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Do You Have a Global Mindset? (May 2015)

Thursday, May 14, 2015
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The May 2015 issue of TD at Work, “Measuring and Addressing Talent Gaps Globally,” explains why it is critical in the current business environment to consider your organization’s talent gaps in a global context, and to use objective means to measure those gaps.

Specifically, the issue addresses these key factors:

World Economics

Having a global mindset is important when thinking about addressing corporate talent gaps, in part because salary and wage rates vary globally. Economic growth is dramatically different around the world—as are the laws, regulations, and local infrastructure governing that growth. Consequently, an organization will want to consider salary and wage rates when planning when and where to build, and what source of talent to use.  


Talent Gaps: Negative, Positive, Present, and Future

Gaps may also exist over time. Gaps may be present or future. A present gap exists now. A future gap is expected to exist at some future time. A present negative gap is a weakness; a present positive gap is a strength. A future expected negative gap is a possible threat; a future expected positive gap is an opportunity.

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Assessing Talent Gaps Objectively

While a subjective analysis is the most common way that talent gaps are assessed, it is not the best. Especially when considering global talent gaps, assessment must be as objective as possible. We often don’t like what we don’t understand. Instead of using subjective measures, it is important for managers to use objective tools to determine real gaps and guard against cultural bias ruling the day.

Closing and Leveraging Talent Gaps

Talent gaps can be closed using formal, informal, and social learning. It’s important to create a talent development plan that incorporates aspects of all these learning methods in order to close talent gaps. 

Remember that not all talent gaps are bad. Learning methods can be used to leverage positive gaps and opportunities as well. This is especially true of social learning. Using social learning to form communities of practices around organizational initiatives is key to creating innovative working solutions.

Want more? Have a look inside the issue, and use it to take a more strategic approach to your business.

About the Author
William J. Rothwell, PhD, SPHR, is the president of Rothwell & Associates (www.rothwellandassociates.com) and professor in the Workforce Education and Development Program at the University Park campus of Penn State University. As a researcher he has been involved with the last five competency studies conducted by Association for Talent Development (ATD, formerly ASTD). In 2012 he won the association's prestigious Distinguished Contribution Award. He is author of 81 books and 250 articles in the field and had 20 years of experience in government and the private sector before becoming a college professor in 1993.
About the Author
Angela is the Director of Program Innovations at the UC Davis Graduate School of Management (GSM), where she oversees the development and delivery of innovative management and leadership development programming for the School. To do so, she partners with faculty, deans, staff and business leaders to create compelling credit and noncredit curriculum offerings, delivered in both face-to-face and online formats, to differentiate the School in the competitive market. Angela was promoted to this position after spending nearly two years working as a Director in the GSM’s Executive Education unit. Angela holds a Bachelor of Science degree in Marketing and International Business, a Master’s of Science degree in Workforce Education and Development, and a Doctor of Philosophy degree in Workforce Education and Development, with a concentration in Human Resources and Organization Development.
About the Author
Aileen Zaballero is a senior partner of Rothwell & Associates and a dual-title Ph.D. candidate in Workforce Education and Development and Comparative International Education at The Pennsylvania State University. She is a Certified Professional in Learning and Performance (CPLP) since 2009. Aileen is currently working on a project that will produce a Competency Model and Career Map for the advanced commercial building workforce, utilizing the U.S. Department of Labor's competency model framework and aligning with the new Department of Energy supported and industry-developed Better Buildings Workforce Guidelines. Aileen has recently authored and co-authored chapters in Performance Consulting-Applying Performance Improvement in Human Resource Development (2013, John Wiley & Sons); co-edited and co-authored Optimizing Talent in the Federal Workforce (2014, Management Concepts); co-authored a chapter in Organization Development Fundamentals: Managing Strategic Change (2014, ASTD Press); and co-edited The Competency Toolkit, 2nd Ed. (2014, HRD Press).
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