White Papers

ManpowerGroup publishes a number of White Papers each year delving into the current labour market and candidate issues.



Solving the Talent Shortage in New Zealand

44% of New Zealand employers say they can’t fill open jobs. That’s the lowest in 7 years. The New Zealand talent shortage figure compares to a global average of 45%. Now in its 12th year, the ManpowerGroup Talent Shortage research is the largest global human capital survey of its kind.
Read on to see what's driving this skills gap and discover a new approach to the talent shortage: build, buy, borrow or bridge to ensure your workforce has the talent it needs to remain competitive in the digital age.

2018 Talent Shortage Survey



Skills Revolution 2.0 New Zealand
Robots Need Not Apply: Human Solutions for the Skills Revolution

Skills and access to employment will be the solution to the Skills Revolution. In this digital world success will not always require a college degree but will rely heavily on the appetite for ongoing learning and skills development. New Zealand employers are anticipating that the continued growth in headcount with drive an increase in headcount over the next two years. And with the right skills mix, people will augment rather than compete with technology. Here are 3 steps employers can take to boost their workforce strategy to prepare for digital transformation, changing business models and shifting skills needs.

Skills Revolution 2.0 New Zealand



The first Total Workforce Index (TWI) is now available

The TWI is a comprehensive workforce analysis tool that allow organisations to determine the relative ease of sourcing, hiring and retaining workforce skills in competing labour markets around the world. Gain a new level of visibility and insight into the latest total, contingent and permanent workforce trends across New Zealand and globally.

The first Total Workforce Index (TWI)



#GigResponsibly: The Rise of NextGen Work

Today a growing number of people are opting for alternative models over traditional, full-time permanent roles. To find out more about how people want to work, ManpowerGroup surveyed more than 9,500 people in 12 countries and asked how they want to work and what motivates their work choices. From part-time, contingent, contract and temporary work to freelance and independent contracting, this is how more people are choosing to work. This is NextGen Work.

#GigResponsibly: The Rise of NextGen Work



Work, for Me: Understanding Candidate Demand for Flexibility

When two-thirds of candidates believe they don't need to be sitting at a desk to get their work done, it's clear that workplace flexibility has become a top priority for today's job seekers. In fact, nearly 40 per cent of global candidates report that schedule flexibility is one of the top three factors they consider when making career decisions. In this newest report, “Work, for Me: Understanding Candidate Demand for Flexibility,” ManpowerGroup Solutions shares both the immediate steps and long-term actions that organisations can take to better meet their prospective employee's preferences around flexibility and work-life balance.

Work, for Me: Understanding Candidate Demand for Flexibility



The Rise of the Well-Informed Candidate

Never before have candidates been so well-informed early on in the job search process. And it is not just about having a more detailed job description – candidates worldwide report a significant increase in the amount of information they have about compensation, benefits, company mission/vision and culture, corporate brand and corporate social responsibility.

To better understand how companies can leverage candidate preferences and perceptions, ManpowerGroup Solutions went directly to the source, surveying nearly 14,000 candidates in 19 influential employment markets across the globe.

This report, the latest in our series of global candidate preferences research, highlights what matters most to today’s candidates and suggests new strategies and tactics to effectively compete for in-demand talent in this new global marketplace.

The Rise of the Well-Informed Candidate



Clocking Back In: BOOMERANG WORKERS

A significant number of global candidates perceive the pinch of age—at both ends of the spectrum—as a challenge to their career aspirations. What candidates may not realize, however, is that some organisations are embracing generational diversity as a way to overcome the talent shortage. They are hiring boomerang workers (retirees) to fill open positions and view the group as an untapped source of talent.

Clocking Back In: BOOMERANG WORKERS



Talent Shortage Survey 2016

ManpowerGroup surveyed more than 42,000 hiring managers in 43 countries and territories, with over 650 across New Zealand to identify the proportion of employers having difficulty filling positions, which roles are difficult to fill, and why. Employers were also asked about the impact talent shortages have on their organisations and what steps they are taking to address them.

