State of the Industry Report 2007-2008

Chapter Ten Industry leaders Cre talent dIsCussIon The general consensus for end users is that this is not as much of a priority or critical situation as it is for the service providers who are staffing the industry’s largely outsourced support model. While end users do experience difficulty in finding the right people, they consider the need more pressing on the service provider side. For service providers, this is their whole business, so the search, retention, training and development of people are essential. The largest and most pressing need seems to be in the mid to upper tier of managerial roles and responsibilities. Finding those with real estate experience, but with a focus on the customer and skills to work with those in senior positions is a gap. Some service providers are being proactive in speaking to high schools and colleges about careers in real estate and helping our youth understand the scope. Also in place today, are very senior people who have been in real estate for decades, but the middle tiers are clearly lacking of talent. The age 25-40 group of people is lacking the mentoring, coaching and education in this field, hence, there is a lack of middle management, while you have a great number of senior people getting ready to retire. Getting more students and young professionals interested in CRE careers is also a challenge. Those who are in the marketplace look to CoreNet Global to be more assertive and develop programs for our future leaders. We are in need of creative, strategic and tactical thinking. QuestIon How serious a problem for your organization is the attraction of CRE talent? (Rated on a scale of 1 to 5 (1 = no problem, 3 = a real problem, 5 = a serious problem) result: For end users: 4.4 As seen by end users: 4.4 As seen by service providers 3.25 For service providers: 3.25 As seen by end users: 3.8 As seen by service providers 2.75 One gap in perception is that service providers tend to view the CRE talent issue as less pressing than end users see it, including how service providers view their own readiness to meet more demand at the outsourced technical skills level. “It’s not a problem for me, it’s a problem for service providers,” one corporate end user stated. “We’re highly leveraged in outsourcing. We have a small internal staff with MBA credentials with finance and other ‘inside’ knowledge of the company. Our service providers are taking months to fill some jobs in the U.S. Outside North America, where there’s more poaching for talent in places like London and Hong Kong, the cost is huge.” As one corporate client put it, “Service providers are not doing enough to find, develop and keep talent. You sold us on outsourcing, but you let us down on talent.” chapter ten State of the Industry 2007-2008 45 http://www2.corenetglobal.org/home/index.vsp

Table of Contents Feed for the Digital Edition of State of the Industry Report 2007-2008

State of the Industry Report 2007-2008 Contents Chapter 1: Introduction : CoRE 2010 Framework and Report Structure Chapter 2: The Changing Business Environment Chapter 3: Executive Summary of Key Findings and Conclusions Chapter 4: CoRE 2010 Adoption Rate Chapter 5: Sustainability/Corporate Social Responsibility Chapter 6: Global Sustainability Survey and Roundtable Findings Chapter 7: Workplace Practices/Work Environments Chapter 8: Workplace Related Issue: The War for Talent Chapter 9: Asset Management/Portfolio Optimization Chapter 10: Solutions Delivery Chapter 11: Location Strategies/The Strategic Role of Place Chapter 12: Location Related Issue: Site Selection Morphs to Portfolio Alignment Chapter 13: Strategic Competencies/Enterprise Leadership Skills Chapter 14: Competencies Related Issue: The War for Talent in Corporate Real Estate (CRE) Chapter 15: Integrated Resources Infrastructure Solutions – IRIS Chapter 16: Technology and the Web Chapter 17: Technology Related Issue: Removing the Obstacles to Industry Data Standards Acknowledgements and Sources

For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.