2022年全球人才竞争力指数（英）-336正式版.pdf

《2022年全球人才竞争力指数（英）-336正式版.pdf》由会员分享，可在线阅读，更多相关《2022年全球人才竞争力指数（英）-336正式版.pdf（335页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、The Global Talent Competitiveness Index2022 The Tectonics of Talent:Is the World Drifting Towards Increased Talent Inequalities?Bruno Lanvin and Felipe Monteiro,EditorsBruno LanvinFelipe MonteiroEditorsThe Global Talent Competitiveness Index2022 The Tectonics of Talent:Is the World Drifting Towards

2、Increased Talent Inequalities?INSEAD(2022):The Global Talent Competitiveness Index 2022:The Tectonics of Talent:Is the World Drifting Towards Increased Talent Inequalities?Fontainebleau,France.Disclaimer:No representation or warranty,either express or implied,is provided in relation to the informati

3、on contained herein and with regard to its fitness,sufficiency,or applicability for any particular purpose.The information contained in this re-port is provided for personal non-commercial use and informa-tion purposes only and may be reviewed and revised based on new information and data.INSEAD,Por

4、tulans Institute,and the Human Capital Leadership Institute disclaim all liability relating to the content and use of the report and the information con-tained therein,and the report should not be used as a basis for any decision that may affect the business and financial interests of the reader or

5、any other party.The indexs methodology and the rankings do not necessarily present the views of INSEAD,Por-tulans Institute,or the Human Capital Leadership Institute.The same applies to the substantive chapters in this report,which are the responsibility of the authors.2022 by INSEAD,Portulans Insti

6、tute,and the Human Capital Leadership InstituteThe information contained herein is proprietary in nature and no part of this publication may be reproduced,stored in a retrieval system,or transmitted,in any form or by any means,electronic,mechanical,photocopying,or otherwise without the prior per-mis

7、sion of INSEAD,Portulans Institute,and the Human Capital Leadership Institute.ISBN:978-2-8399-3757-3Designed by Kenneth Benson,edited by Hope Steele,and pub-lished by INSEAD,Fontainebleau,France.CONTENTSTHE GLOBAL TALENT COMPETITIVENESS INDEX 2022 iiiContentsPreface.vCo-Founder and Director,Portulan

8、s Institute;INSEAD Distinguished FellowAcademic Director of the Global Talent Competitiveness Index;Senior Affiliate Professor of Strategy,INSEADHuman Capital Leadership Institute|Foreword.viiDoris Sohmen-Pao,Chief Executive Officer,Human Capital Leadership InstituteINSEAD&Portulans Institute GTCI T

9、eam.ixCHAPTERSChapter 1:Is Talent Competitiveness Becoming More Unequal?.3Bruno Lanvin,Portulans Institute and INSEAD;Felipe Monteiro,INSEAD;and Michael Bratt,Portulans InstituteStatistical Annex to Chapter 1.29Chapter 2:JRC Statistical Audit of the Global Talent Competitiveness Index 2022.47Michael

10、a Saisana,Giulio Caperna,Ana Rita Neves,and Carlos Moura,European Commission Joint Research CentreChapter 3:Does Talent Competition Make Cities More Unequal?.61Bruno Lanvin,Portulans Institute and INSEAD;and Michael Bratt,Portulans InstituteCities and Regions Annexes to Chapter 3.75COUNTRY PROFILESH

11、ow to Read the Country Profiles.85Index of Countries.87Country Profiles.89DATA TABLESHow to Read the Data Tables.225Index of Data Tables.227Data Tables.229APPENDICESAppendix I:Technical Notes.309Appendix II:Sources and Definitions.311Appendix III:About the Contributors and Partners.321PREFACETHE GLO

12、BAL TALENT COMPETITIVENESS INDEX 2022 vThis is the ninth edition of the Global Talent Competitiveness Index(GTCI).It is being released in a period of high uncertainty,and against the background of many changes that could deeply affect the global talent scene.The theme of this years report,however,is

13、 one that we could have selected for any of the previous nine years:inequali-ties remain high in todays world,particularly on the global talent scene.However,COVID taught us many important lessons in this regard.One of them is that in times of crises,the weakest are the ones who suffer most.Another

14、is that,under extreme conditions,what looked impossible sometimes becomes feasible,and our view of the future changes in the process.Our views on talent inequalities are hence different from the one we might have had a few years ago.It is both more dra-matic and more thought-provoking.As we approach

