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Leveraging Talent Through Training: A ManpowerGroup Research Report
Introduction
As the global economy continues to improve, the talent shortage will become more
pronounced. Organizations that dramatically reduced their workforce during the
recession will be competing for talent in a continued challenging environment
where the talent supply often does not meet demand. To avoid a global
employability crisis, employers must adopt long-term workforce strategies aligned
with their business strategy to replace “just in time” hiring as their main focus, as
“on-demand” talent will simply no longer be available.


The solution is to think more long term about talent and how to ensure it remains
in adequate supply (see ManpowerGroup’s “Manufacturing” Talent for the Human
Age) by implementing a workforce strategy that effectively forecasts the needs of
the business, the talent required to achieve their goals, and where they can find
it. Employers must also be more innovative and flexible in terms of developing the
talent they need. This approach must include investments in training for specific key
job roles.


To investigate the extent to which organizations use formal training and
apprenticeship programs to develop their talent, ManpowerGroup conducted
research among nearly 24,000 employers in 41 countries and territories. The
research explores three distinct categories of employee: professional roles, skilled
manual trades jobs and unskilled positions, and reveals the specific job roles
where this kind of employee development is most likely to be targeted. It also gives
insight on how organizations are structuring and delivering these programs, while
highlighting the training methods which employers find most effective. Findings
also detail local labor market issues which drive the need for customized talent
development programs. Finally, the research asks those organizations that don’t
currently offer tailored training to employees to explain why this is the case.



                     One in three employers worldwide cannot find the
                     business-critical talent they need and the majority of employers
                     cite candidate-specific reasons for being unable to fill positions.
                     Companies must take steps to secure their talent pipeline for the
                     long-term and bridge this talent gap. Read how in “Manufacturing”
                     Talent for the Human Age.
Global Research Highlights:

    The majority of organizations today are not offering formal training or
    apprenticeship programs to develop employees for specific job roles,
    begging the question “Where will workers with the right skills come from?”


    Among the major barriers to offering training programs: organizations
    believe they are too small, they lack the HR expertise to create and deliver
    these programs, or they believe training is too costly.


    For organizations that do offer training for specific job roles, candidates’
    lack of relevant “hard skills” coupled with company requirements for
    specialized training are the two most pressing factors driving employers to
    create their own formal training programs today.


    Formal training is most widespread among Asia Pacific organizations,
    as employers here strive to meet the region’s growing demand for
    professional talent. In contrast, employers in Europe have the “buy-versus-
    build” mentality when it comes to talent, offering fewer developmental
    opportunities than their global counterparts.


    Training efforts worldwide most often focus on professional talent, with
    companies saying developing sales skills is a key priority as they look to
    drive revenue growth. Engineering and skilled trades round out the top
    three roles employers are targeting with their development initiatives.


    The majority of the world’s organizations are rolling up their sleeves
    and doing it themselves when it comes to training for specific job roles,
    while others are most frequently partnering with private-sector training
    providers. U.S. companies most often take the DIY approach.


    According to employers, an on-the-job approach to training is the most
    prevalent and effective method of developing talent for specific roles,
    followed by in-house classroom training and mentoring. Employers cite
    online/virtual courses as being least effective.


    Effectiveness gap analysis shows organizations should be making more
    use of formal courses created with external partners. This is an opportunity
    for employers to boost the effectiveness of their development programs by
    utilizing these methods more often.


                         M a n p o w e r G r o u p R e s e a r c h - L e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g   |   3
Prevalence of Formal Training
and Apprenticeship Programs
GLOBAL:
The majority of organizations worldwide don’t offer formal training; Employees in
Europe least likely to be trained.
Worldwide, about four in 10 organizations taking part in the research offer a formal training
or apprenticeship program for specific job roles—the majority do not. On a regional basis,
employees in Europe are least likely to be trained by their employers while those in Asia
Pacific encounter training opportunities most often. Formal training opportunities aimed at
plugging specific skills gaps are most likely to be offered in Taiwan (74%) and India (72%),
and use of this kind of program is well above average in Brazil (65%), Turkey (63%) and
Slovakia (63%). Meanwhile, formal training is considerably less common in some of the
European countries, with just 3% of Irish employers and 16% of Swedish firms saying they
offer formal training to employees.

