate leaders. The May survey revealed that many top executives and talent managers are already charging ahead with new workforce plans, identifying potential retention barriers and adopting new strategies to keep their core workforces together. But do executives really understand what it will take to retain key employees? Are companies implementing the tactics they need to keep key employees on board and com-mitted? And are corporate leaders ready for the effects of a potential resume tsunami that could hit when the economy turns?

This special report reveals a number of critical disparities between what employees reported they want and what surveyed executives think employees want. These differ-ences suggest that many companies should reevaluate the turnover intentions of their key employees and revise the retention tactics they employ to keep top talent on the job. Among the key fi ndings and the related conclusions we have made:

• Companies may struggle to keep their teams intact, as they risk losing many of their most valued employees when the global economy recovers. Nearly half (49%) of employees surveyed in August are either looking for a new job or plan to do so after the recession ends.

• A “tale of two mindsets” exists between employee desires and employer priorities. Corporate leaders and employees who participated in these surveys share little agreement when it comes to understanding which key employees are leaving, why they want to leave, and what it would take to keep them. Executives who believe they know what their employees want may need to rethink their assumptions.

• While there is broad agreement over the effectiveness of compensation increases and other fi nancial incentives as retention tools, surveyed corporate leaders do not appear to understand the non-fi nancial priorities of their employees, such as the need for strong leadership, job security, effective communication, and career advancement opportunities.

• Companies that build effective retention strategies tailor their tactics to account for generational differences. However, many corporate leaders may be misreading the priorities among different generations, leading employers to offer the wrong incentives to the wrong employees.

Comparing survey participantsUnlike the other surveys in the Managing Talent in a Turbulent Economy series that asked corporate leaders about their companies’ talent strategies, this study is based on input directly from the talent themselves. Respondents to the August survey were predominantly salaried employees (40%), manag-ers (28%), hourly employees (6%), and part-time employees (4%). The May survey, by comparison, focused on business leaders and Human Resource/ Talent executives. Throughout this Special Report, respondents to the August survey are referred to as “surveyed employees” and respondents to the May survey are referred to as “surveyed corporate leaders.”


Nearly half (49%) of all surveyed employees are considering leaving their jobs.

Will companies be able to keep their teams intact?

Many employers are preparing for a post-recession resume tsunami, when valued workers who may have stayed put in down times start fl ooding the market with CVs as the economy improves. To reduce the risk of disruption that can come from high turnover, companies are devising and implementing retention strategies to hold on to the key talent they will need to prosper when the eventual recov-ery comes. But do they really know what will succeed with their employees?

To determine whether companies’ retention strategies and tactics match the priorities of their workforces, Deloitte and Forbes Insights conducted a global survey of 368 employees at large companies (annual revenues over $500 million) in the Americas, Europe, the Middle East and Africa (EMEA), and Asia Pacifi c (APAC). In order to uncover the retention barriers and most effective retention strate-gies for each generation, responses to this August survey were sought from employees in four key age segments: Generation Y (under 30); Generation X (30-44); Baby Boomers (45-64); and Veterans (65 and older).

Almost half of all surveyed employees may join potential resume tsunami Perhaps the most striking fi nding in the August survey is that nearly half (49%) of all surveyed employees are considering leaving their jobs and just 45% expect to stay with their current employers (Figure 1). In fact, 30% are already actively seeking new employers—a fi gure that could rise as more employees venture into the job market once the recession ends.

Figure 1. All respondents: Do you have plans to look for new employment?

Seeking/plan to seek new employment

49%

Don’t know6%

Expect to stay with current employer

45%


More than one-fi ft h (22%) of surveyed Generation X employees have been actively job hunting over the past year.

1 Griffeth, R. W., Hom, P. W., & Gaertner, S. (2000). A meta-analysis of antecedents and correlates of employee turnover: Update, moderator tests, and research implications for the next millennium. Journal of Management, 26, 463-488.

