Eliminate The &Nbsp Of Leadership Gap; Build Highly Adaptive Teams.

Every two years, IBM will publish a global white paper on human capital research. From Chicago to London, from Paris To Toronto, from Kathmandu to Beijing, this report is a shock to global executives and human resources practitioners.

This year, IBM chose Shanghai, China as the world's first stop of the white paper. More and more executives and middle levels of enterprises Controller China is regarded as a necessary stop in their careers. No one can ignore China's enterprises. leadership Status.

Leadership gap

Every business is keeping an eye on emerging markets such as China, India, Brazil and Russia, but not every enterprise is ready to enter these markets early in leadership.

In addition, behind the fierce market competition, the pace of globalization and innovation is increasing, and new leadership skills are scarce.

At the same time, the leadership of enterprises born in the "baby boom era" after the war is approaching their retirement age.

The above situation has led to a crisis of leadership in enterprises. The crisis has spread all over the world, and enterprises in different fields have been affected.

Companies that are significantly affected by the lack of leadership include those in the Asia Pacific region and those in the industry sector.

Data show that half of the companies in the Asia Pacific region believe that lack of leadership is the first challenge facing the company. Relative to the vigorous development of the Asia Pacific market, these enterprises are relatively few in leading, especially experienced leaders.

And those enterprises that expand to Asia, because it is difficult to bring their right talents to Asia, they are also facing the problem of shortage of leadership.

Training highly adaptable human team

Although enterprises are increasingly discovering the threat of lack of leadership to enterprises, more and more than half of them believe that it is not the most difficult problem for organizations to quickly train their skills to meet current or future business needs.

Only 14% of human resources executives believe that their employees are good at adapting to all kinds of changes. "External pressures such as global competition and security problems, coupled with internal pressure, force enterprises to be more responsive, flexible and focused." TimRingo, global leader in human capital management at IBM global enterprise consulting service.

How to train highly adaptable employees, he suggests, to predict the skills needed for the future development of enterprises, only 13% of enterprises think they understand what skills the enterprise needs in the next 3~5 years.

To find the right people, Tim cautions that before forecasting the future, enterprises should make rational use of existing knowledge and skills to meet challenges. Therefore, those employees with specific skills should be the focus of attention, but only 13% of enterprises confirm that they can find suitable candidates in the enterprise. {page_ Break}

To cultivate collaborative ability, those highly adaptable talents will not be separated from the organizational boundaries, time zones and culture within the corporate organization.

Elimination of leadership gap

When enterprises realize their lack of leadership, their understanding of the specific situation is not so deep.

Li Huamin, general manager of IBM human resource management consulting service, general manager of the global enterprise consulting service, suggests that we should first have a knowledge of the leadership situation of enterprises, such as the number, location, transferability and maturity of global leaders, and then determine the leadership training plan.

EricLesser, a global leader in human capital management at IBM business value Institute, has found that many companies have begun to tackle the problem of leadership scarcity, which involves upgrading, understanding and handling problems related to employee engagement, attracting talents from outside, and so on.

"But they are relatively weak in attracting talent from outside and retaining existing employees. At the same time, the company is not aware of this problem, and more than 60% of companies think they are doing better than their competitors." Oxford management review [ Oxford.icxo.com ]

This is a dangerous sign. Eric, for example, shows that the aging of employees and the expectation of new generation of employees require the company to strengthen the strength of attracting, motivating and training employees.

"The organization must take into account the concept of the entire staff life cycle by expanding the focus of work, and find innovative management methods for talents." Eric said.