This document discusses how companies can navigate the "Human Age" by finding the best talent and implementing the right work models and people practices. It summarizes research by ManpowerGroup on key trends driving this new era, including rapid technology changes, shifting demographics, and a mismatch between the skills workers have and what companies need. To succeed, companies must listen to workers, increase collaboration, and develop flexible workforce strategies to address talent shortages and mismatches.
The document discusses how the world is entering a new era called the Human Age, where optimizing human potential will be the single most important factor for business success. It will require companies to re-examine how they develop and leverage employees' skills and talents. The rise of technologies has leveled the playing field for workers while also creating a talent shortage for companies. To thrive in this new Human Age, companies must adapt their strategies and structures to better engage, train and develop their workforce.
Manpower Group Talent Mobility White Paper Jun2011Andrea Hubbert
In the Human Age, talent mobility—moving people to where the work is—must be one component of a coordinated public-private response to the talent mismatch. While the topic is a political lightning rod in this period of continuing high unemployment, it’s important to recognize that talent mobility is a proven way to address many pressing business needs. And talent mobility is not solely about bringing in foreign workers; it’s also about moving domestic talent within national borders to balance supply and demand in the labor market. Please contact me for more information.
MBA student writes sustainability thesis on Cranmore Foundation
Mr Charles V Towle, a graduate student at San Francisco State University has received a distinction for his thesis on sustainability and the work of Cranmore Foundation. Mr Towle’s thesis makes the case for the need for a new quality of thinking in addressing today’s complex global problems, which he describes as ‘wicked problems’. He explores emerging models of thought aimed at creating sustainability solutions such as the work of Michael Porter and Mark Kramer as well as Umair Haque. His thesis goes on to explore the premise of Cranmore Foundation’s work with wisdom traditions. Further he presents the conceptual outline of one wisdom model articulated by the foundation that supports sustainability.
The latest volume of ideas@work explores critical issues and best practices in talent management.
Two of our papers focus on today’s volatile and constantly changing business environment. Developing Leaders in a VUCA Environment provides talent managers with ideas, guidance, and examples on how to address the shift needed in leadership development to adapt to the new normal, while Building a Resilient Organizational Culture focuses on how to cultivate and nurture a culture of resilience at all levels of the organization.
This volume also features a chapter from what’s been called the “talent management bible” - Marc Effron’s and Miriam Ort’s “One Page Talent Management”. This practical, science based guide to accelerating talent growth has become a best seller in talent management circles, and the chapter we’ve included outlines the barriers to building talent and the philosophy for successful talent development based on simplicity, accountability, and transparency.
The other two white papers included in this volume examine new trends in talent development. Got Game? The Use of Gaming in Learning and Development takes a serious look at how gaming technology can be used to develop organizational talent. The Big Data Talent Gap explores the talent implications of the big data revolution.
The War For Diverse Talent Executive SummaryRaj Tulsiani
This document discusses the importance of diversity in talent acquisition and management. It argues that organizations are facing unprecedented changes and a talent shortage. Diversity provides a competitive advantage by increasing an organization's cognitive diversity and ability to adapt. Recent research from fields like mathematics, evolution, and Broadway shows that diverse groups outperform homogeneous groups. The document advocates moving beyond traditional diversity training to new approaches that focus on diversity as a driver of value.
E human resources management managing knowledge people ( pdf drive )Priyanka Mehta
This document provides an overview of an edited book on e-human resource management (e-HRM). The book is divided into four sections that cover cutting-edge topics in HRM, redesigning HR administrative processes, e-learning strategies, and managing IT and organizational changes in the context of e-HRM. The preface discusses the need for more creative approaches to e-HRM and introduces the content and goals of the book.
Max Weber saw bureaucracy as the dominant form of organization in modern society, though he was skeptical of its merits and potential for domination. He characterized the pure bureaucratic form as having clearly defined roles, specialization, hierarchies, comprehensive rules, impersonality, selection based on qualifications, full-time paid officials, career structures, and separation of ownership and control to reduce corruption. While bureaucracy provided benefits like social mobility based on competence, Weber was concerned it could become an "iron cage" that threatened human spirit. Mary Parker Follett was an American theorist who advocated for concepts like integrated leadership and power-with that are still influential today but were ahead of her time. Abraham Maslow introduced his hierarchy of needs theory which argued people are
This document discusses how companies can navigate the "Human Age" by finding the best talent and implementing the right work models and people practices. It summarizes research by ManpowerGroup on key trends driving this new era, including rapid technology changes, shifting demographics, and a mismatch between the skills workers have and what companies need. To succeed, companies must listen to workers, increase collaboration, and develop flexible workforce strategies to address talent shortages and mismatches.
The document discusses how the world is entering a new era called the Human Age, where optimizing human potential will be the single most important factor for business success. It will require companies to re-examine how they develop and leverage employees' skills and talents. The rise of technologies has leveled the playing field for workers while also creating a talent shortage for companies. To thrive in this new Human Age, companies must adapt their strategies and structures to better engage, train and develop their workforce.
Manpower Group Talent Mobility White Paper Jun2011Andrea Hubbert
In the Human Age, talent mobility—moving people to where the work is—must be one component of a coordinated public-private response to the talent mismatch. While the topic is a political lightning rod in this period of continuing high unemployment, it’s important to recognize that talent mobility is a proven way to address many pressing business needs. And talent mobility is not solely about bringing in foreign workers; it’s also about moving domestic talent within national borders to balance supply and demand in the labor market. Please contact me for more information.
MBA student writes sustainability thesis on Cranmore Foundation
Mr Charles V Towle, a graduate student at San Francisco State University has received a distinction for his thesis on sustainability and the work of Cranmore Foundation. Mr Towle’s thesis makes the case for the need for a new quality of thinking in addressing today’s complex global problems, which he describes as ‘wicked problems’. He explores emerging models of thought aimed at creating sustainability solutions such as the work of Michael Porter and Mark Kramer as well as Umair Haque. His thesis goes on to explore the premise of Cranmore Foundation’s work with wisdom traditions. Further he presents the conceptual outline of one wisdom model articulated by the foundation that supports sustainability.
The latest volume of ideas@work explores critical issues and best practices in talent management.
Two of our papers focus on today’s volatile and constantly changing business environment. Developing Leaders in a VUCA Environment provides talent managers with ideas, guidance, and examples on how to address the shift needed in leadership development to adapt to the new normal, while Building a Resilient Organizational Culture focuses on how to cultivate and nurture a culture of resilience at all levels of the organization.
This volume also features a chapter from what’s been called the “talent management bible” - Marc Effron’s and Miriam Ort’s “One Page Talent Management”. This practical, science based guide to accelerating talent growth has become a best seller in talent management circles, and the chapter we’ve included outlines the barriers to building talent and the philosophy for successful talent development based on simplicity, accountability, and transparency.
The other two white papers included in this volume examine new trends in talent development. Got Game? The Use of Gaming in Learning and Development takes a serious look at how gaming technology can be used to develop organizational talent. The Big Data Talent Gap explores the talent implications of the big data revolution.
The War For Diverse Talent Executive SummaryRaj Tulsiani
This document discusses the importance of diversity in talent acquisition and management. It argues that organizations are facing unprecedented changes and a talent shortage. Diversity provides a competitive advantage by increasing an organization's cognitive diversity and ability to adapt. Recent research from fields like mathematics, evolution, and Broadway shows that diverse groups outperform homogeneous groups. The document advocates moving beyond traditional diversity training to new approaches that focus on diversity as a driver of value.
E human resources management managing knowledge people ( pdf drive )Priyanka Mehta
This document provides an overview of an edited book on e-human resource management (e-HRM). The book is divided into four sections that cover cutting-edge topics in HRM, redesigning HR administrative processes, e-learning strategies, and managing IT and organizational changes in the context of e-HRM. The preface discusses the need for more creative approaches to e-HRM and introduces the content and goals of the book.
Max Weber saw bureaucracy as the dominant form of organization in modern society, though he was skeptical of its merits and potential for domination. He characterized the pure bureaucratic form as having clearly defined roles, specialization, hierarchies, comprehensive rules, impersonality, selection based on qualifications, full-time paid officials, career structures, and separation of ownership and control to reduce corruption. While bureaucracy provided benefits like social mobility based on competence, Weber was concerned it could become an "iron cage" that threatened human spirit. Mary Parker Follett was an American theorist who advocated for concepts like integrated leadership and power-with that are still influential today but were ahead of her time. Abraham Maslow introduced his hierarchy of needs theory which argued people are
The document summarizes the historical evolution of management theory from 1900 to the present. It describes how the role of organizational leaders has changed over time from strong-armed owners in the early 1900s to servant leaders today. Key developments discussed include scientific management, the administrative approach, the bureaucratic approach, the human relations movement, and servant leadership. The role of leaders has become increasingly complex and challenging over the decades as organizations and the business environment have changed.
The document discusses the role of education, workforce development, and economic development collaboration in U.S. competitiveness. It notes that similar to how space was the platform for innovation in 1957, cyberspace now represents both an engine for innovation and a domain of warfare, terrorism, and crime. The integration of computers, networks, software, and machines into cyber physical systems has created a new generation of work requiring specialized knowledge and skills. While only 5.5% of U.S. jobs are classified as STEM, half of these are in network and information technology fields, which are growing rapidly. However, educational institutions struggle to meet the increasing demand for cybersecurity and other technology professionals.
The future of leadership is anything but predictable. We know for sure that it will be different from the way leadership is know and applied today. A different type of leader is going to emerge in the 4th wave.
Super Systems: The Role of Education, Workforce and Economic Development Coll...Jim "Brodie" Brazell
Texas Workforce Commission, November 29, 2012, Super Session Keynote, Jim Brazell, VentureRamp
Super Systems: The Role of Education, Workforce and Economic Development Collaboration in U.S. Competitiveness Texas Workforce Commission, Dallas, TX, November 28, 2012 - Jim Brazell explores the role of innovation and science, technology, engineering, and mathematics (STEM) in education, workforce, and economic development. Topics include (1) defining science, technology, engineering, and mathematics; (2) the structure of technology in the 21st century; and (3) emerging P-20 education practice with an emphasis of innovation and "transdiscipline." A speech 10 years in the making, illustrative of keen insight as a technology forecaster, Brazell delivers solid analysis about what is next in living, working, playing, and learning in the 21st Century.
Is cultural diversity one of the solution to recreate the global economy for ...KamelionWorld
Diversity of thinking (age, culture, education, personality, skills and life experiences) is most important in global business.
Learn how to read between the lines in the recent report: The new global mindset: globalization and the changing world of business published by Ernst & Young.
