The document summarizes the Manpower Employment Outlook Survey (MEOS), which measures employers' hiring intentions in the next quarter. It is conducted quarterly in over 40 countries. The survey asks employers if they plan to increase, decrease, or maintain their number of employees. It provides a Net Employment Outlook by calculating the percentage who plan to increase minus the percentage who plan to decrease. The MEOS gives insights into future labor market trends and has been shown to correlate well with actual job market changes. It provides data at the national, regional, industry sector levels to identify hiring trends.
The Geography of Firm Dynamics: Measuring Business Demography for Regional De...OECD CFE
he Geography of Firm Dynamics provides methods and data to measure and analyse business demography across OECD regions.
Find out more: https://www1.oecd.org/governance/the-geography-of-firm-dynamics-9789264286764-en.htm
This document discusses issues around all-age employment in Greece and initiatives to address them. It notes a lack of targeted policies and few practices around age management in Greece. This has led to unfavorable scenarios as the population over 55 is projected to rise significantly. Several organizations are working on initiatives like knowledge transfer workshops, mapping the current situation, and promoting good practices in age management to help adapt solutions from other European countries and mainstream effective practices. The anticipated results include adapting European approaches to Greece, promoting innovative age management practices, and impacting employment and social integration systems, practices and policies.
The CAWA project aims to increase awareness of workforce ageing issues through national and European discussions. It develops guidelines to improve individual choice and societal well-being. The project involves partners from Austria, Sweden, Spain, Bulgaria and is coordinated by the Working Lives Research Institute in London. National workshops in each country discuss best practices in sectors like hotels, retail, and healthcare. Case studies and reports are published on the project website.
This document summarizes the findings of surveys conducted in France on senior employment and training. It found that company size, training opportunities, and years with a company influence access to training for workers aged 45+. While most employers see seniors as dedicated, some see them as less flexible. The document recommends helping smaller companies support seniors, and providing individual pathways for workers and tools for both employers and employees to plan second careers and anticipate demographic changes.
1) The study examines the link between training and innovation in small businesses using a longitudinal dataset of over 4,000 UK businesses.
2) The results show that general employee training and manager training are positively associated with product and process innovation, especially in micro businesses. On-the-job and off-the-job training both showed positive links to innovation.
3) Manager training in areas like IT, financial management, and leadership skills showed the strongest associations with novel product and process innovation.
The document discusses how Manpower can help businesses by providing workforce solutions and talent resourcing as companies enter the "Human Age" where talent is the key competitive differentiator. Manpower offers a full range of services including contingent staffing, permanent placement, training, site management, and analytics to help companies access the best talent and optimize their workforces. They place over 147,000 industrial workers per week and have experience filling roles in skilled trades and emerging industries.
1. Virginia currently has assets worth $4.83 million. She can spend $2 million today and have $5.12 million one year from today if she consumes nothing now.
2. The optimal investment for Virginia in Ginny's Restaurant is $3 million, which will increase her wealth to $5.15 million, a 29% increase.
3. Virginia can borrow money to allow for current consumption of $3.8 million while still investing $3 million in the restaurant, as all scenarios remain positive NPV.
ManpowerGroup is a global leader in innovative workforce solutions. They provide staffing, recruitment, talent management, and outsourcing services through their four brands: Manpower, Experis, Right Management, and ManpowerGroup Solutions. They leverage their global reach and local expertise across over 80 countries to help businesses access the talent they need. In Ukraine specifically, ManpowerGroup has been operating successfully since 1994 through their 12 offices, placing over 9,500 associates for over 1,200 clients each year.
The Geography of Firm Dynamics: Measuring Business Demography for Regional De...OECD CFE
he Geography of Firm Dynamics provides methods and data to measure and analyse business demography across OECD regions.
Find out more: https://www1.oecd.org/governance/the-geography-of-firm-dynamics-9789264286764-en.htm
This document discusses issues around all-age employment in Greece and initiatives to address them. It notes a lack of targeted policies and few practices around age management in Greece. This has led to unfavorable scenarios as the population over 55 is projected to rise significantly. Several organizations are working on initiatives like knowledge transfer workshops, mapping the current situation, and promoting good practices in age management to help adapt solutions from other European countries and mainstream effective practices. The anticipated results include adapting European approaches to Greece, promoting innovative age management practices, and impacting employment and social integration systems, practices and policies.
