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Mapping
Global Talent
Essays and Insights
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Nicaragua
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Jamaica
Haiti
Dominican Republic
Argentina
Bolivia
Colombia
Venezuela
Peru
Brazil
French Guiana
Suriname
Guyana
Chile
Ecuador
Paraguay
Uruguay
Mauritania
Mali
Algeria
Morocco
Ivory
Coast
Liberia
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Guinea
Gambia
Western Sahara
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Canary Islands
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Copyright 2007 The Economist Intelligence Unit Ltd and Heidrick & Struggles
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Mapping Global Talent
Essays and Insights
contents
Executive summary, 2
Essays and Insights, 4
Leadership Consulting How to attract, develop
and retain talent in a shifting global landscape, 4
Consumer I shop therefore I am, 6
Professional services Rising temperatures, 8
Technology A future imperative, 10
Industrial The tale of two worlds, 12
Life Sciences A healthy future? 14
Financial Services Accounting for talent, 16
Appendices, 18
Methodology, 19
Global Talent Index maps, 20
Global Talent Index weighting, 22
Overall GTI rankings, 23
Demographics, 24
Quality of compulsory education, 25
Quality of universities and business schools, 26
Quality of the environment to nurture talent, 27
Mobility and relative openness of the labor market, 28
Stock and fow of foreign direct investment, 29
Proclivity to attracting talent, 30
Further reading, 31
Economist Intelligence Unit, 32
Welcome to the Global Talent Index, a unique research study
designed to identify where talent is located in the world today
and where it will be located ve years from now.
Te wall map demonstrates talents distribution in :c::, while this booklet of
short essays examines the challenges and opportunities opening up in dierent
industries. Te theme that recurs repeatedly is that the successful organizations
of the future will be those able not just to attract the brightest global talent, but
nurture, develop and retain it by oering a compelling work environment and
sophisticated succession strategies.
I believe it will be the provision of a learning environment that will determine
the iconic market leading companies in years to come. We already know that
Generation Y those born between :,;; and :cc, will have had an average of
fourteen jobs by the time they are ,. Te next generation is more demanding,
ckle and sophisticated than any other. Sophisticated talent demands
sophisticated talent management.
I hope the Global Talent Index reveals a lot more about the future we face and
how we can best prepare for it. Ignorance is bliss? Not in the world of talent.
L Kevin Kelly
CEO, Heidrick & Struggles, September
Heidrick & Struggles Mapping Global Talent: Essays and Insights z
Executive summary
Talent is the new oil and just like
oil, demand far outstrips supply
In early :cc; Heidrick & Struggles, in partnership
with the Economist Intelligence Unit, undertook a
study to encapsulate the current state of global talent
and its future conguration around the planet. Which
countries have the strongest pipeline? Where will talent
thrive over the next ve years? What will change? And
what impact should that have on how companies plan
strategically for the medium term?
Te resulting research, incorporating the data analysis
of thirty countries, shows subtle shifts and changes
as it measures global talent in :cc; and anticipates
future realities in :c::. Using a unique and proprietary
algorithm, the Heidrick & Struggles Global Talent
Index (GTI) uses quantitative and qualitative data to
measure the economic indicators, cultural contexts,
trends in education, foreign direct investment (FDI),
mortality, health and market uidity that will impact
the ability of talent to thrive within these countries.
Tis combination of objective data and local
knowledge proved particularly helpful in enabling the
Economist Intelligence Unit to assess the more data-
poor economies: allowing us to tell a talent story that
would otherwise have remained hidden.
Money talks
Te ndings conrm a basic suspicion talent follows
where money leads. As a consequence, perhaps
unsurprisingly, talent is most likely to be found in
developed, wealthy economies, led by the US (which
tops the table in :cc; and :c::), followed by the UK
and Canada and the two smaller, but open economies of
Sweden and the Netherlands. Te inclusion of Sweden
and the Netherlands, along with Australia, in the Top
:c talent rankings shows that this trend is consistent
even in countries where demographic factors are weak.
Specically: it is not just the size of the potential talent
pool that matters, but how it is nurtured.
Political structure
inuences talent growth
Te results in the lower half of the rankings are more
ambiguous. Not all countries in the bottom ten
are equal: they range from Greece to Iran, through
Brazil and Saudi Arabia. In part this comes down to
the number of countries selected analysis of thirty
economies cannot fully reect the dierent levels of
development across the world. Nevertheless, certain
themes emerge, particularly from the bottom ve.
A common trend is that several of the least promising
performers do not currently boast fully-functioning
democracies. Tis opens up an interesting avenue for
further research into the links between an open society
and the development of talent.
Global Talent Index, developed in co-operation with the Economist Intelligence Unit
BRIC is IC
A key nding revealed by this research, and supported
by prior academic studies conducted by the Economist
Intelligence Unit, is that the often repeated, media
friendly BRIC story the inexorable rise of Brazil,
Russia, India and China is more accurately expressed
as an IC story.
India and China sit in the top ten (:cth and oth
respectively in :c::) whereas Russia occupies :th
place both now and in :c::, and Brazil falls from :,rd
place now to :,th place in ve years time. Te fact that
Russia stays stable overall masks a gradual erosion in
the quality of its compulsory education system, which
has been steadily falling since the collapse of the Soviet
Union in :,,:. In spite of the increased investment in
higher education, weaknesses in primary and secondary
education provision are likely to have an adverse impact
on the countrys ability to develop its talent resources
over the longer term a waste of Russias undoubted
natural potential. China and India do benet from their
large populations but China also performs relatively
well in terms of its educational infrastructure and its
ability to attract foreign investment. Meanwhile India
out-performs China on several measures related to
the labor force widespread knowledge of English
throughout the general population being an
obvious example.
Foreign direct investment
remains a key catalyst for
the development of talent
Malaysia exemplies the power of foreign direct
investment (FDI) and achieves its ::
th
place position
(in both :cc; and :c::) largely because of the amount
of foreign investment owing across its borders. FDI
is at a premium within the talent index since it is
normally accompanied by imports of technological
and managerial best practice. In addition, as foreign
companies become established they often seek to replace
expatriates with local employees, creating demand for
new jobs and new skills. Mexico is another example of
the potential power of FDI, rising two places (from ::st
place to :,th place) because of a strong rise in the stock
of FDI over the forecast period. Mexicos proximity
to the US and its entry into the North American Free
Trade Organization (NAFTA) in :,, has given it the
edge over other Latin American countries (for example
Brazil), boosting annual FDI inows to
around USs:cbn.
Black and white and shades of grey
Te GTI concentrates on seven focus areas (see
Methodology on page :,). Te Index is a subtle tool,
but in certain cases the brushstrokes are too broad,
making changes in the rankings appear more dramatic
than they are. Two slightly weakening performers would
seem to be Germany and Australia, but their fall in the
rankings by one place (from oth to ;th for Germany,
and ;th to th for Australia) is more the result of
Chinas advance rather than any intrinsic deterioration
of their talent pools indeed, Germanys overall score
actually improves by one point in the ve year period
analyzed by this study. Tis note of caution should
be borne in mind when examining any index as small
changes in score can combine to result in signicant
alterations in rank. A case in point is Argentina, which
falls by four places on the back of a score that falls by
only two points.
Todays leading pools of talent may not be
under pressure just yet but companies who
want to ourish in the future must adopt a
global view of recruitment. China and India
are emerging as signicant players and cannot
be ignored. All over the world employees are
behaving as consumers, able to pick and choose
the companies they wish to work for: employers
must to do everything they can to cultivate
a powerful, persuasive reputation for talent
management if they are to safeguard their
long-term talent resources.
Heidrick & Struggles Mapping Global Talent: Essays and Insights q
Leadership Consulting
How to attract,
develop and
retain talent in
a shifting global
landscape
Te implications of the Global Talent Index
(GTI) for identifying, developing and retaining
the best executive talent are four-fold:
Te search map the area in which talent
can be found has changed.
New global leaders must have very
specic competencies.
Development opportunities need to be
much more targeted.
Retention should start on the rst day
of employment.
Te search map
Our research shows a signicant expansion in the area
of the search map. Most searches for large companies
are now global, targeting executives in Asia, Europe and
the US for key positions in international companies
all over the world. Tis new class of global executive
has common features: they have an MBA from a top
business school; they have several years of international
experience and are typically uent in several languages.
My own research revealed that in :,,o, only : of
top CEOs in the United Kingdom had international
experience but by :cc,, this gure had nearly
doubled with ;, of chief executives boasting
experience abroad.
