The document summarizes the results of a brand tracking survey of 800 experienced engineering contractors in the energy sector conducted by NES Global Talent. The key findings were:
1) Major international oil companies like BP, Chevron, ExxonMobil, Total and Shell were seen as the most appealing employers due to their size and reputation.
2) Contractors valued a company's culture, commitment to employee well-being, safety standards, and management style over salary when choosing employers and assignments.
3) Teamwork, communication skills, and a "can-do" attitude were seen as the most important soft skills. Poor management, unreasonable expectations from managers, and lack of communication were the leading reasons
The document summarizes the results of a brand tracking survey conducted by NES Global Talent among 800 experienced professionals in the energy sector. The survey found that the major oil companies have the greatest appeal as employers. Culture and communication were more important than compensation in retaining employees. Safety standards also influenced employer reputation. While pay is a factor in taking assignments, employees valued interesting work, opportunities, and a company's commitment to its people more. Soft skills like teamwork, communication and integrity were most important. Retaining talent is a major challenge as the workforce ages and skills shortages grow.
This document introduces the 2012-2013 LinkedIn 100 Class, which recognizes top talent professionals from around the world. It lists over 100 professionals and provides their name, title, company, location, and industry. The professionals come from a wide range of industries and locations globally, including the US, Canada, UK, India, Australia, Brazil, and Singapore.
The document discusses trends in the Chinese job market and salaries in 2011. It finds that Chinese companies increased headcounts by 30% that year, with increased opportunities contributed by private enterprises. The median salaries were highest in finance, real estate, and telecommunications. Returning international students ("Hai-Gui") received 27% higher starting salaries than domestic peers, with 71% finding jobs within 3 months, especially in finance. Chinese companies found research and development positions most difficult to fill due to growth and turnover.
Within the Smart Grid ecosystem, the time for human resources strategy development is now. Forward-thinking utilities, technology vendors, power engineering companies, universities, and government agencies will not try to reinvent the wheel, but rather leverage as many best practices as possible. This inaugural study by Zpryme and Smartgridcareers.com gives Smart Grid hiring managers the baseline data they need to start benchmarking their human capital strategy. The key findings and recommendations of this report will help utilities and Smart Grid vendors anticipate the challenges that lie ahead. Further, universities across the United States must begin to educate a new generation of energy leaders from diverse backgrounds in computer engineering, computer science, and engineering-focused IT.
Smart Grid hiring trends study (part 1 of 2)canaleenergia
1. The document summarizes the key findings of a study on hiring trends in the smart grid industry.
2. It found that while overall hiring increased from 2010 to 2011, managers expect hiring to decrease slightly in 2012. However, there is still a long-term positive hiring growth trend.
3. Larger companies with 501-1000 employees reported significantly higher hiring than smaller companies and expect that to continue increasing in 2012. Salaries are also rising overall, especially for experienced and senior positions.
PGPX is a one-year postgraduate program in management offered by IIM Ahmedabad for professionals with 6+ years of work experience. The class of 2009 had 77 students with an average of 10 years of work experience across diverse sectors like IT, consulting, finance, and manufacturing. The curriculum includes 500 hours of core courses, 160 hours of electives, and a capstone project. Over 90% of students had international experience. Placements have been strong with a average CTC of Rs. 25 lakh and 16% overseas placements in consulting, IT, finance, and other sectors.
Changing Employee Skills and Education Requirements—Changes in the Workforceshrm
The document discusses findings from a survey on changes in workforce and skills requirements over the past decade. Key findings include that over half of organizations reported increased staff size and jobs requiring specific technical skills. Nearly half saw higher education requirements and increased diversity. Industries most likely to see higher education needs now than 10 years ago included health, manufacturing, and government. Industries like high-tech and manufacturing predicted growing demand for skills in science, technology, engineering and math. Overall, there was a trend toward needing more highly educated employees with bachelor's degrees or advanced degrees.
DNV Maritime Solutions\' Working Environment Survey of the Norwegian Maritime...AriMarjamaa
Taking the pulse on the maritime industry
In 2007, DNV Advisory Services initiated a working environment survey for the maritime industry in Norway. The ambition was to contribute to the continuous work of the industry to maintain the competitive advantage for both the Norwegian maritime industry as a whole, as well as for individual companies.
Together with YoungShip, DNV has developed the reference on the working environment for young people in the maritime industry – what attracts them, how they are and want to be developed, and how companies work to attract and retain them. The survey database currently contains more than 1000 unique respondents from the maritime industry in Norway, the UK and Singapore. This unique material allows for a peek into the mechanisms that makes this industry of ours tick.
The document summarizes the results of a brand tracking survey conducted by NES Global Talent among 800 experienced professionals in the energy sector. The survey found that the major oil companies have the greatest appeal as employers. Culture and communication were more important than compensation in retaining employees. Safety standards also influenced employer reputation. While pay is a factor in taking assignments, employees valued interesting work, opportunities, and a company's commitment to its people more. Soft skills like teamwork, communication and integrity were most important. Retaining talent is a major challenge as the workforce ages and skills shortages grow.
This document introduces the 2012-2013 LinkedIn 100 Class, which recognizes top talent professionals from around the world. It lists over 100 professionals and provides their name, title, company, location, and industry. The professionals come from a wide range of industries and locations globally, including the US, Canada, UK, India, Australia, Brazil, and Singapore.
