Executives can make their mark by becoming CEO of a company owned by private-equity investors. But senior managers risk career derailment if they can’t handle the strict personal accountability often demanded.
Andy Blankenbuehler, nominated for a Tony for “Hamilton,” is now busy with the coming revival of “Cats,” part of a wave of choreographers changing Broadway’s approach to dance.
As the competition for critical talent in the U.S. intensifies, organizations must better understand the supply and demand for critical workforce segments. Companies must begin to identify the skills in their organization that will help drive future growth. "With the relative aging of the population, it is bound to bring with it many changes to the economy of the U.S.-some foreseeable, many probably not," according to Alan Greenspan, Chairman of the Federal Reserve emeritus.
Today, the average cost to replace an employee is one and a half times their current salary when you factor in benefits, on-boarding and training and development. That cost is expected to double in the next 25 years. According to the Bureau of Labor Statistics, by 2012 there will not be enough skilled workers in the U.S. to staff all of the nation's jobs.
The real talent gap in the United States involves selected skill sets. Four industries in particular will suffer a mass exodus of employees including: Healthcare, Manufacturing, Energy and the Public Sector. With a decrease in the employee workforce, companies are challenged with the question of whether or not there will be enough qualified workers in the United States to do the work at an acceptable cost. Organizations must be prepared to manage divisions or business units that will be heavily impacted by waves of retirement and the impact retirement will have on critical skill sets and productivity needs.
- The Bureau of Labor Statistics
- Deloitte research 2008-Do you know where your talent is?
- HR Magazine Vol. 50, No. 3