Executives are also expected to have far more cross-
sector experience than before with a track record of
making lateral moves during their careers. In response
to the War for Talent, search rms are now tracking
international high-iers proactively and for the long
term. For example, Heidrick & Struggles China
initiative specically tracks Chinese nationals with
international backgrounds who want to return home.
Search rms need to continue to work much more
strategically with companies; the ad-hoc lling of empty
posts as they arise needs to be replaced by a holistic,
focused and exible approach which incorporates
the assessment, development and training of existing
executives alongside the recruitment of new talent.
Te new global leaders
Te complexity, pace and global platform of todays
business environment demands a special set of
characteristics. Apart from heightened requirements
in terms of background and experience, the leadership
criteria have changed dramatically over the last :c
years: there is now no substitute for global leadership
experience. However, when looking at the GTI and
the concentration of talent across the globe, one key
question emerges: how can we better assess the global
leadership capabilities of the various talent pools?
Dr Elisabeth Marx
Leadership Consulting
emarx@heidrick.com
Global Talent Index, developed in co-operation with the Economist Intelligence Unit y
From a search consultants point of view these are
the essential characteristics to look for in the new
global leader.
International literacy
Operating in dierent geographic regions.
Understanding the cultural dierences of employees
and customers.
Dealing with ambiguity those executives who
demand an excessive amount of certainty and rigid
frameworks do not generally adapt well to the
complex cultural patterns of working in foreign
countries and with dierent sensibilities.
Enjoying diversity in a psychological sense.
Managing paradoxes
Taking a helicopter-view and think strategically
whilst keeping the focus on operational results.
Switching easily between dierent modes: from
long-term thinking to short-term, and from cost-
saving to expansion and growth.
Te exibility to handle these potential paradoxes is
the key characteristic of future top executives.
Te ability to build successful teams
Te emphasis on the CEO as the hero is waning.
Business success at the top (and farther down the
organization) depends on the leader pulling eective
teams together. Our research shows that very few
companies have highly eective teams at the top and a
common complaint is that while there are individual
strengths, the team is not working together.
Companies are already beginning to address this issue,
and we are seeing much more active intervention at the
top level as CEOs engage external help in aligning the
team with business strategy.
Te new development program
Large companies are increasingly creating their own
universities to train sta from around the world.
Tere has also been a rise in the provision of in-house
and bespoke programs from international business
schools. Samsung, for example, has created its own
talent pipeline by rst recruiting people of dierent
nationalities from leading business schools and
universities around the world, and then putting them
through its in-house training and development center.
Te coaching industry, a largely unregulated area,
is also exploding, answering a growing demand for
the development of softer skills such as teaching,
negotiating and listening. In the future, to give
executives the support they require, we would expect
the provision of such skills to be provided by business
school programmes and follow-up coaching.
Retention and career
management of the best
Te best are constantly oered jobs by your competitors
how can you retain them over longer periods of
time? Te answer is a better analysis and understanding
of their motivational make-up so that you can oer
productive career support and development.
Employer anxiety about top executives leaving can
prevent sensible career discussions from taking place.
Bosses often completely avoid the subject with their
employees, leaving the employee feeling under-valued
and unfullled, resulting in turnover at the most senior
level. Having an internal or external career development
function helps executives clarify what they want and
what they would like the next step of their career to be.
Te company is then able to construct a scenario where
this can be achieved. Te companies that will grow
in this new talent geography are those which coach,
motivate and develop their own talent in tandem with
an inclusive, global recruitment process.
Te answer is a better
analysis and understanding
of their motivational
make-up
Heidrick & Struggles Mapping Global Talent: Essays and Insights
Consumer
I shop
therefore I am
How do you cater to a ckle global
consumer who wants the latest and greatest
product for half the price? Tat is the
question troubling the consumer industry.
Higher levels of discretionary income
with the rise of the middle classes in India
and China, combined with ever more
sophisticated consumer tastes, have created
a world where the customer is king (but
always on the look out for a bigger, better
value crown!)
Te growing spending power of the developing world
is startling. Today in China the middle class numbers
over ,cc million people that is the same gure as the
current population of the USA. Meanwhile, assuming
steady growth over two decades, India is poised to
overtake Germany as the worlds fth-biggest consumer
market by :c:,.
Te developed world cannot match this aggressive
consumerism, but the next ve years will see a rise in
tempo as key retail giants ght over a population that is
developing ever more precise ideas of what they want to
spend their money on. Te pressures this consumerism
puts on product development, supply chain and price
has resulted in strong retail concentration
for example, in the US, Home Depot and Sears
hold sway in the homeware arena, in the UK grocery
store Tesco is the leader, while Carrefour dominates in
France.
Tese giants expect the very latest in product
development, durability, design and price and
small scale suppliers nding it hard to keep up
are increasingly being incorporated into larger
conglomerates with only the Nestls, the PepsiCos and
the Krafts able to square up to the big retail rms.
In talent terms this never-ending drive for innovation
will see an exponential increase in the value of R&D
expertise. Te pipeline must be primed to produce a
constant stream of new products that will impress the
consumer. Trowing money at innovation isnt the
solution many large companies have been tripped up
by this in the past and have in turn been outsmarted
by smaller, more nimble competitors. Outsourcing will
become an important pressure valve, as some companies
are already nding to their advantage. At Proctor &
Gamble, ,, of all its new products have elements that
originate from outside the company, up from about :,
in :ccc. Tey say this kind of collaboration has seen
R&D productivity increase by nearly oc, while R&D
investment as a percentage of sales has fallen from .
in :ccc to ,. today.
Torrey Foster
Consumer practice
tfoster@heidrick.com
Global Talent Index, developed in co-operation with the Economist Intelligence Unit )
Te case of Proctor & Gamble highlights the fact that
survival in the consumer industry will come to rely
not just on investment of resources but also on good
management. Teir R&D operation is working because
it is being well-directed with a clear strategy. Tis has
important implications for managerial talent in the
sector. Tose individuals who will perform best in :c::
and beyond will be those who are able to manage the
R&D function in a global context. Tese managers will
be skilled at forecasting customer and supplier behavior
and trends, and they will have an extremely detailed
understanding of supply chain vagaries and imperatives.
Tey will also need to be media-savvy. Te single biggest
challenge in the consumer sector over the next ve years
will be the increasing diculty of communicating to
consumers and potential employees. An astonishing
range of media channels compete for the consumers
attention, and the industrys dilemma will be how to
ensure their brand message be it about online stores,
green policies or the latest new products, is actually
seen by their customers (before they see what the
competition has on oer).
So where will this talent be found? Te educational
ranking of the Global Talent Index indicates that
unsurprisingly, over the next ve years the US, Canada
and Europe will be the predominant suppliers of top
quality graduates. What is surprising and perhaps the
consequence of heightened visa restrictions is that
the United States registers a low score for mobility of
labor and relative openness of its labor market. Tis
measure records the language skills of the population,
the number of international students studying in the
country and the number of nationals studying in
foreign universities. Te USA scores ,th place in :cc;,
and falls to :cth place in :c::, overtaken by India.
Tis is not the case in Canada, the UK or Germany,
which score :st, :nd and ,rd place respectively in this
particular ranking, both today and in :c::. Tis would
suggest that, if it is to realize its full educational and
demographic potential, the US must encourage greater
immigration and emigration, helping future American
managers gain the international experience which will
allow them to compete in (and fully understand) the
global consumer market.
American companies in the consumer sector have not
traditionally had a reputation for nurturing their own
talent, innovation being the key concern. However,
there is evidence that the giants in the industry are
realizing the value of managing and developing the
talent they have Wal-Mart for example, has ongoing
initiatives to develop its own talent, including a
leadership-in-training program and a leader-to-leader
project for managers, aiming to push decision-making
power down the management ladder. Tey have
also introduced a new pilot program through which
employees can alert the company of their talents and
ambitions and, once assessed, managers recommend
ways for them to pursue their skills, through
secondments, evening classes, language lessons etc.
Tis idea of temporary foreign work placements recalls
that key talent trend to be fully successful in the
world of tomorrow, international experience will
be indispensable.
to realize its full educational
and demographic potential the
US must encourage greater
immigration and emigration,
helping future American
managers gain the international
experience which will allow
them to compete in (and
fully understand) the global
consumer market
Heidrick & Struggles Mapping Global Talent: Essays and Insights 8
Professional Services
Rising
temperatures
Te professional services sector is
developing a split personality. On the one
hand, it is made up of internationally-
known US and European rms with
thousands of employees and years of
experience, ready to perform almost any
task for a corporate client. On the other, it
incorporates a myriad of young rms, from
call-centers in Croatia to large, fast-growing
Indian outts, all of which are low-cost and,
in most cases, highly competitive in terms
of basic skills and business processes.