The CAWA project aims to increase awareness of workforce ageing issues through national and European discussions. It develops guidelines to improve individual choice and societal well-being. The project involves partners from Austria, Sweden, Spain, Bulgaria and is coordinated by the Working Lives Research Institute in London. National workshops in each country discuss best practices in sectors like hotels, retail, and healthcare. Case studies and reports are published on the project website.
This document summarizes the findings of surveys conducted in France on senior employment and training. It found that company size, training opportunities, and years with a company influence access to training for workers aged 45+. While most employers see seniors as dedicated, some see them as less flexible. The document recommends helping smaller companies support seniors, and providing individual pathways for workers and tools for both employers and employees to plan second careers and anticipate demographic changes.
1) The study examines the link between training and innovation in small businesses using a longitudinal dataset of over 4,000 UK businesses.
2) The results show that general employee training and manager training are positively associated with product and process innovation, especially in micro businesses. On-the-job and off-the-job training both showed positive links to innovation.
3) Manager training in areas like IT, financial management, and leadership skills showed the strongest associations with novel product and process innovation.
The document discusses how Manpower can help businesses by providing workforce solutions and talent resourcing as companies enter the "Human Age" where talent is the key competitive differentiator. Manpower offers a full range of services including contingent staffing, permanent placement, training, site management, and analytics to help companies access the best talent and optimize their workforces. They place over 147,000 industrial workers per week and have experience filling roles in skilled trades and emerging industries.
1. Virginia currently has assets worth $4.83 million. She can spend $2 million today and have $5.12 million one year from today if she consumes nothing now.
2. The optimal investment for Virginia in Ginny's Restaurant is $3 million, which will increase her wealth to $5.15 million, a 29% increase.
3. Virginia can borrow money to allow for current consumption of $3.8 million while still investing $3 million in the restaurant, as all scenarios remain positive NPV.
ManpowerGroup is a global leader in innovative workforce solutions. They provide staffing, recruitment, talent management, and outsourcing services through their four brands: Manpower, Experis, Right Management, and ManpowerGroup Solutions. They leverage their global reach and local expertise across over 80 countries to help businesses access the talent they need. In Ukraine specifically, ManpowerGroup has been operating successfully since 1994 through their 12 offices, placing over 9,500 associates for over 1,200 clients each year.
1) The presentation discusses policies to assist displaced workers in Finland, including an OECD review of displaced worker policies in various countries.
2) In Finland, displacement rates are higher than other OECD countries but reemployment rates are also high, reflecting Finland's flexible labor market. However, some regions suffer more from displacement than others.
3) The presentation recommends shifting PES resources to lower caseloads and enable earlier assistance, addressing underrepresentation in active labor market programs, and gradually removing special unemployment benefits for older workers to improve reemployment prospects.
“Job Quality, Labour Market Performance and Well-Being”_Hijzen_extending the ...StatsCommunications
The document discusses future work by the OECD on measuring job quality. It will include expanding the job quality framework to emerging economies, shifting the focus from jobs to worker careers, and improving data collection. Specific areas of future work are assessing job quality in informal employment contexts and analyzing career outcomes using a lifetime perspective. The OECD also plans to develop an inventory of international job quality indicators and fill gaps in measurement.
This document summarizes survey results about job satisfaction in the digital industry. It finds that 64% of professionals are satisfied in their roles, with higher satisfaction among more senior roles. Satisfaction is highest in the first year and lowest between 2-5 years. Personal interest in the role and career progression are the biggest drivers of satisfaction. Company success is also an important factor for more experienced employees. The report recommends monitoring and increasing satisfaction for employees with 2-5 years in a role, and better engaging junior employees in company values.
The document is a salary survey of over 1,600 respondents in the European consumer sector conducted by Nigel Wright Recruitment. It finds that on average respondents work 48 hours per week, with satisfaction levels generally high across countries and roles. The top motivations for considering an internal or external job change are new challenges, increased remuneration, and gaining new skills. Respondents received a average 4.2% salary increase last year and expect 4% this year. Personal bonuses are the most important employee benefit overall, though preferences vary between countries and genders.
This 2016 edition of the OECD Employment Outlook provides an in-depth review of recent labour market trends and short-term prospects in OECD countries.
