There’s no light at the end of this tunnel, but at least we’re getting used to the dark.
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Photocredi: Violet Kashi
The economic turbulence of the past few years has created a talent paradox: amid stubbornly high unemployment, employers still face challenges filling technical and skilled jobs. Employers now need to adjust their talent management initiatives to focus on retaining employees with critical skills who are at a high risk of departure and the capable leaders who can advance their companies amidst continuing global economic turbulence.
To help employers gain a better understanding of the latest employee attitudes and emerging talent trends, Deloitte Consulting LLP teamed with Forbes Insights to survey 560 employees across virtually every major industry and global region. Based on the results and Deloitte’s analysis of the talent market, three emerging challenges rose to the top:
Digital technologies are rapidly encroaching on skills that used to belong to humans alone. This phenomenon is broad and deep and has profound economic implications. Many of these implications are positive; digital innovation increases productivity, reduces prices, and grows the overall economic pie. But digital innovation has also changed how the economic pie is distributed, and here the news is not good for the median worker. As technology races ahead, it can leave many people behind. Workers whose skills have been mastered by computers have less to offer the job market and see their wages and prospects shrink. Entrepreneurial business models, new organizational structures, and different institutions are needed to ensure that the average worker is not left behind by cutting-edge machines.
McAfee brings together a range of statistics, examples, and arguments to show that technological progress is accelerating, and that this trend has deep consequences for skills, wages, and jobs. He makes the case that employment prospects are grim for many people today, not because technology has stagnated, but instead because we humans and our organizations aren’t keeping up.
Photocredit: Rick Elkins
The University System will be challenged – the relevance of the college degree will be questioned in an economy that favors unique combination of knowledge assets rather than everyone having the same “degree”.
Photocredit: Charge Bikes – Juliet
By 2020, our world could be in the middle of a sustainable golden age, but it depends on how we handle the current recession. Carlota Perez, professor of technology and socio-economic development at the Technological University of Tallinn, explains how the global economy depends on technological advances.
‘m convinced that — with new skills tuned to external futureforces — leaders can make better organizations, better communities, and a better world.
Ourlast big economic driver was engineering and the first stage of the digital age. At Institute for the Future, in our annual ten-year forecast program, we see an underlying shift to biology as a driver, and what I’m starting to think of as the “global well-being economy.” If biology and the global well-being economy will drive the future, what does that suggest for leaders? How can leaders grow their own empathy with nature and the global well-being economy?
Self-interest and competition will not be enough
To be continued at http://blogs.hbr.org/imagining-the-future-of-leadership/2010/05/leadership-thinking-ten-years.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed:+harvardbusiness+(HBR.org)
Businesses will only truly start to recover from the recession when they realise that there is going to be no return to pre-recession “normality” and the new, unpleasant, more precarious economic world we are now living in is likely to be with us until at least 2015.
It is also a sharp wake-up call to the 44 per cent of firms polled by BDO that believe that the economy will return to “business as usual” within the next two years.
The report included forecasts by senior economists from bodies such as the Confederation of British Industry, the Institute of Directors and the Institute for Public Policy Research, in collaboration with the Centre for Future Studies.