Asset-driven strategies: People

Companies based in many emerging nations must compete more intensely for talent, given that educational system shortcomings mean a dearth of suitable graduates. Local companies must also compete with developed-nation employers, who hold some emerging-market professionals from Indian lawyers to Russian petroleum engineers. But, emerging-market companies are gaining visibility and becoming more attractive destinations for talent. They are better able to compete with the developed world MNCs.
  • Emerging-market CEOs as a whole are less likely than their developed-world counterparts to name access to and retention of key talent as one of their key competitive advantages.

  • While 89% of emerging-market CEOs said that their ‘people agenda’ was a top priority, significantly fewer said their time was best spent on human resources (HR) issues.
 Highlight: As competition for people increases wages rise—which pressures the cost structure of enterprises that once competed based on their low costs. Plus, as emerging market challengers become larger, they need more qualified people, who are hard to come by.

To what extent do you agree or disagree with each of these statements regarding people issues in your organisation?
To what extent do you agree or disagree with each of these statements regarding people issues in your organisation? The people agenda is one of my top priorities. My time is best spent on the people agenda.

Videos: CEO insights on emerging markets
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