The document discusses trends in the Chinese job market and salaries in 2011. It finds that Chinese companies increased headcounts by 30% that year, with increased opportunities contributed by private enterprises. The median salaries were highest in finance, real estate, and telecommunications. Returning international students ("Hai-Gui") received 27% higher starting salaries than domestic peers, with 71% finding jobs within 3 months, especially in finance. Chinese companies found research and development positions most difficult to fill due to growth and turnover.
Within the Smart Grid ecosystem, the time for human resources strategy development is now. Forward-thinking utilities, technology vendors, power engineering companies, universities, and government agencies will not try to reinvent the wheel, but rather leverage as many best practices as possible. This inaugural study by Zpryme and Smartgridcareers.com gives Smart Grid hiring managers the baseline data they need to start benchmarking their human capital strategy. The key findings and recommendations of this report will help utilities and Smart Grid vendors anticipate the challenges that lie ahead. Further, universities across the United States must begin to educate a new generation of energy leaders from diverse backgrounds in computer engineering, computer science, and engineering-focused IT.
Smart Grid hiring trends study (part 1 of 2)canaleenergia
1. The document summarizes the key findings of a study on hiring trends in the smart grid industry.
2. It found that while overall hiring increased from 2010 to 2011, managers expect hiring to decrease slightly in 2012. However, there is still a long-term positive hiring growth trend.
3. Larger companies with 501-1000 employees reported significantly higher hiring than smaller companies and expect that to continue increasing in 2012. Salaries are also rising overall, especially for experienced and senior positions.
PGPX is a one-year postgraduate program in management offered by IIM Ahmedabad for professionals with 6+ years of work experience. The class of 2009 had 77 students with an average of 10 years of work experience across diverse sectors like IT, consulting, finance, and manufacturing. The curriculum includes 500 hours of core courses, 160 hours of electives, and a capstone project. Over 90% of students had international experience. Placements have been strong with a average CTC of Rs. 25 lakh and 16% overseas placements in consulting, IT, finance, and other sectors.
Changing Employee Skills and Education Requirements—Changes in the Workforceshrm
The document discusses findings from a survey on changes in workforce and skills requirements over the past decade. Key findings include that over half of organizations reported increased staff size and jobs requiring specific technical skills. Nearly half saw higher education requirements and increased diversity. Industries most likely to see higher education needs now than 10 years ago included health, manufacturing, and government. Industries like high-tech and manufacturing predicted growing demand for skills in science, technology, engineering and math. Overall, there was a trend toward needing more highly educated employees with bachelor's degrees or advanced degrees.
DNV Maritime Solutions\' Working Environment Survey of the Norwegian Maritime...AriMarjamaa
Taking the pulse on the maritime industry
In 2007, DNV Advisory Services initiated a working environment survey for the maritime industry in Norway. The ambition was to contribute to the continuous work of the industry to maintain the competitive advantage for both the Norwegian maritime industry as a whole, as well as for individual companies.
Together with YoungShip, DNV has developed the reference on the working environment for young people in the maritime industry – what attracts them, how they are and want to be developed, and how companies work to attract and retain them. The survey database currently contains more than 1000 unique respondents from the maritime industry in Norway, the UK and Singapore. This unique material allows for a peek into the mechanisms that makes this industry of ours tick.
The Advantage Group is a global recruitment company with over 4,000 employees and 350 offices worldwide. It has annual revenues over £3 billion and specializes in temporary staffing, direct hiring, outsourcing, and recruiting over 145,000 professionals annually. The company has four business groups that allow it to efficiently allocate resources across industries and geographies.
The document summarizes the findings of a study on Smart Grid hiring trends in 2012. Some key findings include:
1. Most new hires required a Bachelor's degree, while many employers also required a Master's degree or certification. Desired skills included analytical skills and problem-solving.
2. For experienced hires, most employers required a Bachelor's degree and many required a Master's degree or certification. Desired skills included analytical skills, problem-solving, and oral communication.
3. Employers sought candidates with experience in areas like project management, consulting, and supervision for experienced hire roles. Most wanted candidates with 4-5 years of experience.
Changing Employee Skills and Education Requirements—Training Budgets, Resourc...shrm
The document summarizes findings from a survey about training budgets, resources, and strategies. Key findings include: most organizations (57%) had a training budget in 2011, with state/local government, federal government, and finance being most likely and construction/mining/oil/gas and manufacturing being least likely; the median total training budget was $50,000, with high-tech, federal government, and finance having the highest; and most training occurs on-site or through employer-provided off-site options, while a small percentage of budgets are spent on remedial education.
This document summarizes the results of a DACUM (Developing A Curriculum) workshop with a panel of industry experts in precision machining. The panel identified key worker behaviors, general knowledge and skills, current trends, future directions, concerns, recommended certifications, adult education training needs, and advice for students in the precision machining field. The top three priorities for precision machining according to the panel are safety, quality, and cost.
The document is a report on talent trends in 2016 prepared by Malika Ahuja for her MBA program. It acknowledges various experts who contributed to the report. The report contains an introduction that outlines challenges in attracting and retaining talent. It identifies 11 key talent trends that are analyzed based on research findings from surveys and expert interviews. For each trend, the report provides context, survey results, expert opinions, and recommendations for organizations. The trends covered include the Gen Y workforce, aging workforce, multigenerational workforce, diversity, contingent workforce, new war for talent, initiatives like Make in India and startups, the human cloud concept, the role of social media in HR, and improving HR technology.
India has manpower of 1.2 billion and it is ironic that still we suffer from dearth of talent? Only 10% of MBA graduates of the country are employable
17& of Engineering graduates are employable. The enormity of the challenge that India will face in year 2026 can be imagined when 64.8% of India’s population would be in the working age of 15-64 years.