Employers Offering Formal Training/Apprenticeship Programs
  Employers Offerings Formal Training/Apprenticeship Programs
Q: Does your organization have a formal training program or apprenticeship program for specific job roles?


           Global                            45%                         53%                   2%

      Americas                                                                                              Yes
                                             46%                         52%                   2%
                                                                                                            No
  Asia Pacific                                51%                          45%                  4%           Don’t Know
        Europe*                         39%                            60%                     1%


   Why Organizations Don’t Offer Formal Training Programs

Employers not currently offering formal programs say the main reason for this is that they
                                                                                                                                           48%
can ultimately findNthe ncandidates with nthe skillsd they need in the labor market (48%). Size
                     ot eeded as can fi d candi ates                                                                                                  57%
of the organization is also an important k i l l s w ewithe 37% saying a key reason for not offering
                                w i t h t h e s factor, n e d                                                                           46%
                                                                                                                                       45%
formal staff development programs is that their organization is too small. It should be noted,
                                                                                                                              37%
however,athat t i o n t o o s m a l l f o r seeskmany f small rorganizations that implement creative 3 7 %
    Org niza
              ManpowerGroup t h i s i n d o p r o g a m                                              and
                                                                                                              23%
cost-effective ways to train staff and advises that companies should not allow size to be a                                               47%
barrier when it comes to talent development. Confidence in the organizations’ HR resources
                                                                 11%
                                            issue for many firms: 9% feel they 2 4 % the means
available for talent development is also an T o o c o s t l y                  lack
                                                                                            7%
to deliver a formal program and 7% say they lack the internal HR expertise they feel they
                                                               7%

would need to implement it.                                                                    9%
                                                                                                           20%
            Lack of resources to deliver/run the program
                                                                                           8%
Surprisingly, only around one in 10 (11%) organizations                            indicates that
                                                                                        5%            it would be “too                     Global
                                                                                                                                           Americas
costly” to train individuals with the skills they need. Correlating 7 % finding to those who
                                                                    this                                                                   Asia Pacific
                                                                                 16%
saying theyr n a l Hultimatelyi s e t othe v e l o p tthey need m the marketplace, we uncover the
 L a c k i n t e can R e x p e r t find d e talent h e p r o g r a in                                                                      Europe
                                                                                          5%
general belief among employers that they can still “buy” the %
                                                           2 talent they need, when they

need it.

*Includes data for Israel and South Africa         M a n p o w e r G r o u p R e s e a r c h - L e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g   |   4
Global                     45%                          53%                    2%

   Americas                                                                                        Yes
                                  46%                         52%                    2%
                                                                                                  No
Asia Pacific                       51%                          45%                   4%            Don’t Know
     Europe*                    39%                         60%                      1%

Why Organizations Don’t Offer Formal Training/Apprenticeship Programs
Q: What are the primary reasonsOffer Formal Training Programs of program?
Why Organizations Don’t your organization does not have this sort



                                                                                                                                  48%
                      Not needed as can find candidates                                                                                       57%
                                 with the skills we need                                                                       46%
                                                                                                                              45%

                                                                                                                     37%
     Organization too small for this kind of program                                                                 37%
                                                                                                     23%
                                                                                                                                 47%

                                                                                       11%
                                                                                                       24%
                                                      Too costly
                                                                                  7%
                                                                                  7%

                                                                                    9%
                                                                                                 20%
        Lack of resources to deliver/run the program
                                                                                  8%
                                                                                5%                                                Global
                                                                                                                                  Americas
                                                                                  7%                                              Asia Pacific
Lack internal HR expertise to develop the program                                            16%                                  Europe
                                                                              5%
                                                                            2%




Americas:
HR expertise and funding to create and deliver programs a barrier to developing
the region’s talent.
 Skills Categories Targeted in Formal Programs

