Emerging Market Talent Strategies

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Emerging Market Talent Strategies

Emerging Market Talent Strategies

Creating an effective global talent model

Managing talent effectively in emerging markets takes a flexible approach that can help open the flow of ideas between markets and provide localized approaches.

In the past, global business and talent strategies typically ran in one direction: from north to south, from developed markets to emerging markets. But the BRIC economies (Brazil, Russia, India, and China) have since matured as global growth engines, and countries in the new tier of emerging markets, including Indonesia, Malaysia, the Philippines, South Africa, Thailand, Turkey, and Vietnam, are establishing themselves as growing economies and growing sources of talent. As a result, the “north-to-south” model is becoming outdated. Companies looking for fresh new approaches to their most pressing talent challenges should consider “south-to-south” or “south-to-north” strategies, particularly as they extend their global reach further into Asia and Africa. Eventually, the lessons learned in BRIC countries and other emerging markets could drive talent strategies around the world.

Overview

Until recently, global companies tended to have limited business strategies in emerging markets, centering on labor arbitrage, driving mature products, and locating mature business processes in the BRIC countries. As a result, many had limited expectations of workers in emerging markets. Meanwhile, employees in these regions were satisfied with the global opportunities available at the time. With wide-ranging access to low-cost talent for manufacturing and support functions, employers could reduce their focus on talent strategies, focusing instead on improving other functions that supported their business strategy. While many companies realized that long-term development and retention of employees in these markets was to their advantage, many viewed that as a secondary concern when compared with cost containment and greater supply chain efficiency.

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Today, the environment has changed. The BRIC countries and newer emerging markets are becoming the new centers of gravity for the global economy, and competition for talent is becoming fiercer almost by the day. Access to talented workers is considered by some as the top indicator of a country’s competitiveness. Enhancing and growing an effective talent base remains important to many traditional manufacturing leaders such as the United States, Germany, and Japan—and is rising in importance among emerging market challengers such as Vietnam and Indonesia.1

As emerging market consumers demand products and solutions tailored to their values and priorities, global companies are beginning to recognize the need to build a local workforce that can respond to more sophisticated local buyers. Meanwhile, knowledge workers in these markets are increasingly sophisticated and recognize the value of experience gained from working in global organizations as they seek personal and professional development.

Global companies recognize the changes afoot and sense the need to modify their existing global talent frameworks to allow for local customization. But when it comes to the degree of response warranted, answers are hard to come by. How much talent do they need? What type? How timely can the response be to new opportunities?

In the face of such uncertainty, many are deploying strategies designed to increase flexibility. With a more flexible global structure in place, companies are able to open the flow of ideas between markets and deliver localized approaches, including:

  • New career paths for talent that offer real advancement opportunities, both locally and globally
  • Rewards strategies that consider differing market values and retention strategies
  • A strong leadership development program
  • A greater openness and respect for ideas and innovations that originate in emerging markets

What’s driving this trend?

While the global talent market is incredibly complex and changing all the time, a few consistent themes appear to be at work.

Executives say expanding to emerging markets is a top strategic priority4

  • The expansion to emerging markets is of upmost priority for surveyed consumer products executives (29 percent of them indicated it is among their top three priorities), closely followed by automotive and tourism, hospitality, and leisure (25 percent each).
  • The expansion is the highest priority for surveyed Asia Pacific executives: 45 percent of them indicated that it is among their top three strategic priorities.

The lion’s share of global growth is taking place in emerging markets

Emerging market economies are growing by leaps and bounds, while mature markets are often flat or declining. Income levels in emerging markets increased 96 percent from 2000 to 2010, and are expected to increase 45 percent from 2010 to 2016, driving a wave of consumerism.2 As a result, over the next five years, GDP growth in emerging markets is expected to outpace that of mature markets by more than 50 percent.3 Local customers seem to prefer to buy from local companies. Customers in emerging markets increasingly want to do business with companies that contribute to the local economy, provide local jobs, and take care of local workers.

