ENTERING THE HUMAN AGE From Capitalism to Talentism.
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Transcript of ENTERING THE HUMAN AGE From Capitalism to Talentism.
ENTERING THE HUMAN AGEFrom Capitalism to Talentism
Do you know?
Connect over 500,000 people to meaningful work every dayNearly 4,000 offices across 82 countries around the world Over 10.5 million people trained
Over 400,000 clients ranging from small/medium sized businesses to Global Fortune 100 companies
Largest global vendor-neutral MSP provider
The global leader in Recruitment Process Outsourcing
The world’s largest IT professional resourcing firm
The world’s largest outplacement firm
Over 80% of revenues generated outside the U.S.
Interviewed 12 million people in 2010
Over 30,000 employees
Connected the potential of 4 million people to the ambition of business from the CEO level to the factory worker.
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Ranked highest in scale, technology capability and global delivery footprint in their 2011 report
Globally Recognized Leader
Recent Accolades
America’s Most Shareholder-Friendly Company for fourth year in a row
First in Social Responsibility and Global Competitiveness among staffing industry
Ranked 1,440th on the 2010 Global 2000
Named to the Dow Jones Sustainability Index third consecutive year
Ranked 143rd on the 2010 Fortune 500
Listed on FTSE4 Good Index Series
Manpower Inc. RPO offering ranked in top 5 in HRO Today’s Global Market Leaders List
Manpower Japan helped Apple reach its goal of 90 percent customer satisfaction at its call center in Sapporo
Ethisphere named Manpower Inc. one of the Most Ethical Companies for 2011.
One if the Greenest Big Companies in America
Ranked #1 in global RPO revenue
Ranked top overall MSP performer by buyers and suppliers in their 2010 report.
Ranked #1 in Industry: Temporary Help on Fortune’s list of the World’s Most Admired Companies
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We’ve evolved as you’ve evolved…
We’re evolving again to help you win in the Human Age…
1948 2011
Temporaryhelp agency
“Fire engine”company
(used inemergencies)
Workforcemanagement
services
Employmentservicescompany
Innovativeworkforcesolutionsprovider
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Macro-Economic Forces Changing the World
7
7
The Global Readjustment
Social Bifurcation
Talentism
TechnologicalRevolution
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50%
The post-recession brings new challenges
X2More than 190 million people live outside their countries of birth – 3% of the world's population. Roughly one of every 35 persons in the world is a migrant, and their number is growing at almost 3% annually
190 mio
If Facebook were a country, it would represent the third largest country in the world
3rd
By 2050, Europe will have almost twice as many people over the age of 55, as under 15.
BRIC countries represent 40% of the worldwide population and 50% global economic growth. By 2020, their GDP will more than double .
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Capitalism Talentism
The implication is that talent - as capital once was - is becoming the scarce resource in the economic world and a nation or
corporation’s means of attracting, mobilizing and liberating talent will be a key competitive differentiator.
Human potential will be the major agent of economic growth, and how to unleash then leverage that potential will be the key
question organizations will need to answer
Talent is emerging as the new “IT”
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The world is entering a new era…Eras defined by the raw materials people bent to their will.
Eras defined by the domains that people conquered with ever-increasing technology.
Stone-Bronze-Iron Age
Industrial Age
Information Age
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The Human Age
Era defined by the ingenuity of individuals and of the community.
The world has entered a new age and it’s having profound effects on
people. It will be the power of human potential that drives
companies and communities forward.
Human Potential will become the major agent of economic growth,
as the world’s only source of inspiration and innovation.
This is creating complexity and opportunity in the marketplace
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ManpowerGroup World of Work Trends:Indicators of the Human Age
Source: Manpower Inc.
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Demographics and the talent mismatch are increasing the pressure to find the right skills in the right place at the right time as working age populations decline, economies rebound, emerging markets rise, and the nature of work shifts.
