Talent management in a volatile world economy requires immediate organizational visibility into talent information beyond name, address, and benefits. Without visible promotional slots, who might leave? And who is skilled and interested to fill that role? Which of your employees are looking for new opportunities? How many top performers were lost during kneejerk reductions in force and could be rehired? These are all questions you need to answer.

In A Reluctance to Retire Means Fewer Openings, The New York Times reports that lacking a safety net, many US workers are delaying retirement plans. That means there are fewer openings to fill from Baby Boomer attrition. But in Europe, more comprehensive retirement plans are not affecting the retirement rate in the same way.

An Association of Graduate Recruiters (AGR) study in the UK says that almost 70% of recently hired graduates will consider new opportunities when the economy rebounds. That bodes poorly for return on investment and shows a lack of engagement.

And a survey of North American employers says that 40% plan to rehire laid off former workers to boost their skill and talent pool.

To know about and impact the actions of your talent, you need a unified view of talent information. Talent analytics around career aspirations and mobility, performance and succession provides a view into which employees you want to stay, go, or return.