As I mentioned in a post last week, most countries, including the United States, confront a major talent risk that’s projected to reach a breaking point by 2020 if it’s not addressed within the next several years. (See also my post about Edward Gordon’s book, “WInning the Global Talent Showdown.)
The majority of workforce strategies within U.S. companies need improvement, according to many talent management and human capital experts, including Manpower Chairman and CEO Jeffrey Joerres. A major concern, Joerres adds, is that many organizations “lack a comprehensive workforce strategy that maps to a clearly articulated business strategy.”
The source of the problem is that top human resources leaders are either unaware of this shortcoming or, more likely, they’re failing to convince their C-suite colleagues, including CFOs and risk executives, that the lack of a workforce strategy qualifies as a strategic risk.
To get a better understanding of what an effective workforce strategy looks like, I checked in with Deloitte. After all, accounting firms will be competing for talent with corporate finance functions in a big way in the coming decade. The world’s fifth-toughest job to fill (according to Manpower): accountant. more