Historically, the two sides have co-existed fairly
peacefully: increasingly over the next ve years, the
competition will start to heighten. With the outlook
for global economic growth slightly less buoyant, the
traditional professional services industry will nd quick
wins harder to come by. Clients will increasingly pick
and choose services by price and value, as opposed to
reputation, depth of experience and international reach.
At the same time, the young oshoring companies
will continue to migrate into higher-end services,
encroaching on more of the core activities of their well-
established competitors.
As a result, oshoring hiring another companys
talent to cut costs is expected to show compound
annual growth rates of more than :,. By contrast the
traditional professional services sector, will grow at
around half that rate.
Given this, both sides of the sector will need to make
the procurement of talent a top priority in the next ve
years. Both will depend on similar methods for nding
their new hires vigorous recruiting at the university
level and strong networking skills for identifying
managers from other professions who might be
persuaded to change careers. Both sides of the business
will also need to develop strong internal recruiters who
know how to promote the rm and who are adept
at building networks of qualied candidates in the
communities where their companies operate.
Te rst stop will be universities. Both at home and
abroad, the reputation and quality of a countrys
universities will be a key measurement for recruiters.
Te Global Talent Indexs ranking of the quality of
universities and business schools which assesses the
number of universities ranked globally among the top
ve-hundred, the number of business schools ranking
in the worlds top one-hundred and the spending per
student on higher education as a percentage of GDP
per capita shows a number of important developments
in this regard.
In :c::, for example, the GTI score shows that the
top ve countries measured by the quality of their
Krishnan Rajagopalan
Business & Professional Services practice
krajagopalan@heidrick.com
Global Talent Index, developed in co-operation with the Economist Intelligence Unit
universities and business schools will be unchanged
from :cc; with the US, the UK, Sweden, South Korea
and Australia scoring ;, , ,, ,;, and ,o in :c::
respectively (out of a possible :cc points). However,
there will be signicant movement below these top-
ranked countries, with Germany, France, Russia, Japan
and Poland all moving up two places to oth, ;th, ::th
::th and :oth respectively (out of the ranking of thirty
countries). Russias advance stands in stark contrast to
the lower quality of its compulsory education, where it
ranks ::nd in the :c:: ranking, down two places from
:cth in :cc;. Te two measurements underline Russias
growing commitment to higher education, with junior
and high-school facilities receiving a lower priority.
Given the advances of both Germany and France,
Canada and Saudi Arabia will both drop two places
to th and ,th on the :c:: ranking of the quality of
universities and business schools. Lower down the
ranking, China will hold steady at ::st place with India
moving up one level to :,th; these gures are naturally
distorted due to the size of the population and the
method of assessment, which is spread per capita. While
both of these countries will continue to support high-
quality higher education over the next ve years and
will have tremendous talent pools, the sheer number
of their populations pulls down their ranking in the
expenditure per student measurement.
As the developing world continues to pile into the
oshoring business, the range of industries hiring
capital will continue to grow over the next ve years.
Even the most conservative, security-conscious sectors
will be seeking to reduce costs by moving their more
routine businesses to oshore facilities. In the legal
profession, for example, more highly skilled work
such as litigation research, traditionally carried out by
paralegals in-house, and intellectual property work
involving patent research, analysis, and drafting
of patent applications, is expected to move to
oshoring facilities.
Given the continued need for versatile, talented sta for
both sides of the professional services sector oshore
and onshore rms will need to do the following:
Tink globally regarding talent
pools and talent competition
Tey will need to source globally for roles that they
have previously looked to ll locally and they will need
to keep in mind that the talent competition is leveling
out with the traditional competitor and the oshore
company looking for exactly the same talent but with a
dierent value proposition.
Tink creatively on channels
for talent acquisition
One of the key resources in the years ahead will be
the industrys own employees. In particular, employee
referral programs will become more popular. Tese
generally oer cash rewards and prizes to employees for
successfully referred candidates. For KPMG, nearly ,,
of the rms experienced hires came through employee
referrals. For smaller rms the percentage will be less
but just as valuable, particularly considering the low
cost of acquiring talent in this manner.
Innovate the HR function
With talent in short supply, organizations should elevate
HR to the highest levels, acknowledging that talent is
the only competitive advantage. Leading companies
need to customize their HR processes to align with
business objectives and create a results-oriented,
performance culture. Be ready the global talent war in
professional services is just beginning to heat up.
Heidrick & Struggles Mapping Global Talent: Essays and Insights 1c
Technology
A future
imperative
After years of hype, the technological future
is almost here. Te networked home, the
truly portable oce, easy-to-use video
conferencing and collaborative, online
project management all promise to become
realities over the next ve years. Tis will
have one eect the search for talent in
the IT and telecoms sectors will intensify as
corporate and consumer spending outpaces
global economic growth.
Even the most traditional non-technical companies
will need to upgrade to Web :.c online environments
and the latest hi-tech equipment in order to maintain
productivity and competitiveness. At the same time,
consumers will continue to demand the latest electronic
gadgets complete with internet access, such as designer
smartphones, portable gaming consoles, and networked
appliances for the home.
In the telecoms sector, sales of the ubiquitous mobile
phone will continue to grow, even as world penetration
levels rise to over ,c. In addition to buoyant sales
in emerging markets, demand will be sustained by
upgrades to web-enabled handsets, which will be used
to pay for purchases, to check e-mails, download music,
watch TV and make and receive texts and calls. Fixed-
line telecom companies will need to meet the challenge
of web-based telephony and converged networks,
providing their customers with much more than plain
vanilla voice services.
Given these trends, a exible, collaborative, global
workforce will be a top priority for virtually all
multinationals in the IT and telecoms sectors. In order
to retain top-ight people around the world, companies
are already developing techniques for plugging their
people into closed system internal corporate recruiting
networks using the latest technology. For example,
IBM now manages its workforce globally using a
system called Professional Marketplace, which provides
rapid online access to the HR proles of over ;c,ccc
employees. Tese proles are updated regularly in
order to reect work experiences and skills. Using this
system, managers can quickly identify suitably-skilled
employees from around the world to meet the needs of
each project. Microsoft uses something similar, called
distributed engineering, where engineers around the
world can collaborate online.
With the best IT and telecom companies experiencing
turnover rates as high as :,, retaining talent will
become an even greater concern in the years ahead.
As a result, non-compensation based benets such
as childcare and exible working hours will rise in
importance. SAS Institute, the worlds largest privately
held software and related services provider, has a
Daniel Cheng
Technology practice
dcheng@heidrick.com
Global Talent Index, developed in co-operation with the Economist Intelligence Unit 11
employee turnover, which it attributes in part to its on-
site day care center. Te company also has around ve
employees who focus full-time on helping employees
deal with the needs of their ageing parents.
Te Global Talent Index reveals that the tech sector
will continue to recruit primarily from the US over the
next several years as it retains its dominance in terms
of the quality of universities and business schools
the key factor in developing new talent in these elds.
Te US will be followed by the UK and Sweden in
Europe. Saudi Arabia will hold a similar position in
the Middle East.
Te countries to watch in terms of an improving
overall quality for nurturing talent are Australia and
South Korea, as well as China, which will leap eight
places to rank :th by :c::. A declining country in this
category is Russia, which is predicted to sink from oth
place to ::th over the next ve years primarily due to
the gradual erosion of its education system since the
collapse of the Soviet Union in :,,:. Tis trend will not
be countered signicantly by the rising investment the
Russian government is putting into higher education as
it will take more than ve years for these improvements
to have a signicant eect on the Russian ability to
nurture talent.
Te ten countries with the greatest proclivity for
attracting talent (assessing the technical skills of the
work force, personal disposable income, employment
growth and GDP data) will remain largely unchanged
over the next ve years, with North America and
Europe retaining their overall dominance. France
will take over the number two spot currently held by
Sweden, which will slip to ;th place. Tis leap can be
attributed in part to Nicolas Sarkozys new government
and his modernising of Frances traditional working
practice restrictions.
On demographics, China and India rank rst and
second place respectively. We can predict that these
two countries will yield an increasing number of
talented graduates in the hi-tech sector given their
strong tradition of engineering and science at the
university level. Tis, plus the increased presence of
foreign multinationals in China, has helped boost the
country up the overall ranking from th place in :cc;
to oth place in :c::. India holds rm at :cth overall,
aided by its gradual improvement in the quality of its
environment to nurture talent, the mobility of its labor
and relative openness of its labor market.
Even the most
traditional non-
technical companies
will need to upgrade
to Web :.c online
environments
and the latest hi-
tech equipment in
order to maintain
productivity and
competitiveness.