Innovation Nation - Transformational Thinking about STEM, the Humanities, an...Jim "Brodie" Brazell
Innovation Nation - Transformational Thinking about STEM, the Humanities, and the Arts in the Community College
Del Mar Community College January 9, 2014
JIM BRAZELL
jimbrazell@ventureramp.com
This is follow-up from the IBM Almaden Sept 27th meeting on "Regional Upward Spirals: The Co-Evolution of Future Technologies, Skills, Jobs, and Quality-of-Life"
1) The transformation from an agrarian to an industrial nation placed the US as the top producer of goods and services in terms of output, wages, and standard of living for citizens.
2) The accumulation of resources in the US was completing the first phase of industrial growth by World War I and entering a second phase of rationalizing resource utilization in industry.
3) Frederick Taylor was the focal point for scientific management which aimed to boost production and reduce costs through time and motion studies, eliminating wasted motions, setting standards, and implementing piece-rate incentives to increase wages while reducing per-unit labor costs.
1. After World War 2, engineers became important managers as their rational problem-solving skills were well-suited to rebuilding the war-torn industrial sector. However, as technology advanced with the internet and new industries emerged, leadership required different skills beyond just analytical intelligence.
2. In the current era, creativity has become the driving force for economic growth. Future leaders will need strong relational and emotional intelligence to understand people, collaborate in teams, and adapt to constant change. They can no longer rely solely on analytical and mathematical skills.
3. To succeed as leaders tomorrow, people will need a combination of different types of intelligence beyond just IQ. Tomorrow's leaders will be oriented toward others, well-rounded
This document discusses creating sustainable business models through innovation. It argues that innovation is key for business survival in today's fast-changing technological landscape. The document defines innovation as being integrated into a company's culture and driven by human potential. It advocates for the use of professional coaching to unlock employees' potential by giving them autonomy, purpose and the pursuit of mastery. Studies show coaching improves leadership, goal attainment and satisfaction. The document concludes that sustainable 21st century businesses must commit to innovation by empowering employees through coaching and supportive workplace structures.
This document discusses the history of organizational communication from the Industrial Revolution to the present. It outlines five epochs: 1) 1830s-1920s of laissez-faire indifference to workers; 2) 1920s-1940s of beginnings of paternalism; 3) 1940s-1980 of prosperity and entitlement; 4) 1980-1990 of globalization and focus on business; 5) 1990-present of technological revolution fueling individualism and openness. Key forces shaping the field included technology, leadership styles, economics, and psychology. The role of communication professionals has evolved from reactive messaging to strategic business partnership.
The War for Diverse Talent working draftJohn Pollock
1. Recent research in evolution, economics, and mathematics demonstrates that diversity enhances problem-solving abilities and leads to better outcomes. Diversity provides a wider array of perspectives and allows groups to "see further".
2. Page's research shows that diverse groups consistently outperform expert groups due to their more complete cognitive toolsets. Diversity reduces "crowd error" more than increasing individual ability.
3. Studies of Broadway shows and other sectors found that teams with both experienced members and fresh perspectives were most successful at innovation. This highlights the benefits of diverse experience within teams.
The Great Transformation - Lead Article for 2014 Drucker Forum by Richard Str...Richard Straub
The article is intended to provide the backdrop for the 2014 Global Peter Drucker Forum in Vienna. It deals with the challenges and opportunities for management in the face of the gigantic changes that we are experiencing in our society. Technology is a game changer - yet it will lead down the wrong path if not accompanied the appreciation of the essence of what it means to be human. Humanist leaders must provide the context and grounding for a society that is in danger to become increasingly technology obsessed. Hence the call for a 2nd Renaissance.
Hays Journal is een tweejaarlijkse publicatie met inzichten en nieuws voor HR, recruitment professionals en HR-managers over de steeds veranderende wereld van werk.
Bekijk de uitgave online op https://www.hays.nl/hays-journal/index.htm of vraag een print exemplaar aan bij marcom@hays.nl.
This document discusses leveraging generational differences in the workforce for productivity gains. It begins by outlining the four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has distinct life experiences that shape their core values and expectations. The document then proposes an approach for managers and employees to successfully work with multigenerational teams. This involves identifying the strengths and weaknesses of each generation, key competencies needed for business success, and developing a Generations/Competencies Matrix to leverage strengths and minimize conflicts across generations. Examples are provided to illustrate how the matrix can be used to form teams, address issues, and guide training.
Windsor Conference Has Hr Learned From The Past Mtim 1010Marc Timmerman
The document discusses challenges in talent management for the future. It argues that while the economic crisis will subside, a talent shortage crisis will remain. Organizations must balance short-term cost cutting with long-term talent retention strategies to ensure future success. Looking ahead, talent management will become more complex and individualized as diversity, flexible work arrangements, and engagement of different generations all grow in importance. Technology will also transform how organizations interact with and develop talent.
The document discusses methods for assessing different language skills: listening, speaking, writing, and reading. It provides details on:
- How listening comprehension is an inferential process and spoken language differs from written language.
- The three parts that make up a speaking test: a task, rating scale, and rater, and types of rating scales.
- The components of a reliable writing test: having students write, a focus topic, audience, rubric, and trained rater.
- Factors to consider when assessing reading like testing multiple abilities, choosing authentic texts, and using multiple items/texts.
Psychological testing and assessment has evolved over thousands of years from early job selection tests in ancient China to modern standardized psychological tests and evaluations. Key developments included early mental ability tests by Binet and Simon, the development of intelligence testing by Terman and Wechsler, the emergence of projective testing techniques like the Rorschach inkblot test, the creation of personality tests like the MMPI and Myers-Briggs, and ongoing work to reduce cultural bias in testing.
This thesis presents the hypothesis that humans use escapist abstraction and humor as neurological defense mechanisms to forget our mortality and insulate ourselves from the fragility of existence. As technology further integrates into our lives, it may propel our desire for escape through distraction and also reliance on humor for relief. The document discusses philosophical theories of humor, cognitive science, neuroscience and the relationship between humor and human cognition and creativity. It proposes exploring how humor and right-brained thinking may define our humanity as technology satisfies rational needs.
This document provides an introduction to basic functions in Microsoft Word, including:
- The title bar, Microsoft Office button, and quick access toolbar along the top of the window.
- How to create and set margins, save documents, select and edit text using copy/cut/paste.
- How to insert and modify tables by adding/deleting rows and columns using keyboard shortcuts and the table tools layout tab.
The document outlines the key interface elements in Word and basic tasks for working with text and tables such as formatting, saving files, and editing content.
Brain scans may replace SATs by 2032 according to research done in 1988 and 2007. In 1988, brain scans of volunteers solving problems found smarter people had more efficient brains. In 2007, intelligence was found to be distributed across the brain rather than one specific area. The goal of this research is to understand what makes some people smarter, not necessarily to replace the SAT, and this knowledge could potentially be used to increase intelligence.
The document summarizes the historical evolution of management theory from 1900 to the present. It describes how the role of organizational leaders has changed over time from strong-armed owners in the early 1900s to servant leaders today. Key developments discussed include scientific management, the administrative approach, the bureaucratic approach, the human relations movement, and servant leadership. The role of leaders has become increasingly complex and challenging over the decades as organizations and the business environment have changed.
The document discusses the role of education, workforce development, and economic development collaboration in U.S. competitiveness. It notes that similar to how space was the platform for innovation in 1957, cyberspace now represents both an engine for innovation and a domain of warfare, terrorism, and crime. The integration of computers, networks, software, and machines into cyber physical systems has created a new generation of work requiring specialized knowledge and skills. While only 5.5% of U.S. jobs are classified as STEM, half of these are in network and information technology fields, which are growing rapidly. However, educational institutions struggle to meet the increasing demand for cybersecurity and other technology professionals.
The future of leadership is anything but predictable. We know for sure that it will be different from the way leadership is know and applied today. A different type of leader is going to emerge in the 4th wave.
Super Systems: The Role of Education, Workforce and Economic Development Coll...Jim "Brodie" Brazell
Texas Workforce Commission, November 29, 2012, Super Session Keynote, Jim Brazell, VentureRamp
Super Systems: The Role of Education, Workforce and Economic Development Collaboration in U.S. Competitiveness Texas Workforce Commission, Dallas, TX, November 28, 2012 - Jim Brazell explores the role of innovation and science, technology, engineering, and mathematics (STEM) in education, workforce, and economic development. Topics include (1) defining science, technology, engineering, and mathematics; (2) the structure of technology in the 21st century; and (3) emerging P-20 education practice with an emphasis of innovation and "transdiscipline." A speech 10 years in the making, illustrative of keen insight as a technology forecaster, Brazell delivers solid analysis about what is next in living, working, playing, and learning in the 21st Century.
Is cultural diversity one of the solution to recreate the global economy for ...KamelionWorld
Diversity of thinking (age, culture, education, personality, skills and life experiences) is most important in global business.
Learn how to read between the lines in the recent report: The new global mindset: globalization and the changing world of business published by Ernst & Young.
Innovation Nation - Transformational Thinking about STEM, the Humanities, an...Jim "Brodie" Brazell
Innovation Nation - Transformational Thinking about STEM, the Humanities, and the Arts in the Community College
Del Mar Community College January 9, 2014
JIM BRAZELL
jimbrazell@ventureramp.com
This is follow-up from the IBM Almaden Sept 27th meeting on "Regional Upward Spirals: The Co-Evolution of Future Technologies, Skills, Jobs, and Quality-of-Life"
1) The transformation from an agrarian to an industrial nation placed the US as the top producer of goods and services in terms of output, wages, and standard of living for citizens.
2) The accumulation of resources in the US was completing the first phase of industrial growth by World War I and entering a second phase of rationalizing resource utilization in industry.
3) Frederick Taylor was the focal point for scientific management which aimed to boost production and reduce costs through time and motion studies, eliminating wasted motions, setting standards, and implementing piece-rate incentives to increase wages while reducing per-unit labor costs.
1. After World War 2, engineers became important managers as their rational problem-solving skills were well-suited to rebuilding the war-torn industrial sector. However, as technology advanced with the internet and new industries emerged, leadership required different skills beyond just analytical intelligence.
2. In the current era, creativity has become the driving force for economic growth. Future leaders will need strong relational and emotional intelligence to understand people, collaborate in teams, and adapt to constant change. They can no longer rely solely on analytical and mathematical skills.
3. To succeed as leaders tomorrow, people will need a combination of different types of intelligence beyond just IQ. Tomorrow's leaders will be oriented toward others, well-rounded
This document discusses creating sustainable business models through innovation. It argues that innovation is key for business survival in today's fast-changing technological landscape. The document defines innovation as being integrated into a company's culture and driven by human potential. It advocates for the use of professional coaching to unlock employees' potential by giving them autonomy, purpose and the pursuit of mastery. Studies show coaching improves leadership, goal attainment and satisfaction. The document concludes that sustainable 21st century businesses must commit to innovation by empowering employees through coaching and supportive workplace structures.
