While much has been written about differing leadership styles among the generations, our findings show many areas of agreement and a few key differences — particularly regarding views about flexible work, adaptability and technology.
It makes sense that a different focus or perception may well originate from each cohort's other priorities or life experiences and the broader business realities in their industry or country.
Clearly, each generation of leaders brings common and unique values and skills to the table to address one of the most critical issues for organisations across Asia Pacific — creating and implementing a game-changing talent strategy.
here are insights from randstad into ten new rules for the talent strategy game:
- Skilled talent shortages are expected to persist across the Asia Pacific — even in countries where growth is slowing — due to the restructuring of many economies and labour markets.
- Organisations across the region need to prioritise meaningful, inclusive workforce planning to ensure their survival and success in attracting global and local talent.
- Effective workforce planning in this decade means using a mix of enabling tools, systems and strategies to attract, develop and retain an increasingly mobile and skilled workforce.
- The critical need for specialist professional and technical skills is driving organisations to consider outsourcing to experts in strategic planning, talent mapping and talent management.
- High-end recruitment process outsourcing (RPO) can provide access to niche, hard-to-find skills, improve recruitment efficiency, and increase workforce scalability and flexibility.
- The Asia Pacific region faces a leadership crisis — it's time for organisations to rethink their approach to attracting and developing leadership talent.
- Organisations that need creative, adaptive leaders must find professionals with wide-ranging experience across multiple sectors or functions — who are confident with risk and uncertainty.
- Talent analytics can help organisations understand professionals' behavioural patterns and desires, enabling them to attract and retain them for the leadership pipeline.
- Start small regarding talent analytics — choose one human capital problem you need to address and determine how the employee data within your organisation can help you solve it.
- Achieving measurable success on critical human capital challenges will help HR and business leaders build the case for more significant investment in talent analytics and big data.