Talent Shortage Survey 2016



2016 Contingent Workforce Index

The Contingent Workforce Index (CWI) is relative comparison and ranking of 75 countries based on contingent workforce Availability, Cost Efficiency, Regulation and Productivity. The countries included in the CWI are a representation of the majority of the world’s contingent workforce. The Index is based on more than 50 market conditions and statistics (factors) that fall under four Categories: Availability, Cost Efficiency, Regulation and Productivity. ManpowerGroup Solutions has assigned a weighting to each factor based on our assessment of the market. The 2016 CWI was refined and enhanced to ensure the analysis and results reflect the constantly evolving world of work trends. The weighting of specific metrics within each category is adjusted annually to highlight factors that will be most influential when considering new markets for contingent labour opportunities. The emphasis on the size of a country’s contingent workforce remains consistent year-over-year, as do the weightings of English proficiency and tertiary education in the workforce. However, based on input from industry-leading clients around the globe, weighting of the volume of skilled workers within a market has increased significantly from 2015 to 2016. The definition of Availability was also modified to meet current industry standards. In 2016 for the second consecutive year, New Zealand comes in first, demonstrating an optimal environment for use of contingent labour, while Australia moved down year-over-year to 16th.

2016 CWI Report
2016 CWI New Zealand Infographic



Brand Detectives: The New Generation of Global Candidates

Today’s candidates are unlike any employers have encountered in history. With unique preferences, priorities and unprecedented access to information, global corporations and other employers are continuously searching for ways they can attract and retain the world’s top talent. To better understand how employers can leverage global candidate preferences, ManpowerGroup Solutions surveyed job seekers from several influential employment markets around the world. Many important trends and country-based differences emerged along with insights about how global companies and other employers can recruit and retain top talent. Our second report based on our latest candidate preference survey explores one of the most important — yet least understood — new dynamics of candidate preferences: branding and employer-employee trust. The research results reveal how and why employer-employee trust is a critical factor and what savvy companies can do to effectively enhance their efforts to attract and retain the best and brightest candidates.

Brand Detectives: The New Generation of Global Candidates



Millennial Careers: 2020 Vision

ManpowerGroup commissioned thought leadership consultancy Reputation Leaders to conduct a quantitative global study of 19,000 working Millennials and 1,500 hiring managers across 25 countries to understand what Generation Y wants now and in the future, and help individuals and organizations succeed in this new world of work. Millennials were identified as those born between 1980 and 1995. It is the first of ManpowerGroup’s series of three reports this year focused on Millennials in the workforce offering practical advice for attracting, retaining and developing tomorrow’s talent.
For practical advice to help employers rethink their people practices for attracting, retaining and developing future talent., download the full report.

Millennial Careers: 2020 Vision – White Paper
Millennial Careers: 2020 Vision – Global Key Findings



Protecting your organization in a talent-scarce market

Recent high profile security breaches have moved information security from a hidden corner of the IT function to front page international news. It has become a topic of strategic importance to both business and society. As organisations grapple to find solutions, they now face a widening security talent shortage that further complicates an already complex situation. Based on recent global IT skills research conducted by Experis across 10 major markets, this paper explores the impact of the security talent shortage, providing insights into the issues, along with guidance on how to minimise the associated risks.

White Paper - Protecting your organisation in talent-scarce market
Infographic - Information Security Talent – The Widening Gap
Infographic - In-Demand IT Skills Across the Globe



Human Age 2.0 FUTURE FORCES AT WORK

"Several trends suggest a new approach to hiring is needed, one in which talent has the opportunity to develop and thrive in agile environments while enabling growth-oriented companies to maximize available talent. An approach like this also means that employers will need to find ways to share the limited pool of talent available."

Jonas Prising
Chairman & CEO ManpowerGroup

Human Age 2.0 FUTURE FORCES AT WORK



With today’s workforce challenges, the key to finding talent in the future may very well require competitors within the same industry to share talent pools.

Several trends suggest a new approach to hiring is needed, one in which talent has the opportunity to develop and thrive in agile environments while enabling growth-oriented companies to maximize available talent. An approach like this also means that employers will need to find ways to share the limited pool of talent available.

ManpowerGroup Solutions explores the concept of shared talent pools, highlighting the benefits for employers and talent, as well as key factors to consider when developing this model.

Companies may be in hiring mode, but the harsh reality is there is not enough talent to meet demand. And, with the shortage showing no signs of easing, meeting growth objectives will require new ways of thinking, behaving and hiring. Critical to that will be an evolution in the way collaboration occurs.

Collaborating with Competitors



Seven Steps to Conscious Inclusion

We need more women in leadership. The business case has been broadcast. Some think the problem has been solved. But the data tells us it hasn’t.