This document discusses the history of organizational communication from the Industrial Revolution to the present. It outlines five epochs: 1) 1830s-1920s of laissez-faire indifference to workers; 2) 1920s-1940s of beginnings of paternalism; 3) 1940s-1980 of prosperity and entitlement; 4) 1980-1990 of globalization and focus on business; 5) 1990-present of technological revolution fueling individualism and openness. Key forces shaping the field included technology, leadership styles, economics, and psychology. The role of communication professionals has evolved from reactive messaging to strategic business partnership.
The War for Diverse Talent working draftJohn Pollock
1. Recent research in evolution, economics, and mathematics demonstrates that diversity enhances problem-solving abilities and leads to better outcomes. Diversity provides a wider array of perspectives and allows groups to "see further".
2. Page's research shows that diverse groups consistently outperform expert groups due to their more complete cognitive toolsets. Diversity reduces "crowd error" more than increasing individual ability.
3. Studies of Broadway shows and other sectors found that teams with both experienced members and fresh perspectives were most successful at innovation. This highlights the benefits of diverse experience within teams.
The Great Transformation - Lead Article for 2014 Drucker Forum by Richard Str...Richard Straub
The article is intended to provide the backdrop for the 2014 Global Peter Drucker Forum in Vienna. It deals with the challenges and opportunities for management in the face of the gigantic changes that we are experiencing in our society. Technology is a game changer - yet it will lead down the wrong path if not accompanied the appreciation of the essence of what it means to be human. Humanist leaders must provide the context and grounding for a society that is in danger to become increasingly technology obsessed. Hence the call for a 2nd Renaissance.
Hays Journal is een tweejaarlijkse publicatie met inzichten en nieuws voor HR, recruitment professionals en HR-managers over de steeds veranderende wereld van werk.
Bekijk de uitgave online op https://www.hays.nl/hays-journal/index.htm of vraag een print exemplaar aan bij marcom@hays.nl.
This document discusses leveraging generational differences in the workforce for productivity gains. It begins by outlining the four main generations currently in the workforce - Traditionalists, Baby Boomers, Generation X, and Millennials. Each generation has distinct life experiences that shape their core values and expectations. The document then proposes an approach for managers and employees to successfully work with multigenerational teams. This involves identifying the strengths and weaknesses of each generation, key competencies needed for business success, and developing a Generations/Competencies Matrix to leverage strengths and minimize conflicts across generations. Examples are provided to illustrate how the matrix can be used to form teams, address issues, and guide training.
Windsor Conference Has Hr Learned From The Past Mtim 1010Marc Timmerman
The document discusses challenges in talent management for the future. It argues that while the economic crisis will subside, a talent shortage crisis will remain. Organizations must balance short-term cost cutting with long-term talent retention strategies to ensure future success. Looking ahead, talent management will become more complex and individualized as diversity, flexible work arrangements, and engagement of different generations all grow in importance. Technology will also transform how organizations interact with and develop talent.
The document discusses methods for assessing different language skills: listening, speaking, writing, and reading. It provides details on:
- How listening comprehension is an inferential process and spoken language differs from written language.
- The three parts that make up a speaking test: a task, rating scale, and rater, and types of rating scales.
- The components of a reliable writing test: having students write, a focus topic, audience, rubric, and trained rater.
- Factors to consider when assessing reading like testing multiple abilities, choosing authentic texts, and using multiple items/texts.
Psychological testing and assessment has evolved over thousands of years from early job selection tests in ancient China to modern standardized psychological tests and evaluations. Key developments included early mental ability tests by Binet and Simon, the development of intelligence testing by Terman and Wechsler, the emergence of projective testing techniques like the Rorschach inkblot test, the creation of personality tests like the MMPI and Myers-Briggs, and ongoing work to reduce cultural bias in testing.
This thesis presents the hypothesis that humans use escapist abstraction and humor as neurological defense mechanisms to forget our mortality and insulate ourselves from the fragility of existence. As technology further integrates into our lives, it may propel our desire for escape through distraction and also reliance on humor for relief. The document discusses philosophical theories of humor, cognitive science, neuroscience and the relationship between humor and human cognition and creativity. It proposes exploring how humor and right-brained thinking may define our humanity as technology satisfies rational needs.
This document provides an introduction to basic functions in Microsoft Word, including:
- The title bar, Microsoft Office button, and quick access toolbar along the top of the window.
- How to create and set margins, save documents, select and edit text using copy/cut/paste.
- How to insert and modify tables by adding/deleting rows and columns using keyboard shortcuts and the table tools layout tab.
The document outlines the key interface elements in Word and basic tasks for working with text and tables such as formatting, saving files, and editing content.
Brain scans may replace SATs by 2032 according to research done in 1988 and 2007. In 1988, brain scans of volunteers solving problems found smarter people had more efficient brains. In 2007, intelligence was found to be distributed across the brain rather than one specific area. The goal of this research is to understand what makes some people smarter, not necessarily to replace the SAT, and this knowledge could potentially be used to increase intelligence.
The document discusses the concept of personality and how it relates to masks or personas that people project to others. It explores how personality has been studied through different theatrical lenses such as ancient Greek theater, reenactments in the Roman Empire, masquerade balls in the Middle Ages, and more recently through role-playing games. Each of these forms of theater allow people to take on different characters and perspectives outside of their own.
This thesis explores the hypothesis that humor emerges from incongruities in the digital experience. Digital platforms can unintentionally juxtapose unrelated information, and also allow for intentional interventions, rewarding thinkers who find mirth. The constant scanning behavior and partial attention associated with digital media may be cultivating a culture that celebrates humorous absurdities and promotes divergent thinking. The student aims to build interactive machines that inspire unconventional understanding and revalue humor as a form of creative problem solving. Research topics include the cognitive basis of humor, visual perception on screens, and humor in digital culture.
The document discusses the state of global infrastructure performance and the challenges of delivering optimal performance to global web audiences. It summarizes that:
1) Content delivery networks (CDNs) were created to help address global performance challenges, but no single provider can deliver optimal coverage worldwide due to the immense scale and complexity of the internet.
2) A diversified portfolio using multiple cloud providers and CDNs is necessary to maximize global performance.
3) Real-time performance data from a global network is needed to intelligently route traffic to the best-performing locations for each user.
Heart disease is the leading cause of death in the US, affecting over 1 in 3 adults. The document provides ways to prevent heart disease such as getting regular exercise, eating a healthy diet low in fat and cholesterol and high in fruits and vegetables, maintaining a healthy weight, controlling blood sugar and cholesterol levels, stopping smoking, and managing blood pressure. Exercise is emphasized as essential for strengthening the heart, with a recommendation of at least 1 hour per day. Adopting a lifestyle of daily exercise, balanced nutrition, and healthy weight can lead to both a strong heart and overall well-being.
This document presents a ripple theorem for determining the ripple components in PWM DC-DC converters operating in continuous conduction mode. The theorem shows that the ripple current in a switched inductor can be obtained by replacing the duty ratio control signal d with the AC component of the switching signal p(t)-D in the small-signal control-to-state transfer function. The theorem is then used to determine, for the first time, the actual output ripple current in a zero-ripple coupled Cuk converter as a function of load. Simulation results demonstrate good agreement between the small-signal model and actual circuit.
This document discusses Second Life, a 3D virtual world where users create avatars to interact and collaborate with others. It explores how people use Second Life for self-expression, costume play known as "cosplay", and creating alteregos to make decisions and form memories. The document also references a YouTube video about 100 artists in Second Life.
This portfolio highlights graphic design work including icons and brochures. The portfolio belongs to Shwetha Aknur Guru and contains her contact email. It showcases her skills in creating visual elements like icons and printed marketing materials like brochures.
This document summarizes a presentation by QAI on quality and process outsourcing. It discusses QAI's positioning across staff augmentation, transformation, and outsourcing based on customer organizational maturity. It outlines QAI's service lines including outsourcing, transformation, and staff augmentation. It provides examples of solution components and key customers. It highlights a customer success story with Texas Instruments and concludes with contact information for QAI offices.
8 dicas de como reservar um hotel pela internetelraganhan
O documento fornece 8 dicas para escolher bem um hotel para viagens pela internet, como verificar a localização do hotel, ler comentários de hóspedes, usar filtros de busca, confirmar o tipo de cama, tarifa e apartamento, procurar o menor preço em diferentes canais, se registrar em programas de fidelidade e depois avaliar o hotel.
AWS Lambda allows you to run code in response to events without managing infrastructure. It runs code automatically based on triggers from other AWS services or custom applications. Lambda handles scaling and maintenance of compute resources so you only need to supply the code. While still early, Lambda supports Node.js, Python and Java and can run any process on Amazon Linux. It offers scalability, quick deployment and less need for DevOps skills compared to managing servers. Developers should be aware that some regions do not yet support it and architectures may be more complex than monolithic apps.
Entering the Human Age: Insights by Jeffrey A. Joerres, ManpowerGroup Chairma...Andrea Hubbert
The document discusses how the world is entering a new era called the "Human Age" where optimizing human potential will be the single most important factor for business success. Three key points:
1) We are entering an era defined by human potential rather than previous eras defined by raw materials or technologies. Unleashing human spirit and innovation will drive economic growth.
2) Talent, not capital, will be the dominant resource as skilled individuals can work anywhere and companies compete for top talent. Access to the right talent with the right skills will determine business success.
3) Technology has liberated human potential by enabling remote work and virtual teams, but also creates a talent shortage as skills become quickly outdated.
The document discusses how the world is entering a new era called the "Human Age" where optimizing human potential will be the single most important factor for business success and growth. It contains insights from Jeffrey A. Joerres, CEO of ManpowerGroup, on how unleashing human potential will become the driving force of economic, political and social change. The document outlines major shifts that are pushing the world into this new era, requiring businesses and governments to adapt their strategies and systems to a changing world of work centered around human potential. It also provides an introduction and table of contents for the collection of papers on navigating the changing world of work in the Human Age.
The document introduces the concept of the "Human Age," a new era where optimizing human potential will be the single most important factor for business success and growth. Business and government leaders will need to re-examine how they unleash and leverage human potential in an increasingly volatile world. The papers in this collection from Manpower offer insights on how to best navigate the changing world of work in the Human Age.
This document provides an introduction by Jeffrey A. Joerres, Chairman and CEO of Manpower Inc., on the concept of entering the "Human Age." The key points are:
1) The world is entering a new era called the "Human Age" where unleashing human potential will be the major driver of economic growth.
