Navigate the Human Age: Better Skills Assessment and Matching

HOW TO NAVIGATE
THE HUMAN AGE
Increasing Demand for Better Skills Assessment
and Match for Better Results

HOW TO NAVIGATE THE HUMAN AGE:
Increasing Demand for Better Skills Assessment and Match for Better Results 1

2 HOW TO NAVIGATE THE HUMAN AGE:
Increasing Demand for Better Skills Assessment and Match for Better Results

ManpowerGroup’s role as a navigator and innovative For the first time in its history, ManpowerGroup is
workforce solutions provider in the fast-changing now publishing its most recent analysis of the Future
world of work was affirmed in 2011 at the World Forces evolving the Human Age – and aligning these
Economic Forum Annual Meeting in Davos,
forces with the right people strategies.
Switzerland when ManpowerGroup CEO Jeff Joerres
identified that the world had entered the Human Age. The Human Age evolved quickly on the heels of

What enabled ManpowerGroup to thoroughly historic technological, demographic and
document indicators of the Human Age? Years geopolitical shifts, rivaling the impact of other
spent tracking macro-economic forces, which transformational eras such as the Bronze, Iron,
culminated in ManpowerGroup’s identification of Space and Information ages – as it’s marked by
critical and current world of work trends: rapid
the rise of talentism. The new capitalism, talentism,
technological development; shifting demographics
puts unprecedented value on talent as the driver
that have accelerated a talent mismatch; and rises
in customer sophistication and individual choice. of business success.

FUTURE FORCES

Bifurcated World:
the reversal
growth model

Human
The Human Adjusting to a Dynamics: the
Age:
Transforming
New Ecosystem: scarcity and
abundance
the ecosystem The Human Age inversion

Riding the Wave:
the continuous
technology
evolution

Source: ManpowerGroup

In the Human Age, companies will have to navigate THEY’RE NOT DECISIONS. KNOW
continued growth of emerging markets, globalization, WHAT THE IMPORTANT AND
competition for employees – who will be pickier about
RELEVANT FACTS ARE THAT YOU

”
potential employers – and the usage of increasingly
NEED TO LOOK AT.
sophisticated technologies. Firms will face shortages
of crucial skills, called a mismatch, because of the KEVIN WHEELER, FOUNDER
AND CHAIRMAN, FUTURE OF
large number of people unable to find work. Higher TALENT INSTITUTE
unemployment rates than in previous eras are likely to
be a fixture of the Human Age. ManpowerGroup has framed the impact of
continually shifting economic and geopolitical
In addition, these organizations need to address tectonic plates. But extensive change that
heightened access to information and rising transformed the world in 2011 is triggering
expectations for companies to be more socially additional profound change in 2012. Banking
responsible. Combined, these factors necessitate missteps and a debt crisis in Europe upended
proactive, innovative and flexible workforce long-standing leadership coalitions in Greece and
management strategies. Italy, and threatened the future of the Euro as a
shared currency. The Arab Spring, spurred and
In a series of research papers, based partly on
nourished by the rising influence of social media,
interviews with leading human resources experts,
toppled Libya’s dictator of more than three
ManpowerGroup prescribes a one-size-fits-one
decades and placed other regimes, most notably
model to employee recruitment and development.
Syria, in the headlines. Unrest even extended into
Companies need to listen more carefully to Russia where December saw massive crowds
workers in fashioning terms of employment – stage government protests. At the root of these
including not only where and when someone movements was dissatisfaction over the economy,
works but how they might advance their careers particularly among younger generations troubled
through development programs, “stretch” by uncertain job prospects. They represent a huge
assignments and promotions. ManpowerGroup piece of today’s unemployed. And despite surging
also recommends heightening collaboration unemployment figures, the world’s talent shortage
between companies, companies and government persists, as employers refine and upscale skills
and educational institutions, and between requirements to ensure that they create a
companies and individuals to solve complex talent workplace that inspires constant innovation
shortages and mismatches. against demands for productivity.

ManpowerGroup suggests freer sharing of The last quarter of 2011 saw hopeful signs in the
information and striking the right balance in U.S. economy, most notably an improved job
permanent to contract workers. The right temporary outlook and increases in housing starts and
to permanent mix allows organizations to inject consumer confidence. In December, a poll of
needed skills in a faster, less costly manner. Such three dozen leading economists by the
speed enables companies to anticipate the more Associated Press projected faster U.S. economic
rapidly changing conditions of the Human Age. growth in 2012 – provided Europe’s problems

“
don’t escalate into a global crisis. Yet the 8.5
IT’S REALLY IMPORTANT TO percent U.S. unemployment rate, nearly double
UNDERSTAND THAT FACTS AND the figure from the millennium, overshadowed
DATA ARE JUST FACTS AND DATA. these small gains and created a nagging



