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Collaborative

Talent
Mobility
Practices
Definition of Talent Mobility
Community
Governments
Sectors/
Industries

Individual
Macroeconomic factors
Microeconomic factors
Job mobility
jobs to people
Individual mobility
people to jobs
Institutions
Businesses
We define Talent Mobility in its broadest
terms by including the movement of workers
temporarily and / or permanently across
geographies, industry sectors, occupations
and organizations, as well as virtual mobility
and the movement of jobs to people.
As an important part of the solution to talent
shortages and skills gaps, talent mobility
should be combined with workforce planning,
talent development and diversifying talent
pools.
The Issue
Understanding and harnessing talent mobility is now more critical than
ever.

Movements like the Arab Spring and Occupy Wall Street are fuelled
in part by anger about high youth unemployment and the mismatch
between the skills that people have and those demanded by business.

Although talent mobility can help solve the talent crisis, there is no
globally recognized platform for addressing talent mobility challenges
and exchanging practices and experiences among various stakeholders.

This results in a frustrating disconnect between the public sectors urging
for the creation of new jobs and the private sectors struggles to find the
skilled employees it needs.

Project Background
Call to Action: Shared key learnings
& developed plan for
multistakeholder collaboration
platform in Talent Mobility
2009
2010
2011
Focus on skills and talent gap as a core issue hindering economic growth:
Explored talent shortages in 25 countries, 13
industries & 9 occupational clusters
Engaged stakeholders & collected
Good Practices in Talent Mobility
Raised awareness of vast talent & skills
gaps emerging by 2020 and 2030 &
solutions
2012
in collaboration with
The Boston Consulting Group
Global Talent Risk
Seven Responses
Strong Correlation between Competitiveness
and Ability to Access Talent
Contribution of highly skilled immigrants
Especially developed countries will experience
demographic decline
Globally, Managing Talent Is Rated Top Priority
for busineses
International talent availability analyzed
along three dimensions

Countries
Job Clusters
9 Job clusters 3
25 Countries 1
13 Industries 2

Source: BCG analysis
Good practices were collected from multiple
regions and stakeholders
Asia Pac
Europe
MENA
North America
South America
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Academia
Business
Civil Society
Government
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Intl. Institutions
Sub Saharan Africa
Asia Pac
Europe
MENA
North America
South America
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Good practices collection
We collect Good Practices in:
Extending /diversifying talent pools
Fostering brain circulation
Improving employability
Job creation
Moving people across countries
Moving people across occupations
Moving people within organization
Moving jobs to people
Moving youth to employment
Moving unemployed to employment
Virtual mobility
Workforce planning
Workforce development / training
NOTE:
Each year, good practices will be selected
according to increasingly rigorous criteria.
In Year 1, we collected good practices,
qualified by GAC / SB / Project team to build
a critical mass of appropriately diverse
examples
Talent mobility practices can address
foundational issues
Widespread
unemployability
1
Critical skills
gap
2
Information
gaps
3
Public & private
constraints
4
Talent mobility practices can address
foundational issues
Widespread
unemployability
1
Training and educating
for basic skills
Subsidizing employment
to boost demand
Career development
within organizations
Critical skills
gap
2
Better workforce planning
Standardizing credentials
Increasing information
to employers and
employees
Information
gaps
3
Increasing mobility
within organizations
Moving jobs to people
Facilitating migration
Public & private
constraints
4
Talent Mobility Good Practices
Retraining and
up-skilling within society

Source: Mercer analysis
Questions to the audience Small group
discussions
What are specific Good Practices in your
organization with regards to Talent Mobility ?


What are the key (policy) areas you would like to address ?

Set of seven responses to global talent risk
developed
Companies
"Lattice is the new latter"
Train & retain

Governments
Profit from Diaspora
Target the young with blue collar/
migration background
Companies
Discover women!
Fish in nonconventional ponds
Become "Employer of Choice"

Governments
Adapt retirement policies
Share publicly best practices on
diverse working environments
Companies
Job Rotation for lifelong learning
Virtual internships/work-schemes
Short-term assignments

Governments
"Two step" migration (students)
Express Short term visa
E-learning for free
Companies
Engage in PPP's to ease migration
Involve in certification/recognition of
skills at industry level

Governments
Facilitate free flow of remittance
Brand your country
Ease skilled migration policies
Companies
Make HR part of corporate strategy
Shift to talent analytics
Develop skill database

Governments
Strategic human capital management
Analyze future skill shifts
Encourage
Temporary &
Virtual
Mobility
5
Extend the
Talent
Pool
6
Develop a
Talent Trellis
4
Increase
Employability
7
Introduce
Strategic
Workforce
Planning
1
Ease Migration
2
Foster Brain
Circulation
3

Source: BCG analysis
Companies
Build diverse leadership
Share success stories
Pilot the "Google-approach"

Governments
Mutual Skill Recognitions
(Diaspora) Networking
Companies
Build solid vocational training
programs
Mentoring/ Buddy programs as pro
bono opportunity

Governments
Entrepreneurship education
Set up internship platform
Back-Up
The talent challenge of the next decades

CAGR
4
< 1% > 2% 02% < 0% > 3% =13% dff.
> 4%
Total labor
demand
Other occupations
without talent
focus
2

Craft and related
workers
Service & sales
workers
Clerks
Technicians &
assoc. profession.
Professionals
Legislators, sen.
officials &
managers
Occupation
D
e
v
e
l
o
p
e
d

N
e
w
l
y

i
n
d
u
s
t
r
i
a
l
i
z
e
d

D
e
v
e
l
o
p
i
n
g

B
R
I
C

Healthcare
Education
Public admin. & defense
IT & bus. serv.
Financial intermed.
Transp. & com.
Hotels
Trade
Construction
Utilities
Manufacturing
Mining
Healthcare
Education
Public admin. & defense
IT & bus. serv.
Financial intermed.
Transp. & com.
Hotels
Trade
Construction
Utilities
Manufacturing
Mining
Healthcare
Education
Public admin. & defense
IT & bus. serv.
Financial intermed.
Transp. & com.
Hotels
Trade
Construction
Utilities
Manufacturing
Mining
Healthcare
Education
Public admin. & defense
IT & bus. serv.
Financial intermed.
Transp. & com.
Hotels
Trade
Construction
Utilities
Manufacturing
Mining
Industry
1

Total labor
demand
Other occupations
without talent
focus
2

Craft and related
workers
Service & sales
workers
Clerks
Technicians &
assoc. profession.
Professionals
Legislators, sen.
officials &
managers
Occupation
'1020 '1030 201020 201030 201020 201030 201020 201030 201020 201030 201020 201030 201020 201030 201020 201030
Note: 1. Excluding Agriculture, Other services 2. Includes skilled agricultural and fishery workers, plant and
machine operators, element. occupation, armed forces 3. Talent share as sum of occup. multiplied with talent
share per occup. divided by total size of industry workforce 4. CAGR = Compound annual growth rate for labor demand Source: Laborsta; BCG analysis
Contact Information
Carsten Sudhoff
Chief Human Resources Officer
World Economic Forum
Carsten.Sudhoff@weforum.org

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