High turnover intentions represent a serious risk to em-ployers fi ghting to keep their top talent intact; academic research indicates nearly 40% of employees are likely to act on their turnover intentions.1 Based on the responses of surveyed employees and this research, the resume tsunami that could follow the current downturn may well exceed previous post-recessionary trends.

Employees from Generation X and Generation Y represent the biggest turnover risks. Among surveyed Generation X members, only 37% plan to stay with their current employer, while 44% of surveyed Generation Y members expect to remain in their current job. At least half of the Baby Boomers surveyed (50%) and surveyed Veterans (52%) report they expect to stay with their current em-ployer (Figure 2).

Figure 2. Respondents by generation: Do you have plans to look for new employment?

I have been actively looking for new employment during

the past 12 months

I am currently seeking new employment

I plan to begin looking for new employment within the

next 12 months

I plan to look for new employment after the

recession ends

I expect to stay with my current employer

Don’t know

0% 20%10% 30% 50%40% 60%

Given their turnover intentions, it is not surprising that many Generation X employees are already pounding the pavement in search of new work. In the August study, 22% of surveyed Generation X employees indicated they have been actively seeking new employment over the past 12 months, compared to 14% of surveyed Baby Boom-ers, 12% of surveyed Generation Y employees, and 5% of surveyed Veterans.

A tale of two mindsets: Do executives and top talent managers have a good handle on which employees they risk losing once better times arrive? Not according to our August survey that reports that surveyed Generation X employees have the high-est turnover intentions. Three months ago, just 9% of surveyed corporate leaders expected voluntary turnover to increase signifi cantly among Generation X employees in the 12 months following the recession, compared to 24% who expected an increase among Generation Y.

Total respondents

Generation Y

Generation X

Baby Boomers

Veterans


Should I stay or should I go?

What could push employees to join the resume tsunami—either today or when the recession ends?

As layoffs and job cutbacks remain widespread (66% of surveyed employees report layoffs at their companies), many employees who took part in the August survey cite concerns over job security as the most important factor that would prompt them to change employers. “Lack of job security” ranked number one among all survey partici-pants at 36%, well ahead of the next highest factors, “lack of compensation increases” and “lack of career progress,” tied at 27%. Anxiety over job security ran high up and down the age scale, ranking as the number one concern for surveyed Veterans, Baby Boomers, and Generation Y employees (Figure 3).

Many employees who took part in the August survey cite concerns over job security as the most important factor that would prompt them to change employers.

Figure 3. Respondents by generation: Factors that would cause respondents to change employers today

Lack of job security

Lack of compensation increases

Lack of career progress

Lack of adequate bonus or other fi nancial incentive

New opportunities in market

Lack of trust in leadership

Dissatisfaction with supervisor or manager

Lack of challenges in the job

Poor employee treatment during downtown

Excessive workload

Inadequate or reduction in benefi ts (i.e., health

and pension)

Declining perception of company

Lack of training and development opportunities

Lack of fl exible work arrangements

Too much travel

Limitations due to new government regulations

(e.g., TARP)

0% 20%10% 30% 50%40% 60%

Total respondents

Generation Y

Generation X

Baby Boomers

Veterans


But among surveyed Generation X employees—the demo-graphic group with the highest turnover intentions—the number one factor is the lack of career progress, possibly as they wait for Baby Boomers to retire. Four-in-ten (40%)Generation X employees cited “lack of career progress” as the prime motivation to switch jobs today—considerably higher than their surveyed colleagues in Generation Y (30%), Baby Boomers (20%), and Veterans (14%).

Like their colleagues, Generation X employees may also be entering the job market defensively; 35% of those sur-veyed report that concerns over “job security” could lead them to change employers today—the second highest factor behind “lack of career progress.”

While fears over career obstacles and job security are widely shared by all surveyed employees, other fac-tors also scored high among the surveyed age groups. Employee treatment was a particularly important factor for surveyed Baby Boomers. More than one in every four (26%) surveyed Boomer employees ranked “poor employee treatment during downturn” as a factor that would cause them to look for new employment today—nine points higher than any other group (Generation Y at 17%). And inadequate or reduced benefi ts were one of the three most important reasons to seek new work for 17% of surveyed Veterans and 16% of surveyed Boomers, compared to just 7% of surveyed Generation X employees and 10% of Generation Y workers.