This document provides a summary of the 2011 OPS Employee Survey results. Key findings include:
- The OPS Employee Engagement Index score declined from 2009 but remains higher than 2007.
- Four new Corporate Indices were introduced to provide more actionable insight: Productive Capacity, Workplace Culture, Talent Capacity, and Leadership.
- Recognition and leadership practices were identified as priority themes for improvement based on the Corporate Indices scores and analysis.
- The proportion of highly engaged employees declined significantly since 2009, with more employees now in the medium and low engagement categories.
The document discusses the strategic importance of sustainable employability in Belgium. It notes that sustainable employability is an area where HR, individuals, and the government have common interests. However, progress has been slow, and discussions are sometimes counterproductive as different stakeholders have differing views. HR can play a crucial role by creating the right conditions for motivation, engagement, competence and health to ensure people are able and willing to perform sustainably over the long term. While some progress has been made, more is still needed to address challenges like scarce talent, low mobility and training participation, and increasing health issues.
Presentation to west of england policy group on megatrends turnover report 30...Mark Beatson
Job turnover and separation rates have slowed down based on evidence from the UK and other OECD countries. There are several potential explanations for this trend, including the impact of the recession, changes in workforce demographics, more effective recruitment practices, and employees being less dissatisfied with their current roles. The implications of lower job mobility include the possibility of turnover increasing again as economies recover, organizations having to promote internal mobility and fresh thinking rather than relying on external hires, and achieving a potentially more stable workforce.
Tony Bonen, LMIC’s acting executive director, took part in a panel entitled 'Are Labour Shortages Really Constraining the Canadian Economy?' at the 2022 Canadian Economics Association conference, held at Carleton University. In his presentation, he discussed the topic of shortages in Canada and noted that there is no agreed-upon definition or measure for labour shortages.
Financial Services: Career Development in Europe and AsiaKelly Services
This document summarizes the findings of a survey on career development in the financial services sector across Europe, Asia, and Africa. Some key findings include:
- Only around 30% of employees feel totally committed to their current employer and intend to stay loyal. Many intend to look for a new job within a year.
- While most employers provide training, under half of employees report having career development discussions. These discussions did not consistently help employees gain new skills or advancement opportunities.
- Overall, employees lack confidence in career prospects and pathways with their current employer. Less than half believe they have opportunities to advance or a clear career path.
- Training is the most commonly used career development resource, but satisfaction with
This document discusses measuring and assessing job quality. It defines job quality as having three key dimensions: earnings, labor market security, and quality of the working environment. These dimensions contribute to worker well-being. The document presents data on how these job quality dimensions vary across countries and worker groups, finding that youth, low-skilled, and non-standard workers tend to have weaker job quality outcomes. Improving the measurement of job quality is important for developing policies that enhance both employment quantity and quality.
- Non-permanent workers, including temporary and agency employees, make up around 6% of the UK workforce and have remained stable over time.
- They tend to be younger workers and are concentrated in less skilled occupations with lower pay than permanent roles.
- Employers use non-permanent staff primarily to match fluctuating demand and obtain specialized skills, not as a way to cut costs or avoid legal obligations.
- While temporary jobs have less security, benefits, and opportunities for development, workers report similar or even lower levels of stress than permanent employees.
Effective Skills Systems in Spain – Workshop with StakeholdersEduSkills OECD
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Release of working better with age in denmarkSFI-slides
The document summarizes an OECD report on older workers in Denmark. It finds that while Denmark's employment rates for older workers are above the OECD average, they remain below the highest-performing countries. It identifies challenges such as lower employment among older age groups hit by the financial crisis. Key recommendations include making work more rewarding for older ages, encouraging age-neutral hiring practices, abolishing mandatory retirement ages, and improving training to strengthen older workers' employability.
The document summarizes an OECD report on older workers in Denmark. It finds that while Denmark's employment rates for older workers are above average, they are still below the best performing countries. It identifies challenges such as lower hiring rates and higher long-term unemployment for older workers. It recommends making work more rewarding for older ages, encouraging age-neutral hiring practices, strengthening older worker employability through training and flexible work arrangements, and improving coordination between health and employment services.