1
2

HAPTER
CHAPTER
uncertainty. Many Americans no longer felt as “The number of disrupting and transformational
secure in their careers or the ability of the country
COUNTRY AND REGIONAL PERSPECTIVES shaking the world seems toto political
events
to guarantee their way of life. Joblessness, debt
ranging from natural catastrophes
be growing,

and the prospects for a stronger recovery beyond upheaval, from social unrest to economic and
the sluggish 1-2 percent GDP of the first three financial uncertainties,” Joerres says. “These new
quarters of 2011 will assume center stage in what challenges and risks are connected, if not in their
is expected to be a hotly contested U.S. cause, than certainly in their effect.”
presidential election later now two years into its recovery. From
The global economy is this year. regions where credit is reaccelerating and signs of
the outset, it was expected to be a multispeed recovery—the overheating are emerging. Meanwhile, the economies
The world is a much different place than it was
In the Asia-Pacific region, China’s economic that the
April 2009 World Economic Outlook projected at the center of the recent crisis, the United States
engine rumbled along, albeit withthe fastest bymicro-
economies that would be growing
the first 2011 were and Europe, haveago, as extensive change ese
one year substantial excess capacity. Th unfolded quickly
those that had avoided large precrisis imbalances, had seen divergences have important implications for This more fact-
at the dawn of the Human Age. the

1
2
signs of trouble. The whopping 10.4 percent
the smallest output collapses during the crisis, and had the outlook, risks, connected universe each region.events in
dense, and policy priorities in has sent
growth in 2010 dropped a percentage point Two years Therefore, this chapter highlights the extent to which
CHAPTER

most room for policy maneuvering after the crisis.
motion that previously would have taken years to
through September 2011. Moreover, withthe contours
later, that picture is broadly unchanged, but its aging regions diﬀer in their cyclical positions.
population, the country faces a looming skillsCOUNTRY ANDare large disparities in some
Similarly, there REGIONAL PERSPECTIVES
of the recovery are clearer (Figure 2.1). Some advanced unfold. Themes that evolved most clearly in 2011 will
gap.
economies have significant output gaps and elevated
Who will replace these workers over the next two economies’ external positions. Past workforce management in
have a major impact on issues of the World
unemployment rates; many low-income countries are grow- Economic Outlook have stressed beyond.for exter- to
months ahead – and the need Read on
decades? Japan but sustainable rates; and there are signs of
wrestled with the aftermath of
ing at rapid nal rebalancing in some regions—most notably the
its catastrophic tsunami, which disrupted economies. understand how to address challenges stemming
overheating in a number of emerging market The global economy is now emerging Asia—to reduce global
United States and two years into its recovery. From regions where credit is
manufacturing and supply chains and left the outset, it wasfrom these latest multispeed recovery—the that
the vulnerabilities. Thto chapter revisits this topicEmployers overheating are emergi
expected is be a developments. to
April 2009 World Economic Outlook projected that the at the center of the rec
country re-thinking its atomic energy future.economies that would be growing the extent toby 2011 will ensureand Europe, have subs
Plus, highlight, where relevant,
successfully respondfastest which regions
the
to these tests were their
The uneven nature of this recovery can be seen that had avoided large precrisis imbalances, had seen
those in diverge in their external (current account balance)
its population is aging quickly. future and competitive advantage. divergences have impo
the output gaps across regions (Figure 2.2).the smallest positions.collapses during the crisis, and had the
Emerging output outlook, risks, and pol
most room for policy maneuvering after the crisis. Two years Therefore, this chapter
Asia and much of Latin America are now operating The chapter begins by assessing the outlook and key
later, that picture is broadly unchanged, but the contours regions diﬀer in their c
close to potential, and there are economies of theserecovery are clearer (Figure 2.1). Some advanced
in the policy challenges in the regions where large output Similarly, there are l
economies have significant output gaps and elevated economies’ external po
unemployment rates; many low-income countries are grow- Economic Outlook have

GLOBAL AVERAGE
Figure 2.1. Global Average Projected GDP GROWTH
ing at rapid but sustainable rates; and there are signs of
Real GDP Growth during 2011–12 emerging market economies.
overheating in a number of
nal rebalancing in som
United States and eme
(Percent) vulnerabilities. This ch
PROJECTED 2011-2012 % highlight, where releva
The uneven nature of this recovery can be seen in diverge in their externa
the output gaps across regions (Figure 2.2). Emerging positions.
Asia and much of Latin America are now operating The chapter begins b
close to potential, and there are economies in these policy challenges in the

Figure 2.1. Global Average Projected Real GDP Growth during 2011–12
(Percent)

Below 0
Between 0 and 2
Between 2 and 4
Below 0
Above 4 Between 0 and 2
Insufficient data Between 2 and 4
Above 4
Insufficient data
Source: IMF staff estimates.
Note: Projections are not provided for Libya due to the uncertain politicalIMF staff estimates.
Source: situation.
Source: IMF staff estimates
Note: Projections are not provided for Libya due to the uncertain political situation.

International Monetary Fund | April 2011 59

A B I F U R C AT E D W O R L D practices they say give emerging markets an
unfair competitive advantage. Their governments
With a few fits and starts, emerging markets must answer increasingly to popular resentment
continued their strong performances, while more over the waves of jobs that have moved overseas
established economies declined in market share or have been filled by better trained immigrants.
and influence. In 2011, India’s GDP rose more
than 7 percent and Brazil’s above 6 percent. U.S., A result of this growing tension is a rising sense of
UK and Japan GDP growth rates floundered at protectionism over skilled talent. Identifying,
about 2 percent or less. Separately, a study by the managing and re-strategizing roles for in-demand
research groups Moody’s Analytics and McKinsey talent is now a top priority among CEOs. Yet
Global Institute found that U.S. companies would companies need to collaborate with governments
have to create 21 million jobs over the next eight to fulfill this goal. In a recent PwC study, a majority
years to return the country’s unemployment rate of CEO respondents determined that creating and
to 5 percent. Many of these jobs will require fostering a skilled workforce is a commitment to
preparation that current educational and be shared with governments, in order to achieve
vocational systems are not equipped to provide. public outcomes.