A tale of two mindsets: When it comes to job security, the May and August surveys again reveal a gap between the perspectives of employees and the expectations of employers. While “lack of job secu-rity” far outranked other factors that might cause surveyed employees to shift jobs, it ranked only third among surveyed corporate leaders. And while corporate leaders surveyed in May ranked “exces-sive workload” second among barriers to retaining employees, surveyed employees in August ranked it tenth overall; in fact, no demographic group ranked it higher than ninth.

Employees anxious about job security often look for signs of support from their employers, yet many surveyed employees do not believe they are getting the support they need. One-in-fi ve (20%) cited “dis-satisfaction with supervisor or manager” and 18% reported “poor employee treatment during down-turn” as reasons why they are currently looking for new work. Most corporate leaders surveyed in May did not give these concerns much weight: Only 8% saw “poor employee treatment” as a top barrier to retaining talent, while just 13% cited “dissatisfaction with supervisor or manager.”

Of those surveyed employees who intend to leave their current job, 76% report a drop in morale and 62% fault lack of communication from executives during the recession.


There is also strong evidence in the August survey that plummeting morale and poor corporate communica-tion are driving turnover intentions. More than six-in-ten surveyed employees (62%) believe morale has decreased due to cost-cutting measures, with fully 21% reporting morale has decreased signifi cantly (Figure 4). In addition, nearly half of surveyed employees (48%) complained that their companies had not communicated effectively about belt-tightening actions. Of those surveyed employees who intend to leave their current job, these grievances were even more pronounced: 76% report a drop in morale and 62% fault lack of communication from executives during the recession.

Figure 4. All respondents: Impact of cost-cutting measures on employee morale

Stayed the same/no impact

21%

Significantly improved

1% Improved8%

Significantly decreased

21%

Don’t know8%

Decreased41%

Financial incentives take priority following recession While fi nancial factors—such as lack of compensation, bonus, or other fi nancial incentives—trail job security as a reason for surveyed employees to look for a new job today, money will become the top retention barrier once the economy recovers.

A tale of two mindsets: If there is one clear disparity between what surveyed employees say will keep them in their job and what surveyed corporate leaders believe is important for retention, it is strong leadership. Employees clearly want to work for a company with strong leadership, but corporate lead-ers surveyed in May rarely viewed this as a retention tactic. While surveyed employees ranked “lack of trust in leadership” sixth at 20% when asked what factors could induce them to leave their jobs after the recession ends, surveyed corporate leaders rated strong leadership tenth at only 12%. Among all surveyed employees, “strong leadership” placed third as an effective retention initiative. The older and more experienced the worker, the more important leadership becomes. Generation Y survey partici-pants ranked “strong leadership” fi fth; Generation X respondents moved it up to a tie for fourth; and sur-veyed Baby Boomers actually ranked it fi rst at 41%, ahead of both “additional bonuses” and “additional compensation.”


When asked to name the most signifi cant factors that would cause them to switch jobs 12 months aft er the recession ends, 36% of all surveyed employees chose “lack of compensation increases,” followed by “new opportunities in market” at 35%.

Figure 5. Respondents by generation: Factors that would cause respondents to change employers 12 months after the recession ends

Lack of compensation increases

New opportunities in market

Lack of career progress

Lack of adequate bonus or other fi nancial incentive

Lack of job security

Lack of trust in leadership

Lack of challenge in the job

Dissatisfaction with supervisor or manager

Excessive workload

Inadequate or reduction in benefi ts (i.e., health pensions)

Poor employee treatment during downturn

Declining perception of company

Lack of training and development opportunities

Lack of fl exible work arrangements

Limitations due to new government regulations

(e.g., TARP)

Too much travel

0% 20% 40% 50% 60%30%10%

When asked to name the most signifi cant factors that would cause them to switch jobs 12 months after the recession ends, 36% of all surveyed employees chose “lack of compensation increases,” followed by “new opportuni-ties in market” at 35%. Perhaps feeling buoyed by their potential prospects in a more robust economy after the recession, surveyed employees drop “job security” down to fi fth place among the factors that would prompt them to seek new employment (Figure 5).

