Desmond Taljaard, managing director, hotels, London & Regional. Based in London,
England, Mr. Taljaard visits Cuba monthly to oversee the initiative, the organization’s
first-ever in Cuba. “We’ve been more than pleasantly surprised by the Cuban government’s enthusiasm. Senior members show up to project meetings and cheerlead the project,” he says.
However, project planning challenges have emerged, Mr. Taljaard says. Technical
data about hurricanes and how high off the ground buildings must be built for protec-
tion from the sea isn’t readily available in the form London
& Regional is used to. In established resort towns like Miami,
Florida, USA, this information can be found through online
searches. In Cuba, these types of details are instead coming
directly from government officials and London & Regional team
members, which has led to a longer planning phase. “We’re
having to validate the normal assumptions you’d make in a
familiar territory,” he says.
“There’s a lot of desire and a lot
of interest by foreign investors,
but there’s still an issue of
who’s going to pay for it.”
—John Kavulich, U.S.-Cuba Trade and Economic Council,
Buffalo, New York, USA
PUTTING A PRICE ON U.K. TALENT
Counteroffers aren’t just for bankers anymore. To retain talent in competitive sectors, U.K. employers are offering salary increases
to employees who resign to take a new job elsewhere. The practice is now just as common in project-heavy industries such as IT
and construction as it is finance. Bad news for bosses, though: Many see the salary boost as too little, too late. By Imani Mixon
THE HOT SEAT
Counteroffers are more prevalent in a few highly
19% of people who announce they
are resigning for a new job in finance,
law, IT and construction and
engineering receive a counteroffer.
of all U.K. professionals say
their boss offered a salary
increase after they said they
would leave for another job.
INDUSTRY BY INDUSTRY
For a counteroffer to be accepted, it must meet
specific pay expectations.
Average salary increase needed to
persuade a U.K. employee to stay put—
equivalent to £ 5,900.
Percentage of employees likely to receive a
counteroffer, by age:
18-24 Age 25-44 45-54 55+