2) In this new era, talent/human potential will replace capital as the most important resource for business success.
3) Technologies like mobile devices and social media have empowered individuals and changed how and where people work, allowing human potential to be accessed from anywhere.
4) To thrive in this new age, companies must adapt their strategies and structures to attract, develop
“Labor markets now are like raging river rapids.
Scrambling to the bank to escape it is not an option
because it will flow on without you. You have to follow
the river and master it, constantly paddling and
navigating. There is no calm blue ocean at the end;
the process never ends.”
— Jeffrey Joerres, ManpowerGroup Chairman and CEO
Chris Meyer, CEO of Monitor Networks, discusses the future of work which is influenced by four unstoppable trends: geographic and economic dislocation due to globalization and offshoring putting pressure on wages in rich countries; automation reducing jobs in manufacturing, services likely to be displaced next; longer life spans and careers requiring life-long learning as skills become obsolete faster; and collaboration technologies leading to more porous organizational boundaries and collective work. These trends suggest the need to rethink management, how and what we work on. The context of work will be radically different from the past.
A ManpowerGroup insight paper that explains how leaders can unleash organisational agility in the face of unpredictable macroeconomic forces.
Originally presented at the WEF 2014 in Davos, Switzerland, it explains that simplification must be CEO-driven and supported by a fully-aligned leadership team, with CHROs playing a critical role in implementing a one-size-fits-one talent strategy that encompasses people practices, work models and talent sources.
Trillion-dollar_difference_FOW_report(FINAL)Tania Lennon
This document discusses a study by Korn Ferry that quantifies the value of human capital versus physical capital globally and for several countries. The key findings are:
1) Human capital represents a potential value of $1,215 trillion globally, which is 2.33 times greater than the value of physical capital ($521 trillion).
2) For every $1 invested in human capital, $11.39 is added to GDP, indicating human capital generates significantly more value than the cost to acquire it.
3) However, the study found that CEOs perceive technology will create more future value than human capital and are more focused on technology than realizing the potential of their workforce.
4) This perception creates a
CEOs and HR leaders see talent as a major challenge to growth. Where should you focus? Our survey of 2500+ leaders in 90+ countries reveals 12 critical trends shaping the human capital agenda.
Critical new skills are scarce—and their uneven distribution around the world is forcing companies to develop innovative new ways to find people, develop capabilities, and share expertise.
VISIT HR BLOG -> cake.hr/blog
The document discusses a new era called "The Human Age" where companies recognize individuals as key to success and economic prosperity. This requires companies to reevaluate themselves and adopt new methods to unleash human potential. The Human Age follows periods of globalization, increased technology usage, economic crises, and aging workforces that have led to skills mismatches. In this new age, advancements in communication technology will improve efficiency while power shifts to emerging markets and workforces become more international, skilled, and assertive. To succeed, companies will need to change recruiting, anticipate skills needs, foster collaboration, and motivate employees through responsibility and growth opportunities.
The document discusses how changes in technology, demographics, and the economy are disrupting labor markets and the world of work. Key points:
1) Structural shifts like population decline, skills mismatches, and new technologies are creating uncertainty and instability in labor markets.
2) Traditional employer-employee relationships and career models are breaking down as individual choice and the demand for skills increases.
3) To adapt, employers will need more flexible workforce strategies, new approaches to talent development, and better talent branding, while workers will need to take charge of lifelong learning.
4) The future of work is emerging, characterized by more dynamic and self-driven careers, on-demand work models, and a
The document discusses how changes in technology, demographics, and the economy are disrupting labor markets and the world of work. Key points:
1) Structural forces like aging populations, globalization, and technological change have created economic instability and disrupted traditional labor markets.
2) This has led to the emergence of new ways of working, including more flexible and on-demand work arrangements.
3) The labor market is broken and needs reconfiguration to address issues like skills mismatches and changing worker-employer relationships. A new 21st century world of work is emerging from this disruption.
The Future of Work - The Global Employer Forum 2017Daniel Orlansky
The document summarizes key discussions from a global employer forum on the future of work. It explores how unprecedented changes in technology, demographics, and the globalized economy are disrupting traditional models of employment and the relationship between employers and employees. Issues discussed include the rise of contingent workers and demand for flexible work, changing skills needs, engaging diverse talent pools, and how new technologies like AI are transforming workplaces and raising ethical questions. Employers will need new strategies to attract and manage workers as career trajectories become less linear and loyalty harder to build.
1) Carry the New DNA of Leadership-An Interview with S Y Siddiqui , MEO, Maruti Suzuki India Limited. Siddiqui discusses how both academic qualifications and hands-on experience are important for career success. He also emphasizes the strategic role of HR in talent management beyond just staffing and compliance.
2) Siddiqui suggests customizing talent retention strategies to each company's unique culture and business. He provides examples of how Maruti retains talent such as fast career growth, rewards, overseas opportunities, and empowering employees.
3) Contemporary HR issues discussed include the mismatch of demand and supply of talent, need for reskilling, and proactively developing talent
S Y Siddiqui discusses several topics related to human resources and leadership in Maruti Suzuki India Limited.
1) Both academic qualifications and hands-on experience are important for career success, but experience applying knowledge gained from school is critical.
2) The role of HR has evolved from just staffing and compliance to strategic talent management. HR practices like job rotation and fast-track career growth help retain employees.
3) Customizing talent retention strategies to each company's culture and business helps gain an edge over competitors in attracting talent. Maruti Suzuki offers opportunities like overseas rotations and international learning.
Immigrant Employment: Outlook in the Human Age by Catherine Lyons-Bozzo, Manp...HireImmOttawa
This document discusses trends impacting the global workforce and immigrant employment outlook. It notes that the working age population is declining while work is changing, creating a talent mismatch. Technological revolutions can change where and how we work. The scarcity and abundance of skills is inverting, requiring preservation of human capital and strategic migration. Canada's population is aging and immigrant communities are growing. Immigrants face challenges like having foreign credentials recognized and a lack of Canadian work experience. Employers and immigrants may not be connected in networks. Solutions include government training programs, employer recruitment and mentoring initiatives, and developing inclusive workplace policies and practices.
The document discusses the rise of the on-demand talent sector as a new approach to talent management in an age of uncertainty. Traditional talent management models are failing due to inaccurate forecasts and unresponsiveness to changing business needs. The on-demand talent sector allows companies to access skilled specialists and experts on an as-needed basis, providing more flexibility compared to traditional employment models. This summary outlines the key issues discussed in the document regarding the limitations of old talent management approaches and how the on-demand sector is emerging as a new solution.
This document discusses how businesses must adapt to attract and retain "Net Generation" or "Millennial" workers who have very different expectations than previous generations due to their immersion in technology and social media from a young age. It outlines that meeting the expectations of Net Geners will require significant changes to technology use and company culture. Specifically, companies will need to implement social and collaborative digital tools, flexible and stimulating work environments, and interactive training programs that blend digital and traditional learning. HR has an opportunity to lead this workplace transformation and ensure companies can attract the talent needed for future growth.
Similar to Increasing Demand For Better Skills Assessment And Match For Better Results (20)
Increasing Demand For Better Skills Assessment And Match For Better Results
1. HOW TO NAVIGATE
THE HUMAN AGE
Increasing Demand for Better Skills Assessment
and Match for Better Results
HOW TO NAVIGATE THE HUMAN AGE:
Increasing Demand for Better Skills Assessment and Match for Better Results 1
2. 2 HOW TO NAVIGATE THE HUMAN AGE:
Increasing Demand for Better Skills Assessment and Match for Better Results
ManpowerGroup’s role as a navigator and innovative For the first time in its history, ManpowerGroup is
workforce solutions provider in the fast-changing now publishing its most recent analysis of the Future
world of work was affirmed in 2011 at the World Forces evolving the Human Age – and aligning these
Economic Forum Annual Meeting in Davos,
forces with the right people strategies.
Switzerland when ManpowerGroup CEO Jeff Joerres
identified that the world had entered the Human Age. The Human Age evolved quickly on the heels of
What enabled ManpowerGroup to thoroughly historic technological, demographic and
document indicators of the Human Age? Years geopolitical shifts, rivaling the impact of other
spent tracking macro-economic forces, which transformational eras such as the Bronze, Iron,
culminated in ManpowerGroup’s identification of Space and Information ages – as it’s marked by
critical and current world of work trends: rapid
the rise of talentism. The new capitalism, talentism,
technological development; shifting demographics
puts unprecedented value on talent as the driver
that have accelerated a talent mismatch; and rises
in customer sophistication and individual choice. of business success.
FUTURE FORCES
Bifurcated World:
the reversal
growth model
Human
The Human Adjusting to a Dynamics: the
Age:
Transforming
New Ecosystem: scarcity and
abundance
the ecosystem The Human Age inversion
Riding the Wave:
the continuous
technology
evolution
Source: ManpowerGroup
3. In the Human Age, companies will have to navigate THEY’RE NOT DECISIONS. KNOW
continued growth of emerging markets, globalization, WHAT THE IMPORTANT AND
competition for employees – who will be pickier about
RELEVANT FACTS ARE THAT YOU
”
potential employers – and the usage of increasingly
NEED TO LOOK AT.
sophisticated technologies. Firms will face shortages
of crucial skills, called a mismatch, because of the KEVIN WHEELER, FOUNDER
AND CHAIRMAN, FUTURE OF
large number of people unable to find work. Higher TALENT INSTITUTE
unemployment rates than in previous eras are likely to
be a fixture of the Human Age. ManpowerGroup has framed the impact of
continually shifting economic and geopolitical
In addition, these organizations need to address tectonic plates. But extensive change that
heightened access to information and rising transformed the world in 2011 is triggering
expectations for companies to be more socially additional profound change in 2012. Banking
responsible. Combined, these factors necessitate missteps and a debt crisis in Europe upended
proactive, innovative and flexible workforce long-standing leadership coalitions in Greece and
management strategies. Italy, and threatened the future of the Euro as a
shared currency. The Arab Spring, spurred and
In a series of research papers, based partly on
nourished by the rising influence of social media,
interviews with leading human resources experts,
toppled Libya’s dictator of more than three
ManpowerGroup prescribes a one-size-fits-one
decades and placed other regimes, most notably
model to employee recruitment and development.