Executives generally seem to have a better fi x on what their employees will be looking for when the economic climate brightens. Corporate leaders surveyed in May and employees surveyed in August listed the same four factors that might lead to job switching after the recession ends, although ranked in different order: “lack of compensation increases” (36% for employees; 27% for corporate leaders); “new opportunities in the market” (35% for employees; 39% for corporate leaders); “lack of career progress” (29% for employees; 22% for corporate lead-ers); “lack of adequate bonus or other fi nancial incentives” (25% for both employees and corporate leaders).

Total respondents

Generation Y

Generation X

Baby Boomers

Veterans


A global perspective on talent retentionEmployee restlessness is especially pronounced in APAC, where 56% of surveyed employees expressed they are considering leaving their current employer. Forty-seven percent of surveyed employees in the Americas have the same expectation. Surveyed employees in EMEA are least likely to leave, although, even in this region, 44% are either looking for new work or plan to look when the economy recovers.

Employees in different regions also expressed differ-ent reasons for seeking new employment. Surveyed employees in EMEA, for example, were signifi cantly less concerned about fi nancial considerations than their counterparts in the Americas and in APAC. While 34% of surveyed employees in both the Americas and APAC chose “lack of compensation increases” as one of the three most signifi cant factors that could cause them to look for new employment today, only 13% of surveyed employees in EMEA made the same choice.

The tale of two mindsets evident in the rest of the survey also appeared when comparing regional employee responses to those of corporate leaders. In the Americas,

nearly three times as many surveyed corporate leaders cited “excessive workload” as a critical retention barrier compared to surveyed employees (36% to 13%). The disparity was also signifi cant in EMEA, where “exces-sive workload” was mentioned by 31% of surveyed corporate leaders and only 15% of surveyed employ-ees. The smallest gap was in APAC, where this factor was mentioned by 22% of surveyed corporate leaders and 19% of surveyed employees.


43%

41%

28%

28%

25%

22%

20%

14%

11%

11%

10%

7%

5%

5%

4%

3%

Additional compensation

Additional bonuses or fi nancial incentives

Strong leadership

Job advancement expectations/guidelines

Support and recognition from supervisors or managers

Flexible work arrangements

Additional benefi ts (i.e., health and pensions)

Leadership development programs

Customized/individualized career planning

Succession planning

Organizational support

New training programs

Mentoring programs

Additional discretionary perks

Don’t know

Other

Figure 6. All respondents: Most effective retention initiatives

What it takes to retain the team

The risks of a potential resume tsunami are clear. Com-panies that lose key talent to new opportunities must bear the costs of attracting, recruiting, and training new employees to replace those who have left. These expenses can mount quickly. In fact, after accounting for these costs plus the loss of intellectual capital, client relation-ships, productivity, and other job skills, the ultimate cost of replacing a lost employee can be two-to-three times that employee’s annual salary. Even so, many corporate leaders—44% according to Deloitte’s May survey—labor under the illusion that voluntary turnover actually increases profi tability.

Comparing the August employee survey to the May survey of corporate leaders, it appears that employees and employers are reading out of different playbooks. Because of this divergence, many surveyed corporate leaders seem to be relying on strategies that fail to address their work-ers’ principal concerns, focusing instead on issues that surveyed employees place well down their list of priorities.

What strategies and tactics should companies employ to retain key talent, high-performing employees, and future corporate leaders? The August survey results supply some insights.