China’s $2.85 trillion in reserves are nearly double At the same time, the accumulation of wealth has
the total reserves of Spain, Portugal, Italy and Ireland fostered deep divides within populations both in
combined. The Economist predicts that the emerging and established markets. The rich can
country’s purchasing power parity by the end of afford not only a more comfortable lifestyle, but
2012 will equal the U.S.’s. According to the the education to maintain their status. This
International Monetary Fund, the country accounts frustrates the poor who, with rare exceptions, lack
for 40 percent of the world’s use of base metals, resources needed to improve their lot. These
testimony to the power of its manufacturing sector. self-perpetuating cycles kindled Middle East angst
and unsettled population groups throughout
A study by the bank HSBC predicts that by the Europe, the U.S., the Far East and Latin America.
end of this decade emerging markets’
contributions to world economic growth will The educational divide itself has also intensified
almost double those from established markets. the skills mismatch. In ManpowerGroup’s 2011
(Four decades ago, established markets’ Talent Shortage Survey, one-third of more than
contributions approximately tripled those of 36,000 companies worldwide said they were
emerging markets.) The markets’ contributions struggling to fill positions. The mismatches have
are roughly even now. Moreover, the younger hit countries with a double-whammy, hamstringing
populations of many emerging markets – among businesses while exacerbating tensions between
them India, Brazil and Vietnam – are an advantage the employed and unemployable.
over more established economies. These
countries have also developed faster-growing THE SCARCITY AND
domestic markets fueled largely by increases in ABUNDANCE
discretionary income. INVERSION
The shifting balance in world economic power has In the Human Age, resources that were once
sparked tensions between and within countries plentiful are now limited, while others that were
and organizations. Fading powers now look limited are no longer so. Such reversals stem
enviously at foreign upstarts and question labor partly from the Great Recession of 2008 and a



GLOBAL SCENARIOS 2010-2020, A BUMPY RIDE IN
A MULTI-SPEED WORLD?
Developed World Economically Strong (US, Eurozone, UK, Japan)

Series of significant global financial crisis centers in Global economic rebalancing continues on track but
emerging markets without major financial crisis
Social and political tensions increase and boil over in World GDP resumes growth track of 1990's through
several emerging market nations creating instability 2007 with rapid growth in absolute levels of GDP and
and movement away from market economy and per capita GDP growth througout most of the world
democracy
Developed world deleverages and addresses fiscal
Commodoties demand/supply in rough balance imbalances through growth and sound economic
policies
Global economic rebalancing largely stalls out
Competition for commodities intensifies (oil, water,
Developed world, and particularly US, continue to be food issues at center of cross national conflicts)
most important economic player
Developed world savings and foreign direct
investment sufficient to rebalance trade and capital
flows with emerging markets
Emeriging market consumption and investment
become engine of world economic growth

Big Emerging Big Emerging
Markets Very
Markets Strong Strong (China,
to Moderate India Brazil)

Series of significant global financial crises take place Series of significant global financial crises centered in
developed economies
Developed world remains overindebted and emerging
markets lack sufficient domestic investment and Global rebalancing accelerates with India and China
consumption to sustain economic growth combined economies passing size of US economy by
2020 at current exchange rates
World economy stagnates with per capita income in
developed world declining and flattening out in Commodity demand/supply in rough balance
emerging world
Developed world forced by market pressure to
Social and political tensions increase and boil over in reduce fiscal deficits, to deleverage and to reduce
several nations creating instabilities. Movement away trade imbalances
from market economy and democracy
Social and political tensions increase and boil over in
Prospects for Europe and Japan dismal in 2020's several developed world nations creating instability
due to aging of population and inability to liberalize and movement away from market economy and
immigration and domestic labor market democracy
Commodity glut Increase in emerging market military power and
reduction in relative power of developed world nations
Prospects for US merely poor in 2020's since its (particularly US) creates conditions for major military
population is about 10 years younger miscalculations and misadventures
Declining developed world military power creates
conditions for military miscalculations and
misadventures by emerging market nations

Developed World Economically Weak

Source: McKinsey and ManpowerGroup analysis

fundamentally changed financial world. Chastened have spurred government to cut spending on
by declining revenues, companies have had to social services. This dynamic has simultaneously
adjust their philosophies about the use of created a scarcity and abundance inversion: fewer
resources – natural, financial and human. They’ve benefits have led to increased stress among
switched to smaller staffs and have been people who no longer felt protected by
exceedingly cautious about adding employees at longstanding social safety nets. This comes as
greater expense, or without proof that additional many populations are aging, increasing the need
talent would add benefits. Cost considerations for these nets.