Impact of rising demographics on employment
By 2020 out of 1.3 billion people in India we will have about 0.8 billion in the working age and that is surely something the world can look forward to.
Quality of workforce is more important than quantity. In fact having a lower head count of skilled manpower is much better than a manpower whose larger portion is unemployable.
India will heading for a skill gap of 75-80% across Industry sectors. There will be people but with skills that corporate do not require, and jobs for which the right fit is not available. The economic impact of this vicious cycle is something like powerhouse of educated yet frustrated youth who are directionless with no jobs in hand is unimaginable.
Matching the skill levels of the supply side and the demand side of Talent Supply Chain
• Job market overview and recruitment strategy for graduatesuoncareers
This document provides an overview of the job market and recruitment strategies for graduates in China. It includes data on voluntary turnover rates and fulfillment challenges by industry and profession. There are also snapshots of the supply and demand of fresh graduates as well as the new landscape of preferred employers and locations. The document outlines Microsoft's staffing approach and recruitment process. It concludes with details on compensation for fresh graduates in top cities and a spotlight on returned international students.
Slides from the Mandarin Consultant Presentation on Wednesday 6 February in the Careers and Employability Centre. Aimed at Chinese-speaking students who are looking for internships, work experience or graduate work in the UK, China and internationally.
Antal International is a global staffing agency with over 20 years of experience. It has over 110 offices in 35 countries. The document provides an overview of Antal International's history, services, sectors, recruitment process, and global presence. It summarizes Antal International's expertise in recruiting for a wide range of roles across multiple industries globally.
TalentSprint is an education company focused on creating high-performance IT and banking professionals through fast-track skills development programs. It aims to address India's large demand for trained professionals to support economic growth. TalentSprint offers 3-month experiential learning programs to help graduates and lateral hires gain in-demand skills and get placed in jobs. It has trained over 1,500 alumni with a 90% placement rate and partners with companies and the National Skill Development Corporation to expand its training programs.
Antal International is a global staffing agency with over 20 years of experience and 110 offices in 35 countries. It focuses on recruiting candidates for professional roles across various industries including banking, finance, technology, marketing and more. Antal International provides end-to-end recruitment solutions including candidate sourcing, screening, assessments, and onboarding. It has won numerous awards for being one of the best international recruitment agencies and has experience making hires across Europe, Asia, and other global markets.
K2 is a specialist staffing consultancy that provides temporary and permanent staffing solutions, primarily in business process technology. They focus on staffing for the energy and utility industries. K2 has experience staffing projects involving SAP, Oracle, and other technologies for energy companies around the world. They ensure clients receive consultants with both technical skills and industry expertise to address their specific business needs.
This document summarizes an HR satisfaction survey conducted in 2012 by HRhelpdesk.in. It surveyed over 650 companies across 73 locations globally. 509 companies qualified for the report. The survey measured respondent satisfaction across foundations of their role, team motivation factors, and alignment of HR and business goals. It found that while many HR professionals feel more motivated by enriched roles, over 60% felt their skills were underutilized. It also found a lack of clear alignment between HR and business objectives in many companies. The report provides a high-level overview of the survey and indexes satisfaction levels across different industry sectors.
CDS is an executive search firm that has been in business for 15 years. It is part of the Recruit Group, one of the largest HR services companies in Asia. CDS has a proven track record of placing executives in technology and digital media companies. It takes a proactive, research-driven approach to search using a hybrid model of contingency and retained services.
The document provides information about NES Global Talent, a leading manpower solutions provider with a global network of over 40 offices in 25 countries. It summarizes NES Global Talent's 2020 Vision to achieve profits of £100 million and manage 20,000 contractors by 2020. The document invites applicants to join the Futures Academy graduate scheme to gain expertise, training, and experience to help open up career opportunities worldwide with NES Global Talent.
NES Global Talent is an international recruitment firm that specializes in finding technical and engineering talent for clients in the energy, infrastructure, life sciences, and IT industries. It has over 30 years of experience, 46 worldwide offices, and a database of over 400,000 candidates. The company offers permanent and contract recruitment services, managed recruitment programs, employer branding, and full support for candidate mobilization and assignments around the world.
NES Global Talent is a leading manpower solutions provider with a global network of over 40 offices in 25 countries. They offer graduates the opportunity to join their Futures Academy program and contribute to the company's vision of achieving £100m in profits by 2020. Through the Futures Academy, graduates will receive training, support and career development opportunities to become successful consultants, with the potential for worldwide career progression within NES Global Talent's global network.
NES Global Talent is an international recruitment firm with over 15 years of experience in the life sciences sector. They have over 45 offices across 28 countries, allowing them to access talent globally. They provide both contract and permanent recruitment solutions through discipline-specific consultants with expertise in fields like pharmaceuticals, biotechnology, engineering, and quality. NES aims to deliver an exceptional service through guarantees, a global talent pool, and discipline-specific consultants.
This document summarizes data on stress-related staff absences in schools. It finds that stress is the third most common reason for staff absences, accounting for 7.78% of absences. Stress-related absences also tend to be longer, averaging 26.69 days compared to 12.97 days for other absences. The data shows that 3.7% of teaching staff and 3% of support staff take a stress-related absence each year. Schools can expect to lose on average 0.5-0.75 working days per staff member annually to stress depending on the region. The document provides recommendations on how schools can plan for, prevent, and shorten stress-related absences.