This document discusses a new OECD project called DYNEMP that aims to analyze business dynamics and job creation using firm-level data from over 20 countries. It finds that most jobs are concentrated in medium and large firms despite most firms being small. However, young small firms contribute disproportionately to net job creation across countries. While the majority of micro start-ups do not grow, the few that do account for a large share of total job creation. The growth dynamics of startups vary significantly between countries. Young firms were more impacted by the crisis but recovered more quickly. The document outlines how the DYNEMP database and analyses can provide new insights into how policies impact startups versus incumbents.
LMIC economist Michael Willcox and principal researcher Lorena Camargo presented at the 2022 Canadian Economics Association conference, held at Carleton University. In their presentation, they analyzed the many difficulties in identifying and measuring shortages, including unclear definitions, data issues and missing dimensions (for example, the geographic scope of measures).
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- The most fulfilled elements of professionals' work life blends were personal relationships and leisure, while work elements like career goals and fulfillment at work were least fulfilled.
- Those with higher overall blend fulfillment reported greater happiness. The average gap between current and target blend fulfillment was 22% across elements.
- Younger professionals prioritized work-life balance while middle-aged groups
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Interested in deploying letter generation automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
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1) The presentation discusses policies to assist displaced workers in Finland, including an OECD review of displaced worker policies in various countries.
2) In Finland, displacement rates are higher than other OECD countries but reemployment rates are also high, reflecting Finland's flexible labor market. However, some regions suffer more from displacement than others.
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The document discusses future work by the OECD on measuring job quality. It will include expanding the job quality framework to emerging economies, shifting the focus from jobs to worker careers, and improving data collection. Specific areas of future work are assessing job quality in informal employment contexts and analyzing career outcomes using a lifetime perspective. The OECD also plans to develop an inventory of international job quality indicators and fill gaps in measurement.
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- Four new Corporate Indices were introduced to provide more actionable insight: Productive Capacity, Workplace Culture, Talent Capacity, and Leadership.
- Recognition and leadership practices were identified as priority themes for improvement based on the Corporate Indices scores and analysis.
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The document discusses the strategic importance of sustainable employability in Belgium. It notes that sustainable employability is an area where HR, individuals, and the government have common interests. However, progress has been slow, and discussions are sometimes counterproductive as different stakeholders have differing views. HR can play a crucial role by creating the right conditions for motivation, engagement, competence and health to ensure people are able and willing to perform sustainably over the long term. While some progress has been made, more is still needed to address challenges like scarce talent, low mobility and training participation, and increasing health issues.
Presentation to west of england policy group on megatrends turnover report 30...Mark Beatson
Job turnover and separation rates have slowed down based on evidence from the UK and other OECD countries. There are several potential explanations for this trend, including the impact of the recession, changes in workforce demographics, more effective recruitment practices, and employees being less dissatisfied with their current roles. The implications of lower job mobility include the possibility of turnover increasing again as economies recover, organizations having to promote internal mobility and fresh thinking rather than relying on external hires, and achieving a potentially more stable workforce.
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2. Vision
“We lead in the creation and
delivery of innovative
workforces solutions and
services that enable our clients
to win in the changing world of
work.
”
3. What is MEOS?
MEOS = Manpower Employment Outlook Survey
• conducted quarterly across the globe
• measures employers’ intentions to increase or
decrease the number of employees in their
workforce during the next quarter
• Since 2003 in Belgium – 1962 in US (50 YEARS)
4. What makes MEOS so unique?
Unparalleled Because of its size, scope longevity and area of focus.
The most extensive, forward-looking employment survey,
Projective based on employer forecasts rather than on retrospective
data.
Deriving consistenly all of its information from 1 single question.
Focused
Conducted with a representative sample of employers (not
Independent derived solely from Manpower’s own customer base).
