skill mismatch & talent mobility

October 30, 2018

Sonja van Lieshout

global public affairs manager

randstad N.V.

consultation on EU-India Employers’ Perspective on Skill Shortages and Talent Mobility

© Randstad 2018 | 2

our purpose is to support people and organizations in realizing their true potential

randstadhuman forward.

randstad in numberssecond HR services provider worldwide.

€ 23.3billion in revenue

year-end 2017

212,200permanent placements

37,930avg. corporate employees

4,858offices in 39 countries

47%women in leadership positions

668,800people we help to work every day

© Randstad 2018 | 3

our core values guide us in how we work.

© Randstad 2018 | 4

to trustWe are respectful. We value our relationships and treat people well.

to serveWe succeed through a spirit of excellent service, exceeding the core requirements of our industry.

to knowWe are experts. We know our clients, their companies, our candi-dates and our business. In our business it's often the details that count the most.

striving for perfectionWe always seek to improve and innovate. We are here to delight our clients and candi-dates in everything we do. This gives us our edge.

simultaneous promotion of all interests We see the bigger picture and take our social responsibility seriously. Our business must always benefit society as a whole.

Our values shape our culture. They help us develop, grow and better serve our clients, candidates and other stakeholders.

our key brands.

© Randstad 2018 | 5

our global presence.

Andorra Japan

Argentina Luxembourg

Australia Malaysia

Austria Mexico

Belgium Monaco

Brazil Netherlands

Canada New Zealand

Chile Norway

China Poland

Czech Republic Portugal

Denmark Romania

France Singapore

Germany Spain

Greece Sweden

Hong Kong Switzerland

Hungary Turkey

India United Kingdom

Ireland United States

Italy Uruguay

(represents over 90% of the global HR services market)

© Randstad 2018 | 6

our ultimate goal.

touching the work lives of 500 million peoplearound the world by 2030.

© Randstad 2018 | 7

future of workskills

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the new literacyproblem-solving skills using a computer.

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need for high level skillsin Science, Technology, Engineering and Mathematics.

0

10

20

30

40

50

60

70

share labor force with high education2016 – in %

age 25 to 64 age 25 to 34

0

10

20

30

40

50

60

share STEM studies in high education2015 – in %

total female male

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employment growth asks for higher skills.

share of tertiairy skills in employment

0

10

20

30

40

50

60

70

canada japan unitedkingdom

australia switzerland united states sweden netherlands france poland spain portugal germany italy

age 25 to 64 age 25 to 34

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Science, Technology, Engineering and Mathematicsskills for the future.

share of STEM in enrollment tertiairy education

-

10.0

20.0

30.0

40.0

50.0

60.0

germany portugal unitedkingdom

poland switzerland spain france sweden italy canada australia united states netherlands

total female male

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skills that will make a worker a talent.

• five years from now, over one-third of

skills (35%) that are considered

important in today’s workforce will

have changed

• creativity will become one of the top

three skills workers will need

• with the avalanche of new products,

new technologies and new ways of

working, workers are going to have to

become more creative in order to

benefit from these changes

soft

skills

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life-long learning will be key in the future of work25-64 year-olds participating in education and training in the preceding four weeks.

Source: OECD 2016

Last update: 2018-07-11

future of workmigration

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• decreasing workforces in

industrialized countries

• increasing funds needed

for pensions and

healthcare

• shift of economic power

to countries with strong

population growth

demographic challengepopulation decline and aging 2015 - 2060.

16

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demographic challengepopulation growth 2015 - 2030

Randstad Group Public Affairs 17

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patterns of migration240+ million migrants worldwide

Randstad Group Public Affairs 18

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jobs to people?

presence of suitable employees key for

(re)location of firms

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global mismatch of talentthe skills are available but not on the right location

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developments in labor demand and supplylosses in labor force mitigated by intensive migration and by increase of high-skilled workers whosupply considerably more hours worked

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people to jobs, jobs to peoplecollective action on talent mobility