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ENTERING THE HUMAN AGE From Capitalism to Talentism

ENTERING THE HUMAN AGE From Capitalism to Talentism. ManpowerGroup Proprietary Information. Do you know?. Connect over 500,000 people to meaningful work every day. Over 10.5 million people trained. Nearly 4,000 offices across 82 countries around the world.

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ENTERING THE HUMAN AGE From Capitalism to Talentism

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  1. ENTERING THE HUMAN AGE From Capitalism to Talentism

  2. ManpowerGroup Proprietary Information Do you know? Connect over 500,000 people to meaningful work every day Over 10.5 million people trained Nearly 4,000 offices across 82 countries around the world The world’s largest outplacement firm Over 30,000 employees The global leader in Recruitment Process Outsourcing Interviewed 12 million people in 2010 The world’s largest IT professional resourcing firm Over 400,000 clients ranging from small/medium sized businesses to Global Fortune 100 companies Over 80% of revenues generated outside the U.S. Largest global vendor-neutral MSP provider Connected the potential of 4 million people to the ambition of business from the CEO level to the factory worker.

  3. ManpowerGroup Proprietary Information Globally Recognized Leader Recent Accolades America’s Most Shareholder-Friendly Company for fourth year in a row Ranked #1 in global RPO revenue First in Social Responsibility and Global Competitiveness among staffing industry Listed on FTSE4 Good Index Series Ranked 1,440th on the 2010 Global 2000 Named to the Dow Jones Sustainability Index third consecutive year 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 Ranked 143rd on the 2010 Fortune 500 Ethisphere named Manpower Inc. one of the Most Ethical Companies for 2011. Ranked #1 in Industry: Temporary Help on Fortune’s list of the World’s Most Admired Companies Ranked highest in scale, technology capability and global delivery footprint in their 2011 report One if the Greenest Big Companies in America Ranked top overall MSP performer by buyers and suppliers in their 2010 report.

  4. ManpowerGroupProprietary Information

  5. ManpowerGroup Proprietary Information We’ve evolved as you’ve evolved… 1948 2011 Temporaryhelp agency “Fire engine”company(used inemergencies) Workforcemanagementservices Employmentservicescompany Innovativeworkforcesolutionsprovider We’re evolving again to help you win in the Human Age…

  6. ManpowerGroup Proprietary Information 7 Macro-Economic Forces Changing the World The Global Readjustment Talentism Social Bifurcation TechnologicalRevolution 7

  7. ManpowerGroup Proprietary Information The post-recession brings new challenges 190 mio X2 • By 2050, Europe will have almost twice as many people over the age of 55, as under 15. More 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 50% 3rd BRIC countries represent 40% of the worldwide population and 50% global economic growth. By 2020, their GDP will more than double . If Facebook were a country, it would represent the third largest country in the world

  8. ManpowerGroup Proprietary Information 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”

  9. ManpowerGroup Proprietary Information The world is entering a new era… Eras defined by the rawmaterialspeople bent to their will. Information Age Industrial Age Stone-Bronze-Iron Age Eras defined by the domains that people conquered with ever-increasing technology.

  10. ManpowerGroup Proprietary Information The Human Age 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. Era defined by the ingenuity of individuals and of the community. This is creating complexity and opportunity in the marketplace

  11. ManpowerGroup Proprietary Information ManpowerGroup World of Work Trends:Indicators of the Human Age Source: Manpower Inc.

  12. ManpowerGroup Proprietary Information 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.

  13. ManpowerGroup Proprietary Information THE BATTLE FOR BRAINPOWER The Economist Construction holds key to rebuilding jobs market Financial Times PLUMBERS SLIP THROUGH THE CRACKS The Australian Search for a workable solution Financial Times Pilot shortages continue to plague India’s airline industry Financial Times BEWARE TALENT CRUNCH IN ELECTRONICS International Business Times Yes, the Tech Skills Shortage is Real Information Week Gray Matters in Booming China Wall Street Journal Factory Jobs Return, but Employers Find Skills Shortage New York Times TALENT RACE: UBS FILLS KEY ASIA POST Wall Street Journal NEW MANAGEMENT TALENT CRUNCH LOOMS Newsweek Firms Battle To Fill Roles Despite Jobless Jump Waikato Times China proves toughest frontier for India’s outsourcers Financial Times High Unemployment ‘is due to skills mismatch’ Reliable Plant Employers urge migration cap caution, worry skills shortage could send UK jobs overseas Associated Press Talent Shortages Continue Despite Global Recession International Business Times SKILLED JOBS ‘LOST’ IN RACE FOR A DEGREE Daily Mirror MINISTER LAMENTS SKILLS SHORTAGE Jakarta Post Germany Suffers a Labor Shortage Wall Street Journal India: Desperately Seeking Talent Businessweek Child’s play to nurture next generation of engineers Financial Times

  14. ManpowerGroup Proprietary Information The Talent Mismatch Illustrated Lack of resources creates tension on the high demand skills market Demand for skill Oversupply of low or wrongly skilled resources generates under- employment and unemployment Supply of skill Source: Confronting the Talent Crunch: A Manpower White Paper

  15. ManpowerGroup Proprietary Information 1 in 3 Employers Worldwide Can’t Find Talent PERCENTAGE OF EMPLOYERS HAVING DIFFICULTY FILLING JOBS DUE TO LACK OF AVAILABLE TALENT ManpowerGroup 6th Annual Talent Shortage Survey

  16. ManpowerGroup Proprietary Information Global Results Globally, employers report the most difficulty filling positions in the following countries: • 6 • Japan (80%) • USA (53%) • 1 • India (67%) • 2 • 7 • Argentina (52%) • Turkey (51%) • 8 • 3 • Brazil (57%) • Switzerland (48%) • Taiwan (54%) • 9 • 4 • New Zealand (46%) • Romania (54%) • 10 • 5

  17. ManpowerGroup Proprietary Information Manpower Talent Shortage Survey (2011) 36% of Belgian employers have difficulties in filling jobs as a result of talent shortage.

