Section Sixdeveloped by previous assignments and training but should not
have to wait in a holding pattern in which his or her skills are
underutilized.^36 The concept of just-in-time talent has a great
deal of appeal because, from the company’s standpoint, during
the period in which the individual is underutilized, the company
is not obtaining a return on its investment in development.
From the individual’s perspective, there is the obvious
advantage of not having to spend time in positions that
underutilize one’s talents. Such situations lead to turnover,
which has costly implications for the company as well.
It is interesting to speculate about a potential cause for
inaccuracies of human resource forecasts. This explanation
points to the rationales for planning. Although paling in
comparison to the effects of global expansion or recession,
demographic influences, immigration, and intensified inter-
national competition, at the micro-level individual companies
probably plan for the forecasted shortages. For example, when
expecting labor shortages, companies may invest heavily in
labor-saving equipment. This may be evident in industries in
which productivity is growing rapidly. Such investments helped
U.S. companies meet international competitive pressures by
increasing the productivity of their employees. Awareness of
forecasted shortages in labor supply may contribute to
companies’ decisions to make investments in labor-saving
equipment. Thus, increased investment in labor-saving