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Pilot shortages continue to plague India’s airline industry Financial Times
TALENT RACE: UBS FILLS KEY ASIA POST
Wall Street Journal
BEWARE TALENT
CRUNCH IN
ELECTRONICS
International Business Times
PLUMBERS SLIP THROUGH THE CRACKSThe Australian
Employers urge migration cap caution, worry skills shortage could send UK jobs overseasAssociated Press
Talent Shortages Continue Despite Global RecessionInternational Business Times
SKILLED JOBS
‘LOST’ IN
RACE FOR A
DEGREE
Daily Mirro
r
MINISTER LAMENTS SKILLS SHORTAGE
Jakarta Post
Firms Battle
To Fill Roles Despite Jobless Jump
Waikato Times
NEW MANAGEMENT TALENT CRUNCH LOOMS
Newsweek
THE BATTLE FOR BRAINPOWER The Economist
High Unemployment ‘is
due to skills
mismatch’
Reliable Plant
Construction holds key to rebuilding
jobs market Financial Times
Factory Jobs Return,
but Employers Find
Skills Shortage
New York Times
India: DesperatelySeeking TalentBusinessweek
Gray Matters in Booming China
Wall Street Journal
China proves toughest
frontier fo
r India’s
outsourcers
Financial Tim
es
Search
for a
workab
le solutio
n
Financial Tim
es
Germany Suffers a Labor ShortageWall Street Journal
Child’s play to nurture next generation of engineers
Financial Times
Yes, the Tech Skills Shortage is RealInformation Week
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Lack of resources creates tension on the high demand skills market
Oversupply of low or wrongly skilled resources generates under- employment and unemployment
Source: Confronting the Talent Crunch: A Manpower White Paper
Demand for skill
Supply of skill
The Talent Mismatch Illustrated
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1 in 3 Employers Worldwide Can’t Find TalentPERCENTAGE OF EMPLOYERS HAVING DIFFICULTY FILLING
JOBS DUE TO LACK OF AVAILABLE TALENT
ManpowerGroup 6th Annual Talent Shortage Survey
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1
2
4 9
8
5
7
3
10
6Japan (80%)
India (67%)
Taiwan (54%)
Romania (54%)
USA (53%)
New Zealand (46%)
Argentina (52%)
Turkey (51%)
Switzerland (48%)
Brazil (57%)
Globally, employers report the most difficulty filling positions in the following countries:
GLOBAL RESULTS
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36% of Belgian employers have difficulties in filling jobs as a result of talent shortage.
Manpower Talent Shortage Survey (2011)
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Technicians1
Sales Representatives2
3
Engineers4
Laborers5
Management/Executives6
Secretaries, PAs, Administrative Assistants & Office Support Staff
10
Accounting & Finance Staff7
IT Staff8
Production Operators9Skilled Trades Workers
GLOBAL RESULTS:Top 10 Jobs Employers Are Having Difficulty Filling
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Technicians1
Sales Representatives2
3
Engineers4
Laborers5
Management/Executives6
Secretaries, PAs, Administrative Assistants & Office Support Staff
10
Accounting & Finance Staff7
IT Staff8
Production Operators9Skilled Trades Workers
20
Belgium - Top 10 Jobs Employers Are Having Difficulty Filling
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Belgium - Impact on Stakeholders
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22
Belgium - Reasons for Difficulty Filling Jobs
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What strategies are you pursuing to overcome these difficulties?23
Belgium - Overcoming the Talent Shortage
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Individual Choice is eliminating the one size fits all approach and elevating the need for one size fits one.
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One Size Does Not Fit All
Traditionalist
Born 1928-1945
Boomer
Born 1946-1964
Generation X
Born 1965-1979
Generation Y
Born 1980-1995
Tammy Erickson, Photo Credits; Alfred Eisenstaedt, Getty Images, People Magazine, Padre Steve
PragmaticPragmatic ImmediacyImmediacyIdealisticIdealistic
Each generation approaches work differently, shaped by the economic, social and political forces of their time.
Hierarchical Hierarchical
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Job for life is not any more popularJob hopping is the new trend
Manpower Belgium survey – 2011
6,4 vs 3,1
How many employers do you expect to have once you reach the age of retirement?How many employers did you effectively have at the end of your career?
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Skilled individuals – in increasingly short supply – will dictate their terms to employers, of how, where
and when they work
They will gravitate toward industries which offer the best commitment to corporate sustainability, and offer the best career development options
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Customers have more access to information, experts and lower cost channels which increases visibility and subsequent pressure on companies to deliver value. Employers have become more sophisticated in assessing their workforce and are looking for specific skills that enable their companies to do more with less to meet ever-rising consumer needs
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In a global inter-connected world your customers know more and expect more.
