Webinars
Carving Yin From Yang: The Curious Split Between Change and Innovation
Aug 19, 2010
Breakfast Club
San Francisco: The Next Frontier for Learning and Development
Sep 23, 2010 07:30 am
The Ritz-Carlton, San Francisco
San Francisco, California
CLO Symposiums
Unleashing Learning: From Strategy to Execution
Sep 27, 2010 - Sep 29, 2010
The Ritz-Carlton, Laguna Niguel
Dana Point, California
Print this Article Email this Article
New York – Aug. 18
High-potential employees aren’t afraid to strike out for greater opportunities despite the continuing recession, according to a study of how the best and brightest of high-potential talent have weathered the global recession over the past 18 months. The report released by Catalyst, "Opportunity or Setback? High Potential Women and Men During Economic Crisis," offers an overview of the current workplace and recommends that even during international economic instability, employee retention must remain a foremost concern for businesses.
The report, part of a longitudinal study of MBA alumni who graduated between 1996 and 2007 from top business schools around the world, provides a myth-busting snapshot of how corporate management views these high potentials, and how women fare compared with men in the United States., Canada, Europe, and Asia. According to the report, more than a third of these skilled women and men received workplace promotions, with Canadian high potentials receiving fewer promotions (23 percent) compared to European (41 percent), Asian (40 percent), and those in the United States (33 percent). This signified employers’ willingness to support this talent pool. Yet, a full 20 percent jumped ship, choosing greater opportunity in the face of the uncertain economy.
The study demonstrated that job loss due to downsizing or organizations closing did not substantially affect women more than men. In addition, women did not trade the workplace for home, with 9 percent leaving the workforce voluntarily but with 10 percent returning. In fact, they matched men move for move in relocating both within and outside their countries, taking temporary international assignments, leaving for new business ventures, making lateral job moves, and job-hopping.
“With few exceptions, the downturn has been an equal opportunity crisis, affecting women and men similarly,” said Ilene H. Lang, president and chief executive officer of Catalyst. “Top talent around the globe remain confident in their ability to obtain new positions. Businesses cannot afford to assume that the poor economy will keep these high potential women and men from actively seeking better opportunities.”
However, the report showed that women in leadership positions were disproportionately hit. A startling 19 percent of senior women lost their jobs versus just six percent of men. Promotions in Europe were also heavily weighted in favor of men, at 44 percent compared to only 26 percent of women.
Overall, this study demonstrated that high potential women and men are successfully working through the recession with continued choices in employment and prospects for growth. Talent managers who view the economy as an opportunity to scale down on retention efforts should seriously reconsider in light of these surprising findings.
This research is part of "The Promise of Future Leadership: A Research Program on Highly Talented Employees in the Pipeline," a longitudinal study on high-potential talent. Between fall 2007 and spring 2008, Catalyst conducted an online survey of alumni who graduated between 1996 and 2007 from full-time MBA programs at 26 leading business schools in Asia, Canada, Europe and the United States. In the spring of 2009, Catalyst invited alumni who, at the time of the initial survey were working full-time in a company or firm and who had expressed interest in participating in future studies, to participate in this survey on effects of the economy. Catalyst analyzed data on 873 respondents.
Senior Manager, Global Learning & Talent Development
11/19/2009
Deloitte Touche Tohmatsu (DTT) is an organization of member firms devoted to excellence in providing professional services and advice. We are focused on client service through a global strategy executed locally in nearly 150 countries.
Director, Leadership & Organizational Development Parkland Health & Hospital System
10/26/2009
Parkland Health & Hospital System (www.parklandhospital.com) located in Dallas, Texas has been voted one of "America's Best Hospitals" by U.S. News & World Report for 16 consecutive years and recently named one of the "Top 100 Hospitals to Work For" by Nursing Professionals Magazine.
The World Bank Knowledge and Learning Coordinator Washington, DC
12/22/2008
The Latin America & Caribbean Region (LCR) of the World Bank serves over 30 countries, mostly middle-income which, despite having middle-income economies, still struggle with pockets of poverty and high level of inequalities.
August 2010
The Road Ahead
Tamar Elkeles is vice president of Qualcomm’s Learning Center and the author of The Chief Learning Officer: Driving Value Within a Changing Organization Through Learning and Development. She can be reached at editor@clomedia.com.
August 2010
The Case for Communities of Practice
Jay Cross is CEO of Internet Time Group and a thought leader in informal learning and organizational performance. He can be reached at editor@clomedia.com.
August 2010
An Informal Debate
Michael E. Echols is the vice president of strategic initiatives at Bellevue University. He is the author of ROI on Human Capital Investment. He can be reached at editor@clomedia.com.
August 2010
Learning Gets Credit
At MasterCard Worldwide, Ron Garrow is integrating learning into the company’s talent management to raise engagement and drive innovation.
August 2010
Accounting for Learning
By re-engineering content delivery, Grant Thornton saved significant time and money. That should make any accountant smile.
August 2010
Building Experts
Deep performance analysis can uncover hidden expertise and provide a laser-like focus for developing and deploying talent.