Paul A. L. Evans
Emeritus Professor of Organisational Behaviour
European Competitiveness; Europe;
Report | January 2015
Following the successful launch of the first edition of the Global Talent Competitiveness Index (GTCI) in Singapore last year, many reactions, suggestions, encouragements and constructive criticisms have poured in from different parts of the world and avenues of activity. Governments, businesses and academia have shared with us their hopes and expectations about what future editions of this report should focus on. b ased on this rich feedback, a number of improvements have been made to the report and the GTCI’s underlying model. o ne of the most visible among these changes has been the choice of theme for this second edition, “Growing talent for today and tomorrow” . Focusing on how economies can develop talent, the GTCI 2014 addresses one of the key elements of talent policy. b y stressing that talent growth must occur over differing time horizons, it indicates that relevant policies must address both immediate issues (e.g., youth unemployment) and longer-term concerns (e.g., reshaping education systems). The second implication for this year relates to the variables that compose the GTCI’s underlying model. With its six pillars (four on the Input side and two on the o utput side), the framework proved remarkably robust. 1 Hence, it is no surprise that this framework has remained virtually unchanged from last year. Some improvements were undertaken to improve the policy relevance of the approach: an increase in the number of variables, including new data sources, to reinforce the accuracy of the model and to rebalance the sub-pillars. In spite of the significant increase in the number of variables used (from 48 to 65 – a 35% increase), country coverage has changed little (93 versus 103) from the GTCI 2013.