Syria, in the headlines. Unrest even extended into
Companies need to listen more carefully to Russia where December saw massive crowds
workers in fashioning terms of employment – stage government protests. At the root of these
including not only where and when someone movements was dissatisfaction over the economy,
works but how they might advance their careers particularly among younger generations troubled
through development programs, “stretch” by uncertain job prospects. They represent a huge
assignments and promotions. ManpowerGroup piece of today’s unemployed. And despite surging
also recommends heightening collaboration unemployment figures, the world’s talent shortage
between companies, companies and government persists, as employers refine and upscale skills
and educational institutions, and between requirements to ensure that they create a
companies and individuals to solve complex talent workplace that inspires constant innovation
shortages and mismatches. against demands for productivity.
ManpowerGroup suggests freer sharing of The last quarter of 2011 saw hopeful signs in the
information and striking the right balance in U.S. economy, most notably an improved job
permanent to contract workers. The right temporary outlook and increases in housing starts and
to permanent mix allows organizations to inject consumer confidence. In December, a poll of
needed skills in a faster, less costly manner. Such three dozen leading economists by the
speed enables companies to anticipate the more Associated Press projected faster U.S. economic
rapidly changing conditions of the Human Age. growth in 2012 – provided Europe’s problems
“
don’t escalate into a global crisis. Yet the 8.5
IT’S REALLY IMPORTANT TO percent U.S. unemployment rate, nearly double
UNDERSTAND THAT FACTS AND the figure from the millennium, overshadowed
DATA ARE JUST FACTS AND DATA. these small gains and created a nagging
HOW TO NAVIGATE THE HUMAN AGE:
Increasing Demand for Better Skills Assessment and Match for Better Results 3
4. 4 HOW TO NAVIGATE THE HUMAN AGE:
1
2
Increasing Demand for Better Skills Assessment and Match for Better Results
HAPTER
CHAPTER
uncertainty. Many Americans no longer felt as “The number of disrupting and transformational
secure in their careers or the ability of the country
COUNTRY AND REGIONAL PERSPECTIVES shaking the world seems toto political
events
to guarantee their way of life. Joblessness, debt
ranging from natural catastrophes
be growing,
and the prospects for a stronger recovery beyond upheaval, from social unrest to economic and
the sluggish 1-2 percent GDP of the first three financial uncertainties,” Joerres says. “These new
quarters of 2011 will assume center stage in what challenges and risks are connected, if not in their
is expected to be a hotly contested U.S. cause, than certainly in their effect.”
presidential election later now two years into its recovery. From
The global economy is this year. regions where credit is reaccelerating and signs of
the outset, it was expected to be a multispeed recovery—the overheating are emerging. Meanwhile, the economies
The world is a much different place than it was
In the Asia-Pacific region, China’s economic that the
April 2009 World Economic Outlook projected at the center of the recent crisis, the United States
engine rumbled along, albeit withthe fastest bymicro-
economies that would be growing
the first 2011 were and Europe, haveago, as extensive change ese
one year substantial excess capacity. Th unfolded quickly
those that had avoided large precrisis imbalances, had seen divergences have important implications for This more fact-
at the dawn of the Human Age. the
1
2
signs of trouble. The whopping 10.4 percent
the smallest output collapses during the crisis, and had the outlook, risks, connected universe each region.events in
dense, and policy priorities in has sent
growth in 2010 dropped a percentage point Two years Therefore, this chapter highlights the extent to which
CHAPTER
most room for policy maneuvering after the crisis.
motion that previously would have taken years to
through September 2011. Moreover, withthe contours
later, that picture is broadly unchanged, but its aging regions differ in their cyclical positions.
population, the country faces a looming skillsCOUNTRY ANDare large disparities in some
Similarly, there REGIONAL PERSPECTIVES
of the recovery are clearer (Figure 2.1). Some advanced unfold. Themes that evolved most clearly in 2011 will
gap.
economies have significant output gaps and elevated
Who will replace these workers over the next two economies’ external positions. Past workforce management in
have a major impact on issues of the World
unemployment rates; many low-income countries are grow- Economic Outlook have stressed beyond.for exter- to
months ahead – and the need Read on
decades? Japan but sustainable rates; and there are signs of
wrestled with the aftermath of
ing at rapid nal rebalancing in some regions—most notably the
its catastrophic tsunami, which disrupted economies. understand how to address challenges stemming
overheating in a number of emerging market The global economy is now emerging Asia—to reduce global
United States and two years into its recovery. From regions where credit is
manufacturing and supply chains and left the outset, it wasfrom these latest multispeed recovery—the that
the vulnerabilities. Thto chapter revisits this topicEmployers overheating are emergi
expected is be a developments. to
April 2009 World Economic Outlook projected that the at the center of the rec
country re-thinking its atomic energy future.economies that would be growing the extent toby 2011 will ensureand Europe, have subs
Plus, highlight, where relevant,
successfully respondfastest which regions
the
to these tests were their
The uneven nature of this recovery can be seen that had avoided large precrisis imbalances, had seen
those in diverge in their external (current account balance)
its population is aging quickly. future and competitive advantage. divergences have impo
the output gaps across regions (Figure 2.2).the smallest positions.collapses during the crisis, and had the
Emerging output outlook, risks, and pol
most room for policy maneuvering after the crisis. Two years Therefore, this chapter
Asia and much of Latin America are now operating The chapter begins by assessing the outlook and key
later, that picture is broadly unchanged, but the contours regions differ in their c
close to potential, and there are economies of theserecovery are clearer (Figure 2.1). Some advanced
in the policy challenges in the regions where large output Similarly, there are l
economies have significant output gaps and elevated economies’ external po
unemployment rates; many low-income countries are grow- Economic Outlook have
GLOBAL AVERAGE
Figure 2.1. Global Average Projected GDP GROWTH
ing at rapid but sustainable rates; and there are signs of
Real GDP Growth during 2011–12 emerging market economies.
overheating in a number of
nal rebalancing in som
United States and eme
(Percent) vulnerabilities. This ch
PROJECTED 2011-2012 % highlight, where releva
The uneven nature of this recovery can be seen in diverge in their externa
the output gaps across regions (Figure 2.2). Emerging positions.
Asia and much of Latin America are now operating The chapter begins b
close to potential, and there are economies in these policy challenges in the
Figure 2.1. Global Average Projected Real GDP Growth during 2011–12
(Percent)
Below 0
Between 0 and 2
Between 2 and 4
Below 0
Above 4 Between 0 and 2
Insufficient data Between 2 and 4
Above 4
Insufficient data
Source: IMF staff estimates.
Note: Projections are not provided for Libya due to the uncertain politicalIMF staff estimates.
Source: situation.
Source: IMF staff estimates
Note: Projections are not provided for Libya due to the uncertain political situation.
International Monetary Fund | April 2011 59
5. A B I F U R C AT E D W O R L D practices they say give emerging markets an
unfair competitive advantage. Their governments
With a few fits and starts, emerging markets must answer increasingly to popular resentment
continued their strong performances, while more over the waves of jobs that have moved overseas
established economies declined in market share or have been filled by better trained immigrants.
and influence. In 2011, India’s GDP rose more
than 7 percent and Brazil’s above 6 percent. U.S., A result of this growing tension is a rising sense of
UK and Japan GDP growth rates floundered at protectionism over skilled talent. Identifying,
about 2 percent or less. Separately, a study by the managing and re-strategizing roles for in-demand
research groups Moody’s Analytics and McKinsey talent is now a top priority among CEOs. Yet
Global Institute found that U.S. companies would companies need to collaborate with governments
have to create 21 million jobs over the next eight to fulfill this goal. In a recent PwC study, a majority
years to return the country’s unemployment rate of CEO respondents determined that creating and
to 5 percent. Many of these jobs will require fostering a skilled workforce is a commitment to
preparation that current educational and be shared with governments, in order to achieve
vocational systems are not equipped to provide. public outcomes.
China’s $2.85 trillion in reserves are nearly double At the same time, the accumulation of wealth has
the total reserves of Spain, Portugal, Italy and Ireland fostered deep divides within populations both in
combined. The Economist predicts that the emerging and established markets. The rich can
country’s purchasing power parity by the end of afford not only a more comfortable lifestyle, but
2012 will equal the U.S.’s. According to the the education to maintain their status. This
International Monetary Fund, the country accounts frustrates the poor who, with rare exceptions, lack
for 40 percent of the world’s use of base metals, resources needed to improve their lot. These
testimony to the power of its manufacturing sector. self-perpetuating cycles kindled Middle East angst
and unsettled population groups throughout
A study by the bank HSBC predicts that by the Europe, the U.S., the Far East and Latin America.
end of this decade emerging markets’
contributions to world economic growth will The educational divide itself has also intensified
almost double those from established markets. the skills mismatch. In ManpowerGroup’s 2011
(Four decades ago, established markets’ Talent Shortage Survey, one-third of more than
contributions approximately tripled those of 36,000 companies worldwide said they were
emerging markets.) The markets’ contributions struggling to fill positions. The mismatches have
are roughly even now. Moreover, the younger hit countries with a double-whammy, hamstringing
populations of many emerging markets – among businesses while exacerbating tensions between
them India, Brazil and Vietnam – are an advantage the employed and unemployable.
over more established economies. These
countries have also developed faster-growing THE SCARCITY AND
domestic markets fueled largely by increases in ABUNDANCE
discretionary income. INVERSION
The shifting balance in world economic power has In the Human Age, resources that were once
sparked tensions between and within countries plentiful are now limited, while others that were
and organizations. Fading powers now look limited are no longer so. Such reversals stem
enviously at foreign upstarts and question labor partly from the Great Recession of 2008 and a
HOW TO NAVIGATE THE HUMAN AGE:
Increasing Demand for Better Skills Assessment and Match for Better Results 5
6. 6 HOW TO NAVIGATE THE HUMAN AGE:
Increasing Demand for Better Skills Assessment and Match for Better Results
GLOBAL SCENARIOS 2010-2020, A BUMPY RIDE IN
A MULTI-SPEED WORLD?