This document summarizes the services provided by a staffing company. They offer guaranteed staffing solutions using discipline-specific consultants to source talent globally. Their services include payroll administration, funding, taxation compliance, insurance, emergency support, and more. They provide contract staffing, project staffing, specialist staffing, and help with mobilization, visas, orientation, accommodation, travel, health and safety. They also offer training, workforce assessment, recruitment process outsourcing, and contingent workforce management solutions to help clients find and develop talent.
The Advantage Group is a global recruitment company with over 4,000 employees and 350 offices worldwide. It has annual revenues over £3 billion and specializes in temporary staffing, direct hiring, outsourcing, and recruiting over 145,000 professionals annually. The company has four business groups that allow it to efficiently allocate resources across industries and geographies.
The document summarizes the findings of a study on Smart Grid hiring trends in 2012. Some key findings include:
1. Most new hires required a Bachelor's degree, while many employers also required a Master's degree or certification. Desired skills included analytical skills and problem-solving.
2. For experienced hires, most employers required a Bachelor's degree and many required a Master's degree or certification. Desired skills included analytical skills, problem-solving, and oral communication.
3. Employers sought candidates with experience in areas like project management, consulting, and supervision for experienced hire roles. Most wanted candidates with 4-5 years of experience.
Changing Employee Skills and Education Requirements—Training Budgets, Resourc...shrm
The document summarizes findings from a survey about training budgets, resources, and strategies. Key findings include: most organizations (57%) had a training budget in 2011, with state/local government, federal government, and finance being most likely and construction/mining/oil/gas and manufacturing being least likely; the median total training budget was $50,000, with high-tech, federal government, and finance having the highest; and most training occurs on-site or through employer-provided off-site options, while a small percentage of budgets are spent on remedial education.
This document summarizes the results of a DACUM (Developing A Curriculum) workshop with a panel of industry experts in precision machining. The panel identified key worker behaviors, general knowledge and skills, current trends, future directions, concerns, recommended certifications, adult education training needs, and advice for students in the precision machining field. The top three priorities for precision machining according to the panel are safety, quality, and cost.
The document is a report on talent trends in 2016 prepared by Malika Ahuja for her MBA program. It acknowledges various experts who contributed to the report. The report contains an introduction that outlines challenges in attracting and retaining talent. It identifies 11 key talent trends that are analyzed based on research findings from surveys and expert interviews. For each trend, the report provides context, survey results, expert opinions, and recommendations for organizations. The trends covered include the Gen Y workforce, aging workforce, multigenerational workforce, diversity, contingent workforce, new war for talent, initiatives like Make in India and startups, the human cloud concept, the role of social media in HR, and improving HR technology.
India has manpower of 1.2 billion and it is ironic that still we suffer from dearth of talent? Only 10% of MBA graduates of the country are employable
17& of Engineering graduates are employable. The enormity of the challenge that India will face in year 2026 can be imagined when 64.8% of India’s population would be in the working age of 15-64 years.
Impact of rising demographics on employment
By 2020 out of 1.3 billion people in India we will have about 0.8 billion in the working age and that is surely something the world can look forward to.
Quality of workforce is more important than quantity. In fact having a lower head count of skilled manpower is much better than a manpower whose larger portion is unemployable.
India will heading for a skill gap of 75-80% across Industry sectors. There will be people but with skills that corporate do not require, and jobs for which the right fit is not available. The economic impact of this vicious cycle is something like powerhouse of educated yet frustrated youth who are directionless with no jobs in hand is unimaginable.
Matching the skill levels of the supply side and the demand side of Talent Supply Chain
• Job market overview and recruitment strategy for graduatesuoncareers
This document provides an overview of the job market and recruitment strategies for graduates in China. It includes data on voluntary turnover rates and fulfillment challenges by industry and profession. There are also snapshots of the supply and demand of fresh graduates as well as the new landscape of preferred employers and locations. The document outlines Microsoft's staffing approach and recruitment process. It concludes with details on compensation for fresh graduates in top cities and a spotlight on returned international students.
Slides from the Mandarin Consultant Presentation on Wednesday 6 February in the Careers and Employability Centre. Aimed at Chinese-speaking students who are looking for internships, work experience or graduate work in the UK, China and internationally.
Antal International is a global staffing agency with over 20 years of experience. It has over 110 offices in 35 countries. The document provides an overview of Antal International's history, services, sectors, recruitment process, and global presence. It summarizes Antal International's expertise in recruiting for a wide range of roles across multiple industries globally.
TalentSprint is an education company focused on creating high-performance IT and banking professionals through fast-track skills development programs. It aims to address India's large demand for trained professionals to support economic growth. TalentSprint offers 3-month experiential learning programs to help graduates and lateral hires gain in-demand skills and get placed in jobs. It has trained over 1,500 alumni with a 90% placement rate and partners with companies and the National Skill Development Corporation to expand its training programs.
Antal International is a global staffing agency with over 20 years of experience and 110 offices in 35 countries. It focuses on recruiting candidates for professional roles across various industries including banking, finance, technology, marketing and more. Antal International provides end-to-end recruitment solutions including candidate sourcing, screening, assessments, and onboarding. It has won numerous awards for being one of the best international recruitment agencies and has experience making hires across Europe, Asia, and other global markets.
K2 is a specialist staffing consultancy that provides temporary and permanent staffing solutions, primarily in business process technology. They focus on staffing for the energy and utility industries. K2 has experience staffing projects involving SAP, Oracle, and other technologies for energy companies around the world. They ensure clients receive consultants with both technical skills and industry expertise to address their specific business needs.
