Managing Talent in a Turbulent EconomyYear-long longitudinal survey series |
Managing talent in a turbulent economy is a year-long longitudinal series that surveyed global executives across all industries, at large businesses worldwide in the Americas, Asia Pacific, and Europe, the Middle East, and Africa. The talent pulse survey research, as well as Deloitte’s position on the impending resume tsunami, has garnered both U.S. and global recognition (e.g., USA Today, The Wall Street Journal, and Management Issues).
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Has the great recession changed the talent game?Throughout 2009, Deloitte’s five-part longitudinal survey series took the pulse of business and talent leaders in the marketplace as organizations navigated through shifting economic conditions. This report, published in April 2010, summarizes those findings and identifies six key guideposts executives should consider as they move past the recession and face the challenges of the new economy. |
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Where are you on the recovery curve? (Part 5)Part five in the series, conducted in December 2009 polled 335 senior business leaders and human resource executives. The survey clearly indicates that in 2010, companies can no longer depend on the recession as their retention and talent strategy. Based on the emerging economic realities, we believe the key to success for organizations is to find the right mix of talent strategies in order to maintain top talent and identify key leaders. This report was published in January 2010. |
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Under pressure: Compensation and retention during a turbulent economyA special edition of the Managing talent in a turbulent economy series, this report delves into the topic of compensation and its impact on retention based on interviews with over 200 U.S. executives, finding that every component of compensation remains under pressure from base pay, bonuses and retirement plans to stock options and restricted stock grants. (survey conducted in October 2009 and report published in December 2009) |
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Leaning into the recovery (Part 4)Part four in the series, conducted in September 2009 and published in November 2009, reveals a clear divide between companies that are positioning themselves effectively for the economic recovery and those that are in danger of being left behind. Companies that remain in a defensive posture will risk losing the increasingly critical fight for talent. Those that also embrace a talent strategy to drive innovation will separate leaders from laggards. |
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Keeping your team intact: Special report on talent retentionA special report in the series compared the results of an August 2009 survey of 368 employees at large enterprises worldwide with the May 2009 survey of executives. The study examines employees’ perspectives on retention, their turnover intentions, and how their responses varied across the different workforce generations. This report was published in September 2009. |
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Clearing the hurdles to recovery (Part 3)Part three in the series, this survey was conducted in May 2009 and focuses on retention while continuing to track and compare how 319 global business leaders have shifted their talent priorities and strategies since the January and March surveys. This report was published in July 2009. |
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Navigating a course through rough waters (Part 2)Part two in the series, conducted in March 2009, this report examins how 397 global executives have changed strategic priorities and talent tactics since the initial January survey. The report was published in April 2009 and features a spotlight focus on talent and risk. |
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Playing both offense and defense (Part 1)Part one in the series, this survey was conducted in January 2009 and surveyed 326 executives from businesses worldwide on how they are planning and managing their workforces in today’s challenging economic environment. The report was published in February 2009 and includes a spotlight focus on workforce planning and analytics. |
About Deloitte
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