15、 celebrating the 10th anniversary of the GTCI,we are happy to welcome a new sponsorone who is also a historic sponsor:Singapores Human Capital Leadership Institute(HCLI)was indeed one of the early sponsors of the GTCI(201317),and we are happy to see this fruitful association renewed in 2022.From a p

16、ractical and logistical point of view,we are continu-ing with our strategy of minimising the environmental impact of GTCI production and dissemination,hence the report is again produced almost exclusively in electronic format.It also remains accessible for free through dedicated websites hosted by I

17、NSEAD and Portulans Institute.From a methodological point of view,the GTCI framework has not changed significantly from previous years,although some indicators have been added or modified,partly as a result of the discontinuation of a few data sources and new types of data being available.While cont

18、inuity in this respect is important to benefit from solid time series(which has become a core basis of the GTCIs analyses),we always strive to keep the index cur-rent,so it benefits from the best available data sources.With its global coverage and wide range of variables,the GTCI continues to broade

19、n its readership and to be used as a reference of choice by governments,business,and talent experts around the world.Its city component is also rapidly gathering a large audience.This years edition includes 133 countries in the GTCI,while coverage in the city index has increased to 175 cities(up fro

20、m 155 cities last year).Once again,the purpose of the GTCI is to be a tool for action.It continues to be our hope that the data,inputs,and con-siderations contained in the following pages can be of value to the decision-makers of private and public organisations involved in talent and job creation.A

21、s in previous years,we wish to direct special thanks to the European Commission Joint Research Centre(JRC),which has continued its highly professional and constructive evaluation of the strengths and weaknesses of the GTCI model.Finally,we acknowledge with gratitude the continued support of our pres

22、-tigious Advisory Board.The GTCI continues to be a work in progress,fed by the reactions,suggestions,and criticisms received from its increas-ing circle of readers and users.We hence look forward to hearing more from you about the report and how we can make it even better in the future.Bruno LanvinC

23、o-Founder and Director,Portulans Institute;INSEAD Distinguished Fellow Felipe MonteiroAcademic Director of the Global Talent Competitiveness Index;Senior Affiliate Professor of Strategy,INSEADPrefacePREFACETHE GLOBAL TALENT COMPETITIVENESS INDEX 2022 viiThe COVID-19 pandemic has fundamentally shifte

24、d the ways in which people live,work,and interact.Notably,the global race for talent has intensified.Although the effects of the pandemic are easing,significant geopolitical and economic uncertainties are causing certain countries to adopt more inward-looking policies to safeguard their workforce,wh

25、ile others have launched more open initiatives to compete for global talent.Talent shortages have also resulted in companies having difficulty hiring and matching the right people to jobs.A survey by PwC in March 2022 with 52,000 respondents from 44 coun-tries found that one in five employees were p

26、lanning to resign within this year,with 71%of them citing pay as the main reason for leaving.Yet,compensation and benefits alone are not sufficient for retaining employees.Purpose of work and job fulfilment were other reasons that employees were considering a job change.Developing talent and establi

27、shing the right conditions for employees to thrive in their rolesthese have become key goals for many companies post-pandemic.Furthermore,as lockdowns are slowly lifted and the con-cern about COVID-19 eases all around the globe,companies are beginning to raise questions about how the nature of work

28、may shift post-pandemic.At the Human Capital Leadership Institute,we have been focusing on delivering high-quality programmes and evidence-based research on human capital and talent management.The aims are twofold:(1)equipping individuals with skills,compe-tences,values,and attitudes that better pre

29、pare them to navi-gate through uncertainties and lead their companies to meet the various demands of the future;(2)empowering human resource(HR)leaders with best practices and strategies for recruiting,managing,and retaining their talent.Our recent study on cross-border remote working suggests that

30、its growing adoption by companies all over the world has created many new considerations in the areas of human capital development and global talent hiring.As the function responsible for the organisations tal-ent infrastructure,HR leaders need to align and calibrate their employee management strate

31、gies.As the GTCI report suggests,there are measures that we could put in place to improve talent retention and the sustainability of our workforce.In light of this,each economy must ensure its commitment to retaining its local and foreign skilled workforce.This has triggered fundamental shifts in pu

32、blic policies among economies,including develop-ing comprehensive strategies in immigration,employment,and education so as to attract global talent while investing in reskill-ing and upskilling their local workforce.An important aspect of the GTCI is that it allows for the monitoring of a trend over

33、 time.Countries that consistently perform well can provide more assurance to decision-makers and global talent themselves,especially as the global context rapidly changes.In this years GTCI 2022 report,Switzerland and Singapore have maintained their lead,and many European economies,especially Nordic