Surveying nearly 66.000 public and private employers
Robust across 42 countries and territories (751 in Belgium)
5. Understanding the data
Based on a single question: Net Employment Outlook
Responses: Net Employment Outlook =
Increase 10% % Increase minus % Decrease
Decrease 3%
No change 85%
Here = 10% - 3% = +7%
Don’t Know 2%
L’objectif de notre Baromètre est de mesurer trimestriellement les intentions de recrutement des employeurs à travers le monde L’enquête existe depuis 2003 en Belgique, 1962 aux US
Pourquoi le Baromètre Manpower est devenu une référence? Unique : seule étude de ce type, elle est inégalée de par la taille du panel d’entreprises interrogées, sa longévité, sa dimension internationale et son thème. Prospective: le Baromètre Manpower des perspectives d’emploi est la plus importante enquête prospective au monde, qui interroge les employeurs sur leurs intentions de recrutement pour le trimestre à venir. Les différentes autres enquêtes et études publiées par ailleurs analysent rétrospectivement les données de l’emploi, pour n’éclairer que ce qui s’est produit dans le passé. Ciblée: l’étude analyse les données obtenues en réponse à une seule et unique question. Indépendante : l’étude est menée auprès d’un échantillon représentatif d’employeurs des pays concernés. Les entreprises interrogées ne sont pas issues du fichier des clients de Manpower. Fiable: l’étude repose sur des entretiens téléphoniques menés auprès plus de 72.000 employeurs publics et privés de 35 pays et territoires. Ce large échantillon représentatif permet une analyse détaillée par secteurs d’activité, pays et régions. Nouveau pays ce trimestre: Brésil!
L’enquête est basée sur une seule et même question posée dans tous les pays participants: « Comment anticipez-vous l’évolution de l’emploi total dans votre entreprise au cours du prochain trimestre, jusqu’à fin décembre 2009, par rapport au trimestre en cours ? » 4 réponses possibles - augmentation diminution pas de changement ne sais pas Prévision Nette d’Emploi C’est la clé de lecture de l’interprétation des résultats du Baromètre Manpower C’est la différence entre le pourcentage d’employeurs anticipant une hausse de leurs effectifs et le pourcentage de ceux anticipant une baisse. Il s’agit donc d’un solde pouvant être positif ou négatif.
Est-ce que le MEOS est un bon outil pour prévoir l’évolution du marché de l’emploi. OUI Un économiste américain a fait uen corrélation entre les chiffres du meos (Prévision Nette d’Emploi) et les chiffres du marché de l’emploi aux US ( sur 30 ans) On voit la corrélation entre les courbes. Lorsqu’il y a des écarts importants (années 2000), on remarque que les employeurs avaient l’intention d’engager du personnel (courbe meos en bleu) mais ne trouvaient pas le personnel sur le marché en raison des pénuries (courbe rouge) Nous ferons bientôt cet exercice en Belgique. Ce qui est frappant actuellement en cette période de crise, c’est que le MEOS atteint son niveau le plus bas, montrant bien le pessimisme des employeurs.
Les prévisions de recrutement restent sombres à l’aube de 2010 Les employeurs belges se montrent pessimistes en ce qui concerne les perspectives d’emploi pour le 1er trimestre 2010. 4% des employeurs interrogés prévoient d’augmenter leurs effectifs lors du prochain trimestre, tandis que 8% anticipent des réductions de personnel et 87% d’entre eux n’envisagent aucun changement. La Prévision Nette d’Emploi atteint la valeur négative de -4%, ce qui représente son niveau le plus faible depuis le lancement de l’enquête en Belgique lors du 3e trimestre 2003 Après correction des variations saisonnières, la Prévision Nette d’Emploi atteint la valeur négative de -5%. C’est une légère baisse de 4 points d’un trimestre sur l’autre et un recul important de 11 points d’une année sur l’autre. Il s’agit des intentions de recrutement les plus faibles jamais observées depuis l’introduction de l’enquête en Belgique.
. Pessimisme à Bruxelles Les employeurs des 3 régions du pays anticipent une activité de recrutement négative au cours du 1er trimestre 2010.
Les prévisions de recrutement restent sombres à l’aube de 2010 Les employeurs belges se montrent pessimistes en ce qui concerne les perspectives d’emploi pour le 1er trimestre 2010. 4% des employeurs interrogés prévoient d’augmenter leurs effectifs lors du prochain trimestre, tandis que 8% anticipent des réductions de personnel et 87% d’entre eux n’envisagent aucun changement. La Prévision Nette d’Emploi atteint la valeur négative de -4%, ce qui représente son niveau le plus faible depuis le lancement de l’enquête en Belgique lors du 3e trimestre 2003 Après correction des variations saisonnières, la Prévision Nette d’Emploi atteint la valeur négative de -5%. C’est une légère baisse de 4 points d’un trimestre sur l’autre et un recul important de 11 points d’une année sur l’autre. Il s’agit des intentions de recrutement les plus faibles jamais observées depuis l’introduction de l’enquête en Belgique.