The number of workers with adequate skills has per year, according to some reports. Sales of
decreased. Among the top 10 jobs most in censors that collect data in mobile phones rose
demand in 2011 were engineers, technicians, dramatically last year.
sales representatives, production operators, and
In late 2011, Apple introduced its latest version of
accounting and finance staff. The same types of
its celebrated iPhone, complete with artificial
professionals were similarly among the 10 most
intelligence that allows users to send emails
needed in 2010 and in previous years. Across
without typing. The company’s iPad sales have
these professions and others exists a lack of
general business skills, including communication, soared every quarter since the product’s launch in
management and collaborative skills. The gaps January 2010–with more than 160 percent for the
are particularly acute in certain emerging countries last half of 2011. Search engines and analytical
– Vietnam, among others – where education and software have grown steadily more powerful and
training systems have not kept pace with growth accurate. It’s now common to receive multiple
and the sort of business environment that breeds answers to search inquiries instead of one or two.
experience is less evolved. Among the major workforce implications for
companies: They can now track employees, find
Nearly three in 10 employers in a ManpowerGroup
talented job candidates and spread their employer
survey said that lack of experience is a key barrier
brand more easily. Of course, these advances
to filling vacancies. This is partially due to
have made organizations more open for
advances in technology that have made some
inspection. The flow of increased information is a
roles obsolete while creating new, more technical
two-way street.
tasks everywhere from corporate offices to plant
floors. Natural resources, even food and water, The number of older people has increased and
are scarcer. This has placed new burdens not will continue to grow in key economies for
only on populations and governments, but
decades. By 2050 in Europe, there will be twice
businesses to keep costs down and operate with
as many people older than 65 as people younger
greater efficiency.
than 15. China’s over-65 population will soon be
But information once coveted and protected like a larger than the number of U.S. citizens. The
fine wine is now copious, easily accessible via number of employees eligible for retirement in the
improved gadgetry and online services that are U.S. now outnumber teens. A Pew Research
themselves more abundant – mobile devices, Center study predicts that over the next two
tablets, search engines, social media and blogs. decades, 10,000 baby boomers will turn 65 every
According to a 2010 report by the day. Populations are aging in countries as
telecommunications firm Ericsson, there were disparate as Germany and Japan. They are more
approximately 5 billion mobile phone subscribers youthful in India, Vietnam and Brazil, an edge for
worldwide from a world population of just under 7 those rising economic stars going forward.
billion, with companies adding another 2 million
subscribers per day. A separate report found that In the past, these older groups were considered a
visits to social networking sites rose 24 percent in burden but because of progress in healthcare,
2010. More recently, YouTube said that its users people are living longer healthier lives. As such,
downloaded 24 hours of video per minute. The they will represent an opportunity for improving
number of smart phones is increasing 20 percent workforce quality.



Workforce diversity is hitting new heights as well. world, or times when someone cannot reach us.
Companies have learned that hiring people from In the Human Age, we have become all-day
different ethnic groups and cultural and ethnic networks, able to act or respond immediately to
backgrounds helps them understand consumers many different situations. A business deal that
and generate business in new markets. A diverse begins in Tokyo on a Monday for a global
workplace requires heightened sensitivities and corporation may continue uninterruptedly for days
flexibility. Management techniques in Brazil may and involve employees and consultants from
not resonate in Indonesia, although they may be multiple time zones. Ideas may come from
just right in France, or the reverse. One major U.S. one-time economic outposts or collaborations
financial services firm that has recently expanded between people who never meet but know each
overseas hired consultants to help senior other virtually. An executive who used to wait days
executives communicate better with foreign
to make a decision can now collect data from a
employees and sent managers to these countries
cloud, crunch numbers on a smart phone, and
to familiarize themselves with the cultures. A
solicit the opinions of his most knowledgeable
whole cottage industry of consultancies has
experts via software applications that allow
sprouted teaching global behaviors.
organizations to survey organizations in hours.
TECHNOLOGY Improved, more affordable and widely used, these

EVOLUTION resources themselves are adding users by the
thousands every minute, round-the-clock.
This paper has already touched on the prolific
growth of information, a result of technological Among technologies that bear highlighting because
evolution that has made the collection, sharing and they are likely to play a significant role in workforce
analysis of information faster and more efficient. management and other business issues are:
Devices are smaller but more powerful and multi-
• eReading tablets that provide access
faceted. Indeed, people use mobile phones more for
to information that leads to a more
data storage and exchange than telephoning.
informed workforce.
Previously inaccessible information is now public
• So-called Near Field Communication
domain, but an overwhelming availability of
devices that automate major parts of the
qualitative information is upping the need to curate
transactional experience. This technology
or categorize and optimize data more strategically.
creates greater efficiency but at the loss of
As a result, skills in curating and analyzing data
now trump the need for search experts. jobs. Companies may help employees who
Furthermore, excessive information exists on how worked in this area to develop other skills.
organizations operate and their existing and
• Teleconferencing and related products will
potential workers – blurring the lines between
allow companies to employ larger numbers
personal and public space. Employers will have to
of talented, virtual workers who formerly
delicately balance utilizing personal data to identify
would not have been attainable. The
talent and unlock the potential of individuals,
number of virtual workers has been rising
without violating their privacy.
steadily because these arrangements lead
Networks that allow individuals to link together are to cost savings in travel and office space,
tighter knit. There are increasingly fewer places not to mention more satisfied, productive
from which we cannot connect to the rest of the employees. A 2010 report predicted that