Broad agreement on fi nancial incentives…little agreement elsewhereOn one issue, at least, surveyed employees and surveyed corporate leaders were in strong agreement. Across all generations, greater compensation and fi nancial incentives typically ranked as the most effective retention tactics by both employees and employers. When specifi cally asked which retention initiatives would keep them in their cur-rent jobs, 43% of surveyed employees listed “additional compensation” followed closely by “additional bonuses and fi nancial incentives” at 41% (Figure 6).

Interestingly, surveyed employees ranked non-fi nancial retention tactics third, fourth, and fi fth, allowing even the most cost-constrained companies to implement effective retention plans to keep hold of top talent.

Cost-constrained companies can take advantage of eff ective non-fi nancial incentives to keep teams intact.


Figure 7. Respondents by generation: Most effective retention initiatives

Ranking

1

2

3

Additional compensation (46%)

Additional bonuses or fi nancial incentives (30%)

Flexible work arrangements (29%)




Additional benefi ts (i.e., health and pensions) (42%)




Flexible work arrangements (26%) Additional compensation (22%)



Strong leadership (29%)

Strong leadership (41%)





Job advancement expectations/ guidelines (30%)



Job advancement expectations/ guidelines (38%)

Generation Y (under age 30) Generation X (ages 30-44) Baby Boomers (ages 45-64) Veterans (over age 65)

Corporate leaders

Corporate leaders

Corporate leaders

Corporate leaders

Employees

Employees

Employees

Employees

Yet even amidst this agreement, the August survey revealed considerable differences between employees and employers over the relative importance of individual fi nancial incen-tives. For example, both surveyed corporate leaders and sur-veyed Generation X employees ranked “additional bonuses or fi nancial incentives” as the most effective retention tactic. However, by 48% to 37%, surveyed Generation X employ-ees gave this tactic higher priority than surveyed corporate leaders. And while 40% of surveyed Baby Boomers chose “additional bonuses or fi nancial incentives” only 30% of surveyed corporate leaders made the same choice (Figure 7).

This broad agreement between employees and employers about effective retention tactics breaks down even further when discussing non-fi nancial incentives. When asked to rank their top three retention tactics, in every instance, surveyed employees of all four generational groups chose different non-fi nancial incentives than surveyed corporate leaders (Figure 7).

Bold-faced type indicates non-fi nancial initiatives


This study confi rms the possibility of a resume tsunami as the economy recovers. Companies that fail to prepare risk damaging consequences, including loss of top talent, higher costs to replace key workers, and lower profi tability as a result. The actions companies take today to keep their teams intact will likely separate the talent winners from the talent losers once the recession ends.

This may prove a tall order. The data suggests that, on many of the factors that are crucial to retention, what employers see as important may not be what employees are most concerned about. And the priorities employees see as vital are lower retention priorities for employers.

Talent winners will reconcile the tale of two mindsets

Corporate leaders looking to head off a resume tsunami have a number of tools at their disposal, both fi nancial and non-fi nancial program incentives. Executives and talent managers must honestly answer a number of important questions: Can strong leadership be used more effectively as a retention tool? Can improved communica-tion over necessary cost-cutting measures alleviate anxiety and reduce turnover intentions? Can career advancement paths be cleared to keep top talent satisfi ed? Are manag-ers giving employees the support and recognition they say will help keep them committed to their current jobs?

Effective companies will end the tale of two mindsets by fi rst understanding what their employees really want and then realigning their retention strategies, tactics, and pri-orities to match those goals. Those that succeed will retain their high-potential employees and hit the ground running as the economy recovers.


This Special Report on Talent Retention is part of Deloitte’s year-long longitudinal study of talent trends and retention strategies. 368 employees from businesses around the world participated in a survey conducted by Forbes Insights. Survey participants were largely managers, salaried, hourly, or part-time employees (Figure 8).

All respondents worked at large organizations, with annual revenues over $500 million (Figure 9).

The survey was balanced among four generational groups, with 25% of respondents Generation Y (under age 30), 29% Generation X (ages 30-44), 30% Baby Boomers (ages 45-64), and 18% Veterans (age 65 and older) (Figure 10).

