防止和扭转人才外流

What Is Brain Drain?The departure of educated or professional people from one country, economic sector,or field for another, usually for better pay or living conditions.SOURCEINSEAD GLOBAL TALENT COMPETITIVENESS INDEX 2014What regions are themost talent-ready?REVERSING BRAIN DRAINBy offering education, incentivesfor start-ups, modern housing,and other services, less developedcountry lures diaspora back home.Less developed country loseshighly skilled workers todeveloped country based onhigher standard of living.LESS DEVELOPED COUNTRYSOURCELINKEDIN 2015The UAE leads the way in attracting skilled labor.TOP FIVE MARKETSUnited Arab EmiratesSwitzerlandSaudi ArabiaSingaporeGermany TALENT COMPETITIVENESSGLOBAL TALENT INDEX BY REGIONREGIONTOTAL INDEXNorth America67Europe53Eastern Asia/Oceana48North Africa/Western Asia42Latin America and the Caribbean40Central and South Asia34Sub-Saharan Africa34DEVELOPED COUNTRYGLOBAL TALENT MIGRATIONBOTTOM FIVE MARKETS+ 1.89%United Kingdom+.90%Spain+.85%Italy+.47%France+.45%India -.12%-.18%-.19%-.20%-.23% HARVARD BUSINESS REVIEW ANALYTIC SERVICESWhen scientists, health care providers, entrepreneurs, and other business andmanagement talent consistently leave the country of birth for opportunitiesabroad, it creates a persistent drag on the home country’s economy and blightsits growth. This phenomenon is popularly known as brain drain, a coinage ofthe British Royal Society in response to the emigration of scientists from theUnited Kingdom to the United States and Canada in the 1950s and ’60s.Brain drain affects the home country and the companies within it in numerousand interconnected ways, making cause and effect difficult to disentangle. Witha depleted entrepreneurial class, who is there to develop goods and services,create jobs, and drive economic growth? The departure of physicians and nursesstresses the health care system and compromises public health. Scientistsand technologists leave, taking with them not only the knowledge and skillsthey may have obtained at the state’s expense but also their capacity to drivethe innovation that fuels economic development and international prestige.Companies in places with high emigration rates also face significant challengesthat can stifle innovation and hinder execution on strategy. Among them are amore limited talent pool from which to hire and promote, and higher turnoveramong the ranks as employees seek opportunities outside the home country —employees that the business has spent time and money developing. An exodusof business and management talent deprives the home countries’ companiesand especially start-ups of the skills and savvy needed to grow and flourish.One of the challenges: in emerging economies, countries often spend scarceresources educating doctors, engineers, and scientists in the hope that theywill build growth at home, only to watch in dismay as they migrate to the West.This in turn becomes a vicious circle: home countries need talent to createopportunity, but without opportunity, talent gravitates to the bigger cities andbetter jobs elsewhere in the world.So what can countries and companies that see their best and brightest leavedo in response? What can they do to reverse the brain drain?PREVENTINGAND REVERSINGBRAIN DRAIN An exodus ofbusiness andmanagement talentdeprives homecountries’ companiesand especiallystart-ups of the skillsand savvy needed togrow and flourish. 2PREVENTING AND REVERSING BRAIN DRAINTHE PROBLEM TO BE SOLVED“Talent in emerging economies is scarce, expensive, andhard to retain,” reads a recent McKinsey & Company report.Studies have found that more well educated individualsare much more likely to leave. For example, a large 2004survey of Indian households found that close to 40 per-cent of emigrants had a high school education or above,compared with only 3.3 percent of Indians age 25 or older.Then, once they have a foreign university degree undertheir belt—usually from a Western institution—theyoften do not return to their country of birth. At the peakof Taiwan’s brain drain, in 1979, fewer than 10 percent ofstudents who attained degrees abroad returned to Taiwan.This exodus leaves local talent markets thin, with toomany companies chasing too few skilled individuals. Forexample, barely two million local managers in China havethe managerial and English-language skills multination-als need, according to McKinsey & Company. “One lead-ing bank reports paying top people in Brazil, China, andIndia almost double what it pays their peers in the UnitedKingdom. And a recent McKinsey survey in China foundthat senior managers in global organizations switch com-panies at a rate of 30 to 40 percent a year—five times theglobal average.”Brain drain has long vexed policymakers. Investments ineducation are seemingly squandered when the educateddepart for greener pastures. But dialing down investmentin education will not help grow the opportunity at homethat would lure the best and brightest to remain.Of course, rem