34、 countries,rank well.Chile is in the top quartile for the second year running and China continues to climb the rankings,demonstrating the growth of talent markets in Latin America and Asia.For Singapore,developing local talent and attracting global talent have been key drivers of our economy.Notably

35、,the city-state is a global leader in Global Knowledge Skills,where it ranks at the top in both sub-pillars:High-Level Skills and Talent Impact.Aligned with this goal of developing and attracting talent,Singapores key investments centred on human capital develop-ment have helped ensure the smooth ca

36、libration of our talent pool and helped tide us over the pandemic and volatility of the markets.In particular,we are reaping benefits from our contin-ued investment in education and lifelong learning,coming in 1st globally in Formal Education and 2nd in Lifelong Learning.While this mandate is not ne

37、w,it has been brought into sharper focus in the past year.Prior to the pandemic,plans towards transforming the economy and the upskilling/reskilling of the workforce were already underway.Accelerated by the cur-rent waves of events,these shifts will continue to be shaped and sharpened,which warrants

38、 our continued attention on establish-ing and concretising Singapores position as a global talenthub.In the emerging post-COVID economy,international ine-qualities have started to widen.If these developments are not swiftly attended to,they could result in bigger gaps in economic well-being,equality

39、,diversity,and inclusion efforts.It is our intention that the GTCI help decision-makers across governments,business,and civil society to understand the chal-lenges and opportunities that the talent landscape presents.The index provides crucial insights to help leaders develop better-informed policy,

40、business decisions,and talent strategies that can help economies and businesses stay competitive in the global marketplace.In our view,this will mean careful calibration of policies targeted at nurturing the ecosystem as a structure focused on human capital development and value creation.Our partner

41、ship with Portulans Institute and INSEAD con-tinues to grow strong as we come together in our collective commitment towards our understanding of the global talent landscape.We are proud to be part of the team dedicated to the sustained efforts and untiring rigor in producing this latest edition of t

42、he index.Doris Sohmen-PaoChief Executive OfficerHuman Capital Leadership Institute(HCLI)Human Capital Leadership Institute|ForewordFOREWORDTHE GLOBAL TALENT COMPETITIVENESS INDEX 2022 ixINSEAD&Portulans Institute GTCI TeamBruno LanvinCo-Founder of Portulans Institute,andINSEAD Distinguished FellowFe

43、lipe MonteiroAcademic Director of the Global Talent CompetitivenessIndex;Senior Affiliate Professor of Strategy,INSEADMichael BrattLead Researcher,Portulans InstituteAnna HenrySenior Project Manager,Portulans InstituteINSEAD&PortulansInstitute GTCI TeamEditing TeamKenneth BensonGraphic Designer,Pega

44、sus TypeHope SteeleEditor,Steele Editorial ServicesINSEAD&PORTULANS INSTITUTE GTCI TEAMChaptersguise of resilience)would harm smaller and dependent econo-mies more than larger ones.Clearly,those predictions have proved right.Moreover,they have been accentuated by the combination of several elements,

45、all pointing at increasing inequalities in the labour and talent scene.COVID has not gone away;the virus mutations suggest that it may be with us for a long time,although in probably less lethal and more manageable forms.Over the last few months,scourges that might have been seen as long extinguishe

46、d have made a spectacular comeback.International tensions and infla-tion have also experienced a dramatic resurgence.This year again,GTCI data show that the international talent scene remains a dynamic one,within which some remarkable successes call for attention.Despite shocks and uncertainties,cou

47、ntries such as Switzerland and Singapore have maintained Last year,the Global Talent Competitiveness Index report(GTCI 2021)warned that post-COVID recovery could deepen inequali-ties for talents and jobs.It particularly emphasised the possibil-ity of a K-shaped recoverythat is,one in which productio

48、n resumes at an accelerated pace but has very different impacts on the labour force of different sectors.It predicted that workers employable in sectors fuelled by the recovery such as technol-ogy,retail,or software services would find more employment opportunities(and better remuneration)than those

49、 locked in other(often distressed)activities such as travel or entertainment.GTCI 2021 also stressed that post-COVID recovery pack-ages might create a greater divergence between growth rates in advanced,rich countries and those prevailing in low-income countries both because of uneven budgetary flex

50、ibility and because new protectionist tendencies(sometimes under the CHAPTER 1Is Talent Competitiveness Becoming More Unequal?Bruno Lanvin,Felipe Monteiro,and Michael BrattI believe that virtually all the problems in the world come from inequality of one kind or another.Amartya SenThe main force pus