Heidrick & Struggles Mapping Global Talent: Essays and Insights 1z
Industrial
Te tale of
two worlds
Top-ight graduates will be harder to lure
into the industrial manufacturing sector
over the next ve years. Recruiters who
understand this fact will be at an advantage.
Te reasons are simple the global manufacturing
sector will grow at a relatively slow pace over the next
few years, led by strength in emerging markets. Global
passenger car sales, for example, will rise by an average
of only ,., per year until :c:: and the increase will
be driven by demand in China and India. Sales in the
developed world will remain disappointing; with the US
market set to stagnate and those in western Europe and
Japan expected to grow by a modest : to .
Te energy sector will exhibit similarly low-key
growth with global energy demand per head expected
to average :. per year over the next few years.
Slower demand will be the result of high prices and
an increased move toward energy conservation in the
developed world. Tere will be a similar story in other
major industrial sectors.
Given this trend, traditional manufacturing industries
and energy companies will need to tackle their less
than sparkling growth prole head on and wring as
much talent as possible out of emerging markets. One
tactic will be the establishment of local training units
in the fast growing markets. In China, for example, the
logistics rm DHL has already set up its own
Logistics Management University, which teaches
new recruits everything from courier business to
supply chain management.
Te downside, however, will be losing sta almost as
quickly as they are trained. Multinational operations
in China must contend with a :c to ,c annual
sta turnover rate and recruit :,ccc plus employees
annually, says Indranil Sen, a Vice President for
strategic intelligence at DHL. With two years
experience in logistics, many employees will job-hop
and start work for another rm, the incentive being a
,c pay increase.
In the developed world, manufacturing companies
can retain trained sta if they are willing to give
international opportunities to their top performers. And
this trend will be seen all the way up the management
structure. In a recent survey of US and European CEOs
by the Economist Intelligence Unit, oc of respondents
said their senior management teams will become more
international over the next three years. Opportunities
for senior management in the emerging markets look
set to grow Chinese automakers, for example, will be
keen to hire Western managers over the next ve years
as they begin to expand into foreign markets.
Dale Visokey
Industry practice
dvisokey@heidrick.com
Global Talent Index, developed in co-operation with the Economist Intelligence Unit 1
In the US and European aerospace and defense
industries, the major talent challenge over the next ve
years will be a greying workforce. According to the
Aerospace Industries Association, the average aerospace/
defense engineer in the US is currently nearly sixty
years old. By :cc, approximately :; of employed
engineers will be eligible for retirement, and during the
next decade, the number of employees with science and
engineering degrees reaching traditional retirement
age will triple.
In the developing world, the exact opposite is true, with
science and engineering degrees becoming increasingly
popular as a means to move up the income ladder.
However, visa restrictions in the US and Europe,
limiting the immigration of foreign professionals, will
remain tough. As a result, the growing ranks of Asian
graduates will be increasingly absorbed on their home
ground by native rms and the US and European
companies locating new manufacturing facilities in
these faster growing emerging economies.
Given this imbalance, the aerospace and engineering
industries will need to make a big eort to attract
and retain new graduates, through the establishment
of programs that support research, pre-graduation
internships, and mentoring activities once a new recruit
signs on. Retention will be a major problem; in the
aerospace industry, the attrition rate in the one to six
year range will be approximately two times greater than
in the overall new graduate population.
Te manufacturing sector also demands blue-collar
talent those steady workers who contribute to the
success of a business through a commitment to quality
and productivity. Several fast growing developing
markets China in particular will be an increasingly
attractive source of these skills. Te Global Talent
Indexs ow of foreign direct investment (FDI)
measurement reveals that some other countries are likely
to become more important in this regard. South Africa
will rise seven places to rank fth on the FDI ranking
by :c::, a movement that reects the countrys growing
role as a supplier of goods and services to the rest of the
African continent as well as overseas. Other countries
which will rise up the FDI ranking include Mexico (up
ve places to ::th) Egypt, Ukraine, and France.
In a recent survey of US and European CEOs by the
Economist Intelligence Unit, oc of respondents said
their senior management teams will become more
international over the next three years.
Heidrick & Struggles Mapping Global Talent: Essays and Insights 1q
Life Sciences
A healthy
future?
Te life sciences sector, in many ways, is
a victim of its own success. Te medical
and public health advances of the last
several decades have translated into
healthier people, longer lifespans, reduced
infant mortality and an expanding global
population. It seems demand for healthcare
services and products can only continue to
increase globally.
Te prevalence of lifestyle diseases such as obesity
and alcoholism are already causing increased alarm
in the developed world, leading to a greater focus on
disease prevention and education in those economies.
Meanwhile concern over infectious diseases, particularly
Avian Flu and HIV/AIDS, will facilitate greater
government cooperation with industry in both the
emerging markets and the developed world, increasing
the demand for multi-lingual healthcare policy experts
with a global perspective in both the public and
private sector.
Te global pharmaceutical business will see continued
growth, but at a slower rate, as more low-cost generics
become available, government pricing pressures
continue, and truly innovative drugs come to market
at a slower pace. Tis steady growth will be sustained
by increasing knowledge about DNA and molecular
science, which promise more personalized drugs able
to target niche markets with greater ecacy. Tis
should deliver greater pricing power to the industry
but may require the sale of larger numbers of lower
revenue drugs rather than reliance upon the traditional
blockbuster model of selling a few key drugs to large
segments of the global population.
Whether due to costs, restructuring, mergers, a
reluctance to hire from outside the industry, the rapid
growth of emerging markets or a combination of all
ve, the pharmaceutical and biotechnology industries
have historically failed to invest sucient resources in
building their internal teams. Te biotech companies
have tended to rely on a pretty hand-to-mouth existence
while the more established rms in pharma have often
operated as exclusive US/European clubs, increasingly
leaning on stang organizations to ll their talent
gaps in the short term, rather than applying long-term
succession planning. As the inuence of China and
India continue to rise over the next ve years this trend
cannot continue; already there is growing evidence of
the gradual move to outsourcing selected functions, an
option the industry had previously been slow to accept.
When assessing a move to outsourcing, biotech
companies will need to ensure they are able to access
similar talent pools and resources to those they have
in their current locations. Existing biotech clusters
Jef W Dodson
Life Sciences practice
jdodson@heidrick.com
Global Talent Index, developed in co-operation with the Economist Intelligence Unit 1y
have the competitive advantage of being located close
to many highly respected universities for example
the cluster in Northern California which has twelve
major research universities and laboratories in the
region helping to drive innovation. Te proliferation
of collaborative working and knowledge sharing tools
and technologies should help break down geographic
barriers over the next ve years, allowing for an
increasing level of outsourcing to countries in Asia and
Eastern Europe.
In cases where medicines need to be developed for
large regional markets, it will make sense for companies
to locate their facilities closer to the population in
question, where the demand is higher and where these
companies can access the local skilled talent pool.
Multinationals in this sector will invest in global regions
where there is a high supply of technical and scientic
professionals, such as China, India and Brazil, which
rank :st, :nd and ,th, respectively, in the demographics
category of the Global Talent Index both in :cc; and
:c::. To build the scale of talent needed in markets
like China and India to better serve large local markets,
pharmaceutical multinationals will need to play an
active role in recruiting and developing people at junior,
middle and senior levels in their organizations.
Globally, the life sciences sector will need to keep
working hard to attract the most skilled and committed
scientists and researchers, in addition to top-quality
senior general management executives capable of
leading and driving change across complex global
organizations. Tis will necessitate a global talent
search; for graduate level personnel this search will
be centered mainly on the top universities. For more
experienced individuals the hunt will be among the
worlds fast-growing biotech rms and university labs.
As with other high-growth sectors, not just the
recruitment but the retention of talent will be a major
headache for the life sciences sector over the next
ve years. To address this problem, pharmaceutical
companies will need to start looking at recruiting
outside of their traditional hiring range. For example,
companies will need to be more involved at high
school and college level to generate interest and educate
students on the skills needed for the industry. In
addition, these companies will need to begin targeting
the oc+ market, which is looking increasingly likely to
seek supplemental income after retirement age and may
continue to work in the eld through reduced work
programs.
Te Global Talent Indexs measurement of the quality
of the environment to nurture talent which puts
a strong weighting on the percentage of university
students in the sciences, numbers of R&D researchers
and meritocratic remuneration reects one of the
biggest changes ahead for talent trends in the life science
sector over the next ve years. China, which advances
two places on the overall Global Talent Index for :c::,
jumps eight places to :th in this category between
:cc; and :c::, its biggest advance among all seven
measurements used to make up the GTI. Te increase
reects the Chinese governments determination to
improve the quality of life for its population and
develop the life sciences sector into one of its global
competencies.
