Improving livelihoods in China: The challenges

How can China sustain economic growth and generate more resources to improve livelihoods?

The missing piece in the SME puzzle?

With the growing complexity of technology – and the speed, evolution and nature of new ways of working – there is a growing chasm amongst small and medium-sized enterprises (SMEs) between those on board the technology express and those with their heads buried in the sand waiting for the storm to pass.

He's a stand-up guy

On the London trading floor of one of the big US banks, a few of the senior staff have taken to raising up their desks so they can stand up to work. Rumour has it, the first desk-raiser at the bank had a bad back. Those on the floor who followed him simply mistook this injury-motivated furniture re-arrangement for profit-hungry machismo.

The business case for diversity and inclusion

There is strong agreement that diversity and inclusion (D&I) is good for business: CEB research finds that in a diverse workforce where the perspectives of diverse and non-diverse employees are valued, employee performance improves by 12 percent and intent to stay by 20 percent.

Unlocking human potential

Inadequacies in talent management are hurting the competitiveness and financial performance of firms. According to a survey conducted by the Economist Intelligence Unit (EIU) in July 2012, 43% of senior executives partially attribute the failure of their firms to achieve key financial targets to ineffective talent management, and two in five say it has also reduced their company's ability to innovate.

Alignment and social involvement in talent management

As a talent / human capital management blogger I get invited to lots of different conferences. However, given the quality of the agenda, experience of speakers and seniority of attendees, Economist Conferences' Talent Management Summit is definitely one of my favourites.

Up or out

If globalisation is seen as inexorable then companies, to a greater or lesser extent, will need a globally mobile workforce tasked with administering their far-flung but rapidly growing operations. With demand stagnating in Western markets, the pressure to expand abroad in the search for revenue growth is intensifying, especially in emerging markets where the operating environment can be particularly challenging.

Global firms in 2020

Over the past decade, executives have witnessed a significant transformation of their companies. Firms have embraced the Internet for both commerce and communication. Globalisation, increasing economic interdependence between nations and a financial crisis have forced management to act—and workers to adapt—quickly. Considering the speed of change over the last ten years, what will the typical company look like in 2020? And what can corporate leaders do to prepare the workforce for change?

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