The shortage of employees at all levels has become the main challenge for top management in 2023

The situation with personnel, and not geopolitics and business transformation, turned out to be the main challenge for top management of Russian companies in 2023, according to a study by the consulting company RosExpert. Executives expect the employee shortage problem to persist until at least 2026. At the same time, according to their forecasts, by this time the current anti-crisis profile of CEOs will change – instead of developing action tactics, they will be expected to be strategic thinking and innovative visionary.

The shortage of employees at all levels has become the main challenge for top management, according to RosExpert analysts who surveyed more than 150 CEOs of Russian companies (including both heads of business units and heads of key business functions). Thus, 46% of respondents indicated an increasing shortage of personnel at all levels and the risks of losing key talents.

The geopolitical situation is only in second place in the list of the main difficulties this year (23%), in third place are changes in market competition, restructuring of supply chains, the task of forced entry into new regions and market segments (21%). The top 5 key challenges are completed by the tasks of digital transformation and process automation, as well as a set of issues related to economic uncertainty, volatility of financial markets, the need to adapt business strategy, carry out financial optimization and comply with increasingly stringent regulatory requirements.

It is not surprising that the main goals in 2023 were named by respondents to retain and develop the team, and care for employees (40%). Respondents designate the current number of employees as the minimum in the entire history of observations. Similar assessments, we note, were previously given by TsMAKP analysts (see Kommersant on September 12). Second place in the list of goals is maintaining business and increasing profitability (36%), third is new markets, forming strategic partnerships and developing a global presence (28%).

Taking into account the challenges of this year, the authors of the study note, the profile of the CEO in 2023 can be called “tactical and anti-crisis,” where results orientation plays a dominant role.

A business leader 2023 is, first of all, a leader with developed adaptability competence, agrees Yulia Zabazarnykh, partner at Kontakt InterSearch Russia. “Almost all companies have had to adjust their business strategy and tactics over the past year, including the search for new markets, supply chains, suppliers and promotion channels,” she notes.

At the same time, says Yulia Artemova, partner at Odgers Berndtson Russia, the leader of 2023 must be empathetic. “He knows how to build, and most importantly, develop teams. This competence is now one of the key ones, because there is a shortage of personnel in the country. Attracting new talent is difficult, which means it’s important to create a culture that will help retain current employees and increase team engagement,” she notes.

According to the forecast of those surveyed by RosExpert, in 2026 the problem with personnel will continue (41% of respondents), while the goals of companies, and, accordingly, the requirements for top management will already change. The importance of digital transformation, automation and other technological changes will increase (35%). By 2026, respondents expect a significant (almost doubling) increase in the importance of global presence. Therefore, the respondents believe that the CEO in 2026 should be a strategist, and not a tactician, as he is now. He will be expected to be an innovative visionary – an ability that is more characteristic of business owners and founders. Key competencies, in addition to talent retention, will be the ability to create new, global thinking and customer focus.

To acquire these competencies, says RosExpert managing partner Oksana Morsina, top managers can turn to courses, trainings and MBA programs. “Although international schools are currently not ready to work with Russian companies, individual training is available. In addition, the other side of the world opens up, and there is an opportunity to find training in Asian countries, for example, there are strong universities in China,” she notes. Another way is mentoring. “More and more top managers and business founders see the value in sharing their experience and become mentors. There is also corporate mentoring, when more experienced employees become internal mentors,” the expert notes.

Anastasia Manuilova