Competition for talent is heating up 

Employers in emerging markets face both established and new competition for talent. The demand for skills in marketing, finance, and HR is approaching the level of interest in traditional stalwarts such as R&D and operations (figure 1). In some cases, this is due to the growth of emerging market-based companies like Shoprite and Jollibee that are making a stronger push both locally and globally.5 In other cases, forward-thinking global companies are already developing country-specific talent strategies and HR programs that make them more attractive to the local workforce.

See endnote 8

These new demands in emerging markets are being met with some anxiety from executives who realize the importance of responding, but don’t feel they have the tools or capabilities in place to do so effectively. Forty-four percent of executives from surveyed global companies consider global talent to be an important executive-level issue. But only 30 percent believe they have sufficient capabilities for managing global talent, and only 28 percent are actively investing to improve those capabilities.6

As a result, more global organizations are shifting the center of their attention and efforts in the talent arena. Johnson & Johnson recently expanded its talent management capabilities into BRIC countries in order to gain more immediate access to the people and perspectives that may help shape the company’s future business strategies.7

Many workers in emerging markets are becoming more discerning 

In many developing countries, the growth of local employers, as well as the presence of more global companies, results in more choices for prospective employees. Plus, many talented people in emerging markets are recognizing their own value and are adopting a free-agent mentality, jumping from company to company in pursuit of what’s most important to them—improved career development opportunities, stronger financial incentives, improved working conditions, or all of the above (figure 2).

See endnote 9

Companies are beginning to recognize the importance of directly addressing the specific requirements and preferences of local talent. In fact, when asked how best to establish talent management strategies for new geographies, 37 percent of respondents chose “design for local needs first,” making it the top response (figure 3).10 But many companies have yet to turn this breakthrough insight into meaningful action.

Lessons learned: What works and what doesn’t

Global companies should carefully consider both corporate and geographic expectations when developing their talent strategies. Attempting to force-fit global HR and business standards into emerging markets without acknowledging local values and culture can make it difficult to attract and retain top local talent. At the same time, companies that develop geography-specific strategies should keep in mind the reason why many workers look to them in the first place. Respect for the global talent brand, access to global colleagues, improved resources, global mobility opportunities—these aren’t just the reasons that employees are attracted to an organization. They’re also the reasons they stay.

See endnote 11

Perhaps most important, global organizations should recognize that employee priorities are dynamic, especially in the maturing workforces in emerging economies. The timely evolution of BRIC talent markets provides lessons that should inform the design and investment of talent strategies elsewhere.

While there are few hard and fast rules, here are some important considerations to inform talent strategies focused on emerging markets (figure 4).

New career paths. Talented employees need room to grow—both locally and as part of the global enterprise. Effectively managing top talent in emerging markets often requires organizational structures and career paths that are aligned to cultural values while still part of a global framework. In India, progression through job titles and rank is an important part of the culture—one that runs directly counter to the established market trend toward flatter organizations. Meanwhile, employee perspectives in BRIC countries on the importance of international assignments tend to vary considerably. Understanding how these cultural perspectives may shape career paths in newer emerging markets can have a big impact on outcomes.

Country-specific compensation and benefits. Different cultures, environments, and regulatory regimes drive different needs and employee priorities. While it may seem obvious that workers in countries with universal health care do not value employer-provided medical benefits, it may require deeper analysis to understand if those same workers are attracted to employer-provided transportation or on-site daycare. Global employers in growth economies should keep pace with rapidly changing employee priorities. For example, while pay continues to be one of the most important tools for retention in China, other factors such as benefits that support work-life balance are increasingly important.12 Even something as seemingly minor as the timing of paycheck disbursement can be a significant differentiator. Paying employees through direct-deposit debit-card accounts has become more common in emerging markets such as Mexico.13

Improved leadership development. Companies in emerging markets may not have the leadership pipeline needed to drive growth. As a result, many may choose to make investments in personal growth and long-term leadership development, not just technical training. Adopting a model in which senior company executives are deployed to emerging markets may still be an effective solution for some organizations, but others are developing talent locally. For example, IBM has established a software center of excellence in India with more than 100 locations.14 In 2011, GE set up its Global Growth & Operations (GGO) business unit in Hong Kong in order to develop business models that are cross-business in nature and globally scalable. The leadership for the GGO operation, which supports 13 different markets, is also based in Hong Kong.15 As more companies expand into new emerging markets, the ability to develop local leaders will likely become a differentiator.