Another strong performer in this category is South
Korea, which advances four places to :cth place in the
rank in its ability to nurture talent. Unsurprisingly, the
US ranks top in this category, given its long history
of innovation in the sector, followed closely by the
Netherlands, Canada, Japan and Australia.
Developing an awareness of these emerging trends and
making the recruitment, development and retention of
top talent a strategic imperative is critically important
for every life sciences company competing in the
global market. Equally important is the establishment
of strong partnerships with world class agencies
capable of recruiting the best talent in key functions
in all established and emerging regions. Te most
proactive industry players have already made signicant
investments in talent, and these are the companies that
are best positioned for the future.
Heidrick & Struggles Mapping Global Talent: Essays and Insights 1
Financial Services
Accounting
for talent
Young graduates often look to the nancial
services sector as a path to big salaries and
bonuses, but in the future a number of
risks will balance the opportunities faced
by the sector. Slower global economic
growth and rising interest rates, especially
in the countries of the European Union and
Japan, will lead to a rise in corporate loan
defaults in many countries. A slowdown
in the property market in developed
economies will put pressure on the banks
that favour lending to this sector.
To combat this, many banks have diversied their
businesses, strengthened their reserves and improved
the quality of loan recipients. Risk-transfer techniques
have become more widespread and sophisticated. Fee-
based income will grow as companies increasingly move
away from debt nancing, towards raising money on
the capital markets and paying banks to act as
their advisors.
Merger and acquisition activity, led in part by private
equity funds, will continue but not at such heady
levels as in the past. Te sharp rise in debt associated
with leveraged buyouts (LBOs) by private equity rms
will also be a source of risk to lenders. Given these
challenges, the industry will still oer big rewards for
those who can thrive in a risky environment and the
need for high-quality talent in the nancial services
sector will be undiminished. If theres one limiting
factor to growth, it is people and talent, says Tejpreet
Chopra, the president and CEO for GEs Commercial
Finance business in Europe.
One of the key areas of scarcity will be the fast-growing
markets of India and China. Despite the vast numbers
of graduates entering the workforce every year in both
of these countries, a relatively low proportion of them
have the skills required by global nancial services rms.
As a result, these few will be highly sought-after and
those rms which hope to hire them will need to oer
top-ight compensation and opportunities.Te nancial
services companies will increasingly hope to boost their
knowledge of emerging markets by recruiting talent
in India and China for their oces in London, New
York, Hong Kong and Singapore. Crucially, they will be
oering these graduates exactly the same compensation
packages as graduates coming out of Harvard or any of
the other globally renowned business schools.
Another major hiring challenge for the nancial services
sector not known for its hip image will be its
need to appeal to graduates who have grown up with
the internet. Banks and insurers who fail to properly
understand the web-based culture run the risk of
Valerie Germain
Financial Services practice
vgermain@heidrick.com
Global Talent Index, developed in co-operation with the Economist Intelligence Unit 1)
running up against a brick wall of distrust and cynicism,
which could damage their brand and cause them to lose
their competitive advantage.
Generation Y, those born between :,;; and :cc,, have
grown up with computers, show no fear of technology,
take risks and are media-savvy and brand conscious.
Tey are an online generation, whose new social
spheres are social networking sites such as MySpace and
FaceBook. Within a few years, job podcasts by even the
most conservative of employers will become a reality.
According to the Global Talent Index, the next ve
years will produce a few surprises in terms of talent
trends in nancial services. In terms of its proclivity to
attracting talent a vital measurement for the sector
which assesses technical skills of the workforce, personal
disposable income, employment growth and GDP data
France leaps three places over the next ve years to
rank second behind the US by :c::. Tis will largely be
the result of the new governments more exible view
toward working practices and compensation. Canada,
Germany, Australia and the UK follow in ,rd, th, ,th
and oth place respectively in this category.
Intriguingly, India, which earns its overall Global
Talent Index :cth place ranking primarily because of
the talent pool created by its huge population, will
jump four places from :;th to :,th place in its ability to
attract talent in :c::. Tis is the countrys biggest single
improvement among all seven indices used to create
the overall index and reects the countrys continued
emphasis on technical training at the secondary and
tertiary levels of education as well as the countrys
rapidly-expanding middle-class.
Japan will also gain competitive advantage, jumping
from :th to ::th place over the next ve years as
its nancial services institutions begin to realize the
importance of attracting global talent.
Generation Y, those born between :,;; and :cc,, have grown
up with computers, show no fear of technology, take risks and are
media-savvy and brand conscious. Tey are an online generation,
whose new social spheres are social networking sites such as
MySpace and FaceBook. Within a few years, job podcasts by even
the most conservative of employers will become a reality.
Heidrick & Struggles Mapping Global Talent: Essays and Insights 18


Togo
Russia
Finland
Spain
Sweden
Norway
Germany
France
Portugal
Romania
Turkey
Denmark
Poland
Belarus
Ukraine
Greece
Cyprus
Neth.
Ireland
Lithuania
Latvia
Estonia
Greenland
Iceland
United States
Canada
Brazil
Kenya
Ethiopia
Eritrea
Sudan
Egypt
Niger
Mauritania
Mali
Nigeria
Somalia
Namibia
Libya
Chad
South Africa
Tanzania
Dem. Rep.
Of Congo
Angola
Algeria
Madagascar
Mozambique
Botswana
Zambia
Gabon
Central African Republic
Tunisia
Morocco
Uganda
Burundi
Rwanda
Benin
Ghana
Cote
D'Ivoire
Liberia
Sierra Leone
Guinea
Burkina Faso
Gambia
Cameroon
Sao Tome & Principe
Zimbabwe
Congo
Equatorial Guinea
Western Sahara
Senegal
Guinea Bissau
Canary Islands
Jordan
Israel
Lebanon
Azerbaijan
Georgia
Kyrgyzstan
Tajikistan
Kuwait
U. A. E.
Yemen
Syria
Iraq
Iran
Oman
Saudi Arabia
Afghanistan
Pakistan
India
China
Kazakhstan
Turkmenistan
Uzbekistan
Myanmar
Nepal
Sri Lanka
Mongolia
United Kingdom
Italy
Cape Verde Islands
Azores Islands
Puerto Rico
Venezuela
Guyana
Suriname
French Guyana
Austria
Hungary
Bulgaria
Czech Rep.
Slovakia
Bel.
Albania
Mold.
Bosnia
& Herz.
Croatia
Slovenia
Switz.
Mac.
Qatar
Mont.
Serbia
A
rctic C
ircle

T
r
o
p
i
c

o
f

C
a
n
c
e
r

E
q
u
a
t
o
r

E
q
u
a
t
o
r

Tropic of Capricorn
A T L A N T I C
I N D I A N
O C E A N
O C E A N
A R C T I C
O C E A N
Chukchi
Sea
Beaufort Sea
Hudson
Bay Bafn
Bay
Norwegian
Sea
Greenland
Sea
North
Sea
Mediterranean Sea
Baltic
Sea
Black Sea
Aral Sea
Arabian Sea
Bay
of
Bengal
Sea of
Okhotsk
Barents Sea
Kara
Sea
Leptev
Sea
R
e
d

S
e
a

Caspian
Sea
Appendices
Appendix A Methodology, 19
Appendix B Global Talent Index maps, 20
Appendix C Global Talent Index weighting, 22
Appendix D Overall GTI ranking, 23
Appendix E Demographics, 24
Appendix F Quality of compulsory education, 25
Appendix G Quality of universities and business schools, 26
Appendix H Quality of the environment to nurture talent, 27
Appendix I Mobility and relative openness of the labor market, 28
Appendix J Stock and fow of foreign direct investment, 29
Appendix K Proclivity to attracting talent, 30
Global Talent Index, developed in co-operation with the Economist Intelligence Unit 1
Appendix A
Methodology
Te Global Talent Index is the result of a
collaboration between Heidrick & Struggles
and the Economist Intelligence Unit; the
vision of the former was matched by the
research expertise of the latter. Te Index
measures not only a countrys natural
potential for producing talent in socio-
demographic terms, but also the conditions
necessary to realize this potential. A country
may exhibit heady population growth but
without a supporting infrastructure and the
right cultural contexts, the talent margin
will not be able to fully develop.
