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  • The open talent economy
    Jump ahead to the year 2020. Half the people you rely on don't actually work for you and that's a good thing—if you're ready. Welcome to the open talent economy—a collaborative, transparent, technology-driven, rapid-cycle way of doing business. What the open source model did for software, the open talent economy is doing for work. Make sure your organization is starting to think about this emerging Human Capital trend.
  • The war to develop talent
    The talent management pendulum is swinging from recruitment to development. As businesses struggle to fill critical positions at many levels, and as the requirements for the leadership pipeline change rapidly, companies are putting renewed focus on building capabilities, not just finding them. The “war for talent” is shifting – and is becoming the “war to develop talent.”
  • Workforce Asset Management Book of Knowledge
    Deloitte's new book focuses on educating and inspiring its readers to implement new strategies and tools for managing the workforce. This book helps close the knowledge gap within the workplace by mapping the connections between business problems such as: scheduling workers, employee flexibility and productivity, etc.
  • 2013 Top Five Global Employer Rewards Priorities Survey
    Even though the rankings shift slightly around the world, the 2013 Top Five Global Employer Rewards Priorities Survey reveals that talent, strategy alignment, and reward costs are on the minds of HR executives everywhere.
  • Fuelling the Asian growth engine
    Technology and globalization are making the world a smaller place. In a quest for new opportunities, many organizations are focusing on Asia, a region offering strong prospects for future growth. The expanding Asian business landscape is resulting in further competitiveness for top talent and leaders.
  • Reframing the talent agenda
    Talent remains a top concern for business leaders—not the availability of workers so much as the shortage of critical skills, experiences, and specialized capabilities. We are no longer in a “war for talent,” but a “war to develop talent.”
  • talent board
    The Talent-Intelligent Board: The essential resource
    With insights from Deloitte global leaders, the latest report from the Intelligent Board series offers a guide to critical talent related risks and considerations for today’s boardroom. The report focuses on six important issues that impact the strategic management of talent in today’s organizations.
  • Strategic Moves 2012
    Strategic Moves 2012: The global mobility island
    Our latest survey reveals organisations are not taking the necessary steps to align global mobility strategies with business’ issues and talent goals. This report discusses the need to better manage an organization’s global supply and demand of skills and talent.
  • Talent 2020
    Talent 2020: Surveying the talent paradox from the employee perspective
    This report is the fourth in the Talent 2020 series and it explores the talent paradox from the employee perspective—while there is a surplus of job seekers, some companies are unable to attract and keep highly skilled talent. The report features results from a survey that polled 560 employees at large businesses, across all industries, in the Americas, Asia Pacific, and Europe, the Middle East, and Africa.
  • Talent Paradox
    The Talent Paradox: A 21st century talent and leadership agenda
    This eBook by Deloitte University press includes thirteen contemporary articles published in the Deloitte Review and provides an introduction and insights into emerging talent issues including Mass Career Customization, the Corporate Lattice, Retention, Global Mobility, Workforce Analytics, Talent and Work, The Growing Diversity of Talent and Consumer Markets and The Aging of the Global Workforce.
  • Human Capital Trends 2012
    Human Capital Trends 2012
    In 2012, converging market trends are changing talent management requirements. Read how critical trends such as globalization, social media, advanced tools for workforce analytics, and fast tracking the next generation of leaders are requiring decisive action.
  • talent development
    Accelerating talent development through experiences
    Accelerated talent development can help to solve many of the challenges companies face today as well as fulfill employee professional development needs. A recent Deloitte study illustrated a growing desire among employees for career progress, professional development and tailored talent strategies.
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