more than 1 billion people would soon be workplace-related questions. These tools
working virtually—more than 30 percent of help companies match positions to people
the global workforce. and tailor training and career planning that
leads to higher worker satisfaction with its
• Mobile personal platforms and applications
myriad benefits.
that facilitate access to information and
communication will enhance recruiting, R E C O M M E N D AT I O N S
employee engagement, collaboration and
FOR A CHANGED
productivity. Individuals can use these
ECOSYSTEM
global systems 24 hours.
New eras require new ways of doing
• BigData products and services enable
business; which means strategies, processes
individuals to effectively use unprecedented
and leadership.
quantities of information that previous
systems could not process. BigData can Central to Human Age leadership is an
help companies develop better understanding that companies will only fare as
management strategies, particularly at well as their employees. The quality of these
companies with tens of thousands of workers will depend on the execution of a strong
employees and locations worldwide, and workforce management strategy – crafted and
improve understanding of markets. BigData championed by senior executives.
may also help companies fine-tune
recruiting by enabling them to identify talent Indeed, management will set the tone for their
gaps quickly and pinpoint candidates organization’s embrace of fresh thinking on
globally who can fill these openings. recruiting, skills and career development, work
BigData has already had tangible benefits at environment and the balance of full-, part-time
consumer electronics retailer Best Buy. The employees, and outside contributors connected
Minnesota US-based company created an through virtual networks. Human Age leaders must
online platform for its more than 100,000 embrace conceptualizing and strategizing the
employees at 1,500 locations in the U.S., practical use of data to reap maximum benefits.
Canada, Mexico and China to share They will understand a business’s obligation to
customer feedback and offer suggestions nurture workers, leading more on the pull side of
to senior managers. The company has push-pull management, asking more questions to
used this input to make decisions related to understand what their people need, instead of
national marketing and in-store advertising, ruling by decree. This requires organizations to
among other issues. engage people more personally to understand their
needs. The Human Age leader will be able to adapt
• Social Networking allows companies to
to fast-changing conditions and be open to new
promote their employer brand, stay in touch
workforce management technologies and
with potential job candidates and engage
methods. The Human Age leader will be
people within and outside the company to
comfortable working with different cultures, even as
solve specific problems.
he or she ensures that the organization is operating
• Gamification processes, deployed with according to a common philosophy and standards.
Funware, are being used to record job The Human Age leader will promote collaboration
seeker and employee reaction to a range of and appreciate the value of creativity,



“ WHAT WE COMMUNICATE TO OUR
EMPLOYEES IS THAT YOU HAVE TO
ManpowerGroup holds that major HR initiatives
should drive more flexible workplace modeling,
source better talent and evolve people practices
OWN YOUR DEVELOPMENT. relevant in real time, which in turn solve issues
YOU’VE GOT TO BE THE ONE TO brought about by the Human Age.
DO MOST OF THE PULLING IN
NEW WORK MODELS
TERMS OF TRAINING AND
DEVELOPMENT. OUR BELIEF IS Employers which are able to leverage a range of
flexible work models incorporating full-time,
THAT YOU’RE GOING TO GET
part-time workers and remote or virtual talent with
SOMEBODY TO REALLY LEARN
in-demand skills, will maintain a serious advantage
MORE WHEN THEY’RE THE in the Human Age. A varied structure of
ONES WHO ARE PULLING IT permanent, contract and virtual employees helps
VERSUS WHEN IT’S TILTED control costs and tap a greater range of skills.
TOWARD THE OLD MODEL OF

”
• Adopt a more “glocal” perspective.
PUSH FOR MANAGEMENT. Companies will have to be more locally
RICH FLOERSCH, EXECUTIVE VICE conscious even as they ensure widely
PRESIDENT AND CHIEF HUMAN dispersed offices are adhering to the same
RESOURCES OFFICER, MCDONALD’S
overriding philosophy, processes and
standards. This paper has already touched on
In the Human Age, innovations in products,
the importance of adapting management
services and processes will provide companies
practices to address cultural differences.
with a competitive plus.
One country’s rules and norms may
The Human Age Leader will be sensitive to the contradict those of regional neighbors.
importance of corporate social responsibility issues The differences – even in simple
and eager to embrace partnerships with other communications—when not accounted
organizations – public and private – that have an for—can lead to misunderstandings that
interest in worker quality. He or she will understand hamper productivity.
the value of using human resources organizations,
• Collaborate with governments to build out
such as ManpowerGroup, that can serve as
training programs. The national governments
trusted advisors and provide unique services. of India and Vietnam are examples of proactive
ManpowerGroup provides workforce governments seeking to diversify the skills of
their workforces by launching new nationwide
management suggestions for organizations to
training programs. These initiatives are often
thrive in the Human Age. This year’s
the result of partnerships with non-
recommendations account for the past year’s
governmental agencies, non-profits, educators
changes and anticipate some of the events
and businesses.
alluded to in the previous pages. The list is longer
and more finely tuned – a result of the vastly • Employ swarm and virtual work
different ecosystem that has emerged since structures more freely. Swarm work refers
identified last January. The stakes are higher. to groups of a few individuals to thousands
Competition for talent and resources is fierce as executing small tasks as part of one project.
firms seek firmer footholds in a turbulent world. The project director frequently may not know