Survey participants/demographics

Figure 9. Company revenues

21%24%

12% 13%

30%

$500 million – $999 million

$1 billion – $4.9 billion

$5 billion – $9.9 billion

$10 billion – $20 billion

Greater than$20 billion

Part-time employee

Hourly employee

Salaried employee

Manager

Head of business unit/department

VP/Director

EVP/SVP

C-level executive

Figure 8. Respondents by job titles

Figure 10. Age of respondents

Generation X29%

Veterans16%

Baby Boomers30%

Generation Y25%

4%

6%

40%

9%

28%

10%

1%

2%


The fourth edition of Deloitte’s longitudinal survey will be published in November. Deloitte also plans to publish a fi fth edition in January 2010 in order to complete a year-long study designed to track talent trends and attitudes through the depth of the recession and into the fi rst hints of economic recovery.

Figure 11. Respondent by location

Americas

43%

Europe/Middle East/Africa

30%

Asia Pacifi c

27%

Figure 12. IndustriesThe survey was also geographically balanced, with 43% of participants located in the Americas, 30% in Europe/Middle East/Africa, and 27% in the Asia Pacifi c region (Figure 11).

A wide range of industries was represented, including technology, media and telecommunications 23%; fi nancial services 19%; consumer and industrial products, 15%; life sciences and health care 9%; and energy and utilities 7% (Figure 12).

Other27%

Consumer/Industrial Products

15%

Energy/Utilities

7%

Financial Services

19%

Technology/Media/Telecommunications

23%

Life Sciences/Health Care

9%


Contacts

Global Human Capital Dr. Sabri Challah* Global Practice LeaderHuman Capital Deloitte MCS Ltd. United Kingdom +44 20 7303 [email protected]

Jeff Schwartz* Global Practice LeaderOrganization and Change Deloitte Consulting LLPUnited States +1 703 251 [email protected]

Tim Phoenix* Global Practice LeaderTotal Rewards Deloitte Consulting LLP United States +1 512 226 [email protected]

Margot Thom* Global Practice LeaderHR Transformation Deloitte Inc. Canada +1 416 874 [email protected]

Human Capital–Americas Michael Fucci National Practice LeaderHuman Capital Deloitte Consulting LLPAmericas and United States+1 973 602 [email protected]

Margot Thom* National Practice LeaderHuman Capital Deloitte Inc. Canada +1 416 874 [email protected]

Vicente Picarelli Regional Practice LeaderHuman Capital Deloitte Consulting Latin America and Caribbean+55 11 5186 [email protected]

Human Capital–Asia Pacifi c Richard Kleinert Regional Practice LeaderHuman Capital Deloitte Consulting LLPUnited States +1 213 688 [email protected]

Lisa Barry* National Practice LeaderHuman Capital Deloitte ConsultingAustralia +61 3 9208 [email protected] Kenji Hamada National Practice LeaderHuman Capital Tohmatsu Consulting Co., Ltd.Japan +81 3 4218 [email protected]

Byung Jeon Kim National Practice LeaderHuman Capital Deloitte Consulting KoreaKorea +82 2 6676 [email protected]

P. Thiruvengadam National Practice LeaderHuman Capital Deloitte Touche Tohmatsu India Pvt. Ltd.India +91 80 6627 [email protected]

Hugo Walkinshaw Practice LeaderHuman Capital Deloitte Consulting Singapore Pte. Ltd.Singapore and South East Asia+65 6232 [email protected]

Jungle Wong National Practice LeaderHuman Capital Deloitte Touche TohmatsuCPA Ltd.China +86 10 8520 [email protected]

Human Capital–EMEABrett C. Walsh Regional Practice LeaderHuman Capital Deloitte MCS LimitedUnited Kingdom + 44 20 7007 [email protected]

Dr. Udo Bohdal* National Practice LeaderHuman Capital Deloitte Consulting GmbHGermany +49 69 97137 [email protected]

Gert De Beer National Practice LeaderHuman Capital Deloitte Consulting South Africa +27 11 806 [email protected]