Selon les données désaisonnalisées, les employeurs prévoient une dégradation de la situation sur le marché de l’emploi à Bruxelles au cours des 3 premiers mois de l’année 2010. La Prévision Nette d’Emploi atteint -8%, ce qui représente son niveau le plus faible depuis le lancement de l’enquête en Belgique lors du 3e trimestre 2003. Avant correction des variations saisonnières, la Prévision Nette d’Emploi s’élève à -8%, en forte baisse en comparaison trimestrielle et annuelle (de 7 et 16 points respectivement).
Selon les données désaisonnalisées, le degré d’optimisme des employeurs en Flandre atteint son niveau le plus faible jamais observé depuis que l’enquête fut établie en Belgique lors du 3e trimestre 2003. La Prévision Nette d’Emploi s’élève à -2%, perdant 4 points en comparaison trimestrielle. C’est une forte de baisse de 9 points par rapport au 1er trimestre 2009. Avant correction des variations saisonnières, la Prévision Nette d’Emploi s’élève à -3%, en forte baisse trimestrielle et annuelle (de 8 et 10 points respectivement).
Selon les données désaisonnalisées, la Prévision Nette d’Emploi pour le 1er trimestre 2010 atteint -4%, son niveau le plus faible jamais enregistré en Wallonie depuis le lancement de l’enquête lors du 3e trimestre en 2003. C’est une légère baisse de 3 points en comparaison trimestrielle et une baisse importante de 8 points en comparaison annuelle. Avant correction des variations saisonnières, la Prévision Nette d’Emploi s’élève -2%. Les intentions de recrutement sont en recul en comparaison trimestrielle et annuelle (de 4 et 9 points respectivement).
Prévisions optimistes uniquement dans le secteur de l’Electricité, gaz et eau Selon les données désaisonnalisées, seuls les employeurs du secteur de l’Electricité, gaz et eau anticipent une activité de recrutement positive et soutenue (+10%) au cours du 1er trimestre 2010. Le marché de l’emploi va continuer de faire du surplace dans les secteurs des Activités financières de l’assurance, de l’immobilier et des services aux entreprises (+1%) et du Transport, de la logistique et des communications (0%). Dans les 7 autres secteurs, les employeurs prévoient de réduire leurs effectifs au cours du prochain trimestre. On observe les intentions de recrutement les plus pessimistes dans les secteurs des Services publics, de l’éducation, de la santé et des services collectifs et des Industries extractives (tous deux à -11%), ainsi que dans l’Horeca (-8%). En comparaison trimestrielle, les intentions de recrutement sont en baisse dans 8 des 10 secteurs sondés. En comparaison annuelle, les intentions de recrutement sont en recul dans 9 secteurs.
Prévisions optimistes uniquement dans le secteur de l’Electricité, gaz et eau Selon les données désaisonnalisées, seuls les employeurs du secteur de l’Electricité, gaz et eau anticipent une activité de recrutement positive et soutenue (+10%) au cours du 1er trimestre 2010. Le marché de l’emploi va continuer de faire du surplace dans les secteurs des Activités financières de l’assurance, de l’immobilier et des services aux entreprises (+1%) et du Transport, de la logistique et des communications (0%). Dans les 7 autres secteurs, les employeurs prévoient de réduire leurs effectifs au cours du prochain trimestre. On observe les intentions de recrutement les plus pessimistes dans les secteurs des Services publics, de l’éducation, de la santé et des services collectifs et des Industries extractives (tous deux à -11%), ainsi que dans l’Horeca (-8%). En comparaison trimestrielle, les intentions de recrutement sont en baisse dans 8 des 10 secteurs sondés. En comparaison annuelle, les intentions de recrutement sont en recul dans 9 secteurs.
L’analyse par grande région offre toujours un panorama contrasté, les employeurs des régions Asie Pacifique et Amériques anticipant globalement une augmentation de leurs effectifs au 1er trimestre 2010 alors que les perspectives sont plus mitigées dans la région Europe, Moyen-Orient et Afrique (EMEA). Au total, les employeurs de 25 des 35 pays et territoires couverts par le Baromètre Manpower affichent une Prévision nette d’Emploi positive pour le 1er trimestre 2010. Plus précisément, les intentions de recrutement sont en progression dans 25 des 35 pays et territoires en comparaison trimestrielle, et dans 19 des 33 pays et territoires pour lesquels la comparaison annuelle est possible.