Past research has pointed out problems with little help identifying solutions. We are stuck in a circular conversation about why we don’t have enough women in leadership. There has been a great deal of talk, but not enough action. We wanted to change that. As world of work experts we wanted to find out from our own workforce and other organisations what can be done to close the gap faster. We wanted to provide practical recommendations that will help organisations reach the tipping point and move closer to Conscious Inclusion. We commissioned qualitative research carrying out in-depth interviews with 222 leaders globally – 72 from ManpowerGroup and 150 other leaders – representing companies with over half a million employees, in 25 countries. We talked to Emerging and Established Leaders, female and male, age 28 - 59, to get views from different levels of the organisation as well as a generational perspective from Millennials, Gen X and Baby Boomers.

Seven Steps to Conscious Inclusion



Recruiting Strategy Metrics: From Transactional to Transformational

The evolution of analytics is impacting a wise spread cross-section of industries and recruitment is no exception. The increasing availability and sophistication of data, coupled with a fiercely competitive market, has led to a long-awaited shake up of the recruitment industry.
While many view this as a challenge, leading recruiters see it as an opportunity. The introduction of analytics presents fantastic opportunities to directly align benchmark strategies in recruiting with a client or employer’s business goals. ‘Recruiting Strategy Metrics: From Transactional to Transformational’ considers the future of recruitment and HR through an innovative framework which emphasises the practical realities of recruitment, alongside the visionary metrics that some may consider too radical by present standards

Recruiting Strategy Metrics: From Transactional to Transformational



ManpowerGroup Solution’s third Contingent Workforce Index (CWI)

ManpowerGroup Solution’s third Contingent Workforce Index (CWI), tracks the relative ease of sourcing, hiring and retaining contingent workforce in 75 countries. The CWI compiles more than 50 key data points around the Availability, Cost Efficiencies, Regulation and Productivity of each country’s contingent workforce. Then, using a proprietary formula, it assigns a numerical value to each country, comparing the relative opportunities of entering one labour market versus another. In this latest report, New Zealand takes the top spot, demonstrating the most optimal characteristics for use of contingent labour; Australia ranks 11th moving up from last year’s 15th.

2015 CWI Report
2015 CWI Australia Infographic


Rethinking Retention - A User Experience Model of Employee Retention

While user experience typically refers to a single product or service, the case of retention is somewhat different. In this situation, an employee or candidate's entire experience must be considered - starting with the moment a candidate first learns about an organisation all the way through the exit interview (though now is a useful time to start thinking of it as a retention interview). Therefore, the "user experience" is actually the combined series of interactions, people, places, and touch-points that define an individual's engagement with your employer brand. The retention-oriented user experience model should shape all of these.

Rethinking Rentention - A User Experience Model of Employee Engagement


2015 Talent Shortage Survey

ManpowerGroup's 10th Annual Talent Shortage Survey, which found that despite 42% of Australian employers struggling to fill roles, the number of employers implementing strategies to tackle shortages is down five per cent year-on-year. The survey of more than 1,500 employers in Australia found employers are stepping away from tackling the talent shortage issue at a rate of one and a half times their global counterparts.

Accompanying Downloads
ManpowerGroup's 10th Annual Talent Shortage Survey
2015 Talent Shortage Survey Australia Results Presentation
2015 Talent Shortage Survery Australia Infographic

Talent Shortage Survey


Mitigate social media risks by fostering employee trust

Employer-employee trust is critical to enhancing the EVP. Employees and candidates, who are trusted by employers to communicate about EVP and culture, are not only able to add credibility, authenticity and validity to the conversation but can be also powerful brand ambassadors. Employers must recognise that conversation about them will continue to take place and that not trusting their employees can weaken corporate culture. Employers should give employees something great to talk about and trust their employees to have conversations about them. In doing so, they will unleash the power of their people as ambassadors of their brands and EVPs.

#TRUST: The Key Ingredient To A Great Employer Brand



Automated Recruiting and the Human Factor

As technology has transformed recruiting from manual procedures of yesteryear to the automated systems of today, it has raised the bar on the type of skills recruiters need to be effective in the race to secure the best talent.
Despite its undeniable advantages, automated recruiting has become an equalizer as most recruiters have access to a similar variety of tools. Since they can now access talent faster and more efficiently, they have more time to engage with candidates. This is when recruiters� soft skills become essential as they can "make or break" relationships with job seekers.

Automated Recruiting and the Human Factor
Infographic



The Contingent Workforce Index � 2014 Global Analysis

The Contingent Workforce Index (CWI) is a measure of the relative ease of sourcing, hiring and retaining a contingent1 workforce in 75 countries. It compiles more than 50 key data points around the availability, cost, regulation and productivity of each country�s contingent workforce. Using a proprietary formula, it assigns a numerical value to each country, comparing the difficulty of entering one labour market versus another. The CWI helps business leaders with globally expanding organisations make informed decisions that impact contingent workforce strategies.