who is involved. Some contributors may Collaborative models are unique to every
even be volunteers who are part of research corporation, even within the same industry.
networks that have been established to Senior executive teams must define the
advance the flow of ideas. These people type of model that will inspire the
become involved because they feel collaboration they need – and the pace at
passionate about a topic or organization. which they need results. Within some
Swarm work may be better equipped to companies, collaborative models follow a
spur innovation because it allows firms to competitive structure in which product
incorporate talent that they would formally teams brainstorm in the context of a game.
not have entered their radars. Swarm work Knowledge management sharing is a key
has become more possible because of platform for generating and refining best
increased virtual participation, which has practices, while social networks both
allowed individuals to contribute more broaden collaborative efforts and speed
frequently on their own terms. Virtual work is them into real time. This leads to cost
a building block of the Human Age.
savings as managers no longer have to recruit
• Structure horizontal work models. These individuals on a contract or full-time basis
arrangements allow companies to draw on from outside the organization. Horizontal
current employees who in vertical-only, constructs have secondary benefits, nurturing
management systems would have worked closer relationships across locations and
only within their divisions. Horizontal divisions and enhancing an innovative spirit.
frameworks erase the barriers between One example is hyper-specialization, the
functional and geographic silos. Managers breaking up of a project or job across talent,
can share talent freely across functions and even in remote destinations, to secure the
divisions raising bar on collaboration. best talent per project or job part.
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• Use gaming techniques. Gaming permits understand that finding and keeping talent
organizations to pinpoint information about will be essential to their success. Workforce
candidates and employees through detailed strategies will skillfully combine technology
questions. Does an individual prefer and a personal touch to recruiting, training
working one or two days at home? Would and development. Strategies will wisely
the worker consider moving for a position? balance permanent and temporary staff.
Is this person comfortable managing other They will make use of social media and
employees? Such questions help foster other online resources to find candidates
discussion between employer and worldwide, to communicate regularly with
employee that leads to better policies. them and learn what they are seeking in a
Gaming, as a training and development work environment. They will pay close
purpose, also offers huge benefits, as attention to issues that influence opinion,
training concepts can be relayed through a including social responsibility initiatives and
more entertaining medium to inspire the treatment of workers. They will include
creativity and innovation. Companies also informal development activities, including
use it to enhance recruitment practices, mentoring, and more structured
Game-like evaluations are also used in programming. Workforce management in
online talent sourcing forums to rate work the Human Age will require a multifaceted,
being submitted as a contract bid. forward-thinking approach. Anything less
risks allowing an organization to fall behind.
PEOPLE PRACTICES
Human Age companies are proactive. They
Contemporary people practices and philosophies for don’t fall behind. They take the lead.
the 21st century must be refined in terms of how
• Leverage a workforce solutions
companies hire, reward, engage and develop talent.
company to differentiate your company
• Craft more comprehensive workforce in the face of talent shortage. One-size-
management strategies. Companies fits-one customized solutions are key. There

is a frequent misconception that holds staffing sometimes in collaboration with HR. But
companies responsible for job losses. development programs must now stem
Instead, these organizations have a positive from ongoing dialogues between workers
effect on economies by increasing labor and companies. ManpowerGroup spoke
market flexibility helping companies address regularly last year about the importance of
their needs quickly while providing jobs for the one-size-fits-one approaches to employee
unemployed. There are added benefits for development. This becomes simpler with
companies that groom contract workers for easier access to online programs targeting
full-time roles and to workers who gain a variety of skills, and the greater direct
valuable experience and learn new skills. involvement of senior leaders. The number
of mentoring programs and informal
• Assess skills more precisely and development initiatives often highlighted by
comprehensively. Assessments should frequent, direct contact with executives has
cover communication and other softer blossomed. These programs must continue
skills, along with specific expertise. expanding for companies to cultivate their
Companies that pinpoint weaknesses faster people’s potential the fullest.
than their competitors can take measures
more quickly to fix these shortcomings. • Cultivate Human Age leadership skills.
This paper has already identified key
• Balance push-pull methods of Human Age Leadership issues. Clearly,
management and development. In the leadership is now more complex and
past, companies relied on development by difficult than prior to its dawn. This is not
command. Employees participated in simply due to the speed of change, but the
training as directed by their managers, sheer number of variables that executives

PUSH AND PULL APPROACHES IN TRAINING

Training Training
demanded by expectations
individuals by companies

Training that is Training that
employability Training that is corporate-
and serves both specific
development the company requirement-
related and the related
individual




face. Moreover, Human Age leaders have companies need, they can learn quickly. By
less time than previous generations to make taking a more active role in schools and
important decisions and more information vocational training programs, and creating
to weigh. Indeed, they must manage their their own development initiatives,
time and stress exceptionally. They must be organizations can make better use of this
able to handle large amounts of data and age group. Germany, whose economy has
ensure their organizations are providing the outpaced those of many other traditional,
resources to make optimum use of industrialized nations, has already made
BigData. The ability to organize data will inroads in this direction through a well-
aid a company’s planning and daily established internship system. Growing
operations. Leaders need to be able to older populations will also offer
curate information overload and efficiently opportunities for companies to enhance
and effectively distribute what’s relevant to their workforces. In the past, many
their people to drive performance and companies considered these workers too
results. It bears repeating that Human Age old, set in their ways, or not worth the
leaders must ensure that their companies investment because they were unlikely to
are being socially and environmentally work for many years. But in recent years,
responsible, encouraging collaboration and companies have discovered that such
innovative work arrangements, and groups are easily re-trainable. A German
becoming more personally involved in initiative has focused to great success on
workforce planning through mentoring and connecting companies with retirees still vital
participation in development activities. enough to handle a full-time job. Older
Organizations reflect the temperament and workers have a sound understanding of
style of their leaders. Leaders in the Human appropriate workplace behavior, and with
Age must take care to ensure they employ advances in healthcare, may have the
a Human style to leadership. energy to work comfortably into their late
60s and 70s. The potential return on
TA L E N T S O U R C E S
investment for companies is huge.
Employers can improve their workforce pipeline ManpowerGroup’s Teachable Fit model
by looking at different sources of talent and illustrates how employers, lacking access to
reskilling talent within their reach. talent with the skills they need, can identify
existing employees and accessible
• Tap overlooked and underused talent
candidates with a mindset for learning and
pools. The recent spikes in unemployment
develop them with the right skills.
have particularly afflicted younger age
groups. A Guardian newspaper article in • Strategically migrate in-demand talent
April 2011 reported that 40 percent of the within and across countries. Talent
unemployed in the UK are between the mobility has grown worldwide.
ages of 16 and 24. Such numbers have ManpowerGroup’s 2011 Borderless
spurred serious, social problems. In one Workforce Survey of more than 25,000
2011 survey, unemployment was the most employers from 39 countries and territories
cited reason for youths joining gangs or has found that about one quarter of
rebel causes. Yet, while young people often responding employers have been seeking
do not possess the experience or skills that foreign talent to solve their skills shortages.