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30ManpowerGroup Proprietary Information
Job titles with corresponding
salary ranges are supplied
anonymously by both companies and
employees
Company-supplied shots as well as any
photos that employees have
chosen to upload to glassdoor.com or
share on Facebook
Company rating, accolades, and a CEO rating (by site members) but focuses more on the uncensored text reviews from a company’s applicants, employees and alumni
Uncensored, detailed accounts (written by site members) of a company’s interview process and the overall experience of the applicant
In a global inter-connected world, your customers know and expect more
Rapidly changing technology and greater global arbitrage increases individuals’ and organizations’ choice of where, when and how work is performed, and with whom.
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It allows the talented individual to undertake professional jobs anywhere in the world, and gives employers access to talent on a global scale
Technology is a great liberator of global potential
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Technology has long transformed the way we work
Talent can be virtually accessed anywhereCompetition is everywhere
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Job hopping
We Know it’s Resonating!
CEO of Manpower: We Have Entered “The Human Age”
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So, what…?
Winning in the changingworld of work requires aNew Way of thinking about and approaching your workforce.
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ManpowerGroup has found that:
• 46% of HR leaders globally consider their talent gap a risk to achieving their business strategy
• Just 27% of HR leaders feel their business has the talent it needs to win
• Only 25% of HR leaders feel their current workforce is agile enough to react to future market forces
Are you prepared?
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The Human Age is Creating Complexity
• There are new demands for:ProductivityInnovationTalent
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Structural changes are causing a fundamental shift requiring
40
• The redesign of business models
• The redefinition of value propositions
• The reinvention of social systems
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This means you need to re-examine your assumptions about:
Talent Sources
People Practice
s
Work Models
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How Will You Unleash Your Workforce’s Potential?
Work Models
People Practices
Talent Sources
• Today’s practices were created with out-dated assumptions – so why are will still using them?
• What new practices will we need in order to attract, develop and retain the talent?
• How will you improve your talent supply?• What talent strategies do I need to reach undertapped
and untapped talent pools?
• How do we manage the talent ecosystem to drive productivity?
• How do we manage a diverse and virtual workforce?• How do we inject flexibility into our workforce mix?
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Work Model Trends• Specialization of Work – more and more segmentation and specificity
of work being demanded, particularly of knowledge work.
• Extreme Specialization of Work – dividing work into smaller and smaller tasks and distributing them via the Internet to many people
• Virtualization of Work – increasingly work is being performed from home by fulltime remote workers or contractors choosing more flexibility to choose when how and where they work
• Increase of Freelancers – more people are willing to work on an outcome basis so that they can choose the work that they want to do, even at the risk of not being paid.
• Shift from Employee to Contestant – a rapid rise of virtual marketplaces pitting contestants against each other to win work
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People Practices
Need to rethink:• What is a job vs. job description vs. success profile?• What is an employee?• What is leadership? • What is development?• How do we pay and for what?• How do we drive productivity and innovation through our people
practices?• What are the new ways of thinking about and approaching work to
accelerate business performance and get access to the talent we need?
Management theory and people practices of today were developed in the 20th century, before globalization, desk top computers, PDAs and the transparency created by the web.
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Talent Sources: Managing the Talent Ecosystem
PermanentEmployees
CrowdOutsourcedTalent Pools
ContractTalent Pools
ConsultantTalent Pools
RetiredTalent
?Communities
ContingentTalent Pools
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Do you have a Workforce Strategy Aligned to your Business Strategy?
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Are you ready for
THE HUMAN AGE
can help you….
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Demographical changes & Talent Mismatch
Individual choice
1 . How my business & organisation will be impacted by these trends?
Rising customer sophistication
Technological revolution
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2. How do I face the new challenges of The Human Age?
Organise talent• Do I have the right work models in
place to unlock the human potential that will drive my business forward?
• How do I inject flexibility in my workforce mix?
Attract talent• Have I identified the skills and talent
that will be critical to my business?
• Is my employer brand strong enough to attract new talent?
Develop talent• Am I using technology to liberate
human potential? What about social networks?
• How can I ensure the talent I have, fits my business models, now and in the future?
Manage talent• Am I earning loyalty, respect and
engagement from my employees?
• How do I manage a diverse and virtual workforce in an increasingly volatile and shifting world? Which leadership style & people governance will suit the Human Age?
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“Companies who are able to harness the passion and innovation of the human spirit will be those that will win in this new and complex world where we have to do more with less”
Jeff Joerres, Chairman & CEO ManpowerGroup
World Economic Forum, Davos 2011
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More insight & vision?
www.manpowergroup.com/humanage
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Innovative Workforce Solutions that Power the World of Work
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