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China’s Talent Crunch: Competing in One of the World's Hottest Markets
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Attracting and retaining the right workforce is a huge challenge for employers in China, the world’s most populous country. It doesn’t help that engagement levels are so low: a Towers Perrin study involving nearly 90,000 employees worldwide found that only 16 percent of Chinese workers were engaged - and just 5 percent of employees in Hong Kong. That is well below the average of 21 percent for the other 18 countries studied.
So what helps employers in China win the war for talent? Not money: competitive pay and benefits are less important to Chinese employees than workers in the U.K. or North America. Engagement is driven by organizational attributes, such as creating an innovative culture, the firm’s reputation for financial stability, and the calibre of leadership.
Find details in Towers Perrin’s 45-minute webcast, or in related audio and text excerpts.
Survey: Learning and Development Issues in the UK
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Full Survey Link
What issues face learning, training, and development practitioners in Britain? That is the focus of this survey from the UK’s Chartered Institute of Personnel and Development. In an accompanying paper leading HR experts provide commentary on topics including future skill needs; changes in learning and development and what the future holds; and new attitudes toward e-learning.
Coaching and Cultural Intelligence in Australia
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Australian leaders and HR professionals tend to expect people to simply “fit in” with approaches based on Western management and cultural norms. This is changing: a quarter of the Australian workforce was born overseas, and globalization means employees work increasingly with clients and colleagues from diverse backgrounds. Bringing cultural IQ into coaching helps employees get their work done – and ultimately, helps HR to attract and retain the best people.
Report: Dealing with Global HR Challenges
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Managing talent is the top HR challenge worldwide - and will remain so in every region and industry for the foreseeable future, says a new global report from The Boston Consulting Group, the World Federation of Personnel Management Associations, and the Society for Human Resource Management. This survey of 4,741 executives in 83 countries and markets also found improving leadership development and managing work-life balance among top priorities for managers worldwide.
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Europe’s Aging Workforce
Labour Art at Berkeley, USA
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