Developed World Economically Strong (US, Eurozone, UK, Japan)
Series of significant global financial crisis centers in Global economic rebalancing continues on track but
emerging markets without major financial crisis
Social and political tensions increase and boil over in World GDP resumes growth track of 1990's through
several emerging market nations creating instability 2007 with rapid growth in absolute levels of GDP and
and movement away from market economy and per capita GDP growth througout most of the world
democracy
Developed world deleverages and addresses fiscal
Commodoties demand/supply in rough balance imbalances through growth and sound economic
policies
Global economic rebalancing largely stalls out
Competition for commodities intensifies (oil, water,
Developed world, and particularly US, continue to be food issues at center of cross national conflicts)
most important economic player
Developed world savings and foreign direct
investment sufficient to rebalance trade and capital
flows with emerging markets
Emeriging market consumption and investment
become engine of world economic growth
Big Emerging Big Emerging
Markets Very
Markets Strong Strong (China,
to Moderate India Brazil)
Series of significant global financial crises take place Series of significant global financial crises centered in
developed economies
Developed world remains overindebted and emerging
markets lack sufficient domestic investment and Global rebalancing accelerates with India and China
consumption to sustain economic growth combined economies passing size of US economy by
2020 at current exchange rates
World economy stagnates with per capita income in
developed world declining and flattening out in Commodity demand/supply in rough balance
emerging world
Developed world forced by market pressure to
Social and political tensions increase and boil over in reduce fiscal deficits, to deleverage and to reduce
several nations creating instabilities. Movement away trade imbalances
from market economy and democracy
Social and political tensions increase and boil over in
Prospects for Europe and Japan dismal in 2020's several developed world nations creating instability
due to aging of population and inability to liberalize and movement away from market economy and
immigration and domestic labor market democracy
Commodity glut Increase in emerging market military power and
reduction in relative power of developed world nations
Prospects for US merely poor in 2020's since its (particularly US) creates conditions for major military
population is about 10 years younger miscalculations and misadventures
Declining developed world military power creates
conditions for military miscalculations and
misadventures by emerging market nations
Developed World Economically Weak
Source: McKinsey and ManpowerGroup analysis
fundamentally changed financial world. Chastened have spurred government to cut spending on
by declining revenues, companies have had to social services. This dynamic has simultaneously
adjust their philosophies about the use of created a scarcity and abundance inversion: fewer
resources – natural, financial and human. They’ve benefits have led to increased stress among
switched to smaller staffs and have been people who no longer felt protected by
exceedingly cautious about adding employees at longstanding social safety nets. This comes as
greater expense, or without proof that additional many populations are aging, increasing the need
talent would add benefits. Cost considerations for these nets.
7. The number of workers with adequate skills has per year, according to some reports. Sales of
decreased. Among the top 10 jobs most in censors that collect data in mobile phones rose
demand in 2011 were engineers, technicians, dramatically last year.
sales representatives, production operators, and
In late 2011, Apple introduced its latest version of
accounting and finance staff. The same types of
its celebrated iPhone, complete with artificial
professionals were similarly among the 10 most
intelligence that allows users to send emails
needed in 2010 and in previous years. Across
without typing. The company’s iPad sales have
these professions and others exists a lack of
general business skills, including communication, soared every quarter since the product’s launch in
management and collaborative skills. The gaps January 2010–with more than 160 percent for the
are particularly acute in certain emerging countries last half of 2011. Search engines and analytical
– Vietnam, among others – where education and software have grown steadily more powerful and
training systems have not kept pace with growth accurate. It’s now common to receive multiple
and the sort of business environment that breeds answers to search inquiries instead of one or two.
experience is less evolved. Among the major workforce implications for
companies: They can now track employees, find
Nearly three in 10 employers in a ManpowerGroup
talented job candidates and spread their employer
survey said that lack of experience is a key barrier
brand more easily. Of course, these advances
to filling vacancies. This is partially due to
have made organizations more open for
advances in technology that have made some
inspection. The flow of increased information is a
roles obsolete while creating new, more technical
two-way street.
tasks everywhere from corporate offices to plant
floors. Natural resources, even food and water, The number of older people has increased and
are scarcer. This has placed new burdens not will continue to grow in key economies for
only on populations and governments, but
decades. By 2050 in Europe, there will be twice
businesses to keep costs down and operate with
as many people older than 65 as people younger
greater efficiency.
than 15. China’s over-65 population will soon be
But information once coveted and protected like a larger than the number of U.S. citizens. The
fine wine is now copious, easily accessible via number of employees eligible for retirement in the
improved gadgetry and online services that are U.S. now outnumber teens. A Pew Research
themselves more abundant – mobile devices, Center study predicts that over the next two
tablets, search engines, social media and blogs. decades, 10,000 baby boomers will turn 65 every
According to a 2010 report by the day. Populations are aging in countries as
telecommunications firm Ericsson, there were disparate as Germany and Japan. They are more
approximately 5 billion mobile phone subscribers youthful in India, Vietnam and Brazil, an edge for
worldwide from a world population of just under 7 those rising economic stars going forward.
billion, with companies adding another 2 million
subscribers per day. A separate report found that In the past, these older groups were considered a
visits to social networking sites rose 24 percent in burden but because of progress in healthcare,
2010. More recently, YouTube said that its users people are living longer healthier lives. As such,
downloaded 24 hours of video per minute. The they will represent an opportunity for improving
number of smart phones is increasing 20 percent workforce quality.
HOW TO NAVIGATE THE HUMAN AGE:
Increasing Demand for Better Skills Assessment and Match for Better Results 7
8. 8 HOW TO NAVIGATE THE HUMAN AGE:
Increasing Demand for Better Skills Assessment and Match for Better Results
Workforce diversity is hitting new heights as well. world, or times when someone cannot reach us.
Companies have learned that hiring people from In the Human Age, we have become all-day
different ethnic groups and cultural and ethnic networks, able to act or respond immediately to
backgrounds helps them understand consumers many different situations. A business deal that
and generate business in new markets. A diverse begins in Tokyo on a Monday for a global
workplace requires heightened sensitivities and corporation may continue uninterruptedly for days
flexibility. Management techniques in Brazil may and involve employees and consultants from
not resonate in Indonesia, although they may be multiple time zones. Ideas may come from
just right in France, or the reverse. One major U.S. one-time economic outposts or collaborations
financial services firm that has recently expanded between people who never meet but know each
overseas hired consultants to help senior other virtually. An executive who used to wait days
executives communicate better with foreign
to make a decision can now collect data from a
employees and sent managers to these countries
cloud, crunch numbers on a smart phone, and
to familiarize themselves with the cultures. A
solicit the opinions of his most knowledgeable
whole cottage industry of consultancies has
experts via software applications that allow
sprouted teaching global behaviors.
organizations to survey organizations in hours.
TECHNOLOGY Improved, more affordable and widely used, these
EVOLUTION resources themselves are adding users by the
thousands every minute, round-the-clock.
This paper has already touched on the prolific
growth of information, a result of technological Among technologies that bear highlighting because
evolution that has made the collection, sharing and they are likely to play a significant role in workforce
analysis of information faster and more efficient. management and other business issues are:
Devices are smaller but more powerful and multi-
• eReading tablets that provide access
faceted. Indeed, people use mobile phones more for
to information that leads to a more
data storage and exchange than telephoning.
informed workforce.
Previously inaccessible information is now public
• So-called Near Field Communication
domain, but an overwhelming availability of
devices that automate major parts of the
qualitative information is upping the need to curate
transactional experience. This technology
or categorize and optimize data more strategically.
creates greater efficiency but at the loss of
As a result, skills in curating and analyzing data
now trump the need for search experts. jobs. Companies may help employees who
Furthermore, excessive information exists on how worked in this area to develop other skills.
organizations operate and their existing and
• Teleconferencing and related products will
potential workers – blurring the lines between
allow companies to employ larger numbers
personal and public space. Employers will have to
of talented, virtual workers who formerly
delicately balance utilizing personal data to identify
would not have been attainable. The
talent and unlock the potential of individuals,
number of virtual workers has been rising
without violating their privacy.
steadily because these arrangements lead
Networks that allow individuals to link together are to cost savings in travel and office space,
tighter knit. There are increasingly fewer places not to mention more satisfied, productive
from which we cannot connect to the rest of the employees. A 2010 report predicted that
9. more than 1 billion people would soon be workplace-related questions. These tools
working virtually—more than 30 percent of help companies match positions to people
the global workforce. and tailor training and career planning that
leads to higher worker satisfaction with its
• Mobile personal platforms and applications
myriad benefits.
that facilitate access to information and
communication will enhance recruiting, R E C O M M E N D AT I O N S
employee engagement, collaboration and
FOR A CHANGED
productivity. Individuals can use these
ECOSYSTEM
global systems 24 hours.
New eras require new ways of doing
• BigData products and services enable
business; which means strategies, processes
individuals to effectively use unprecedented
and leadership.
quantities of information that previous
systems could not process. BigData can Central to Human Age leadership is an
help companies develop better understanding that companies will only fare as
management strategies, particularly at well as their employees. The quality of these
companies with tens of thousands of workers will depend on the execution of a strong
employees and locations worldwide, and workforce management strategy – crafted and
improve understanding of markets. BigData championed by senior executives.
may also help companies fine-tune
recruiting by enabling them to identify talent Indeed, management will set the tone for their
gaps quickly and pinpoint candidates organization’s embrace of fresh thinking on
globally who can fill these openings. recruiting, skills and career development, work
BigData has already had tangible benefits at environment and the balance of full-, part-time
consumer electronics retailer Best Buy. The employees, and outside contributors connected
Minnesota US-based company created an through virtual networks. Human Age leaders must
online platform for its more than 100,000 embrace conceptualizing and strategizing the
employees at 1,500 locations in the U.S., practical use of data to reap maximum benefits.
Canada, Mexico and China to share They will understand a business’s obligation to
customer feedback and offer suggestions nurture workers, leading more on the pull side of
to senior managers. The company has push-pull management, asking more questions to
used this input to make decisions related to understand what their people need, instead of
national marketing and in-store advertising, ruling by decree. This requires organizations to
among other issues. engage people more personally to understand their
needs. The Human Age leader will be able to adapt
• Social Networking allows companies to
to fast-changing conditions and be open to new
promote their employer brand, stay in touch
workforce management technologies and
with potential job candidates and engage
methods. The Human Age leader will be
people within and outside the company to
comfortable working with different cultures, even as
solve specific problems.
he or she ensures that the organization is operating
• Gamification processes, deployed with according to a common philosophy and standards.
Funware, are being used to record job The Human Age leader will promote collaboration
seeker and employee reaction to a range of and appreciate the value of creativity,
HOW TO NAVIGATE THE HUMAN AGE:
Increasing Demand for Better Skills Assessment and Match for Better Results 9
10. 10 HOW TO NAVIGATE THE HUMAN AGE:
Increasing Demand for Better Skills Assessment and Match for Better Results
“ WHAT WE COMMUNICATE TO OUR
EMPLOYEES IS THAT YOU HAVE TO
ManpowerGroup holds that major HR initiatives
should drive more flexible workplace modeling,
source better talent and evolve people practices
OWN YOUR DEVELOPMENT. relevant in real time, which in turn solve issues
YOU’VE GOT TO BE THE ONE TO brought about by the Human Age.