  18. ManpowerGroup Proprietary Information GLOBAL RESULTS: Top 10 Jobs Employers Are Having Difficulty Filling • 1 • Technicians • 7 • Accounting & Finance Staff • 2 • Sales Representatives • 8 • IT Staff • 9 • Production Operators • Skilled Trades Workers • 3 • Secretaries, PAs, Administrative Assistants & Office Support Staff • 4 • Engineers • 10 • 5 • Laborers • 6 • Management/Executives

  19. ManpowerGroup Proprietary Information Belgium - Top 10 Jobs Employers Are Having Difficulty Filling • 1 • Technicians • 7 • Accounting & Finance Staff • 2 • Sales Representatives • 8 • IT Staff • 9 • Production Operators • Skilled Trades Workers • 3 • Secretaries, PAs, Administrative Assistants & Office Support Staff • 4 • Engineers • 10 • 5 • Laborers • 6 • Management/Executives

  20. ManpowerGroup Proprietary Information Belgium - Impact on Stakeholders

  21. ManpowerGroup Proprietary Information Belgium - Reasons for Difficulty Filling Jobs

  22. ManpowerGroup Proprietary Information Belgium - Overcoming the Talent Shortage What strategies are you pursuing to overcome these difficulties?

  23. ManpowerGroup Proprietary Information Individual Choice is eliminating the one size fits all approach and elevating the need for one size fits one.

  24. ManpowerGroup Proprietary Information One Size Does Not Fit All Generation X Boomer Generation Y Traditionalist Hierarchical Immediacy Pragmatic Idealistic Born 1965-1979 Born 1980-1995 Born 1928-1945 Born 1946-1964 Each generation approaches work differently, shaped by the economic, social and political forces of their time. Tammy Erickson, Photo Credits; Alfred Eisenstaedt, Getty Images, People Magazine, Padre Steve

  25. ManpowerGroup Proprietary Information Job for life is not any more popular Job hopping is the new trend 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? 6,4 vs 3,1

  26. ManpowerGroup Proprietary Information 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

  27. ManpowerGroup Proprietary Information 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

  28. ManpowerGroup Proprietary Information In a global inter-connected world your customers know more and expect more.

  29. 30 ManpowerGroup Proprietary Information In a global inter-connected world, your customers know and expect more Job titles with corresponding salary ranges are supplied anonymously by both companies and employees 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 Company-supplied shots as well as any photos that employees have chosen to upload to glassdoor.com or share on Facebook Uncensored, detailed accounts (written by site members) of a company’s interview process and the overall experience of the applicant

  30. ManpowerGroup Proprietary Information Rapidly changing technology and greater global arbitrage increases individuals’ and organizations’ choice of where, when and how work is performed, and with whom.

  31. ManpowerGroup Proprietary Information Technology is a great liberator of global potential It allows the talented individual to undertake professional jobs anywhere in the world, and gives employers access to talent on a global scale

  32. ManpowerGroup Proprietary Information Technology has long transformed the way we work Talent can be virtually accessed anywhere Competition is everywhere

  33. ManpowerGroup Proprietary Information

  34. Job hopping

  35. ManpowerGroup Proprietary Information We Know it’s Resonating! CEO of Manpower: We Have Entered “The Human Age”

  36. ManpowerGroup Proprietary Information So, what…? Winning in the changingworld of work requires aNew Way of thinking about and approaching your workforce.

  37. ManpowerGroup Proprietary Information Are you prepared? 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

  38. There are new demands for: • Productivity • Innovation • Talent ManpowerGroup Proprietary Information The Human Age is Creating Complexity

  39. 40 ManpowerGroup Proprietary Information Structural changes are causing a fundamental shift requiring • The redesign of business models • The redefinition of value propositions • The reinvention of social systems

  40. ManpowerGroup Proprietary Information This means you need to re-examine your assumptions about:

  41. ManpowerGroup Proprietary Information How Will You Unleash Your Workforce’s Potential? • 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? Work Models • 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? People Practices • How will you improve your talent supply? • What talent strategies do I need to reach undertapped and untapped talent pools? Talent Sources

  42. ManpowerGroup Proprietary Information 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

  43. ManpowerGroup Proprietary Information People Practices 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. 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 weneed?

  44. ManpowerGroup Proprietary Information Talent Sources: Managing the Talent Ecosystem ? Communities RetiredTalent ConsultantTalent Pools PermanentEmployees ContingentTalent Pools Contract Talent Pools Crowd Outsourced Talent Pools

  45. ManpowerGroup Proprietary Information Do you have a Workforce Strategy Aligned to your Business Strategy?

  46. ManpowerGroup Proprietary Information Are you ready for THE HUMAN AGE can help you….

  47. 1 . Howmy business & organisationwillbeimpactedby these trends? ManpowerGroup Proprietary Information Demographical changes & Talent Mismatch Rising customer sophistication Individualchoice Technologicalrevolution

  48. ManpowerGroup Proprietary Information 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?

  49. ManpowerGroup Proprietary Information “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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