Respect for new ideas and innovations. In the past, many companies missed opportunities to augment R&D capabilities in established markets with those from emerging markets. This was not only discouraging emerging markets workers; it also left many valuable ideas and insights untapped. Some are addressing this opportunity by investing in emerging markets design centers or by moving entire operations to emerging markets from traditional strongholds. For example, Bayer MaterialScience relocated the global headquarters for its polycarbonates business to Shanghai in order to gain improved access to customers and innovative ideas.16 Of course, that’s just one way to drive “reverse innovation.” At a more fundamental level, the main requirement is for business leaders and staff in established markets to be receptive to new ideas and innovations from their counterparts in emerging markets. Such a perspective will likely only grow in importance as emerging markets gain stature in the global business landscape.

Looking ahead

Companies attempting to impose existing talent strategies and HR programs that don’t match the context of the local workforce may find themselves at an increasing disadvantage, both in the local talent market and broader business marketplace. Conversely, global companies that adapt too much to a local talent market risk diluting their global talent brand, inadvertently losing their original advantage.

Competition for talent will likely continue to increase as emerging market companies attempt to grow global market share for their products and services. While this is true for local BRIC companies, they are not the only ones that will be affected. As we mention in Building on the BRICs, companies in the new tier of emerging markets are expanding aggressively into adjacent emerging markets, creating additional competition for business and talent. The pressure created by the cumulative competition, new demands of the emerging markets, and companies’ limited ability to respond will likely raise the level of intensity.

Using regionally oriented talent segmentation models that account for the growth potential of different markets, as well as traditional role and talent dimensions, organizations will likely be able to focus their portfolio of talent investments and programs on growth markets like the BRIC countries. From there, they can be poised to expand into the new tier of emerging market countries and others, depending on their core business strategy. For every high-potential market, global companies should have a detailed plan that forecasts changing talent requirements to support growth in these maturing geographies. Such a plan should also identify the talent acquisition, talent development, and talent mobility investments required to support growth. Global talent programs should be designed with insight into growth market dynamics as companies consider, for example, how to create a mobility program that can work in both India and Latin America.

The ground is shifting on global talent and on global business in general. BRIC has become not only a prime source of economic growth but also the center of many companies’ talent strategies. For example, India’s demographic dividend (the average age in India is 28, in China it is 37.6, and in Japan, closer to 44.4) will be a driver of the world’s employable talent pool.17 Hence, figuring this out now will be critical for companies in the United States and throughout the world. Finding ways to share lessons from BRIC and apply them to the needs of emerging talent markets may require a shift in how concepts and innovation are shared across geographies. In order to meet these changing needs, talent strategies for emerging markets require a global framework that applies these concepts, with flexibility to meet the needs of local markets.

My take

Parag Saigaonkar, Regional Managing Director, US India Consulting, Deloitte Consulting India Private Limited

When Deloitte Consulting LLP established an offshore subsidiary in India (US India Consulting), we did what most multinationals do: We viewed the new organization as separate and subordinate relative to our existing operations, and adopted talent management strategies and programs that were serving us well in more established economies—almost as if we were setting up an “American embassy” environment in India. This standard model was a reasonable starting point; however, we have since made significant improvements to reflect the various needs and attributes of the local market. The resulting hybrid—which continues to evolve as the market matures—helps us harness the full capabilities of local resources while boosting our brand appeal in an increasingly competitive talent marketplace.

