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Futurestep Leadership Predicts The 2013 Talent Landscape

LOS ANGELES, Dec. 13, 2012 /PRNewswire/ -- Futurestep, a Korn/Ferry company (NYSE: KFY) specializing in high impact talent solutions, has today released its predictions for the recruitment and talent management industry in 2013. Fifteen members of the leadership team from countries across every continent have debated the changing talent scene and collaborated to forecast the landscape for the coming year, based on the trends, developments and challenges witnessed in 2012 and the industry's continued evolution.

The trends that Futurestep believes will shape the recruitment and talent management industry globally in 2013….
  1. Building the internal business case
  2. Balancing short-term challenges with long-term position
  3. Global complexity in workforce planning
  4. Consumer-grade employer branding
  5. The new talent battlefields
  6. The rise of talent communities
  7. The engagement imperative; and the new norm of employee driven development
  8. Closing the innovation gap
  9. Increased intention for diversity
  10. Focus on internal mobility

1. Building the internal business caseCompanies are already asking the insource vs outsource question more than they have historically, both to make more sense of what outsourcing can mean for them but also to build an internal business case to present to the key decision makers and executive boards.  As budgets continue to be scrutinized during 2013, organizations will increasingly ask for help in making outsourcing make sense for them in their specific situation, thinking more broadly about the bigger picture rather than concentrating on the detail of each individual tactic.

2. Balancing short-term challenges with long-term positionA trend that will become more acute in 2013 is the need to balance shorter term financial challenges with longer term strategic needs – such as the imperative to build a brand that can attract talent over the longer term. Due to the economic climate, many companies are finding it hard to dedicate the time, resources and budget to develop and execute a talent strategy that will continue to attract colleagues in the short and long term. But in the next 12 months we will see organizations starting to put in place strategies to overcome this as their focus shifts to recovery and growth.

3. Global complexity in workforce planning The globalization of workforce planning is a trend we will see more of in 2013 as organizations start – both through desire and necessity – to think about their talent more globally. As companies expand internationally, and different markets present more attractive business opportunities, they have to think about their workforce and talent in this way too.

4. Consumer-grade employer branding Businesses will start to treat candidates like true consumers, drawing on the practiced arts of product-orientated companies to attract and engage talent globally. Smart employers are recognizing that many of the strategies and tactics used by consumer brands to attract and maintain a relationship with customers can be applied to the candidate experience.

5. The new talent battlefieldsThe war for talent, which was once ferocious and dominant, will become more subtle and focused in 2013. Businesses will not hire the volume of talent they once did, but against the current economic backdrop and the drive for growth they will be focused on hiring critical talent. Therefore, in the on-going war for talent, we will see the emergence of some new, fiercely fought, battlefields in 2013 such as the fight for talent in tier 2 and 3 cities within emerging markets.

6. The rise of talent communitiesConsumerism will also underpin the continued maturation of talent pool management and the use of talent communities. The challenge, and in fact the opportunity in 2013, will be to build a sustainable strategy for engaging internal and external talent. Organizations are battling with the fact that they know they will need talent at a point in the future, but in today's economic climate they don't have the luxury to hire them when they first encounter them.

7. The engagement imperative; and the new norm of employee driven developmentAn engaged workforce is essential to drive growth and innovation – a continued struggle for businesses in 2012. The economic uncertainty has left workforces exhausted; employees feel insecure in their jobs and many feel that there is little to no commitment to them from their organization. In 2013 employers will need to become more egalitarian in their engagement approach –engaging all employees to retain all talent.

Linked to this is the fact that over the next 12 months we believe we will see employee driven development becoming the new normal. It remains true that the majority of employees globally do not have an actionable development plan – they may know where they are going career-wise but they are not at all clear on the steps the need to take to get there.

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