Les perspectives d’emploi les plus dynamiques sont enregistrées en Inde, au Brésil, à Singapour, à Taiwan, au Costa Rica, en Australie et au Pérou.
Les perspectives d’emploi les plus dynamiques sont enregistrées en Inde, au Brésil, à Singapour, à Taiwan, au Costa Rica, en Australie et au Pérou.
L’Irlande, la Roumanie et l’Espagne font par contre état des Prévisions Nettes d’Emploi les plus faibles
L’Irlande, la Roumanie et l’Espagne font par contre état des Prévisions Nettes d’Emploi les plus faibles
Amériques Les 9 pays couverts par le Baromètre Manpower affichent une Prévision Nette d’Emploi positive à des degrés divers. Colombie mise à part, le rythme des embauches devrait progresser dans tous les pays par rapport au trimestre précédent. Par contre, sur les 8 pays où la comparaison annuelle est possible, la moitié seulement anticipe un rythme d’embauches plus soutenu, Mexique en tête, tous secteurs confondus. Pour le deuxième trimestre consécutif, les employeurs du Brésil prévoient le rythme d’embauches le plus soutenu de la région, leur optimisme s’appuyant sur les prévisions en hausse du secteur de la Construction. Les employeurs du Costa Rica, du Pérou et du Canada font également état de perspectives favorables.
Asie/Pacifique Les employeurs renouent avec la confiance dans les 8 pays et territoires couverts par le Baromètre. L’Inde, Singapour, Taiwan et l’Australie prévoient les Prévisions Nettes d’Emploi les plus élevées de la région, les employeurs japonais enregistrant les perspectives d’emploi les plus faibles (et les seules intentions de recrutement négatives du continent). En comparaison trimestrielle, l’optimisme des employeurs progresse dans les 8 pays et territoires de la région. La comparaison annuelle confirme la tendance à la hausse dans tous les pays et territoires de la région, hormis le Japon. L’industrie manufacturière devrait jouer un rôle de locomotive dans la région, les perspectives d’emploi dans ce secteur étant en progression dans tous les pays et territoires, par rapport au 1er et au 4e trimestre 2009. En Inde, le rythme des embauches devrait littéralement décoller dans le secteur des Services, en comparaison annuelle et trimestrielle, cette tendance expliquant la Prévision Nette d’Emploi la plus élevée de la région enregistré par ce pays. A l’inverse, les employeurs japonais sont les plus pessimistes de la région, la Prévision Nette d’Emploi la plus faible étant enregistrée par le secteur du Transportde la logistique et des communications, dans la mesure où 24 % des employeurs du secteur prévoient de réduire leurs effectifs entre janvier et mars 2010.
EMEA Les perspectives sont contrastées dans la région, les employeurs de 9 pays sur 18 anticipant une progression de leurs effectifs au prochain trimestre. D’un trimestre sur l’autre, les prévisions s’améliorent donc dans 9 pays et elles progressent dans 8 pays lorsque la comparaison annuelle est possible. Les employeurs d’Afrique du Sud, de Norvège et de Suède se montrent les plus optimistes de la région. La confiance est également de mise en Allemagne, 16 % des employeurs du secteur des Activités financières, de l’immobilier et des services aux entreprises prévoyant d’augmenter leurs effectifs pour le trimestre à venir. En revanche, les employeurs de 8 pays de la région anticipent des perspectives peu optimistes pour le trimestre à venir. Les Pays-Bas enregistrent leur Prévision Nette d’Emploi la plus faible - et la première fois négative - depuis son intégration au Baromètre. Ce recul est notamment dû au manque de confiance des employeurs du secteur de l’Industrie manufacturière. La Belgique, la République tchèque, la Hongrie, la Pologne et la Roumanie anticipent également leurs perspectives les plus défavorables pour le trimestre à venir et, ce, depuis leur intégration au Baromètre Les perspectives demeurent maussades dans la région. Seuls les employeurs de Norvège, de Pologne, de Suède et d’Afrique du Sud anticipent une progression – relativement mesurée – de leurs effectifs au prochain trimestre.