CWI 2014 � Global Analysis



2014 Talent Shortage Survey

Why do talent shortages continue to plague global employers? In the nine years since ManpowerGroup first conducted the Talent Shortage Survey, a silver bullet has yet to be found to solve this global problem.
ManpowerGroup interviewed over 37,000 employers in 42 countries in the first quarter of 2014, and found that 36 percent globally on average report having difficulty filling jobs, the highest proportion in seven years. In Australia the results show that over 40% of employers are experiencing difficulty finding staff with the right skills. The survey of more than 1,500 employers in Australia found the most difficult jobs to fill are Skilled Trades, Engineers and Sales Representatives.

Accompanying Downloads
Insight Paper: The Talent Shortage Continues � How the ever changing role of HR can bridge the gap
2014 Talent Shortage Infographic
2014 Talent Shortage Survey Results Presentation
Interactive Talent Shortage Explorer Tool

Infographic


A Technology Roadmap for Smarter Sourcing

In the Human Age, talent is the key driver of business success. Yet, continued economic uncertainty makes it difficult for businesses to anticipate their talent needs, and threatens their ability to compete in the marketplace. Business leaders must act swiftly and creatively to engage the right talent to drive business success.

ManpowerGroup Solutions RPO has developed a strategic framework for sourcing technology that enables us to rapidly deploy tools that gives you an advantage in identifying hard-to-find candidates. Our latest Insight Paper offers practical solutions on how to turn talent sourcing technology into a strategic asset. We identified three key actions toward selecting a sourcing methodology that is effective, agile and aligned with your business strategy.

Download your copy of the White Paper and Key Findings:
A Technology Roadmap for Smarter Sourcing

Why Financial Institutions Need A Workforce Strategy


Simplify to Win in The Human Age

Amid economic volatility, the key to business relevance and success today is strategic simplification. This fosters the flexibility and agility companies need to be successful.

Our latest paper describes how constant economic, social and political shifts have permanently altered the mindsets of business leaders as macroeconomic forces continue to accelerate and converge. For instance, companies are doing more with less, technology is continually redefining how work is done and the skills needed to do it. Demographics are shifting as the talent mismatch grows, and employers are increasingly seeking specific skills to meet their customers' needs. So how can companies execute their strategy in the face of all this uncertainty? ManpowerGroup recommends that they access, mobilise, optimise and unleash the talent of their people to increase speed and agility. Simplification unleashes human potential and accelerates business success.

Download your copy of the White Paper and Key Findings:
Simplify to Win in The Human Age
2014 Organisational Agility Survey - ANZ Key Findings

 

Why Financial Institutions Need A Workforce Strategy

Why Financial Institutions Need A Workforce Strategy

The current economic environment of certain uncertainty, growing talent shortages and quickly-evolving workforce needs make it imperative to have a robust workforce strategy in place that accelerates execution of business strategy. Alarmingly, 76% of global financial companies are operating without a fully implemented workforce strategy, and more than half of financial firm respondents reported that human resources functions play little or no role in implementing business strategy. Why Financial Institutions Need a Workforce Strategy outlines talent management strategies human resources functions can use to develop and maximise their employees' human potential.

Download your copy of the White Paper:
Why Financial Institutions Need A Workforce Strategy

 

Why Financial Institutions Need A Workforce Strategy


Recruitment Process Outsourcing:
What you should look for in an RPO Provider

Recruitment Process Outsourcing (RPO) is the outsourcing or transferring of a portion or all of business's recruitment processes to an external service provider to increase efficiency and drive value.

In the paper "What You Should Look for in an RPO Provider," ManpowerGroup Solutions, the world's leading RPO provider, identifies three competencies of the best RPO providers.

They are: access to Big Data combined with analysis capability that addresses clients' unique needs, ability to micro-target talent and capacity to serve as a test lab for clients' recruiting functions.

These three competencies used jointly assure that RPO providers become client's strategic partners, add value and ensure clients have the talent they need to win. Because of ManpowerGroup Solutions' unmatched global footprint, unique access to Big Data, unparalleled global insights combined with local market expertise and an open access to the best in technology and innovation, its RPO is the preferred provider for clients worldwide.

Download your copy of the White Paper:
Recruitment Process Outsourcing:
What you should look for in an RPO Provider

 

The great talent shortage awakening: Actions to take for a sustainable workforce


The Talent Lifecycle:
How does your organisation measure up?

