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2014 Trends in Global Employee Engagement
Emerging economies continue to be a formidable presence, but much of the aggressive growth we have seen in recent
years is wavering. Growth forecasts are strongest and higher than global averages in China, India and sub-Sahara Africa.
However, some of the intense growth seen in Asia and Latin America has slowed, resulting in increased perception of
economic contraction relative to the recent history of very strong growth. These shifts have tremendous implications
from a talent perspective for companies operating solely in one region, and also for multinationals operating across
several regions. A slowed pace within emerging markets presents new challenges all too familiar to those in mature
markets. For example, companies operating in mature economies may find it dicult to keep employees engaged amid
growth struggles and cost focus, while those operating only in emerging markets may struggle with attracting and
retaining the talent needed to sustain growth yet keeping employees engaged through a relative economic contraction.
Technological advances present an abundance of opportunities, but also many challenges. Moore’s Law posits that
computer processing speed will double every two years.
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Since this prediction took hold in the 1970s, we have indeed
seen an exponential rate of computing speed and processing power. In fact, many significant advances seem to occur
even more frequently than Moore’s Law suggests. Ray Kurzweil presents a potentially darker projection of Moore’s
Law—the Singularity. This is the point at which computers become integrated into all aspects of life and actually become
more intelligent than humans. The exponential acceleration of technological advances suggests that the Singularity
will change both work and life as we know it, and that this change will happen in the next 20 or 30 years.
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This may
sound like science fiction, but consider Amazon’s recent announcement about the likelihood of unmanned drones being
used to deliver packages, or wearable computing trends such as wristbands that monitor your heart rate. Think of how
technology like Google Glass will revolutionize how we integrate computing into daily activities. Fast-forward to ever-
increasing integration of everyday technologies like the Internet, telephone, music, movies and television. Consider the
widespread use of technology like Facebook, LinkedIn or Twitter, which codifies networks and accelerates interpersonal
information and connectivity by both consumers and businesses alike. Finally, consider the number of people whose jobs
have been replaced by machines or robots in manufacturing plants, the agriculture industry or in retail checkout lines.
Even if we are not on the brink of the social/technological Singularity, these technological trends have a significant
impact on both businesses and people. Entire industries have already been and will continue to be disrupted (e.g.,
the music and movie rental industries), and new ones will emerge. Jobs will be eliminated, and new ones will be
created. Consumers and employees have almost instant access to information, yet less face-to-face interaction. All of
these things point to evolving requirements for businesses and employees alike where agility and the constant need
to stay relevant become prerequisite. The emerging talent imperative is at this intersection between business and
employee requirements. Fundamentally, companies will need employees to go above and beyond in dierent ways—
not just to engage by working harder, but to engage in ways that show resiliency, learning, adaptability and speed.
3 Moore, Gordon E. (1965). “Cramming more components onto integrated circuits.” Electronics.
4 Kurzweil, R. (2005). The Singularity is Near. Viking Press.