GB500___Unit_3_Discussion_Alternate_Assignment.docx Finding and Retaining Talent in the New Normal [NAME] Purdue University Global Author Note [NAME], MBA – Marketing Candidate, Purdue University Global Corresp
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GB500___Unit_3_Discussion_Alternate_Assignment.docx Finding and Retaining Talent in the New Normal [NAME] Purdue University Global Author Note [NAME], MBA – Marketing Candidate, Purdue University Global Correspondence concerning this paper should be addressed to [NAME], MBA – Marketing Candidate, Purdue University Global, Urbandale, IA 50323 Contact: [EMAIL]@student.purdueglobal.edu ManpowerGroups 2018 Talent Shortage Survey shows that finding and retaining talent in the new normal has been a continuous problem. The survey indicates that there is a global talent shortage, outlining the fact that in 10 years, between 2008 and 2009, there has been a 15% increase in talent shortages (ManpowerGroup, 2018). The survey explains that changing skills and emerging technology are the cause of employers having unfilled roles, even though a strengthening global economy has employers very optimistic about hiring (ManpowerGroup, 2018). The talent shortage problem spans across the globe, affecting a wide range of countries. Edge Training Systems (2007) defines a problem solving model comprised of six unique and practical steps: identifying the problem, analyzing the problem and performing gap analysis, developing solutions, evaluating the solutions using forcefield and hanging fruit analyses, choosing and implementing the best solutions, and following up to assess progress (Edge Training Systems, 2007). This problem-solving model will be used to discuss the global talent shortage and try to come up with viable solutions. The. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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