Finding talent is not confined to the borders of the United States. Meeting talent needs is now a global issue experienced by many organizations, particularly those on the international business stage. Finding talent has become such an issue that according to a Business Council Survey, CEOs view it as a major global competitive issue. According to a recent McKinsey and Company report, U.S. corporations competing in globally competitive markets are responsible for nearly three-quarters of U.S. real GDP growth since 2000. However, a ManPower survey shows that 31 percent of employers worldwide are having difficulty filling positions due to the lack of suitable talent available in their markets. Not understanding this ignores the reality of today’s economic environment. The ManPower report makes one recommendation which is insightful:
It is imperative, therefore, that employers recalibrate their mindsets to consider candidates who may not have all of the specific skills a job requires. This is especially true for systemic shortages of in-demand roles: Employers cannot address these shortages one hire at a time. They must refine job descriptions and candidate evaluations to identify people with “teachable fit” based on adjacent skills rather than traditional fit.
Employers of any size must come to the conclusion that competing in a global environment necessitates identifying and attracting talent from a variety of cultures, backgrounds, and experiences. Doing so provides employers the dynamic workforce needed to understand a dynamic business world.