This document summarizes an HR satisfaction survey conducted in 2012 by HRhelpdesk.in. It surveyed over 650 companies across 73 locations globally. 509 companies qualified for the report. The survey measured respondent satisfaction across foundations of their role, team motivation factors, and alignment of HR and business goals. It found that while many HR professionals feel more motivated by enriched roles, over 60% felt their skills were underutilized. It also found a lack of clear alignment between HR and business objectives in many companies. The report provides a high-level overview of the survey and indexes satisfaction levels across different industry sectors.
CDS is an executive search firm that has been in business for 15 years. It is part of the Recruit Group, one of the largest HR services companies in Asia. CDS has a proven track record of placing executives in technology and digital media companies. It takes a proactive, research-driven approach to search using a hybrid model of contingency and retained services.
The document provides information about NES Global Talent, a leading manpower solutions provider with a global network of over 40 offices in 25 countries. It summarizes NES Global Talent's 2020 Vision to achieve profits of £100 million and manage 20,000 contractors by 2020. The document invites applicants to join the Futures Academy graduate scheme to gain expertise, training, and experience to help open up career opportunities worldwide with NES Global Talent.
NES Global Talent is an international recruitment firm that specializes in finding technical and engineering talent for clients in the energy, infrastructure, life sciences, and IT industries. It has over 30 years of experience, 46 worldwide offices, and a database of over 400,000 candidates. The company offers permanent and contract recruitment services, managed recruitment programs, employer branding, and full support for candidate mobilization and assignments around the world.
NES Global Talent is a leading manpower solutions provider with a global network of over 40 offices in 25 countries. They offer graduates the opportunity to join their Futures Academy program and contribute to the company's vision of achieving £100m in profits by 2020. Through the Futures Academy, graduates will receive training, support and career development opportunities to become successful consultants, with the potential for worldwide career progression within NES Global Talent's global network.
NES Global Talent is an international recruitment firm with over 15 years of experience in the life sciences sector. They have over 45 offices across 28 countries, allowing them to access talent globally. They provide both contract and permanent recruitment solutions through discipline-specific consultants with expertise in fields like pharmaceuticals, biotechnology, engineering, and quality. NES aims to deliver an exceptional service through guarantees, a global talent pool, and discipline-specific consultants.
This document summarizes data on stress-related staff absences in schools. It finds that stress is the third most common reason for staff absences, accounting for 7.78% of absences. Stress-related absences also tend to be longer, averaging 26.69 days compared to 12.97 days for other absences. The data shows that 3.7% of teaching staff and 3% of support staff take a stress-related absence each year. Schools can expect to lose on average 0.5-0.75 working days per staff member annually to stress depending on the region. The document provides recommendations on how schools can plan for, prevent, and shorten stress-related absences.
This document summarizes the services provided by a staffing company. They offer guaranteed staffing solutions using discipline-specific consultants to source talent globally. Their services include payroll administration, funding, taxation compliance, insurance, emergency support, and more. They provide contract staffing, project staffing, specialist staffing, and help with mobilization, visas, orientation, accommodation, travel, health and safety. They also offer training, workforce assessment, recruitment process outsourcing, and contingent workforce management solutions to help clients find and develop talent.
NES Global Talent provides a complete range of contract and permanent talent solutions to the Oil & Gas, Power, Construction & Infrastructure, Life Sciences, Manufacturing and IT sectors worldwide.
The SlideShare 101 is a quick start guide if you want to walk through the main features that the platform offers. This will keep getting updated as new features are launched.
The SlideShare 101 replaces the earlier "SlideShare Quick Tour".
Manpower is a global staffing company with nearly 4,000 offices in over 80 countries and territories. It provides local, national, and global clients with expert staff who understand the labor market customs, regulations, tax laws, and economic trends of the specific markets. Manpower develops research tools and reports on labor market issues and trends worldwide that are used by economists, journalists, researchers, and think tanks. It offers a full range of workforce solutions including talent resourcing, workforce programs, and workforce insight and innovation.
Ramco is a leading software company focused on consulting, products, and managed services with over 1,800 employees globally. Their mission is to be a world-class provider of adaptive enterprise solutions and their vision is to create next generation solutions that enhance customer value. Key facts about Ramco include they have over 150,000 users, 1000+ customers, offices in 16 countries, and generate $47.27 million in annual revenue across various industries. Ramco prioritizes their people and believes in empowering employees through meaningful work, career opportunities, and continuous learning to deliver outstanding service and innovation.
Tan BakChai is a senior business consultant at The MRI China Group with over 20 years of experience in engineering, marketing, and operations management. The MRI China Group specializes in recruiting for industrial, electrical, electronics, plastics, metal and semiconductor companies in China and Hong Kong. They offer executive search, assessment, and coaching services tailored to each client's specific staffing needs as part of the MRINetwork, the world's largest search and recruitment organization. BakChai holds an MBA and speaks English, Mandarin, Cantonese, and Hokkien in addition to his native Malaysian language.
This document provides information about Antal International, a global staffing agency founded in 1993 focusing on Central and Eastern Europe. It discusses:
- Antal International's history and growth over 20 years to become a global network with over 110 offices in 35 countries.
- Antal Bulgaria's operations since 2005 and focus on direct searches for key and managerial roles.
- Antal's methodology for recruitment which includes understanding the client's requirements, advertising roles through online and social media, conducting searches, and providing a replacement guarantee.
- The sectors Antal specializes in including aerospace, automotive, banking, engineering and more.