Enrique de la VillaNational Practice LeaderHuman Capital Deloitte S.L. Spain +34 9151 [email protected]

Rolf Driesen National Practice LeaderHuman Capital Deloitte ConsultingBelgium +32 2 749 57 [email protected]

Christian Havranek* National Practice LeaderHuman Capital Deloitte Consulting Austria +43 1 537 00 [email protected]

Feargus Mitchell National Practice LeaderHuman Capital Deloitte MCS LimitedUnited Kingdom +44 20 7007 [email protected]

Petr Kymlicka National Practice LeaderHuman Capital Deloitte Advisory s.r.o.Central Europe + 420 2 [email protected]

Gilbert Renel* National Practice LeaderHuman Capital Deloitte S.A. Luxembourg +35 24 5145 [email protected]

Ardie van Berkel National Practice LeaderHuman Capital Deloitte Consulting B.V.The [email protected]

David YanaNational Practice LeaderHuman Capital Deloitte ConsultingFrance +33 1 58 37 96 [email protected]


Global Talent Steering Group–Americas Robin Erickson, PhDHuman Capital Deloitte Consulting LLPUnited States +1 312 486 [email protected]

Marc Kaplan Human Capital Deloitte Consulting LLPUnited States +1 212 618 [email protected]

Alice Kwan Human Capital Deloitte Consulting LLPUnited States +1 212 618 [email protected] Andrew Liakopoulos Human Capital Deloitte Consulting LLPUnited States +1 312 486 [email protected] David Rizzo Human Capital Deloitte Consulting LLPUnited States +1 973 602 [email protected] Christie Smith Human Capital Deloitte Consulting LLPUnited States +1 973 602 [email protected]

Heather StocktonHuman Capital Deloitte Inc. Canada +1 416 601 [email protected]

Gregory Stoskopf Human Capital Deloitte Consulting LLPUnited States +1 212 618 [email protected]

Global Talent Steering Group–Asia Pacifi c Satoshi Ota Human Capital Deloitte Tohmatsu Consulting Co., Ltd.Japan +81 3 4218 7439 [email protected] Global Talent Steering Group–EMEADr. Eddie Barrett Human Capital Deloitte MCS Ltd.United Kingdom +44 7789 006 [email protected]

David Conradie Human Capital Deloitte Consulting (Pty) Ltd. South Africa +27 11 517 [email protected]

Kees Flink Human Capital Deloitte Consulting B.V.The Netherlands+31612344741kfl [email protected]

Anne-Marie MalleyHuman Capital Deloitte MCS Ltd.United Kingdom +44 207 007 [email protected]

Gabi Savini Human Capital Deloitte Consulting (Pty) Ltd. South Africa +27 11 517 [email protected]

Global Mobility Gardiner Hempel Global Mobility Transformation Leader, Global Employer Services Deloitte Tax LLP United States +1 212 436 [email protected]

Andrew Hodge UK Practice Leader Global Employer Services Deloitte & Touche LLPUnited Kingdom +44 207 007 [email protected]

Anne Shih Deputy Managing Partner Global Employer Services Deloitte Touche TohmatsuHong Kong +852 2852 [email protected]

Talent and Risk Michael Fuchs Human CapitalDeloitte Consulting LLP United States +1 212 618 [email protected]

Timothy Lupfer Human CapitalDeloitte Consulting LLP United States +1 212 618 [email protected]

Workplace Transformation George Bouri National Practice Leader Capital and Real Estate TransformationDeloitte Consulting LLP United States +1 973 602 5322 [email protected]

Martin Laws Lead Partner Real Estate SolutionsDeloitte & Touche LLPUnited Kingdom +44 207 007 [email protected]

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About the surveyThis survey—a special report in a year-long longitudinal study—was conducted for Deloitte by Forbes Insights. This special report features results from an August 2009 survey that polled 368 employees, representing four generations, at large businesses worldwide in the Americas, Asia Pacifi c, and Europe, the Middle East, and Africa. A more detailed demographic profi le about the respondents can be found at the end of this report.

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