To reect this multi-layered analysis seven major
areas were determined to be of importance:
demographics
quality of compulsory education systems
quality of universities and business schools
quality of the environment to nurture talent
mobility and relative openness of the labour market
trends in foreign direct investment
proclivity to attracting talent
Applying their respective areas of expertise in talent
assessment and data gathering, the project team from
both organizations drew up a list of variables with
which to measure the seven areas of interest. Tese
variables combine quantitative measures drawn from
a variety of local and international data sources,
with qualitative assessments from the Economist
Intelligence Units network of country analysts and local
contributors. Forecasts were based on the Economist
Intelligence Units macroeconomic model and country
analysts projections for qualitative variables. Some
variables, particularly for education, had to be assumed
to remain equal in ve years, owing to the lack of
time on which to base projections. Te data was then
normalized in order to obtain scores from : to :cc
(where higher scores meant better performances on the
talent measures).
Finally, the project team set the weights of the dierent
variables in the overall Index by assigning scores from
: to , for each variable (where : = less important and
, = of critical importance).
Heidrick & Struggles Mapping Global Talent: Essays and Insights zc
Appendix B
Global Talent Index maps
the world at :c::

Arctic Circle
Tropic of Cancer
Tropic of Cancer
Tropic of Capricorn
Equator
Equator
Tropic of Capricorn
Antarctic Circle
Spain
Norway
Portugal
Ireland
Greenland
Iceland
United States
Canada
Mexico
The Bahamas
Cuba
Panama
El Salvador
Guatemala
Belize
Honduras
Nicaragua
Costa Rica
Jamaica
Haiti
Dominican Republic
Argentina
Bolivia
Colombia
Venezuela
Peru
Brazil
French Guiana
Suriname
Guyana
Chile
Ecuador
Paraguay
Uruguay
Mauritania
Mali
Algeria
Morocco
Ivory
Coast
Liberia
Sierra Leone
Guinea
Gambia
Western Sahara
Senegal
Guinea Bissau
United Kingdom
Canary Islands
Cape Verde Islands
Azores Islands
France
Russia
Puerto Rico
A T L A N T I C
P A C I F I C
A R C T I C
O C E A N
O C E A N
O C E A N
Beaufor t
Sea
Car i bbean Sea
Hudson Bay
Gul f of
Al aska
Bafn
Bay
Gul f of Mexi co
Nor wegi an
Sea
zc1z
rank
country
rank
change
C7I
zc1z
C7I
zcc)
1 United States c y 52
z United Kingdom + z q8 46
Canada - 1 q) 47
q Netherlands - 1 q 46
y Sweden c qy 45
China + z qq 42
the top ,c
in :c::
Te map uses color to represent thirty countries overall talent
ranking at :c::, indicating at a glance how countries score at
nurturing talent, from red-hot beds to blue cooler climates.
Global Talent Index scores in 2012 numbers represent how countries score at nurturing talent
Global Talent Index, developed in co-operation with the Economist Intelligence Unit z1
Togo
Russia
Finland
Spain
Sweden
Norway
Germany
France
Portugal
Romania
Turkey
Denmark
Poland
Belarus
Ukraine
Greece
Cyprus
Neth.
Ireland
Lithuania
Latvia
Estonia
Greenland
Iceland
United States
Canada
Brazil
Kenya
Ethiopia
Eritrea
Sudan
Egypt
Niger
Mauritania
Mali
Nigeria
Somalia
Namibia
Libya
Chad
South Africa
Tanzania
Dem. Rep.
Of Congo
Angola
Algeria
Madagascar
Mozambique
Botswana
Zambia
Gabon
Central African Republic
Tunisia
Morocco
Uganda
Burundi
Rwanda
Benin
Ghana
Cote
D'Ivoire
Liberia
Sierra Leone
Guinea
Burkina Faso
Gambia
Cameroon
Sao Tome & Principe
Zimbabwe
Congo
Equatorial Guinea
Western Sahara
Senegal
Guinea Bissau
Canary Islands
Jordan
Israel
Lebanon
Azerbaijan
Georgia
Kyrgyzstan
Tajikistan
Kuwait
U. A. E.
Yemen
Syria
Iraq
Iran
Oman
Saudi Arabia
Afghanistan
Pakistan India
China
Kazakhstan
Turkmenistan
Uzbekistan
Myanmar
Nepal
Sri Lanka
Mongolia
United Kingdom
Italy
Cape Verde Islands
Azores Islands
Puerto Rico
Venezuela
Guyana
Suriname
French Guyana
Austria Hungary
Bulgaria
Czech Rep.
Slovakia
Bel.
Albania
Mold.
Bosnia
& Herz.
Croatia
Slovenia
Switz.
Mac.
Qatar
Mont.
Serbia
Arctic Circle
Tro
p
ic o
f C
an
cer
Equator
Equator
Tropic of Capricorn
A T L A N T I C
I N D I A N
O C E A N
O C E A N
A R C T I C
O C E A N
Chukchi
Sea
Beaufort Sea
Hudson
Bay Bafn
Bay
Norwegian
Sea
Greenland
Sea
North
Sea
Mediterranean Sea
Baltic
Sea
Black Sea
Aral Sea
Arabian Sea
Bay
of
Bengal
Sea of
Okhotsk
Barents Sea
Kara
Sea
Leptev
Sea
R
ed
Sea
Caspian
Sea
Russia
India
China
Burma
Thailand
Cambodia
Nepal
Bhutan
Vietnam
Sri Lanka
Laos
Bangladesh
Malaysia
Papua New Guinea
East Timor
Brunei
Sing.
Philippines
Malaysia
I n d o n e s i a
Japan
Mongolia
South Korea
North Korea
Australia
New Zealand
New Caledonia
Fiji
Antarctica
Vanuatu
Solomon Islands
Madagascar
Tropic of Cancer
Tropic of Capricorn
Equator
Tropic of Capricorn
Antarctic Circle
P A C I F I C
I N D I A N O C E A N
O C E A N
Bay
of
Bengal
South
China
Sea
Sea of Japan
East China
Sea
Yellow
Sea
Sea of
Okhotsk
Tasman Sea
Great
Australian
Bight
Ross Sea
zc1z
rank
country
rank
change
C7I
zc1z
C7I
zcc)
) Germany - 1 qq 43
8 Australia - 1 q 43
France c q 41
1c India c q1 39
11 Spain c ) 37
1z Malaysia c ) 37
zc1z
rank
country
rank
change
C7I
zc1z
C7I
zcc)
1 South Korea + z ) 34
1q Japan + z 34
1y Poland - z y 35
1 Italy - z q 34
1) Ukraine + z q 33
18 Russia c q 33
zc1z
rank
country
rank
change
C7I
zc1z
C7I
zcc)
1 Mexico + z 31
zc Greece c z 32
z1 Argentina - q z 34
zz Thailand c c 31
z South Africa + 1 c 29
zq Egypt + 1 z 29
zc1z
rank
country
rank
change
C7I
zc1z
C7I
zcc)
zy Brazil - z z 30
z Turkey c z 27
z) Saudi Arabia + 1 z 23
z8 Nigeria - 1 z 25
z Indonesia c zz 23
c Iran c z1 21
Heidrick & Struggles Mapping Global Talent: Essays and Insights zz
indicator weight: 1 to 5
Demographics
Population aged 20-59 y nnnnn
CAGR Population aged 20-59 (%) c
uaIity of compuIsory education sectors
Duration of compulsory education q nnnn
Starting age of compulsory education 1 n
Current education spending (% of GDP) z nn
Current education spending per pupil
as a % of GDP per capita
q nnnn
Primary school enrollment ratio (%) z nn
Secondary school enrollment ratio (%) q nnnn
Mean years of schooling q nnnn
Adult literacy rate (% of pop over 15) y nnnnn
Pupil/Teacher ratio, primary z nn
Pupil/Teacher ratio, lower secondary z nn
Pupil/Teacher ratio, upper secondary z nn
uaIity of universities and business schooIs
Gross enrollment ratio ISCED 5 & 6 Total q nnnn
Number of business schools
ranked in worlds top 100
z nn
Number of universities ranked
in worlds top 500
nnn
Expenditure per student for higher
education (as % of GDP per capita)
nnn
uaIity of the environment to nurture taIent
Share of the population aged 25-64
with tertiary level education
nnn
Percentage of higher education graduates
in the Social Sciences, Business and Law
z nn
Percentage of tertiary graduates
in the Sciences
q nnnn
Researchers in R&D (per m pop) q nnnn
Technicians in R&D (per m pop) 1 n
indicator weight: 1 to 5
R&D as % of GDP y nnnnn
Cost of living nnn
Degree of restrictiveness of labor laws q nnnn
Wage regulation 1 n
Quality of workforce q nnnn
Local managers q nnnn
Protection of intellectual property rights 1 n
Protection of private property nnn
Meritocratic remuneration q nnnn
MobiIity and reIative openness of the Iabor market
Number of students studying overseas z nn
Number of overseas students studying in
country as a % of tertiary enrollment
q nnnn
Language skills of the labor force y nnnnn
Hiring of foreign nationals q nnnn
Openness of trade (exports + imports
% of GDP)
nnn
Stock and ow of foreign direct investment
Average fow of FDI in previous fve years
(% of GDP)
c
Average stock of FDI in previous fve years
(% of GDP)
z nn
ProcIivity to attracting taIent
Technical skills of the workforce q nnnn
Personal disposable income per capita
(US$ bn)
q nnnn
Employment growth nnn
GDP per capita c
GDP per capita (PPP) q nnnn
Nominal USD GDP nnn
PPP GDP nnn
Real GDP growth (%) nnn
Appendix C
Global Talent
Index weighting
Seven major areas were determined to be of importance
in researching and analysing the factors that determine
a countrys potential for producing talent. Tese are
listed here in the tables on the right. As the nal step
in the data analysis, the project team from Heidrick &
Struggles and Te Economist Intelligence Unit applied
their judgement to set the weights of the dierent
variables in the overall ranking by assigning scores from
: to , for each variable (where : = unimportant and ,
= critical importance). For example, in assessing the
quality of compulsory education, the starting age of a
countrys compulsory education was judged to be much
less signicant than its adult literacy rate which were
weighted : and , respectively. Tis process ensures that
the nal scores include a degree of insight from the
project team based on its specialist knowledge of
the subject.