DO MOST OF THE PULLING IN
NEW WORK MODELS
TERMS OF TRAINING AND
DEVELOPMENT. OUR BELIEF IS Employers which are able to leverage a range of
flexible work models incorporating full-time,
THAT YOU’RE GOING TO GET
part-time workers and remote or virtual talent with
SOMEBODY TO REALLY LEARN
in-demand skills, will maintain a serious advantage
MORE WHEN THEY’RE THE in the Human Age. A varied structure of
ONES WHO ARE PULLING IT permanent, contract and virtual employees helps
VERSUS WHEN IT’S TILTED control costs and tap a greater range of skills.
TOWARD THE OLD MODEL OF
”
• Adopt a more “glocal” perspective.
PUSH FOR MANAGEMENT. Companies will have to be more locally
RICH FLOERSCH, EXECUTIVE VICE conscious even as they ensure widely
PRESIDENT AND CHIEF HUMAN dispersed offices are adhering to the same
RESOURCES OFFICER, MCDONALD’S
overriding philosophy, processes and
standards. This paper has already touched on
In the Human Age, innovations in products,
the importance of adapting management
services and processes will provide companies
practices to address cultural differences.
with a competitive plus.
One country’s rules and norms may
The Human Age Leader will be sensitive to the contradict those of regional neighbors.
importance of corporate social responsibility issues The differences – even in simple
and eager to embrace partnerships with other communications—when not accounted
organizations – public and private – that have an for—can lead to misunderstandings that
interest in worker quality. He or she will understand hamper productivity.
the value of using human resources organizations,
• Collaborate with governments to build out
such as ManpowerGroup, that can serve as
training programs. The national governments
trusted advisors and provide unique services. of India and Vietnam are examples of proactive
ManpowerGroup provides workforce governments seeking to diversify the skills of
their workforces by launching new nationwide
management suggestions for organizations to
training programs. These initiatives are often
thrive in the Human Age. This year’s
the result of partnerships with non-
recommendations account for the past year’s
governmental agencies, non-profits, educators
changes and anticipate some of the events
and businesses.
alluded to in the previous pages. The list is longer
and more finely tuned – a result of the vastly • Employ swarm and virtual work
different ecosystem that has emerged since structures more freely. Swarm work refers
identified last January. The stakes are higher. to groups of a few individuals to thousands
Competition for talent and resources is fierce as executing small tasks as part of one project.
firms seek firmer footholds in a turbulent world. The project director frequently may not know
11. who is involved. Some contributors may Collaborative models are unique to every
even be volunteers who are part of research corporation, even within the same industry.
networks that have been established to Senior executive teams must define the
advance the flow of ideas. These people type of model that will inspire the
become involved because they feel collaboration they need – and the pace at
passionate about a topic or organization. which they need results. Within some
Swarm work may be better equipped to companies, collaborative models follow a
spur innovation because it allows firms to competitive structure in which product
incorporate talent that they would formally teams brainstorm in the context of a game.
not have entered their radars. Swarm work Knowledge management sharing is a key
has become more possible because of platform for generating and refining best
increased virtual participation, which has practices, while social networks both
allowed individuals to contribute more broaden collaborative efforts and speed
frequently on their own terms. Virtual work is them into real time. This leads to cost
a building block of the Human Age.
savings as managers no longer have to recruit
• Structure horizontal work models. These individuals on a contract or full-time basis
arrangements allow companies to draw on from outside the organization. Horizontal
current employees who in vertical-only, constructs have secondary benefits, nurturing
management systems would have worked closer relationships across locations and
only within their divisions. Horizontal divisions and enhancing an innovative spirit.
frameworks erase the barriers between One example is hyper-specialization, the
functional and geographic silos. Managers breaking up of a project or job across talent,
can share talent freely across functions and even in remote destinations, to secure the
divisions raising bar on collaboration. best talent per project or job part.
16
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ORGANIZATION AROUND
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3 boundaries
Networks Marketplace !"#$%&'(")*$&+#",$
2$&/.)*3'(")*$&+#",$' 2$&/.)*3'(")*$&+#"
-%./#$01$'(")*$&+#"
2$&/.)*3'(")*$&+#"
-%./#$01$'(")*$&+#"
! Transversality for innovation and flexibility
Transversality for innovation and flexibility! ransversality for inn
T
2$&/.)*3'(")*$&+#"
Source: ManpowerGroup
T
! ransversality
for inn
HOW TO NAVIGATE THE HUMAN AGE:
Increasing Demand for Better Skills Assessment and Match for Better Results
! T ransversality 11
for inn
12. 12 HOW TO NAVIGATE THE HUMAN AGE:
Increasing Demand for Better Skills Assessment and Match for Better Results
!"##$%"&$'()*+",)#-*
COLLABORATIVE APPROACHES
0&"+*1!!*$2** 3"*4&5672)528&79:*26)*;828&)*$2**
3"*5"<5&)$'9:*799"($'"9*$2** 3"*)9:$:79:*=)"=#)*$2**
3"*&)5"++)9,79:*5"99)5'"9-*$2**
3"*>?*$2**
"&*$2** 3"*"()&5"+79:*5&7-7-*$2**
Source: ManpowerGroup
./*
• Use gaming techniques. Gaming permits understand that finding and keeping talent
organizations to pinpoint information about will be essential to their success. Workforce
candidates and employees through detailed strategies will skillfully combine technology
questions. Does an individual prefer and a personal touch to recruiting, training
working one or two days at home? Would and development. Strategies will wisely
the worker consider moving for a position? balance permanent and temporary staff.
Is this person comfortable managing other They will make use of social media and
employees? Such questions help foster other online resources to find candidates
discussion between employer and worldwide, to communicate regularly with
employee that leads to better policies. them and learn what they are seeking in a
Gaming, as a training and development work environment. They will pay close
purpose, also offers huge benefits, as attention to issues that influence opinion,
training concepts can be relayed through a including social responsibility initiatives and
more entertaining medium to inspire the treatment of workers. They will include
creativity and innovation. Companies also informal development activities, including
use it to enhance recruitment practices, mentoring, and more structured
Game-like evaluations are also used in programming. Workforce management in
online talent sourcing forums to rate work the Human Age will require a multifaceted,
being submitted as a contract bid. forward-thinking approach. Anything less
risks allowing an organization to fall behind.
PEOPLE PRACTICES
Human Age companies are proactive. They
Contemporary people practices and philosophies for don’t fall behind. They take the lead.
the 21st century must be refined in terms of how
• Leverage a workforce solutions
companies hire, reward, engage and develop talent.
company to differentiate your company
• Craft more comprehensive workforce in the face of talent shortage. One-size-
management strategies. Companies fits-one customized solutions are key. There
13. is a frequent misconception that holds staffing sometimes in collaboration with HR. But
companies responsible for job losses. development programs must now stem
Instead, these organizations have a positive from ongoing dialogues between workers
effect on economies by increasing labor and companies. ManpowerGroup spoke
market flexibility helping companies address regularly last year about the importance of
their needs quickly while providing jobs for the one-size-fits-one approaches to employee
unemployed. There are added benefits for development. This becomes simpler with
companies that groom contract workers for easier access to online programs targeting
full-time roles and to workers who gain a variety of skills, and the greater direct
valuable experience and learn new skills. involvement of senior leaders. The number
of mentoring programs and informal
• Assess skills more precisely and development initiatives often highlighted by
comprehensively. Assessments should frequent, direct contact with executives has
cover communication and other softer blossomed. These programs must continue
skills, along with specific expertise. expanding for companies to cultivate their
Companies that pinpoint weaknesses faster people’s potential the fullest.
than their competitors can take measures
more quickly to fix these shortcomings. • Cultivate Human Age leadership skills.
This paper has already identified key
• Balance push-pull methods of Human Age Leadership issues. Clearly,
management and development. In the leadership is now more complex and
past, companies relied on development by difficult than prior to its dawn. This is not
command. Employees participated in simply due to the speed of change, but the
training as directed by their managers, sheer number of variables that executives
PUSH AND PULL APPROACHES IN TRAINING
Training Training
demanded by expectations
individuals by companies
Training that is Training that
employability Training that is corporate-
and serves both specific
development the company requirement-
related and the related
individual
Source: ManpowerGroup
HOW TO NAVIGATE THE HUMAN AGE:
Increasing Demand for Better Skills Assessment and Match for Better Results 13
14. 14 HOW TO NAVIGATE THE HUMAN AGE:
Increasing Demand for Better Skills Assessment and Match for Better Results
face. Moreover, Human Age leaders have companies need, they can learn quickly. By
less time than previous generations to make taking a more active role in schools and
important decisions and more information vocational training programs, and creating
to weigh. Indeed, they must manage their their own development initiatives,
time and stress exceptionally. They must be organizations can make better use of this
able to handle large amounts of data and age group. Germany, whose economy has
ensure their organizations are providing the outpaced those of many other traditional,
resources to make optimum use of industrialized nations, has already made
BigData. The ability to organize data will inroads in this direction through a well-
aid a company’s planning and daily established internship system. Growing
operations. Leaders need to be able to older populations will also offer
curate information overload and efficiently opportunities for companies to enhance
and effectively distribute what’s relevant to their workforces. In the past, many
their people to drive performance and companies considered these workers too
results. It bears repeating that Human Age old, set in their ways, or not worth the
leaders must ensure that their companies investment because they were unlikely to
are being socially and environmentally work for many years. But in recent years,
responsible, encouraging collaboration and companies have discovered that such
innovative work arrangements, and groups are easily re-trainable. A German
becoming more personally involved in initiative has focused to great success on
workforce planning through mentoring and connecting companies with retirees still vital
participation in development activities. enough to handle a full-time job. Older
Organizations reflect the temperament and workers have a sound understanding of
style of their leaders. Leaders in the Human appropriate workplace behavior, and with
Age must take care to ensure they employ advances in healthcare, may have the
a Human style to leadership. energy to work comfortably into their late
60s and 70s. The potential return on
TA L E N T S O U R C E S
investment for companies is huge.
Employers can improve their workforce pipeline ManpowerGroup’s Teachable Fit model
by looking at different sources of talent and illustrates how employers, lacking access to
reskilling talent within their reach. talent with the skills they need, can identify
existing employees and accessible
• Tap overlooked and underused talent
candidates with a mindset for learning and
pools. The recent spikes in unemployment
develop them with the right skills.
have particularly afflicted younger age
groups. A Guardian newspaper article in • Strategically migrate in-demand talent
April 2011 reported that 40 percent of the within and across countries. Talent
unemployed in the UK are between the mobility has grown worldwide.
ages of 16 and 24. Such numbers have ManpowerGroup’s 2011 Borderless
spurred serious, social problems. In one Workforce Survey of more than 25,000
2011 survey, unemployment was the most employers from 39 countries and territories
cited reason for youths joining gangs or has found that about one quarter of
rebel causes. Yet, while young people often responding employers have been seeking
do not possess the experience or skills that foreign talent to solve their skills shortages.