We all know that attracting, engaging and deploying talent is critical to organisational success. But are Australian employers getting this right?
New research by ManpowerGroup Solutions outlines the 6 stages of the Talent Lifecycle, and reveals where organisations are performing well, and where there is room for improvement.

The research asked HR leaders to reflect on the way they engage with talent, by considering the strategic, operational and transactional elements of The Talent Lifecycle. The report delves into the strengths and weaknesses of their approach, and provides insights into the different elements that make up a successful workforce strategy.

Download your copy of the Insight Paper:
The Talent Lifecycle: How does your organisation measure up?

The great talent shortage awakening: Actions to take for a sustainable workforce

The great talent shortage awakening:
Actions to take for a sustainable workforce

ManpowerGroup's eighth annual Talent Shortage Survey found that 45 percent of employers in Australia report having difficulty filling jobs due to a lack of available talent. This is the highest shortage since the start of the global recession.

In the world of 2013, the only certainty is uncertainty. Changing demographics, technological evolution and a world prone to political, economic and social shocks have created a global environment in which talent shortages are the rule rather than the exception. As business cycles have become compressed, so too have skills cycles.

Download your copy of our latest Fresh Perspective Paper:
The great talent shortage awakening: Actions to take for a sustainable workforce

Research Reports
2013 Talent Shortage Survey ANZ Results
2013 Talent Shortage Survey Global Results

 

Leading in The Human Age

Leading In The Human Age
Why an era of certain uncertainty requires new approaches to the world of work

The ecosystem of the Human Age continues to evolve. The macro-economic forces conspiring to rewrite the rules that govern our societies, economies and even our interpersonal interactions are growing not only stronger, but more inextricably intertwined. These forces are pushing and pulling in different directions, acting upon one another, and changing their impact on the world, until it becomes impossible to separate their effects - like a Gordian Knot.

In the Human Age, it is not the case that just one small change is occurring at a time, but each element of the system is dramatically transforming. That is why the Human Age continues to be so complex and chaotic and why the pace of change continues to accelerate. This is what defines the era - a sense of chaos where the only certainty is that nothing can be certain.

Download your copy of our latest Insight Paper:
Leading in The Human Age

 

Leading in The Human Age

How to advance the capabilities of today's workforce

Many companies still don't recognize the ROI offered by training when compared to the causal effect of not hiring or training new workers to replace retiring workers. A 2012 ManpowerGroup survey on this issue found that 43% of Australian and 53% of New Zealand companies just don't have formal training or apprenticeships. But companies don't entirely own this burden. Bolstering the employability of today's workforce is a responsibility shared with today's individuals, educators and governments.

To investigate the extent to which organizations use formal training and apprenticeship programmes to develop their talent, ManpowerGroup conducted research among nearly 24,000 employers in 41 countries and territories, with more than 2,900 employer across Australia and New Zealand. The research explores three distinct categories of employee: professional roles, skilled manual trades jobs and unskilled positions, and reveals the specific job roles where this kind of employee development is most likely to be targeted.

Download your copy of our latest Insight Paper:
How to advance the capabilities of today's workforce'- and find out how to attract, retain and grow talent in their markets.

Research Reports
Leveraging Talent Through Training Australia New Zealand Data Research Report
Leveraging Talent Through Training Global Data Research Report

 

How to advance the capabilities of today's workforce

Align Workforce Strategies to Achieve Business Strategy
Identify the talent demanded by businesses tomorrow, today

Talent shortages and a bifurcated landscape can make it difficult to reliably map future talent needs to business strategy, and therefore a company's ability to attract the top talent it needs. According to ManpowerGroup research, 45% of employers in Asia Pac report having difficulty filling position (significantly higher than the global one in three). With more generations in the workforce than ever before, companies need to think differently about how they structure work models and engage and motivate their people.

As talent has become increasingly scarce - and is now the key driver of economic growth - sourcing, attracting, and retaining business critical talent has become a major factor of economic importance. It's based on our unique point of view that we are able to state with confidence that, in the Human Age: Talentism is emerging as the new Capitalism. Despite this, a recent ManpowerGroup survey found that fewer than three in five employers in Asia Pacific (43%) have a developed a workforce strategy, and only 33% of businesses in Asia Pacific with 250+ staff consider HR a full partner in developing and implementing their business strategy. This falls to 15% for companies with 10 employees or fewer.