Global Talent Index, developed in co-operation with the Economist Intelligence Unit z
Appendix D
Overall GTI
rankings
Te two tables on the right show the ranking that each
of the thirty countries achieved in the study in :cc; and
the projection forward ve years to :c::. Te arrows
between the columns show movement in rank over the
ve-year period. Red arrows show warming talent, blue
shows where talent is cooling and green indicates where
no change has occurred.
2007
rank country GTI score
1 US yz
z Canada q)
Netherlands q
q UK q
y Sweden qy
Germany q
) Australia q
8 China qz
France q1
1c India
11 Spain )
1z Malaysia )
1 Poland y
1q Italy q
1y South Korea q
1 Japan q
1) Argentina q
18 Russia
1 Ukraine
zc Greece z
z1 Mexico 1
zz Thailand 1
z Brazil c
zq South Africa z
zy Egypt z
z Turkey z)
z) Nigeria zy
z8 Saudi Arabia z
z Indonesia z
c Iran 21
2012
rank country GTI score
1 US y
z UK q8
Canada q)
q Netherlands q
y Sweden qy
China qq
) Germany qq
8 Australia q
France q
1c India q1
11 Spain )
1z Malaysia )
1 South Korea )
1q Japan
1y Poland y
1 Italy q
1) Ukraine q
18 Russia q
1 Mexico
zc Greece z
z1 Argentina z
zz Thailand c
z South Africa c
zq Egypt z
zy Brazil z
z Turkey z
z) Saudi Arabia z
z8 Nigeria z
z Indonesia zz
c Iran z1
Heidrick & Struggles Mapping Global Talent: Essays and Insights zq
Appendix E
Demographics
In assessing the demographic factors that aect
talent, the team analysed how many people of
working age, :c-,, years old, there were in each
of the thirty countries.
2007
rank country score
1 China 1cc
z India )
US z1
q Indonesia 1)
y Brazil 1
Russia 1c
) Japan 8
8 Nigeria )
Mexico )
1c Germany y
11 Turkey y
1z Iran y
1 Egypt q
1q Thailand q
1y UK q
1 France q
1) Italy q
18 South Korea
1 Ukraine
zc Spain
z1 Poland z
zz South Africa z
z Argentina z
zq Canada z
zy Malaysia 1
z Saudi Arabia 1
z) Australia 1
z8 Netherlands 1
z Greece c
c Sweden c
2012
rank country score
1 China 1cc
z India )
US zc
q Indonesia 1)
y Brazil 1q
Russia 1c
) Nigeria 8
8 Japan )
Mexico )
1c Germany y
11 Turkey y
1z Iran y
1 Egypt y
1q Thailand q
1y UK q
1 France
1) Italy
18 South Korea
1 Ukraine
zc Spain
z1 Poland z
zz Argentina z
z South Africa z
zq Canada z
zy Malaysia 1
z Saudi Arabia 1
z) Australia 1
z8 Netherlands 1
z Greece c
c Sweden c
Global Talent Index, developed in co-operation with the Economist Intelligence Unit zy
Appendix F
Quality of
compulsory
education
In assessing the quality of compulsory education,
the team looked at eleven variables which impact the
eectiveness of schooling as follows:
duration of compulsory education
starting age of compulsory education
current education spending ( of GDP)
current education spending per pupil as
a of GDP per capita
primary school enrolment ratio ()
secondary school enrolment ratio ()
mean years of schooling
adult literacy rate ( of pop over :,)
pupil/teacher ratio, primary
pupil/teacher ratio, lower secondary
pupil/teacher ratio, upper secondary
2007
rank country score
1 UK )q
z Canada )
Germany )z
q Sweden )1
y France )c
Netherlands )c
) Australia )c
8 US )c
Spain
1c Japan
11 South Korea
1z Italy q
1 Poland q
1q Ukraine
1y Argentina z
1 South Africa y
1) Malaysia y
18 Mexico y8
1 Thailand y)
zc Russia y
z1 Greece yy
zz Turkey y1
z Brazil yc
zq India qq
zy Iran qz
z China q1
z) Egypt
z8 Indonesia )
z Nigeria y
c Saudi Arabia
2012
rank country score
1 UK )y
z France )z
Netherlands )1
q Canada )1
y Germany )1
US )c
) Sweden
8 Australia 8
Japan
1c South Korea
11 Spain
1z Ukraine y
1 Italy q
1q Poland
1y Argentina c
1 Mexico y8
1) Thailand y8
18 South Africa y)
1 Greece y)
zc Malaysia y)
z1 Turkey yq
zz Russia y
z Brazil q8
zq China q
zy India qz
z Iran qc
z) Egypt
z8 Indonesia 8
z Saudi Arabia y
c Nigeria c
Heidrick & Struggles Mapping Global Talent: Essays and Insights z
Appendix G
Quality of
universities and
business schools
Te following variables were used as a measure of
both the reputation and resources of the business
schools and universities in each country as well as
their enrolment records:
gross enrollment ratio ISCED , & o total
number of business schools ranked in
worlds top :cc
number of universities ranked in worlds top ,cc
expenditure per student for higher education
(as of GDP per capita)
2007
rank country score
1 US )
z UK q
Sweden )
q South Korea y
y Australia y
Canada
) Saudi Arabia
8 Germany z
France z
1c Netherlands c
11 Greece c
1z Spain z
1 Russia z8
1q Japan z8
1y Egypt z8
1 Ukraine z
1) Italy z
18 Poland zy
1 Malaysia zz
zc Argentina z1
z1 China 1
zz Thailand 1
z Turkey 1q
zq Mexico 1z
zy Brazil 1z
z India 11
z) South Africa
z8 Iran 8
z Nigeria
c Indonesia y
2012
rank country score
1 US )8
z UK qq
Sweden 8
q South Korea )
y Australia
Germany q
) France q
8 Canada
Saudi Arabia
1c Greece c
11 Russia c
1z Japan c
1 Spain c
1q Egypt z8
1y Ukraine z)
1 Poland z)
1) Italy z)
18 Netherlands zy
1 Malaysia z
zc Argentina zz
z1 China zc
zz Thailand 1)
z Mexico 1y
zq Turkey 1y
zy India 1z
z Brazil 1c
z) South Africa 1c
z8 Iran
z Nigeria )
c Indonesia
Global Talent Index, developed in co-operation with the Economist Intelligence Unit z)
Appendix H
Quality of the
environment to
nurture talent
Assessing the quality of the environment involved
analysis of the following factors:
share of the population aged :,- with
higher education
percentage of higher education graduates in
the Social Sciences, Business and Law
percentage of tertiary graduates in the Sciences
researchers in R&D (per m pop)
technicians in R&D (per m pop)
R&D as of GDP
cost of living
degree of restrictiveness of labor laws
wage regulation
quality of work force
local managers
protection of intellectual property rights
protection of private property
meritocratic remuneration
2007
rank country score
1 US q
z Netherlands c
Canada y)
q Japan y
y Sweden y
Russia yz
) Australia yz
8 Germany yz
France q
1c UK q
11 India q8
1z Spain q8
1 Ukraine q)
1q South Korea q
1y Malaysia qy
1 Argentina qq
1) Mexico qq
18 Brazil q
1 Italy q
zc Poland q1
z1 Thailand q1
zz China q1
z Greece q1
zq South Africa
zy Iran 8
z Nigeria y
z) Egypt y
z8 Indonesia y
z Turkey
c Saudi Arabia z8
2012
rank country score
1 US q
z Netherlands c
Canada y8
q Japan y
y Australia yy
Sweden y
) Germany y
8 UK y
France yz
1c South Korea y1
11 Russia yc
1z Spain q
1 India q8
1q China q)
1y Mexico q
1 Malaysia q
1) Ukraine q
18 Poland q
1 Brazil q1
zc Greece q1
z1 Italy q1
zz South Africa
z Argentina
zq Thailand
zy Iran
z Egypt y
z) Turkey q
z8 Indonesia z
z Saudi Arabia z
c Nigeria z
Heidrick & Struggles Mapping Global Talent: Essays and Insights z8
Appendix I
Mobility and
relative openness
of the labor
market
Te variables used to measure the mobility and relative
openness of the labor market focus not only on the