In the United States and other Western nations, there tends to be a strong delineation between work and family. But in many emerging economies, a person’s career is more than just personal—it’s a family affair. Case in point: At a recent group meeting, one of our employees stood up and told the crowd that his job hadn’t just changed his life, it changed the entire future of his family, and that his father was now being invited to participate in social events and other prestigious activities that were previously out of reach. To improve our engagement with families, we write letters to the parents of top performers to acknowledge their accomplishments and create a sense of shared pride. In practical terms, this informal recognition may be even more important than money.

In India, job titles and frequent promotions are important symbols of status and achievement. This presented a significant challenge, since our US organization has a flat structure with only six distinct job levels for professionals. We initially solved the problem by creating more than a dozen job levels tailored to India. However, as our India subsidiary evolved and became more important, we decided the top priority was to fully integrate it with our US operations so that employees in India could have the same career and advancement opportunities as anyone else in our firm. US India Consulting needed to be a vertical slice of the corporate pyramid, not just the bottom level. This was a major decision that affected every aspect of talent management.

The first challenge was to realign job levels in India with those in the United States. People were willing to accept this change because it increased their status within our global firm, and made it easier to advance and pursue career opportunities in other countries. To ease the transition, we made a conscious effort to address practical obstacles—for example, by continuing to use the fancier job titles in acceptance letters to help new employees qualify for mortgages.

Another important step was to enhance our learning and development programs beyond technical training. We created a leadership academy to help employees develop leadership skills and a strategic mindset, preparing them for a larger role in our global organization. We also established a communication “gym” where employees could develop advanced business communication skills by practicing presentations, getting videotaped to enable first-hand feedback and coaching, and listening to business audiotapes in English.

Blending leading practices from established and emerging markets produced a hybrid model that improves our ability to attract, develop, and retain top local talent. Looking ahead, we will continue to refine and enhance our talent management strategies and programs as the market evolves. Many of today’s emerging market workers have much higher expectations than did their predecessors. In fact, one of the most important current trends is that local workers no longer view a ticket to America as the only path to achievement of goals; instead, they recognize the vast growth opportunities that exist “south to south”—either at home or in other emerging economies. Also, innovative practices that are still taking root in developed countries—such as greater inclusion of women in the workforce—should eventually be incorporated into every market.

Given current economic and demographic trends, it likely won’t be long before emerging markets provide the majority of global talent. As this shift occurs, competition for talent will likely intensify. Our continued effectiveness hinges on adapting to the needs of local workers in a timely manner without sacrificing the advantages that attracted them to our global business in the first place.

 

Endnotes

View all endnotes
  1. Craig Giffi et al., 2013 Global Manufacturing Competitiveness Index, Deloitte Development LLC, November 2012, http://www.deloitte.com/view/en_GX/global/industries/manufacturing/3e4898b27c50b310VgnVCM3000003456f70aRCRD.htm, accessed February 19, 2013.
  2. International Monetary Fund, “2012 World Economic Outlook Database,” October 2012, http://www.imf.org/external/pubs/ft/weo/2012/02/weodata/index.aspx , accessed February 4, 2013.
  3. Ibid.
  4. Talent Edge 2020: Redrafting Talent Strategies for the Uneven Recovery, Deloitte Development LLC, January 2012.
  5. See the article on the “Building on The BRICs” trend, Deloitte Development LLC, 2013.
  6. Talent Edge 2020: Redrafting Talent Strategies for the Uneven Recovery, Deloitte Development LLC, January 2012; Talent Edge 2020: Surveying the Talent Paradox from the Employee Perspective, Deloitte Development LLC, September 2012.
  7. Caitlin Elling, “Johnson & Johnson Acquires Bioseal Biotechnology,” The American Chamber of Commerce in Shanghai, June 2012, http://www.amcham-shanghai.org/amchamportal/InfoVault_Library/2012/Johnson_&_Johnson_Acquires_Bioseal_Biotechnology.pdf, accessed February 13, 2013.
  8. Ibid.
  9. Talent 2020: Surveying the Talent Paradox from the Employee Perspective.
  10. Deloitte conducted a LinkedIn poll survey from November 29, 2012, to January 4, 2013, of CXO, VP, director-, and manager-level employees at companies with more than 5,000 employees across numerous sectors.
  11. Ibid.
  12. Max Price and Emilie Bourgois, “What Chinese Employees Want,” China Brief, November 2012.
  13. Based on Deloitte experience.
  14. IBM, “IBM Software Centre of Excellence,” http://www-07.ibm.com/in/projectpraviin/coe.html, accessed February 19, 2013.
  15. Sheila Lam, “GE Polishes Global Strategy with Local Transformation,” Computerworld, October 17, 2012.
  16. Wang Ying, “Bayer Unit to Invest More in China,” ChinaDaily.com, May 19, 2011. http://www.chinadaily.com.cn/bizchina/2011-05/19/content_12539647.htm, accessed February 28, 2013.
  17. Ansuya Harjani, “India’s Secret Weapon: Its Young Population,” CNBC.com, October 24, 2012, http://www.cnbc.com/id/49472962/Indiarsquos_Secret_Weapon_Its_Young_Population, accessed February 20, 2013.

