Experis Permanent Placement Solutions

Editor's Notes

• #5: Let’s discuss a few trends that impact your business and change how you approach your talent strategies. And then, with these forces and trends as the backdrop, we’ll talk about the talent shortage. [just provide an overview here – we get into more detail on the following slides]
• #6: The Talent Mismatch is deepening as the working age population declines and the nature of work changes. Organizations will need agile attraction and retention strategies. Critical skills shortages will accelerate the mobility of workers and work. There will be increased pressure to keep older workers engaged longer. Continuous training and development will be required to maintain a job-ready workforce.
• #7: Don’t be fooled by unemployment rates as it relates to available talent – already there is an oversupply of labor and an undersupply of talent. Across the globe, a variety of demographic developments have led to too few people in the right age or skill groups, or the right locations. Moreover, in many parts of the world, fewer people will be entering the workforce in the next 20 years. Italy will lose 28% of its population by 2050. In order to maintain its working age population, Italy would need to start importing more than 350,000 immigrants per year or, alternatively, keep citizens working until they are age 75. OECD, “Trends in Worker Requirements and the Need for Better Information to Make More Informed Decisions in a Global Economy,” June 2007 From 2011, 10,000 baby boomers will turn 65 every day for the next 19 years. (source: Pew Research Center) Young people are twice or three times as probable to be unemployed as adults. (source: International Labor Organization) With 45 million new entrants in the global job market annually – most of them young – 300 million new jobs will be needed between now and 2015 to keep pace with the growth in the labor force. (source: Recovering from the crisis: A Global Jobs Pact, adopted by the International Labour Conference at its Ninety-eighth Session, Geneva, 19 June 2009) In North and West Africa, more than one-quarter of the population is under age 15 and unemployment rates for young people exceed 30%. (source: International Institute for Labour Studies. “Making Migration a Development Factor: The Case of North and West Africa”, 2010) To ease the shortage, developed countries will continue to offer incentives to older workers to postpone retirement and remain in the workforce longer in order to maintain adequate levels of skilled talent. Retirees may even be offered attractive incentives to re-enter the workforce. And in some emerging countries, skilled expatriates may be lured back home by opportunities resulting from economic growth fueled by foreign direct investment. Employers will also continue to look toward new talent markets that can satisfy their needs. This may provide an opportunity for some emerging markets with growing populations, such as some countries in Africa.
• #9: Rising Customer Sophistication requires businesses to deliver greater value and efficiency. Responses and solutions will need to be faster, more agile, differentiated and global. Intensified price / value compression puts increased pressure on productivity. Talent will become a key competitive differentiator. A company’s practices are under increased scrutiny – they must stand up to total transparency.
• #11: Individual Choice will be exercised by those with the skills that are most in demand. Companies need to better understand individuals’ motivations and work preferences. Strategies will be needed to attract, engage and manage the multi-generational workforce. Segmented candidate attraction models will be required. Employer brand and reputation will become increasingly important. Individuals will “own” their careers and development.
• #13: Technological Revolutions have the power to change where, when and how we work. Increased transparency has changed the definition of valuable data. Unsubstantiated information increases the importance of verification. Technology and global arbitrage increase individuals’ and organizations’ choice of where, when and how work is performed.
• #15: According to ManpowerGroup’s 2011 Talent Shortage Survey, 52% of the nearly 40,000 employers questioned stated that they were experiencing difficulty filling mission-critical positions within their organizations. That’s up from 14% in 2010. Introduce polling question and compare results
• #16: According to ManpowerGroup’s 2011 Talent Shortage Survey, 89% of the nearly 40,000 employers questioned cited candidates’ lack of experience, technical skills and soft skills as bars to employability. That’s why, despite the highest unemployment levels we’ve seen in recent history, employers are unable to find qualified people to fill open positions. Introduce polling question and compare results
• #17: Despite the slow and uneven recovery from the economic downturn and lingering high unemployment, organizations still report that they cannot find the talent they need when they need it. As we enter the Human Age, when human potential is becoming the driving force behind business growth, having the right people in the right place at the right time becomes more critical than ever. The ManpowerGroup Talent Shortage Survey we’ve been referencing – which surveyed nearly 40,000 employers across 39 countries and territories during to gauge the impact of talent shortages - here’s what U.S. employers say are the most difficult positions to fill.
• #19: 12 million interviews annually 4 million placements 400,000 clients 4,000 offices worldwide 82 countries 30,000+ employees globally $19B annual revenue in 2010
• #34: Summary of differentiators.
• #36: Benefits associated with social networking: brand building fostering collaboration and communication new talent recruitment candidate assessment professional development of employees ManpowerGroup Research: Employer Perspectives on Social Networking: Global Key Findings
• #37: Inclusive Values Engaging Practices Embracing Diversity   Clients We know our clients are the lifeblood of our business. We also recognize that as a major provider of talent, we have the opportunity to partner with most of the nation’s largest companies to change the face of the workforce today. Our clients expect best practices from Manpower to support their cultures of diversity and inclusion. To ensure this, we have created key strategies to assist our clients in achieving their diversity vision. Most significantly, Manpower partners with national, regional and local diversity-focused organizations to enhance our ability to draw on a diverse workforce. Culture How do we ensure our company is a great place for people to work and create a high-performance culture of inclusion and diversity? To accomplish this, Manpower has developed specific programs and resources in the areas of training, recruitment, retention, mentoring, and career and management development. Key initiatives include providing diversity awareness-building and education to employees; leveraging an employee-led Diversity Council; and integrating diversity into recruitment and leadership development practices. Community What makes a thriving, diverse community? It starts with people who are gainfully employed and, with employers, actively engaged in making a difference in their local communities. Manpower knows the pride a paycheck can bring, and continues to invest in the communities through our workforce development initiatives and volunteerism programs. We connect to our communities to understand what holds their members back from employment, and then we work to develop programs that can bridge that gap.