- Antal's suite of services including salary surveys,
In this Aberdeen Group research brief, data shows that top –performing companies are achieving exceptional results due in part to their ability to use assessment data to make better talent decisions on an individual and organizational level. “To build a high-performance culture, organizations must not only utilize assessments, but make them a part of how managers think about their talent. The clients of one assessments solution provider in particular, PI Worldwide, are an example of how to bring together assessment tools with the right organizational capabilities required to create a positive business impact.” Contact me to receive a copy of the brief: agrimes@advisausa.com
The rapid pace of change in European executive recruitment continues to accelerate. Twenty years ago, there were but a small handful of tried and trusted ways to recruit the right senior manager or executive. Today, the landscape is rather more complex. Our research among over 1,200 senior managers and executive across the UK and Continental Europe explores the methods organisations use to recruit, employee retention, priorities in executive recruitment, experience of job boards and recruitment agencies, social media, and measurement of recruitment.
This document discusses employer branding and provides data and advice on developing a strong talent brand. It shows that most companies agree employer brand is a top priority, and that employer brand significantly impacts their ability to hire great talent. It then provides steps to build a strong talent brand, including getting executive buy-in, listening to candidates and employees, crafting an authentic employer brand message, promoting the brand, and measuring results.
What’s on the minds of senior business leaders as they
begin 2013? Despite ongoing global economic uncertainty, and increasing competitive pressures, how will organisations approach the key issues of innovation and business viability in the short and medium term?
ExEcutivE OutlOOk SurvEy 2013
Leading for innovation & growth
To answer these questions, we decided to focus our annual survey of CEOs, Directors, Chairpersons and VPs across Asia-Pacific, the Americas and Europe on innovation and business viability. We asked 179 people in senior leadership positions to tell us about their company’s direction over the
year ahead, and how they’re balancing the need to be profitable with the pressures of continuous change on a global scale.
Making Every Hire Count What Really Matters To The C Suite Exec Briefingmikewillard
This research briefing from Profiles International discusses key factors that are important for organizations to consider when hiring in order to ensure that every hire counts. The briefing identifies the "Top 10" questions organizations need to answer related to their hiring process. It also finds differences in perceptions between C-level executives and front-line managers regarding their organizations' hiring practices. Specifically, C-level executives tend to be more certain about their organizations' hiring abilities compared to front-line managers. The briefing recommends that organizations train interviewers, provide guidance on probing candidate suitability, use objective hiring criteria based on top performers, and ensure new hire onboarding helps people become productive faster. Considering both internal and external candidates, conducting thorough background checks, and
Making Every Hire Count What Really Matters To The C Suite Exec BriefingJeff Lively
In today’s economy, nearly every organization faces pressure to reduce waste and run at peak efficiency. Although the economy has shown signs of improvement and the unemployment rate has dropped modestly, organizations are still extremely cautious when it comes to hiring.
APAC Recruiter 2012: Rachele Ferri On Employer BrandingSteven Yeong
This document discusses employer branding and talent attraction. It provides an overview of Universum, a company that helps employers improve their performance through successful recruitment and retention by ensuring improvements to their employer brand. The document discusses talent trends in Asia, the importance of employer branding, what Asian students want in an ideal employer, and how to effectively work with an employer brand. It emphasizes developing an employer value proposition through in-depth research to influence the employer brand in the right direction.
This document discusses employer branding and provides tips for building a strong talent brand. Some key points:
- 69% of companies agree that employer brand is a top priority, with larger companies placing more importance on it. Employer brand significantly impacts hiring ability.
- Steps to build a talent brand include getting executive buy-in, listening to candidates and employees, crafting an approach, promoting the brand, and measuring results.
- Promoting involves optimizing company and employee profiles, leveraging employees' LinkedIn presence, crafting job posts, and engaging candidates on and off LinkedIn through updates and APIs.
- The Talent Brand Index measures brand engagement vs familiarity to benchmark against competitors.
RGP's annual survey asks supply chain executives about their priorities. In 2013, executives noted that cost containment remained the highest priority and many are focusing on transforming their supply chain organization to be more strategic. The webcast will review the 2013 survey results and discuss what priorities were revealed this year. Jon Wesoky and David Matthews will discuss organizational challenges, sourcing, technology, compliance and corporate responsibility based on the survey. Participants can receive 1 CPE by registering for the complimentary webcast held on March 21st, 2013.
The main purpose of the seminar was to share useful data points around why Japan is so challenging, as well as some of the solutions that ManpowerGroup Solutions and Experis Executive provide.
See cleaner versions of images on our website:
https://experis-executive.jp/en/manpowergroups-annual-global-talent-survey-tokyo-seminar/
HRM Employee Value Proposition Survey Resultsgmorris1974
This document summarizes the results of a survey on employee value propositions conducted by HRM Recruitment Group. Over 10,000 executive employees across various industries and functions participated in the survey. Key findings include:
- After salary, annual leave is the most important compensation element, while company cars are the least important.
- Career stability is the most important career development factor.
- Respect and leadership calmness are the most important cultural elements.
- Work-life balance is most important for specialists, while the reporting manager is most important for professional services.
- Establishing rapport and showing interest are the top hiring process influencers.
This document summarizes the results of a survey on employee value propositions. It provides background on employee value propositions and what they entail. It then analyzes the respondents of the survey, which included over 10,000 executive employees across a variety of functions, career levels, genders, and industry segments. The rest of the document details the methodology and full results of the survey.