Companies in the U.S. were the most likely criticism and praise. A few such social
to seek foreign talent. China was among media specialists target influencers, key
the countries in which employers were least individuals who via their writings and
likely to look externally. Importing talent is expertise can sway opinion about
made possible through ManpowerGroup organizations. Followers of companies,
Solutions’ Borderless Talent Offering. including job candidates, increasingly rely
on social media to learn about salary,
• Reevaluate how to assess, recruit,
benefits and how particular managers treat
develop and compensate talent in
their employees. But companies can also
certain markets. This will be necessary in
use social media to find out more about job
a more “glocalized” world where people’s
candidates faster. These potential
perspectives vary widely. Given increased
public access to information, companies employees reveal much about their careers
will be under more pressure to make fair through their postings and interactions on
decisions everywhere. Techniques used in social media sites. Some companies are
managing these fundamental HR functions also using outside consultancies effectively
will vary among locations. in their HR-related, social media activities.

• Collaborate with educational institutions
and government. For decades, schools and
universities set curriculum with nary a glance
“ I’VE SEEN A NUMBER OF CASES
WHERE A CEO ADOPTS
SOMETHING LIKE TWITTER FOR
at business needs. This has created the
USE IN-HOUSE AND
present skills gap and a general lack of
understanding of proper workforce
JUST STARTS PUTTING SOME
comportment. Improved collaboration will MESSAGES OUT. ALL OF A
produce better trained workplace candidates. SUDDEN, MOST OF THE
ORGANIZATION WANTS TO BE IN
• Harness BigData effectively. This will
require investment in technology – home- THAT NETWORK BECAUSE THEY
grown or otherwise – for analyzing the flood WANT TO HEAR THINGS FROM THE
of information about potential and current HORSE’S MOUTH. WHEN
employees. In the Human Age, a company THAT HAPPENS YOU SPEED UP
that makes effective use of BigData will be
THE CYCLE TIME OF THE
able to spot skills shortages and survey huge
fields of candidates who can fill the gap, or ORGANIZATION BECAUSE PEOPLE
assemble tools for retraining staff. HEAR THINGS DIRECTLY, RATHER
THAN THROUGH MEMOS AND

”
• Develop a broad understanding of
REINTERPRETATIONS.
social media functions. Many companies
have improved their use of social media to JAY CROSS, CEO AND CHIEF
UNLEARNING OFFICER, INTERNET
enhance their employer brands, which
TIME ALLIANCE
attracts qualified candidates. Some have
assigned individuals not only to file items The companies that find the best talent, and
that are informative and reflect well on the implement the right work models and people
company but to monitor commentary— practices will win in the Human Age.



This paper describes how the world has entered have the right talent in the right place at the right
an era of profound and perpetual change. The time to win.
only certainty in the chaotic and complex Human
The recent economic challenges have created
Age is the fact that talent is now the key to
competitive advantage and business success. At renewed uncertainty. Demand will be the key driver of
a time when talent is increasingly scarce, and hiring going forward and companies are looking for a
organizations increasingly lean, employers must faster time-to-value to capitalize on new opportunities.

HOW WILL YOUR COMPANY’S WORKFORCE
CHANGE OVER THE NEXT 5 YEARS?
% OF RESPONDENTS (N = 2,000)
More part-time, temporary, 57.8%
or contract workers
More telecommuting 25.5%

More offshore or
outsourced workers 21.5%

More older workers
19.9%
(aded 55+)
Don’t know 16.8%

Other Types of changes to
the nature of work 2.9%

0% 20% 40% 60% 80% 100%

Source: McKinsey Global Institute US Jobs Survey, 2011; McKinsey Global Institute Analaysis.

MANPOWERGROUP’S GLOBAL NETWORK


This is causing CEOs to have a “hyperactive index For nearly a decade, ManpowerGroup has
finger.” They can hit play, slow motion, pause or fast monitored global talent shortage trends via its
forward instantaneously when it comes to the hiring Annual Talent Shortage Survey. Despite rising
activity in their workforce, depending on the economic unemployment during the global recession,
climate and their increased sophistication in their employers have continued to indicate that they
ability to predict fluctuating demand. Human Age are struggling to find the talent they need
organizations are turning to “just in time” hiring, throughout that time: in 2011, over one third (34
adjusting talent as they would any other resource in percent) of employers surveyed. And the problem
response to unpredictable demand. As a result, is growing more acute. In 2010, 14 percent of
employers are focused on incorporating flexibility, employers surveyed in the US said they were
agility, specificity and speed into their talent sourcing having trouble finding the talent they need,
strategy. According to a recent McKinsey study,
jumping to 52 percent in 2011, yet unemployment
nearly 60 percent of companies surveyed see
in the country remains relatively high.
temporary/contract workers as the largest growing
ManpowerGroup was the first to identify that this
percentage of their workforce.
talent shortage goes well beyond executive level,
In the past, companies prioritized preserving in fact the top five jobs in demand globally in 2011
business structure. Now and in the future, were technicians, sales representatives, skilled
organizations must ensure they have the most agile trades workers, engineers and laborers, and this
business structure and understand which work list does not tend to deviate dramatically year-on-
models they need—when they need them—to year. There is a war for talent on every front. This
generate the productivity and innovation necessary conundrum of high unemployment and talent
to navigate uncertainty and anticipate trends. shortage is hampering economic growth,

