SHL Talent Analytics™ has published a white paper that you need to read if you are involved with acquiring, developing or managing talent. And that would be everyone in HR. The SHL Talent Report: Big Data Insight and Analysis of the Global Workforce is a thorough review of the state of talent – especially leadership talent – around the world. Using their vast global supply of data from organizational surveys, almost 4 million assessments from almost 200 countries, and the work of 300+ occupational psychologists, authors Eugene Burke and Ray Glennon provide compelling insights into the state of today’s talent as well as opportunities to prepare tomorrow’s talent for success.
- Organizational Risk
- Global Distribution of Critical Skills
Each section is compelling and could stand alone in its organizational usefulness. At 72 pages long, though, it’s a not a tough read.
I was particularly taken with the section on Diversity. Its discussion of gender and leadership should be required reading for all those involved in the acquisition and development of talent headed to the C-Suite. (I wrote about that here recently.)
But even more interesting was the discussion of generational differences. This is a topic that won’t go away for those in the talent management business –for good reason! Burke and Glennon believe “it’s not really about gender and generations…it’s about the best person for the job and having managers who know how to leverage differences effectively.”
Right. How many times have we heard this? But the data they share are compelling.
I’ve seen a great deal of analysis that show that, while the values differences between generations are more a difference in order of importance than a complete difference in values, these data show the impact of the difference in order of importance in a pretty dramatic visual:
Think about the beleaguered manager in your organization who has all three generations represented on their team. Do you think they understand these motivational and values differences? Do you think they interact and communicate differently with their team members in order to engage their team? Do you think they have the skills to leverage these generational differences in ways that motivate their team to greater productivity and efficiency? Do you think they could use these insights to become a more effective leader?
What would be the impact on turnover, engagement and performance if all the managers in your organization had these insights and knew how to leverage them?
And, oh by the way, what gets you up in the morning?