Download white paper - Align Workforce Strategies to Achieve Business Strategy

 

Align Workforce Strategies to Achieve Business Strategy

Break the Crisis and Complacency Cycle:
Get Ahead of the Global Talent Shortage

In the seventh year of a global talent crisis in which more than one-third of employers have trouble finding the talent to advance their businesses, companies are becoming complacent about the precarious position they find themselves in as they search for the right employees. As economies around the world improve, the talent crisis will only deepen, making this complacency all the more dangerous. Smart employers are developing workforce strategies closely aligned with their business strategies to solve the talent acquisition problems they face today and will face in the years to come. In the Human Age, it's this approach to business that separates the companies that merely survive from the ones that thrive and win.

Download white paper - Break the Crisis and Complacency Cycle:
Get Ahead of the Global Talent Shortage

2012 Talent Shortage Survey Results

2012 Talent Shortage Survey Results - Australia New Zealand

 

Break the Crisis and Complacency Cycle: Get Ahead of the Global Talent Shortage

Wanted : Energised, Career-Driven Youth
Unemployed Young Adults Will Drive Tomorrow's Business Success

As a series of demographic and economic shifts intensely converge, creating what ManpowerGroup identified the "Human Age," a range of population groups are being alienated from work opportunities in the global economy. Young workers are most affected and have been labeled a lost generation of workers. (See http://manpowergroup.com/humanage/) Ironically, this same population is tomorrow's workforce and the key to sustaining a competitive enterprise over the long-term. But companies worldwide must aggregate the right tools, mindsets and job training alliances to ensure that young and promising talent is enterprise-ready and will succeed over the long-term in an increasingly complex economy.

In the Human Age, economic success and failure is increasingly being determined by how companies and individuals strategically acquire and develop economically relevant skills.

Download white paper - Wanted : Energised, Career-Driven Youth

 

Wanted : Energised, Career-Driven Youth

How to Navigate the Human Age

Exactly one year ago, ManpowerGroup announced at the 2011 WEF Annual Meeting that the world had entered the Human Age, a volatile and complex new era in which access to talent has replaced access to capital as the key competitive differentiator. Soon after, a range of transformational events - including natural catastrophes, political upheaval, social unrest, economic and financial uncertainties - intensified. The new challenges and related marketplace risks are connected in their effect.

What enabled ManpowerGroup to thoroughly document indicators of the Human Age? Years spent tracking macro-economic forces, which culminated in ManpowerGroup's identification of critical and current world of work trends: Rapid technological development; shifting demographics that have accelerated a talent mismatch; and rises in customer sophistication and individual choice.

For the first time, ManpowerGroup is now publishing its most recent analysis of the Future Forces evolving the Human Age - and aligning these forces with the right people strategies.

Download your copy of the our latest Insight Papers -

How to Navigate the Human Age - Increasing Demand for Better Skills Assessment and Match for Better Results (ManpowerGroup)

How to Navigate the Human Age
- Leveraging the Growing Borderless Workforce (Borderless Talent Solutions)

How to Navigate the Human Age - Harnessing the Rising Power of Technical Professions (Experis)

How to Navigate the Human Age - Increasing Demand for Better Skills Assessment and Match for Better Results (Manpower)

How to Navigate the Human Age - Optimizing Workforce Management for
Business Results (MSP)

How to Navigate the Human Age - Leadership Mindset and Techniques that
Drive Success (Right Management)

How to Navigate the Human Age - Empowering Corporate Talent Managers with Recruitment Process Outsourcing (ManpowerGroup Solutions - Recruitment Process Outsourcing)

How to Navigate the Human Age - Innovative Workforce Solutions are the Key to Companies' Success (ManpowerGroup Solutions)

How to Navigate the Human Age - Align Workforce Strategy to Achieve
Business Strategy (ManpowerGroup Solutions - Strategic Workforce Consulting)

 

How to Navigate the Human Age

Hire and Retain
This insights paper is a follow-up from ManpowerGroup's "Manufacturing Talent in the Human Age" thought leadership and talent shortage research from earlier this year, taking it to the next level as it digs deeper to get at what are the core workplace skills and competencies that are driving the talent shortage. This piece also expands on the ManpowerGroup recommended concepts that employers should develop "Job Success Profiles" and employees should develop "Employability Profiles" that were first explored in the "Manufacturing Talent" paper. This insight piece takes these concepts to the next level, providing a template, tools and examples to create a job success profile and employability profile.