MANPOWERGROUP’S GLOBAL NETWORK
MOST LEAST
80%
67%
57%

54%
54%

53%
52%
51%
48%
46%
44%
44%
42%
42%
42%
41%
40%
36%
36%
34%
30%
29%
29%
29%
27%
27%
25%
24%
23%
22%
20%

17%
17%

15%
14%
11%
10%
9%
5%
4%
Romania
U.S.
Argentina
Turkey
Switzerland
New Zealand
Singapore

Costa Rica
Canada
Italy
Slovenia
Austria
Guatemala
Colombia
China
Hungary
Czech Republic

Spain
Peru
Norway
Ireland
Poland
Japan
India
Brazil
Australia
Taiwan

Bulgaria
Hong Kong
Mexico
Greece
Germany
Belgium
Panama
Global Average

France
Netherlands
Sweden
UK
South Africa

Source: ManpowerGroup, Talent Shortage Survey, 2011



JOBS MOST IN DEMAND
2011 2010
Technicians Skilled Trades
Sales Representatives Sales Representatives
Skilled Trades Workers Technicians
Engineers Engineers
Laborers Accounting & Finance Staff
Management/Executives Production Operators
Accounting & Finance Staff Administrative Assistants/PAs
IT Staff Management/Executives
Production Operators Drivers

Secretaries, PAs, Administrative Laborers
Assistants & Office Support Staff

Source: 2011 ManpowerGroup Annual Survey on Talent Shortage

challenging employers’ agility and ability to and services shift. Manpower has built a deeper
respond quickly to demand. talent pool providing better time-to-value. This
means Manpower helps organizations quickly tap
Consider this: for example, a medium-sized
into existing, underutilized or overlooked talent
manufacturing organization receives an order far
pools to leverage the skills they need, when they
larger than their usual work. The order has great
need them.
margins, however, it requires an incredibly fast
turnaround beyond their day-to-day abilities. However, efficiently finding the right talent in the right
There is no way they can either deliver it with their place can be very challenging. With tight margins
current workforce or source the talent they need and a lean organization, employers in the Human
to deliver in the short timeframe. Leveraging its Age are used to doing more with less, and are
expertise and in-depth knowledge of local labor increasingly demanding a greaterspecificity of skills
markets, Manpower provides access to the right to meet their needs. Converging macro-economic
talent, with the right skills – faster – enabling the forces and demographic shifts are making skilled
manufacturing company to deliver on this order, individuals in short supply, meanwhile under-qualified
and the next, and the next after that, flexing their workers remain abundant.
workforce requirements up and down as required.
Manpower monitors the changing requirements of
With a network of branches in over 80 countries the labor market, constantly assessing and
worldwide, Manpower combines global reach with developing skills to meet business demand.
an in-depth understanding of the local business Through a one-size-fits-one approach to
environment and talent needs. Manpower assessment, Manpower gains a deep
specialists find, assess and match the right talent understanding of the potential of each candidate.
accurately and rapidly, moving people in and out Manpower works with individuals to identify gaps
of a business as the demand for their products in their skillset and provide training and

AGENCY WORK PROVIDES NEEDED OPPORTUNITY
FOR YOUNG PEOPLE
% of young workers (<25 years) in 2009
60 TAW Employed population

47 %

40 %
40 37 %
33 %
29 %
26 % 25 % 24 %
20
16 %
13 %
10 % 11 %
9% 9%
7%
6%
0
Netherlands Switzerland Belgium Itally France Sweden Poland Germany

Source: Ciett national reports, Euromonitor

development opportunities for them to up-skill staffing sector and the only company in the
and improve their employability, providing better staffing industry to be named to Ethisphere
skills and ultimately a better match and better Institute’s 2011 World’s Most Ethical Companies
results for both employers and candidates. This list), candidates can feel good about working with
can be particularly useful for young people, who ManpowerGroup, while companies can feel
can gather valuable experience of the workplace, secure in the knowledge that the people making
develop and demonstrate transferable skills and up their agile and flexible workforce are properly
even benefit from training programs through supported and treated well.
flexible work.
Ultimately, in a shifting, complex, chaotic and
In the Human Age, rapidly evolving technology increasingly bifurcated global environment,
has unleashed a tidal wave of information into the organizations need to be able to focus on
public domain. Individuals are demanding achieving business strategy, swiftly taking
transparency and an ethical approach from every advantage of each new opportunity and having
organization they interact with, particularly those the required agility and flexibility within their
they work for. Working with the world’s most workforce to allow them to do so. Manpower
trusted brand in contingent and permanent partners with companies and candidates to
innovative workforce solutions (the company was provide the right match, with the right skills, in the
awarded Fortune’s 2011 “Most Admired” in the right timeframe for better results.


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