indice de talen gobl en ingle.pdf

8/10/2019 INDICE DE TALEN GOBL EN INGLE.pdf

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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.

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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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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

[email protected]


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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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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

[email protected]


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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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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

[email protected]


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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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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

[email protected]


13/36


14/36


15/36


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.


16/36


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

[email protected]


17/36


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.


18/36


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

[email protected]


19/36


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.


20/36


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,


21/36


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).


22/36


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 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


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


23/36


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


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


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


24/36


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.


25/36


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


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


26/36


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


27/36


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


28/36


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


29/36


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


30/36


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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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


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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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


33/36


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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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

decision-makers around the world. Its extensive

international reach and unfettered independence

makes it the most trusted and valuable resource

for international companies, nancial institutions,

universities and government agencies.

Te mission of the Economist Intelligence Unit isto provide executives with authoritative analysis and

forecasts to make informed global decisions. It offers

three kinds of business intelligence: country analysis

on more than markets, industry trends in eight

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


35/36


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Amsterdam + ( ) Atlanta + Auckland + ( ) Barcelona + ( ) Beijing + ( ) Boston + Brussels + ( ) Buenos Aires + ( ) Chicago + Chongqing + ( ) Cleveland + Copenhagen + Dallas + Denver + Dusseldorf + ( ) El Segundo + Encino + Frankfurt + ( ) Hamburg + ( ) Helsinki + Hong Kong + Houston + Istanbul + ( )

Johannesburg + ( ) Lisbon + London + ( ) Los Angeles + Madrid + ( ) Melbourne + ( ) Menlo Park + Mexico City + ( )

Miami + Milan + Minneapolis + Moscow + Mumbai + ( ) Munich: Keplerstrasse + ( ) Munich: Sophienstrasse + ( ) New Delhi + ( ) New York, Park Avenue + New York, Wall Street + Paris + ( ) Philadelphia + Rome + San Francisco + Santiago + ( ) Sao Paulo + Seoul + ( ) Shanghai + ( ) Singapore + Stamford + Stockholm + ( ) Sydney + ( ) Taipei + ( )

Tokyo + ( ) Toronto + Tysons Corner + Vienna + ( ) Warsaw + ( ) Washington DC + Zurich + ( )

Heidrick & Strugglesour global capability

Connecting leaders around the globe is

what Heidrick & Struggles does best.

For over fty years we have been building

deep relationships with the worlds

most talented individuals on behalf of

the worlds most successful companies.

Trough the strategic acquisition,

development and retention of talent

we help our clients from the most

established market giants to the

newest market disruptors build

winning leadership teams.

www.heidrick.com

For general enquiries about the Heidrick & Struggles

Global Talent Index or to order more copies of the wall map

and booklet please email [email protected]

For press inquiries please contact Narda Shirley at

[email protected]

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