How to secure top talent in the BRICs
Strategy 3: Develop the behavioral styles of co-workers and leaders to enhance engagement
It has long been known that high-potential employees value working alongside similarly high-potential colleagues. Our research explores this factor in the BRIC countries, to develop greater clarity on how the EVP can be differentiated.
Respondents from different countries place differing emphasis on the desired qualities of co-workers, but all wish for leaders, who motivate, provide vision and give autonomy and freedom.
Talent in their co-workers; however, they value the same attributes in their managers and leaders.
When asked to rank co-workers’ attributes from most to least desirable, all cultures ranked friendly and social first, followed by inspiring and motivated. However, respondents from different countries place differing emphasis on these qualities.
Brazil: There is much greater emphasis on having colleagues who are inspiring, motivated, friendly and social colleagues.
Russia: There is far less emphasis on cultural diversity, which does not drive talent engagement and retention, though it will have wider advantages for an organization.
India: There is greater emphasis on having co-workers who are intelligent, intellectually elite and culturally diverse.
China: There is greater value placed on having friendly, social, intelligent and intellectually elite co-workers.
We also asked respondents to think about what they value most in their managers. When asked to rank these features from most to least desirable, there were no significant differences across most countries in terms of preference for leaders who provide vision, motivate and give autonomy and freedom.
Action point: Acquire and develop the specific traits favored in each country, in your managers and teams, and embed them into your internal and external communications programs.
Desirability of co-worker feature by country(3=most desired)
Desirability of leader feature by country(3=most desired)