Posts Tagged talent management

To Manage Better, Think Like a Terrorist

Great management article that challenges classic defensive thinking.

Not in the business of thwarting terrorist plots? Woolley says her findings, which were later replicated in a laboratory setting, provide crucial tools for managers in less hostile environments. For starters, as you approach a problem, there is merit in merely recognizing that you and your team are likely to be operating under either a defensive or offensive bias. To mitigate the resulting dangers of analysis paralysis on the one hand and overconfidence on the other, divide your team into two groups and ask them to consider the problem from either the defensive or offensive perspective. Instead of simply anticipating the moves of a company that threatens to put yours out of business, you’ll be able to assess the peril by thinking like that company. And if you’re convinced you’ll trounce your opponents, defensive thinking will help you stop and reconsider. They may in fact have other plans.;work-life


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Talent Management – How Women (and Men) Compete in the Flat World

The Needs of the Global Economy Workforce is an interesting article about talent management, the global workforce and particularly how women are responding to the challenges of competing in a flat world. A few key takeaways:

Women: Readiness to Compete

To better understand how prepared women and men feel to meet the coming challenges, Accenture (NYSE:ACNNews) conducted a major study, One Step Ahead of 2011: A New Horizon for Working Women. Interviews with 4,000 women and men in 17 countries at the end of 2007 produced a surprising conclusion: 68% of businesswomen in India, 63% in South Africa, 61% in China, and 52% in Brazil feel confident about their ability to succeed in a global business world. By contrast, only 46% of U.S. women — and men — feel that they're ready to compete in the larger international talent pool.

The article goes on to explain the impact of this negativity and how corporations should try to address this disparity in the more mature economies.

Acheiving Parity in Career Advancement

Although Accenture's study found that women are developing the skills and the confidence to succeed in the global marketplace, there are several areas in which women are not achieving parity with their male counterparts. The study found that more men than women cite technical capabilities and fostering professional relationships as having helped their career advancement. More than one-quarter of all respondents said that men are more effective than women at building those professional networks.

One explanation for that disparity may be the different attitudes that men and women have toward competition. A study, conducted by Lise Vesterlund of the University of Pittsburgh and Muriel Niederle of Stanford University, found that too many high-ability women chose not to compete at work tasks, while too many low-ability men did. The explanations were twofold: Men were found to be vastly more overconfident than women, and men seemed to embrace competition while women shied away from it.

The article then suggests how women should be self-conscious of this and includes several suggestions to break through this roadblock.


Another important issue for Western companies is demographics. True, a decade ago organizational behavior experts were aware of the aging Baby Boom generation and declining birth rates in the West. But they did not anticipate two developments that would exacerbate the skills-gap crisis.

The two developments cited are: skilled labour returning to their home countries and difficulties with Generation X, Y, and Z working side-by-side particularly in developed countries.

In Accenture's study, baby boomers in India, China, and Brazil were as confident about succeeding in a global economy as their younger peers. In the U.S., however, while Generations X and Y were confident, baby boomers were particularly pessimistic. Only 34% of the boomers were confident about their ability to compete in the global economy of the future. In the European Union countries, boomers and Generation X were both gloomy, and only the youngest — Generation Y — respondents viewed the future with confidence.

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