????去年，肯特?凱德?tīng)柦庸芰藗惗毓芾碜稍児究刂骑L(fēng)險(xiǎn)集團(tuán)（Control Risks）的亞洲業(yè)務(wù)，他知道自己肯定會(huì)遇到大麻煩。在前六個(gè)月里，凱德?tīng)栕谖挥谏虾５霓k公室里，至少聽(tīng)四位高管講過(guò)同樣的故事：競(jìng)爭(zhēng)對(duì)手打算以三倍的薪酬聘用他們。

????這四位高管后來(lái)都離開(kāi)了公司，這讓凱德?tīng)柌豢爸刎?fù)。他不得不尋找熟悉當(dāng)?shù)厥袌?chǎng)的合格人才來(lái)填補(bǔ)這些領(lǐng)導(dǎo)職位。凱德?tīng)栒f(shuō)道：“每周都會(huì)有獵頭給這些人打電話，是否跳槽是每個(gè)人首要考慮的問(wèn)題。”

????美國(guó)的就業(yè)市場(chǎng)仍不景氣，但在中國(guó)等新興市場(chǎng)，招聘和留住高層管理人員仍處于賣方市場(chǎng)階段，這和金融危機(jī)之前的美國(guó)很是相似。據(jù)安永會(huì)計(jì)師事務(wù)所（Ernst & Young）2011年對(duì)992名高管進(jìn)行的調(diào)查顯示，42%的公司領(lǐng)導(dǎo)者表示，在海外招聘優(yōu)秀的人才是最艱難的挑戰(zhàn)。例如，全球人力資源機(jī)構(gòu)萬(wàn)寶盛華公司（ManPower）進(jìn)行的另外一項(xiàng)調(diào)查顯示，在印度，67%的雇主表示，他們很難在當(dāng)?shù)亟⒁恢Ц咝У墓芾韴F(tuán)隊(duì)，而在2010年這一比例僅有16%。

????印度受益于其驚人的GDP增長(zhǎng)速度，并且在過(guò)去二十年里， 印度IT行業(yè)蓬勃發(fā)展，已經(jīng)達(dá)到1,000億美元的規(guī)模，然而，該國(guó)對(duì)于培養(yǎng)工程人才的重視，卻使得具備領(lǐng)導(dǎo)與管理能力的印度人才匱乏，美國(guó)加州費(fèi)利蒙市外包軟件開(kāi)發(fā)商iGATE的人力資源副總裁斯瑞尼?坎杜拉說(shuō)，這家公司在班加羅爾有28,000名員工。

????坎杜拉表示：“所有人都喜歡有過(guò)跨國(guó)公司工作經(jīng)驗(yàn)的領(lǐng)導(dǎo)者，結(jié)果導(dǎo)致人才供不應(yīng)求。”于是便出現(xiàn)了來(lái)自各個(gè)行業(yè)的公司爭(zhēng)搶一個(gè)人的局面。

????在俄羅斯，來(lái)自紐約律師事務(wù)所Rheem Bell & Mermelstein的愛(ài)德華?默梅爾斯坦花了六個(gè)月時(shí)間，對(duì)負(fù)責(zé)運(yùn)營(yíng)事務(wù)所莫斯科辦事處的高層高管進(jìn)行培訓(xùn)和職位調(diào)整。但在過(guò)去兩年間，當(dāng)?shù)氐母?jìng)爭(zhēng)對(duì)手以接近兩倍的工資挖走了他的兩名高管。默梅爾斯坦表示，同樣的事情，在事務(wù)所的大銀行客戶那里也在上演。

????律師事務(wù)所的合伙人默梅爾斯坦稱：“競(jìng)爭(zhēng)非常殘酷，他們根本不會(huì)提前兩個(gè)星期通知你。只要他們做了決定，二話不說(shuō)就會(huì)離職。”

????面對(duì)勞動(dòng)力短缺的局面，常見(jiàn)的應(yīng)對(duì)措施是空降外派高管，然而，這一策略并不總是有效。安永調(diào)查的高管中，僅有29%認(rèn)為公司做到了在沒(méi)有造成重大損失的情況下有效調(diào)整員工的工作地點(diǎn)。

????如今，美國(guó)房地產(chǎn)市場(chǎng)仍不景氣，外派員工便更具挑戰(zhàn)性。因?yàn)椋?gòu)買和出售員工的房子，把他們送到國(guó)外去的代價(jià)高昂。而且，亞特蘭大調(diào)查與管理咨詢公司Leadership IQ的CEO馬克?墨菲認(rèn)為，這些高管通常也并非理想的人選：對(duì)于當(dāng)?shù)氐奈幕⑹袌?chǎng)和員工心理這些大多數(shù)公司保持長(zhǎng)期穩(wěn)定不可或缺的方方面面，當(dāng)?shù)毓芾韴F(tuán)隊(duì)通常有更深的認(rèn)識(shí)和了解。

????Kent Kedl knew he had big problems last year when he took the helm of the Asia practice of London-based management consulting firm Control Risks. In his first six months, Kedl sat in his Shanghai office and listened to the same story at least four times from top managers: A competitor offered to hire them away for three times their salary.

????All four people left the firm, handing Kedl the daunting task of filling those jobs with qualified leaders who had knowledge of the region. "These guys are getting calls every week by headhunters, and it's problem No. 1 on everyone's mind here," says Kedl.

????Hiring in the U.S may still be sluggish, but when it comes to finding and keeping top management in emerging markets like China, it's a sellers' market akin to pre-financial crisis America. Some 42% of company leaders say filling jobs with good people abroad is one of their toughest challenges, according to a 2011 survey of 992 C-level executives by Ernst & Young. In India, for instance, 67% of employers say they struggled to build effective management teams in that country, up from 16% in 2010, according to a different survey by global staffing organization ManPower.

????While India has benefited from impressive GDP growth and watched its IT sector blossom into a $100 billion industry in the past two decades, its focus on developing engineering talent has left the country dry of Indians with leadership and management skills, says Srini Kandula, vice president of human resources for iGATE, a Freemont, Calif.-based outsourced software developer with 28,000 employees and operations in Bangalore.

????"Everyone prefers leaders who are exposed to global business practices, and supply is limited," says Kandula, so companies across a broad array of industries compete for the same people.

????In Russia, Edward Mermelstein spent six months training and relocating top-level executives to run the Moscow office for Rheem Bell & Mermelstein, a corporate law firm based in New York. But in the past two years, local competitors poached two of his executives, offering them nearly double their salaries. Mermelstein says the same scenario is playing out with many of the firms' other big banking clients there.

????"The competition is cutthroat, and they don't give you two-week notices. If they leave, they just leave," says Mermelstein, the firm's principal.

????Confronted with these labor shortages, the typical response has been to parachute in expatriate executives, but that strategy is not always successful. Just 29% of executives surveyed by Ernst & Young said their companies effectively relocate employees without big disruption.

????Moving those expats can be even more challenging with the U.S. housing market still in a slump. It's a costly endeavor to buy -- and then sell -- an employee's home to send them abroad. And these execs are not always the ideal hire: Local management teams often have deep knowledge and understanding of national cultures, markets, and worker psychology that most companies need for long-term stability, says Mark Murphy, CEO of Leadership IQ, an Atlanta research and management consulting firm.