This document discusses what makes a great place to work and the importance of building trust within an organization. It outlines the key elements that comprise a great workplace, including two-way communication, credibility, respect, fairness, pride and camaraderie. It also describes the multi-phase process of becoming a great place to work, which involves laying a foundation of people philosophy, strengthening differentiators like equity and reliability, building great people managers, and institutionalizing an employer brand. Participating in studies of best companies can help attract top talent and create a fun workplace culture.
The document discusses competency mapping conducted at National Aluminum Company Limited (NALCO) between April and June 2012. It provides an overview of NALCO, describing its vision, mission, activities and management structure. It then defines competency and the objectives of NALCO's competency mapping study. The process involved identifying positions and their competency requirements, assessing actual versus required competencies, and filling gaps through training. The mapping was initially conducted across departments but focused on marketing. The goals were to enhance skills, meet quality standards, and aid career planning.
1. EMPLOYER
BRANDS
IN THE
ENERGY
SECTOR
NES Global Talent’s
brand tracking survey
into employer brands
nesglobaltalent.com
2. “Listen first,
speak second.
Seek OUT those
with experience
and learn from
them.”
Engineering contractor, 20 years in the field.
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3. INTRODUCTION 1.0 Which companies appeal
as employers of choice?
Top 5 versus other
The top five major international oil companies account
Challenges Facing the Oil and Gas Industry for 40% of all choice ranking. Of the other 23 operators
who were included none received more than 3% of the
For more than 30 years, NES Global Talent has been helping the Oil & Gas Industry recruit mentions, showing the dominance of the appeal of the Top
5.
and retain personnel. It continues to be our primary goal. As part of our services we are
acutely aware of the challenges our clients face in the Energy Sector.
First, the world’s energy needs are spiralling. They are increasing by a factor of three in
the lifetime of our children. Second, the world’s population is escalating at a frightening rate.
In 1960 it was 3 billion and in 2011 7 billion. It will be 9 billion in 2050. Third, within the next
ten years, more than half the workforce in Oil & Gas will be eligible for retirement. Fourth,
the skill shortage continues with less science, technology, engineering and mathematics
graduates entering the engineering industry.
Our task at NES Global Talent is to fully appreciate these problems confronting our clients
and assist them in searching for outstanding talent.
In 2011, our brand and marketing team conducted a brand tracking survey to highlight some
BP
of the current branding problems facing the industry and point to possible solutions. We Chevron
contacted 800 people from our database. The majority of respondents have more than 20
years experience. 65% are engineers, 14% subsea specialists, 11% managers. 82% with
degrees and 90% hold at least one professional qualification. Most of our respondents were
from the United Kingdom and South East Asia. A significant number are from North America.
(*see call out box on research sample) ExxonMobil
Total
Employer Branding and the Workforce
Our survey looked at employer branding I.e. the package of benefits, which make companies Shell
distinctive in the minds of current and potential employees. We found that contractors are
attracted to the companies they are most familiar with. The major oil companies had the
greatest appeal. We also found two critical factors in staff retention. Employees are more
easily retained if the culture of an organisation is good and if they are handled well by their
managers. They also place great store on clear and effective communication. Culture
AND WHY DO THEY APPEAL?
and style of communication, in some instances, come before reward and remuneration as
influencing whether they stay. Our survey also revealed how an employer’s brand reputation
is affected by their professional approach to safety standards.
Operator takes good care of its employees
13%
NES Global Talent surveyed 800 people from its contractor database
Good teamwork colleagues
11%
• The majority have 20 years+ experience
– 65% were engineers
– 14% were subsea engineers
Employees were empowered
8%
– 11% were managers
– 7% were consultants
Strong Management Team
8%
• 82% have a university degree Operators attitude/commitment to employees 4%
• 90% have at least one professional qualification
Rate of pay 4%
• he majority of the sample was from UK and South East Asia,
T
Employer flexibility 1%
but there were significant number from North America too.
Other – 49%
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4. Factors influencing
the choice of an
EMPLOYER
The factors which influenced their choice included the company’s attitude and
commitment to employees – how they were taken care of. They rated the company in
The company’s ways of working
terms of how they were treated, whether there was a strong culture of teamwork and
what the overall work environment was like – above pay.
“Lots of empowerment.”
“Management were empowering –
The company’s attitude towards its people they make decisions quickly.”
“They were innovative and enterprising.”
“There was a strong commitment to people.”
“Not too much ‘us versus them’ mentality.”
Breadth of learning opportunities – interest of role
“They were friendly, relaxed and
technically excellent.”
“Simple combination of team work and
project appeal.”
“There was good training and development.”
Professional standards
“High standards of engineering practice
and integration of engineering,
construction and commissioning teams.”
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5. 2.0 Employee perceptions of other Drivers of Employer of Choice 5.0 What keeps you or makes Money
Good team
operators Benefits
you leave an assignment? Interesting work
Job itself Life balance/Work
When respondents were asked to consider the appeal of Once on assignment the pay and salary do feature strongly
Career opportunity
operators that they had not worked for in the past, they as reasons to stay. Yet team spirit and interest of role is still Career progression
How they treat you
reported slightly different attractions. high up. Job security
Project
Job satisfaction
Past experience
Location
Good working environment
working environment
Salary
Company reputation 0 5 10 15 20 25 30 35
0 5 10 15 20 25 30 35 40 45
The key reason to leave an assignment is more about Poor management
management issues than money – things like not being
While hard tangible benefits – including salary – were The key dimensions of a good working environment were listened to, unreasonable expectations and poor leadership. Salary dissatisfaction
important, they were much less important that a company’s noted as: These factors cause individuals to move on.
