AESC, the parent organization of BlueSteps recently released it's latest report Executive Talent 2025. It includes insights from 2,000+ business leaders, candidates, and executive talent advisors on key business challenges for today and the next five years. Learn about the most critical issues revealed by business leaders to strengthen your talent strategy and gain competitive advantage in the marketplace. Below is a summary of its main findings
As trusted advisors to organizations worldwide across industries, AESC Members help attract top executive talent, advise boards and develop internal talent for leadership roles. Thus, they are in a unique position to gauge the pulse of the global business climate.
AESC’s Global Executive Talent Outlook 2019 outlines business intelligence for C-Suite leaders related to talent trends and new opportunities in the market. AESC Member consultants share input on top organizational challenges and opportunities business leaders are facing and forecast industry, functional and geographic market trends.
Must some C-Suite roles change more dramatically than others to meet the demands of Business 4.0? “All C-Suite functions are impacted in one way or another,” commented a consultant based in the UK. “No one function is exempt.”
“Where giggers were once responding to market conditions, they are now creating the conditions, disrupting the traditional workforce as we know it.” Korn Ferry Institute
With a name appropriated from performance culture where musicians play a limited engagement, or a “gig,” the gig economy describes the expanding labor market comprised of contract workers, freelancers, crowdsourced workers, and others who are hired for limited engagements, as well as platform-based systems—think ride sharing, delivery, and property rentals. Independent work is growing with the internet, and expanding from developed to developing economies as more of the world becomes digitally connected.
Digital tools and disruptive technologies from artificial intelligence and machine learning to 3D printing, 5G, IoT, Robotic Process Automation, virtual and augmented reality are transforming communication, banking, HR, manufacturing, finance, medicine, agriculture and more. What are some of the latest tools and technologies? How will organizations harness cutting-edge developments for competitive advantage? And what are the qualities of the leader who cannot only guide organizations through this disruption, but also the disruptions no one has imagined, yet?
How can executives and researchers ensure that they’re using social media effectively, efficiently and lawfully?
Social media is a staple in the career marketing mix today. Recent research from the Pew Institute shows that social media usage has risen significantly from adults over the age of 50 over the last decade. But only one-third (35%) of adults over the age of 65 use social media for any purpose. Do executive search firms, whose businesses hinge on long-standing and trusting relationships, really lean on social media as much as higher volume recruiters? How much time should executives looking to establish new relationships with executive search firms spend on social media and which sites should they prioritize?
How will the Fourth Industrial Revolution impact the skills that executives need in order to thrive in such a rapidly changing sector?
The first Industrial Revolution, in the 18th century, created machines to replace manual labor, and gave us the steam engine and water power. In the early 20th century, the second Industrial Revolution gave us electricity, which birthed the assembly line and mass production. Between the 1950s-70s, electronics, computers and digital technology gave birth to automation in manufacturing – ushering in the third Industrial Revolution.
And now we face the fourth Industrial Revolution – or, as the German government called it for the first time in 2011, Industry 4.0.