Framing the Emerging Talent Crisis in India and China

Abstract

China and India have undergone significant transformation in recent years as they emerge as the drivers of the so-called "Asian Century". Although the catalyst for this remarkable growth has been the ability of both countries to harness talent, the next two decades will require a very different dispersion of skills. India will increase its working age population by an additional 200 million, while the workforce in China will reduce by 100 million. In the next three decades, China will have more than doubled its population of those aged 65 and over resulting in a weaker dependency ratio. This article examines the multifaceted challenges that are emerging due to significant skills shortages in China and India. Through the lens of human capital theory, two new frameworks are introduced in order to analyze these factors and to suggest potential solutions.

Macro talent management theorizing: transnational perspectives of the political economy of talent formation in the Arab Middle East

“…There have been relatively few commentators on human capital aspects of skill formation in talent management. Crane and Hartwell (2019) like many TM scholars argue that human capital and social capital are the 'individualized capabilities' of workforces (see also Chatterjee et al, 2014). These individualized skills can be further enhanced by viewing them as 'relational resources'.…”

Examining the Influence of Human Capital on Employees’ Innovative Work Behaviour: A Moderated Serial Mediation Model

“…The rise of increasingly dynamic, uncertain and fast-paced business environment demands employees to continuously display their ability to adapt to the changing business scenarios and to offer creative solutions to complex problems (Leal-Rodríguez & Albort-Morant, 2019). Consequentially, researchers have aimed to understand and explain the quality of human capital necessary to survive, increasing global competition (Chatterjee et al, 2014). An established method of improving this quality or any requisite KSAOs is by investing in organisational activities that enhance human capital, such as training and development (Kucharčíková et al, 2018).…”

Managerial skills shortages and the impending effects of organizational characteristics

“…Despite its size and large population base, China is not immune to skills shortages, and as one of the fastest growing economies in the world, the shortage of talented employees is predicted to be one of the greatest obstacles to current and future growth (Hawser, 2008;Hartmann et al, 2010;Zhu et al, 2011;Chatterjee et al, 2014). As a result, organizations will most likely experience lower profitability, unstable growth and survival and a high staff turnover rate (Grant and Dexsaux, 2005;Hulme, 2006;Purdum, 2005;Schafer, 2005a, b;Warner and Zhu, 2010).…”

“…Research examining the skills shortage has not advanced significantly, despite the fact that organizations all over the world are affected across a wide range of occupational fields and the impact is often far reaching (Galagan, 2010;Cappelli, 2008;Collingsa and Mellahi, 2009;Hartmann et al, 2010;Warner and Zhu, 2010;Zhu et al, 2011;Chatterjee et al, 2014). Organizations have come to realize that the knowledge, skills and abilities of their employees represent a critical source for competitive advantage and they need to prepare for and manage a growing shortage of talented human resources.…”