About The Authors

Tom Morrison

Tom Morrison

Principal, Human Capital, National Service Line Leader Talent, Performance, & Rewards, Deloitte Consulting LLP, thomorrison@deloitte.com

Tom Morrison, principal, Deloitte Consulting LLP, is the national service line leader of Total Rewards in the Human Capital practice. A public speaker on current and impending US and international pension accounting standards, Tom has more than 20 years of consulting experience in human resource, talent,  and employee benefits. Tom has a bachelor’s degree in mathematics from Dartmouth College. He is a member of the American Academy of Actuaries.

Jonathan Pearce

Jonathan Pearce

Tax Principal, Global Mobility Transformation Practice Leader, Deloitte Tax LLP, jrpearce@deloitte.com

Jonathan Pearce, Principal, Deloitte Tax LLP, is the national leader for Deloitte’s Global Mobility Transformation service offering and sits on Deloitte’s steering committee for integrated talent services. He speaks at conferences and industry roundtables and has written a number of white papers and articles on the new role of talent mobility in supporting business and talent objectives.

Suzanne Kounkel

Suzanne Kounkel

Principal, Strategy and Operations, Deloitte Consulting LLP, skounkel@deloitte.com

Suzanne is a high-tech industry practice consulting principal who focuses on providing customer and channel strategy services. She helps her clients answer questions related to what markets they should be penetrating, where opportunities may lie in terms of greater customer segment penetration and loyalty, where they could be achieving greater sales effectiveness and efficiencies, and increasing their level of capabilities around customer/sales operations. She also advises her clients on customer, sales, and marketing integration in an M&A environment.

Matt Szuhaj

Matt Szuhaj

Director, Strategy and Operations, Deloitte Consulting LLP, maszuhaj@deloitte.com

Matt Szuhaj is the Life Sciences industry service leader for Deloitte Consulting’s Global Expansion Optimization practice. Matt’s experience extends to functions across the enterprise, from production and distribution to back office, corporate headquarters, R&D, and shared services operations. His location experience includes site selection and negotiations across the Americas, Asia Pacific, and Europe. Matt has written and spoken extensively on location strategy, economic competitiveness, and cost management.

Ina Gantcheva

Ina Gantcheva

Senior Manager, Human Capital, Deloitte Consulting LLP, igantcheva@deloitte.com

Ina Gantcheva is a senior manager with the Human Capital Talent practice of Deloitte Consulting LLP. She has been involved in the research and development of practical insights to challenges multinational companies face in the attraction, development, and retention of talent. She has experience in the development of talent strategies that can be used consistently across the globe but are locally customized, customization of organizational and talent approaches to/strategies for specific markets, and development of the leadership pipeline through career paths.

Acknowledgements

Researchers: Katie Senauer, Rajiv Vohra

Emerging market talent strategies: Creating an effective global talent model
Cover Image by Yuko Shimizu