Just over 10 years ago, Michaels et al (2001) exposed the war for leadership talent as a strategic business challenge and a critical driver of corporate performance. Shortly after the dot-com bubble burst and the exuberant hiring of the late 1990s had ended, they predicted that many companies would continue to have hundreds of vacancies they could not fill, and that the intense competition for good people would persist for at least two more decades. Their prediction turned out to be accurate; although the types of vacancies have changed dramatically since the late 1990s, more than 50% of U.K. business leaders surveyed in 2011 cited talent shortages as one of the key business challenges facing their companies at home and abroad (Bersin, 2011).

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