number of people studying outside of their home
country and their language skills, but also on a countrys
tendency to hire foreign nationals to add diversity to its
workforce. Tese characteristics along with openness to
other cultures are crucial to creating and maintaining
talent ow:
number of students studying overseas
number of overseas students studying in country as a
of enrollment in higher education
language skills of the labor force
hiring of foreign nationals
openness of trade (exports + imports of GDP)
2007
rank country score
1 Canada )
z UK z
Germany y
q Netherlands y8
y Australia y8
Sweden yq
) Malaysia yz
8 France y1
US q
1c India q)
11 China q
1z South Africa q
1 Thailand q1
1q Greece q1
1y Poland q1
1 Nigeria qc
1) Turkey qc
18 Italy
1 Spain 8
zc Argentina 8
z1 Mexico 8
zz Ukraine 8
z Brazil )
zq Egypt
zy Russia q
z South Korea q
z) Indonesia c
z8 Japan c
z Saudi Arabia z)
c Iran zc
2012
rank country score
1 Canada )q
z UK q
Germany 1
q Netherlands c
y Australia y
Sweden y)
) Malaysia y
8 France y
India y
1c US y1
11 China q8
1z South Africa q
1 Poland q
1q Greece qz
1y Ukraine qz
1 Mexico q1
1) Italy q1
18 Turkey qc
1 South Korea qc
zc Spain qc
z1 Russia qc
zz Argentina
z Brazil
zq Egypt
zy Nigeria )
z Thailand
z) Japan y
z8 Saudi Arabia z
z Indonesia z
c Iran zc
Global Talent Index, developed in co-operation with the Economist Intelligence Unit z
Appendix J
Stock and ow
of foreign direct
investment
To determine the scores for this pillar of the research,
the project team looked at the average stock and at the
average ow of foreign direct investment (FDI) for
each country in the previous ve years as a percentage
of GDP. However, it only used the gures for each
countrys average stock of FDI when calculating
this index.
2007
rank country score
1 Netherlands 1cc
z Malaysia )
Sweden
q UK yc
y Nigeria q)
Spain qy
) Argentina qz
8 Australia qz
Canada q1
1c Thailand qc
11 Egypt
1z South Africa
1 Poland 8
1q France
1y China
1 Mexico y
1) Germany c
18 Brazil z
1 Ukraine z
zc US 1y
z1 Italy 1q
zz Turkey 1
z Saudi Arabia 1z
zq South Korea 1z
zy Greece 1c
z Russia 1c
z) India )
z8 Indonesia y
z Iran c
c Japan c
2012
rank country GTI score
1 Netherlands 1cc
z Sweden )1
UK y
q Malaysia y
y South Africa q)
Canada qy
) Egypt qz
8 France q1
Australia qc
1c Spain 8
11 Mexico )
1z Poland )
1 Thailand 1
1q Nigeria c
1y Argentina c
1 Ukraine z8
1) Germany z8
18 Brazil z
1 China zy
zc Turkey zz
z1 US 18
zz Italy 1
z Russia 1
zq Indonesia
zy South Korea
z India
z) Greece 8
z8 Saudi Arabia 8
z Japan c
c Iran c
Heidrick & Struggles Mapping Global Talent: Essays and Insights c
Appendix K
Proclivity to
attracting talent
Perhaps the most dicult area to dene because of
its cultural nuance, is a countrys proclivity to attract
talent. In other words, why would anyone want to work
there? In assessing this nal pillar of the research, the
project team looked at the following variables:
technical skills of the workforce
personal disposable income per capita (USs bn)
employment growth
GDP per capita (PPP)
nominal USD GDP
PPP GDP
real GDP growth ()
2007
rank country score
1 US
z Sweden )
Canada
q Germany y
y France y
Australia q
) UK
8 Spain 1
Netherlands 1
1c Italy c
11 Poland z
1z Greece z
1 Argentina zy
1q Japan zy
1y South Korea z
1 Malaysia z
1) India z
18 Egypt z
1 Russia zc
zc Mexico zc
z1 Brazil 1
zz Iran 1
z Saudi Arabia 1
zq Turkey 1)
zy Nigeria 1
z China 1
z) Ukraine 1y
z8 Indonesia 1y
z Thailand 1q
c South Africa 11
2012
rank country score
1 US q1
z France y
Canada y
q Germany q
y Australia
UK
) Sweden z
8 Spain 1
Italy c
1c Netherlands z
11 Japan z8
1z Malaysia z)
1 India z)
1q South Korea z)
1y Greece z
1 Poland zq
1) Argentina zq
18 Mexico zq
1 Russia z
zc Saudi Arabia zz
z1 Turkey zz
zz Egypt zz
z Ukraine z1
zq Brazil zc
zy Thailand 18
z China 18
z) Iran 1)
z8 Nigeria 1)
z Indonesia 1q
c South Africa 11
Global Talent Index, developed in co-operation with the Economist Intelligence Unit 1
Further reading
available on www.heidrick.com
Te Leadership Team: Complementary Strengths or Conicting Agendas, Stephen A Miles and Michael D
Watkins, Harvard Business Review, April :cc;
Roller Coaster Leadership, Kevin Kelly, Business Strategy Review, Spring :cc;
Getting Results in China: How Chinas Tech Executives are Molding a New Generation of Leaders, (A joint research
project between Heidrick & Struggles and Te Stanford Project on Regions of Innovation and Entrepreneurship)
Route to the Top, Dr Elisabeth Marx, Heidrick & Struggles, :cco
Executive Leadership in China, (A joint study between Heidrick & Struggles and the Economist Intelligence Unit)
Benchmarking Corporate Governance in China, (A joint research project carried out by Heidrick & Struggles and the
School of Management, Fudan University)
Heidrick & Struggles Mapping Global Talent: Essays and Insights z
Te Economist Intelligence Unit is the
worlds foremost provider of country,
industry and management analysis.
Founded in :,o when a director of
intelligence was appointed to serve Te
Economist, the Economist Intelligence Unit
is now a leading research and advisory rm
with more than forty oces worldwide.
For nearly sixty years, the Economist Intelligence Unit
has delivered vital business intelligence to inuential
decision-makers around the world. Its extensive
international reach and unfettered independence
makes it the most trusted and valuable resource
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universities and government agencies.
Te mission of the Economist Intelligence Unit is
to provide executives with authoritative analysis and
forecasts to make informed global decisions. It oers
three kinds of business intelligence: country analysis
on more than :cc markets, industry trends in eight
key sectors and latest management strategies and
best practices.
Te nature of the operation and client base of the
Economist Intelligence Unit demands a global presence.
Te head oce is in London with major regional
centres in Hong Kong, Vienna and New York.
www.eiu.com
Global Talent Index, developed in co-operation with the Economist Intelligence Unit


Russia
India
China
Burma
Thailand
Cambodia
Nepal
Bhutan
Vietnam
Sri Lanka
Laos
Bangladesh
Malaysia
Papua New Guinea
East Timor
Brunei
Sing.
Philippines
Malaysia
I n d o n e s i a
Japan
Mongolia
South Korea
North Korea
Australia
New Zealand
New Caledonia
Fiji
Antarctica
Vanuatu
Solomon Islands
Madagascar
Tropic of Cancer
T
ro
p
ic
o
f C
a
p
ric
o
rn

Equator
Tropic of Capricorn
Antarctic Circle
P A C I F I C
I N D I A N O C E A N
O C E A N
Bay
of
Bengal
South
China
Sea
Sea of Japan
East China
Sea
Yellow
Sea
Sea of
Okhotsk
Tasman Sea
Great
Australian
Bight
Ross Sea


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