15. Companies in the U.S. were the most likely criticism and praise. A few such social
to seek foreign talent. China was among media specialists target influencers, key
the countries in which employers were least individuals who via their writings and
likely to look externally. Importing talent is expertise can sway opinion about
made possible through ManpowerGroup organizations. Followers of companies,
Solutions’ Borderless Talent Offering. including job candidates, increasingly rely
on social media to learn about salary,
• Reevaluate how to assess, recruit,
benefits and how particular managers treat
develop and compensate talent in
their employees. But companies can also
certain markets. This will be necessary in
use social media to find out more about job
a more “glocalized” world where people’s
candidates faster. These potential
perspectives vary widely. Given increased
public access to information, companies employees reveal much about their careers
will be under more pressure to make fair through their postings and interactions on
decisions everywhere. Techniques used in social media sites. Some companies are
managing these fundamental HR functions also using outside consultancies effectively
will vary among locations. in their HR-related, social media activities.
• Collaborate with educational institutions
and government. For decades, schools and
universities set curriculum with nary a glance
“ I’VE SEEN A NUMBER OF CASES
WHERE A CEO ADOPTS
SOMETHING LIKE TWITTER FOR
at business needs. This has created the
USE IN-HOUSE AND
present skills gap and a general lack of
understanding of proper workforce
JUST STARTS PUTTING SOME
comportment. Improved collaboration will MESSAGES OUT. ALL OF A
produce better trained workplace candidates. SUDDEN, MOST OF THE
ORGANIZATION WANTS TO BE IN
• Harness BigData effectively. This will
require investment in technology – home- THAT NETWORK BECAUSE THEY
grown or otherwise – for analyzing the flood WANT TO HEAR THINGS FROM THE
of information about potential and current HORSE’S MOUTH. WHEN
employees. In the Human Age, a company THAT HAPPENS YOU SPEED UP
that makes effective use of BigData will be
THE CYCLE TIME OF THE
able to spot skills shortages and survey huge
fields of candidates who can fill the gap, or ORGANIZATION BECAUSE PEOPLE
assemble tools for retraining staff. HEAR THINGS DIRECTLY, RATHER
THAN THROUGH MEMOS AND
”
• Develop a broad understanding of
REINTERPRETATIONS.
social media functions. Many companies
have improved their use of social media to JAY CROSS, CEO AND CHIEF
UNLEARNING OFFICER, INTERNET
enhance their employer brands, which
TIME ALLIANCE
attracts qualified candidates. Some have
assigned individuals not only to file items The companies that find the best talent, and
that are informative and reflect well on the implement the right work models and people
company but to monitor commentary— practices will win in the Human Age.
HOW TO NAVIGATE THE HUMAN AGE:
Increasing Demand for Better Skills Assessment and Match for Better Results 15
16. 16 HOW TO NAVIGATE THE HUMAN AGE:
Increasing Demand for Better Skills Assessment and Match for Better Results
This paper describes how the world has entered have the right talent in the right place at the right
an era of profound and perpetual change. The time to win.
only certainty in the chaotic and complex Human
The recent economic challenges have created
Age is the fact that talent is now the key to
competitive advantage and business success. At renewed uncertainty. Demand will be the key driver of
a time when talent is increasingly scarce, and hiring going forward and companies are looking for a
organizations increasingly lean, employers must faster time-to-value to capitalize on new opportunities.
HOW WILL YOUR COMPANY’S WORKFORCE
CHANGE OVER THE NEXT 5 YEARS?
% OF RESPONDENTS (N = 2,000)
More part-time, temporary, 57.8%
or contract workers
More telecommuting 25.5%
More offshore or
outsourced workers 21.5%
More older workers
19.9%
(aded 55+)
Don’t know 16.8%
Other Types of changes to
the nature of work 2.9%
0% 20% 40% 60% 80% 100%
Source: McKinsey Global Institute US Jobs Survey, 2011; McKinsey Global Institute Analaysis.
MANPOWERGROUP’S GLOBAL NETWORK
Source: ManpowerGroup
17. This is causing CEOs to have a “hyperactive index For nearly a decade, ManpowerGroup has
finger.” They can hit play, slow motion, pause or fast monitored global talent shortage trends via its
forward instantaneously when it comes to the hiring Annual Talent Shortage Survey. Despite rising
activity in their workforce, depending on the economic unemployment during the global recession,
climate and their increased sophistication in their employers have continued to indicate that they
ability to predict fluctuating demand. Human Age are struggling to find the talent they need
organizations are turning to “just in time” hiring, throughout that time: in 2011, over one third (34
adjusting talent as they would any other resource in percent) of employers surveyed. And the problem
response to unpredictable demand. As a result, is growing more acute. In 2010, 14 percent of
employers are focused on incorporating flexibility, employers surveyed in the US said they were
agility, specificity and speed into their talent sourcing having trouble finding the talent they need,
strategy. According to a recent McKinsey study,
jumping to 52 percent in 2011, yet unemployment
nearly 60 percent of companies surveyed see
in the country remains relatively high.
temporary/contract workers as the largest growing
ManpowerGroup was the first to identify that this
percentage of their workforce.
talent shortage goes well beyond executive level,
In the past, companies prioritized preserving in fact the top five jobs in demand globally in 2011
business structure. Now and in the future, were technicians, sales representatives, skilled
organizations must ensure they have the most agile trades workers, engineers and laborers, and this
business structure and understand which work list does not tend to deviate dramatically year-on-
models they need—when they need them—to year. There is a war for talent on every front. This
generate the productivity and innovation necessary conundrum of high unemployment and talent
to navigate uncertainty and anticipate trends. shortage is hampering economic growth,
MANPOWERGROUP’S GLOBAL NETWORK
MOST LEAST
80%
67%
57%
54%
54%
53%
52%
51%
48%
46%
44%
44%
42%
42%
42%
41%
40%
36%
36%
34%
30%
29%
29%
29%
27%
27%
25%
24%
23%
22%
20%
17%
17%
15%
14%
11%
10%
9%
5%
4%
Romania
U.S.
Argentina
Turkey
Switzerland
New Zealand
Singapore
Costa Rica
Canada
Italy
Slovenia
Austria
Guatemala
Colombia
China
Hungary
Czech Republic
Spain
Peru
Norway
Ireland
Poland
Japan
India
Brazil
Australia
Taiwan
Bulgaria
Hong Kong
Mexico
Greece
Germany
Belgium
Panama
Global Average
France
Netherlands
Sweden
UK
South Africa
Source: ManpowerGroup, Talent Shortage Survey, 2011
HOW TO NAVIGATE THE HUMAN AGE:
Increasing Demand for Better Skills Assessment and Match for Better Results 17
18. 18 HOW TO NAVIGATE THE HUMAN AGE:
Increasing Demand for Better Skills Assessment and Match for Better Results
JOBS MOST IN DEMAND
2011 2010
Technicians Skilled Trades
Sales Representatives Sales Representatives
Skilled Trades Workers Technicians
Engineers Engineers
Laborers Accounting & Finance Staff
Management/Executives Production Operators
Accounting & Finance Staff Administrative Assistants/PAs
IT Staff Management/Executives
Production Operators Drivers
Secretaries, PAs, Administrative Laborers
Assistants & Office Support Staff
Source: 2011 ManpowerGroup Annual Survey on Talent Shortage
challenging employers’ agility and ability to and services shift. Manpower has built a deeper
respond quickly to demand. talent pool providing better time-to-value. This
means Manpower helps organizations quickly tap
Consider this: for example, a medium-sized
into existing, underutilized or overlooked talent
manufacturing organization receives an order far
pools to leverage the skills they need, when they
larger than their usual work. The order has great
need them.
margins, however, it requires an incredibly fast
turnaround beyond their day-to-day abilities. However, efficiently finding the right talent in the right
There is no way they can either deliver it with their place can be very challenging. With tight margins
current workforce or source the talent they need and a lean organization, employers in the Human
to deliver in the short timeframe. Leveraging its Age are used to doing more with less, and are
expertise and in-depth knowledge of local labor increasingly demanding a greaterspecificity of skills
markets, Manpower provides access to the right to meet their needs. Converging macro-economic
talent, with the right skills – faster – enabling the forces and demographic shifts are making skilled
manufacturing company to deliver on this order, individuals in short supply, meanwhile under-qualified
and the next, and the next after that, flexing their workers remain abundant.
workforce requirements up and down as required.
Manpower monitors the changing requirements of
With a network of branches in over 80 countries the labor market, constantly assessing and
worldwide, Manpower combines global reach with developing skills to meet business demand.
an in-depth understanding of the local business Through a one-size-fits-one approach to
environment and talent needs. Manpower assessment, Manpower gains a deep
specialists find, assess and match the right talent understanding of the potential of each candidate.
accurately and rapidly, moving people in and out Manpower works with individuals to identify gaps
of a business as the demand for their products in their skillset and provide training and
19. AGENCY WORK PROVIDES NEEDED OPPORTUNITY
FOR YOUNG PEOPLE
% of young workers (<25 years) in 2009
60 TAW Employed population
47 %
40 %
40 37 %
33 %
29 %
26 % 25 % 24 %
20
16 %
13 %
10 % 11 %
9% 9%
7%
6%
0
Netherlands Switzerland Belgium Itally France Sweden Poland Germany
Source: Ciett national reports, Euromonitor
development opportunities for them to up-skill staffing sector and the only company in the
and improve their employability, providing better staffing industry to be named to Ethisphere
skills and ultimately a better match and better Institute’s 2011 World’s Most Ethical Companies
results for both employers and candidates. This list), candidates can feel good about working with
can be particularly useful for young people, who ManpowerGroup, while companies can feel
can gather valuable experience of the workplace, secure in the knowledge that the people making
develop and demonstrate transferable skills and up their agile and flexible workforce are properly
even benefit from training programs through supported and treated well.
flexible work.
Ultimately, in a shifting, complex, chaotic and
In the Human Age, rapidly evolving technology increasingly bifurcated global environment,
has unleashed a tidal wave of information into the organizations need to be able to focus on
public domain. Individuals are demanding achieving business strategy, swiftly taking
transparency and an ethical approach from every advantage of each new opportunity and having
organization they interact with, particularly those the required agility and flexibility within their
they work for. Working with the world’s most workforce to allow them to do so. Manpower
trusted brand in contingent and permanent partners with companies and candidates to
innovative workforce solutions (the company was provide the right match, with the right skills, in the
awarded Fortune’s 2011 “Most Admired” in the right timeframe for better results.
HOW TO NAVIGATE THE HUMAN AGE:
Increasing Demand for Better Skills Assessment and Match for Better Results 19