Job satisfaction
reputation, with over 40% of respondents ranking reputation
as a key driver of attraction. Safety standards “It’s a highly hazardous industry, so a Pay is also cited as a factor for leaving an assignment
company with a good track record of safe working.” but only driven by changes in terms and conditions or a Work environment
This underlines the appeal of security and familiarity significant underpayment in the market.
Contract change
associated with big name brands. It shows how important it Good working conditions “I’d heard good things about
is to build an employer brand for talent strategies to ensure their work culture.” Family
the company name is promoted.
0 5 10 15 20 25 30
Management style “Empowerment and forward-thinking.”
Additionally, 14% perceived a good working environment as
one of the key drivers for choosing an operator.
6.0 What soft skills are important Teamwork
in the job you do? Can do
Appeal/Lifestyle Communication
3.0 Drivers of locational appeal When asked which soft skills mattered most to them in the Honest/integrity
Family
job they did – respondents listed teamwork, having a ‘can Influencing skills
The appeal of a location was perceived lifestyle – including
Physical safety do’ attitude, honesty and good communication skills as the Listening skills
the weather. Family, the safety of the work and the region
most important. Flexible / Adaptable
were all major considerations.
Convenience Safety
Thechnical know how
Money
Attention to detail
Comments from the research included:
Quality of work 0 5 10 15 20 25
Teamwork: Attitude:
0 10 20 30 40 50
“Empathy with others.” “Can-do attitude.”
“Ability to find the middle ground.” “Proactive, dynamic.”
4.0 What attracts you to an “Mutual respect.” “Problem solving and ambitious.”
assignment? “Credit to where good ideas come from.” Adaptability - to local issues “patience” came up a lot.
Company reputation again features as a main reason Reputation Communication: Integrity “genuine’ ‘honest, hard-working’ ‘fair, dedicated
in choosing an assignment. Approach to employees Listening and influencing skills were highlighted as a key to work’
soft skill to have.
The second biggest influence on the appeal of an Rate Continuing Professional Development
assignment was culture – namely, a company’s “What I look for in new talent is the ability to be able to “Do not give up trying and always question something you
Project size / Role
approach to employees. work well with others and it’s so important to have good think is wrong, don’t give up, be ready to work in hard
Breadth of opportunities communication skills.” conditions with a lot of stress”
An interesting role or project, earning potential and “From my perspective, the most important lesson we need “Listen to everything and everybody but formulate you own
Flat management/no
the breadth of opportunities were also likely to increase to learn is there needs to better communication.” solution taking the best parts from everywhere.”
the appeal of an assignment. Previous experience
“Every project I have been on we talk about it, but it is very “Listen first, speak second. Seek out those with experience
0 5 10 15 20 25 30 35
difficult to achieve. The reality is we work in isolation so and learn from them.”
finding a way to communicate decisions, questions and
concerns is a real challenge.”
7 | BRAND TRACKING SURVEY BRAND TRACKING SURVEY| 8
6. CLOSING THOUGHTS
Our survey has been conducted with experienced and Energy companies must build strong brands to support the
senior personnel in the energy sector. It reveals that the need for a unified approach for talent. They must do this on
big brand names of major oil companies are attractive research insights that help them to understand the desires
to employees. They are familiar with them and like their of different cultures, ages and groups. They must deliver on
reputation. They like good management, good teamwork, their brand promise, no matter what country they operate in.
and good communication. Reward and remuneration are
important to employees but not as much as one would With more cooperation and the sharing of talent data and
expect. thinking about the skills needed in the future, planning
for future talent needs must be global and encompass all
They are very conscious of a company’s commitment and segments of talent.
attitude to contractors They like to be handled and treated
well. They like interesting assignments and, in an industry Integrated people strategies that go beyond recruitment can
with hazards employees stress the importance of a sound increasingly consider more marketing tactics and strategies.
track record with regard to safety. Human Resource Directors can use:
At NES Global Talent we know the problem of finding and • Digital and mobile communication tools to reach all
retaining talent is serious at the present time, but it will get projects and convey important messages
worse.
• Intelligence tracking tools to measure data that drives
The alarming fact is that the energy sector has an ageing retention
workforce with 50% of its engineers being eligible for • Communication tools to ensure that information is
retirement within the next ten years. How will the industry passed from workers approaching retirement to new
ensure that knowledge is passed from workers approaching entrants
retirement to new entrants, from engineers of one
nationality to another and from one project to another? This Employer Branding needs to be far more than recruitment
is a real dilemma. The industry will also have the challenge advertising. Communication campaigns must focus on
of retaining its best staff. We see a workforce that is not just specific jobs, but on the company’s overall brand
increasingly global and diverse, increasingly mobile, one reputation.
that is ready to go whenever and wherever. The industry will
have the challenge of logistics, mobilisation, work permits, Given these challenges is now the time to consider:
security etc’. Should talent be at the heart of the company’s brand
strategy?
Everyone in the energy industry will need to play their part
in meeting these unparalleled challenges. The brand
included.
9 | BRAND TRACKING SURVEY
7. There has never
been a time when
talent matters
so much to a
sector.
Your business is driven by your people. HR teams must attract and retain great
talent. Act now to strengthen your employer brand and contact us if you need
help to do so. We can survey how your brand is perceived internally with your
people and externally with potential talent segments. We can take this and
shape a recommendation to strengthen your brand appeal for employees.
Caitlin.Thomas@nesglobaltalent.com.
BRAND TRACKING SURVEY| 11