Download white paper - Hire and Retain the Best with Success Mapping:
New Models for Unlocking Human Potential

 

Hire And Retain

Borderless Workforce
This paper and research refreshes ManpowerGroup's 2008 Borderless Workforce research, shedding light on how organisations are using foreign talent to help ease skills mismatches.

Fast forward to 2011. The world has been grappling with four years of economic tumult and a stubbornly high unemployment rate. Even the juggernauts of China and India are showing signs of stress. Yet this troubled environment has only increased companies' demand for workers from foreign pools. ManpowerGroup's most recent Talent Shortage Survey of approximately 36,000 employers in 36 countries found that about one in three were unable to find the right skills.

Download white paper - Borderless Solutions to Today's Talent Mismatch World Regions Find Power in Talent Corridors

The Borderless Workforce 2011 Global Research Results

The Borderless Workforce 2011 Australia and New Zealand Research Results

 

Boarderless Workforce

Labour Market Trends in the Australian Natural Gas Industry

Natural gas is a key energy source throughout the world for both industrial production and electricity generation. Global demand for natural gas peaked at about 108 trillion cubic feet in 2007, and declined slightly during 2008 and 2009 in response to the global recession. However, long term global demand is expected to demonstrate strong and sustained growth - by about 1.8% per year through 2020 and about 0.9% per year from 2021-2035. Total demand is expected to increase over this period by 44 percent, to 156 trillion cubic feet in 2035.

Industrial demand accounts for about 40% of natural gas consumption, and electrical and residential uses for about 25% each. Natural gas is also used for a variety of other commercial and manufacturing purposes, including an increasing role as a "clean" source of energy for transportation.

The long-term increase in the demand for natural gas is driven both by a general global expansion of industrial activity and by a shift in energy preferences favoring cleaner-burning fossil fuels. These trends apply broadly across all global regions, but Asia in particular is expected to nearly double its share of natural gas consumption, from 10% of the world's total to 18%, by 2035. This shift will result largely from decisions by India and China to emphasize greener energy in their industrial development. China in particular has adopted a policy of increasing natural gas consumption by 5% per year over the next 25 years.

Download white paper

Labour Market Trends in the Australian Natural Gas Industry

"Manufacturing" Talent for the HUMAN AGE 2011 Talent Shortage Survey Results

Top 10 Jobs Employers Have Difficulty Filling in Australia

  1. Skilled Trades
  2. Sales Representatives
  3. Engineers
  4. Management/Executive (Management/Corporate)
  5. Accounting & Finance staff
  6. Technicians
  7. Secretaries, PAs, Administrative assistants & Office support staff
  8. Mechanics
  9. IT staff
  10. Customer Service Representatives & Customer Support

“Manufacturing” Talent for the Human Age
The world stands on the brink of a global employability crisis - an over-supply of available workers and an undersupply of qualified talent.
Faced with the most acute talent shortage since 2007 - before the start of the world’s first global recession - one in three employers worldwide confirm that they cannot find the talent they need to fill key vacancies within their organisation. This is a frustrating and complex conundrum for job seekers in the short-term as unemployment remains high, and employers in the long-term as forces, such as the demographic landscape, dictate the availability of talent. Therefore, the key question becomes: How can employers "manufacture" talent for the Human Age?

2011 Talent Shortage Survey
This year, Manpower expanded its sixth annual Talent Shortage Survey not only to gauge where employers are having difficulty filling available positions, but also examine why organisations are facing a lack of talent and what they are doing to mitigate these challenges. The results reveal increased difficulty finding the right talent in the wake of global economic recovery with limited effort to systematically fill the gaps-and notable regional variances.

Download white paper

Download global survey results

'Manufacturing' Talent for the HUMAN AGE

2011 Talent Shortage Survey Results

Winning in China: Building Talent Competitiveness
China has long been seen as a land of opportunity for foreign businesses, but business leaders need to make sure that developing a future proof workforce strategy to ensure they can retain and attract the right talent to achieve their objectives is at the top of their agenda. Having the right talent, in the right place and at the right time is the key to winning in the new world of work, and only those businesses that leverage HR as the key to unlock the potential of their business in China will remain competitive as the talent battle heats up.

The landscape of business is changing in China; previously Chinese employees were attracted to the benefits associated with working for foreign companies, perceiving the 'golden brands' as highly desirable places to work. However, Manpower’s 2010 Foreign and Chinese Private-Owned Companies Talent Competiveness Survey indicates that the golden era is fading for foreign companies - with 60% of Chinese employees preferring to work for Chinese private-owned companies (an increase of five percentage points when compared with the same survey in 2006).

