Company Profile Report Filed : The New York Times By Stewart

1256 WordsMay 6, 20176 Pages
workers. In many of these countries, aging populations have forced companies to go an extra mile to entice and maintain talented workers, who are spoilt for choice. Even in economies where the population is not aging like in the USA, demographic changes have forced companies to embrace talent management. Arpon (2008) argues that the exit of baby boomers and entry of millennials into the workforce has altered the general work scape, since millennials do not see their lives revolving around work. Rather, personal life takes center stage and work has to revolve around it. A good example to highlight how this works is the work environment designed by American technology giant and one company known for its innovative talent management, Google…show more content…
This is comparable to the concept of brain drain. To counter the effect of brain drain, countries and organizations have affected measures that meant to attract and retain human capital. Countries like Hong Kong and the United Arab Emirates that depend heavily of foreign labor have especially pushed the limit, effecting political and corporate governance policies that will attract the best human capital. This has led to ’a war for talent’ as firms and countries effect better practices to attract high quality talent. A demand-supply gap is also driving talent management. In some cases, companies are unable to fill positions that require high managerial or technical competency. This is at a time when such competencies are vital to the survival of the company due to the complexity of the operating environment. One source of low labor supply in developed countries is falling and aging populations. Another source of labor shortage is the mismatch between training and real work requirement, especially in the emerging economies. This problem is common in new fields, since universities take long to re-orient their curriculum to the needs of industry. Furthermore, even in developed economies, rapid changes in technology have rendered some jobs and skills redundant. New skills, which the worker may be unable or unwilling to learn, are required to

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