ManpowerGroup's new Fresh Perspectives Paper, Winning in China: Building Talent Competitiveness offers insights for foreign and Chinese private-owned companies.

Download ManpowerGroup's latest Fresh Perspectives, entitled: Winning in China: Building Talent Competitiveness

Download survey results: 2010 Foreign and Chinese Private-Owned Companies Talent Competitiveness Survey


Talent Holding You Back

Is Talent Holding You Back? - Designing Workforce Strategy for Sustained Business Growth
Even as we emerge from the global recession, the talent mismatch presents a looming threat to all employers. Even those who are comfortable with where they are now need to consider how their workforce strategy will keep up with the rapidly changing world of work. Will they have the talent they need to drive their business's growth?

Increasing competition, changing demographics and demands from individuals as well as technology are placing pressures on businesses like we have never seen before. Employers need to ask themselves "Do our current workforce strategies and plans support our plans for long-term growth in this changing environment?" Given how dramatically the world has changed, and the fact that the speed of change is accelerating, the answer is probably "no."

Manpower’s new Fresh Perspectives Paper, Is Talent Holding You Back? explores the elaboration and implementation of a workforce strategy that accounts for the increasing pace of change and drives corporate growth.

Want to learn more about designing workforce strategy for sustained business growth?

Download ManpowerGroup's latest Fresh Perspectives, entitled: Is Talent Holding You Back?

 

Talent Holding You Back

World of Work Insight:
Strategic Migration-A Short-Term Solution to the Skilled Trades Shortage

Welders, electricians and other skilled trades people are hard to find when and where they are needed. Their work can’t be offshored, but they can be onshored.

Like many employers, you are probably having difficulty finding the talent you need to meet your needs and drive your business forward. You are not alone: Manpower research indicates that 31 percent of employers worldwide are having trouble filling key positions because the right talent isn't in the right place at the right time. So what is the most difficult position to fill globally? Skilled trades workers.

Finding electricians, welders, machine operators, machinists, plumbers and other skilled trades workers with the skills and experience you need is becoming more and more of a challenge. And having skilled workers that can fabricate new products, maintain physical infrastructures and keep equipment and facilities up and running is vital to business growth.

Manpower's new Work of Work Insight paper, Strategic Migration - A Short-Term Solution to the Skilled Trades Shortage, explores the causes of the current talent mismatch and the immediate actions and long - term solutions that stakeholders can use to ensure that they'll have access to the right talent when the domestic supply doesn't meet demand. We would like the chance to share this new business insight with you and discuss how Manpower can leverage its more than 60 years of experience to provide innovative workforce solutions for your business.

Want to learn more about strategic migration and the benefits it can provide?

Download white paper - Strategic Migration - A Short-Term Solution to the Skilled Trades Shortage

 

Fresh Perspectives
Teachable Fit: A New Approach for Easing the Talent Mismatch

The recession has cast a new light on talent supply and management around the world. Unemployment is persistently high in developed and even in many developing countries, yet organisations worldwide report difficulty filling key positions.

Global Talent Shortage Survey Results

  • The results of the fifth annual Talent Shortage Survey revealed that 31% of employers worldwide are having difficulty filling positions due to the lack of suitable talent.

  • In Australia, 45% of employers are having difficulty finding the right talent, which is 14% above the global average. The talent shortage appears least problematic in New Zealand with 30% of employers reporting difficulties in filling positions.

Want to learn more about a new approach of easing the talent mismatch? Download ManpowerGroup's latest World of Work insight, entitled "Teachable Fit: A new Approach for Easing the Talent Mismatch"

Download whitepaper - Teachable Fit: A New Approach for Easing the Talent Mismatch

Download global survey results

 

Fresh Perspectives
Social Networks vs. Management? Harness the Power of Social Media

A new generation, steeped in the rules and habits of the digital age, is entering the workforce in large numbers, and will soon make up the majority of employees in every company. How this generation - as well as older workers - uses social media such as Facebook, LinkedIn and Twitter to stay in touch with others has increased exponentially in just a few years. It is a phenomenon that is rapidly transforming the world of work.

With this in mind, ManpowerGroup Inc. (NYSE: MAN) recently surveyed over 34,000 employers in 35 countries and territories. The survey is intended to gauge employer attitudes toward the use of external social media in the workplace.

Download white paper -
Social Networks vs. Management? Harness the Power of Social Media

Key Findings
Australia
New Zealand

Social Networking in the Workplace

The information reported should not be construed as legal advice, nor utilised to resolve legal problems.

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