Across the Americas as a whole, 46% of employers offer formal training to specific
categories of staff, while 52% say they don’t offer this kind of staff development option.
                                                                               64%
                                                                                                       63%
Employeesa are b s ( e . g . s a l e s benefitafrom this kind of opportunity in Brazil (65%),0Mexico
P r o f e s s i o n l j o most likely to a s s o c i t e s )
                                                                                           7 %
(54%) and Argentina (52%), but the practice is least prevalent in Peru (36%)0 and Panama
                                                                          6 %

(38%). The percentage of organizations providing specific training rises slightly to 41% in
                                                                                                   57%
S k i l l UnitednStates.d e s
the e d m a u a l t r a                                                                                   68%
                                jobs (e.g. welders)
                                                                                                54%
                                                                                                53%
Nearly six in 10 employers in the Americas not offering formal programs at this point in
time say that a key reason for this is that they are, in fact, able to find candidatesawith
                                                                28%
                                                                                  Glob l
                                                                                          43%            Americas
relevant d j o b sin( e . g . laborr o o m a t t eEmployers here also feel %
 U n s k i l l e skills the m a i l market. n d a n t )                 2 3 more strongly than itheir global
                                                                                             As a Pacific
                                                        22%
counterparts that they cannot afford to develop their people. However, a closer o p e at the
                                                                            Eur
                                                                                look
data reveals perhaps a more critical underlying issue that may have a long-term impact on
the region’s ability to compete globally—organizations here believe they have neither the HR
 Training Levels for Professional Jobs
expertise nor the resources to create and deliver programs required to develop the talent
they need.                                                                         47%
     All levels                                                             42%
                                                                                        51%
                                                                                45%

                                         15%
 Senior-level                               19%
                                 6%
                                                     24%
                                          M a n p o w e r G r o u p R e s e a rG lh b-a lL e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g
                                                                               c o                                                                      |   5
                                                    24%                          Americas
    Mid-level                                        26%
                                                                                 Asia Pacific
                                           17%
                                                                                 Europe
Asia Pacific:
       Formal training most widespread as region’s employers strive to meet demand
       for professional talent.
       Formal training and apprenticeship programs are more prevalent in Asia Pacific than
       the other two regions ManpowerGroup polls, with 51% of organizations indicating that
       they make these programs available to staff in specific job roles, particularly those in the
       professional skills category. This finding intuitively makes sense, as many of these emerging
       market countries look to boost skills capabilities to capitalize on the increasingly global
       economy. Employers are most likely to offer role-specific training in Taiwan (74%) and India
       (72%). Opportunities are considerably less common in some other Asian labor markets; the
       incidence of formal programs in Hong Kong is just 32%, while in Singapore the proportion
       stands at 36%. In China, less than four in 10 employers offer formal training for specific
       job roles.

       Among the 45% of Asia Pacific employers who currently don’t offer formal training, just
       under half say they don’t need to do so because appropriately skilled candidates can be
       sourced. Just less than a quarter of the respondents say their organizations are too small
       to offer formal training, 8% feel they lack the necessary resources to deliver this training and
       7% believe it would be too costly.

       Europe:
       Employer-based training and apprenticeships lag global counterparts as
       organizations believe they can continue to “buy” the talent they need.
       Fewer than four in 10 (39%) organizations in Europe offer formal training or apprenticeship
       programs to develop talent for specific job roles, with a considerable 60% indicating that
       training of this kind is not available to any employees. This was the lowest occurrence of
       employer-sponsored training among all the regions. When examining this result alongside
       responses from employers who do not believe individuals with the right skills are “too
       costly,” we uncover the belief that the skills can be bought in the marketplace at any
                        time. And this mindset is, in part, driving the low occurrence of employer
Employers must          training in the region. This is a real concern as many European countries
invest in training      are set to enter an unprecedented period of demographic shift, with older
their successors        workers leaving the workforce and taking their skills and knowledge with
in order to be          them. Employers must invest in training their successors in order to be
competitive in          competitive in the future—and today that is not happening.
the future—and
today that is not       Turkish and Slovakian employers are most likely to provide formal
happening.              development opportunities for specific categories of staff, with 63% doing
                        so in each of the two countries. Prevalence of formal training is also
                        above average in the Czech Republic (56%) and France (54%). However,



                                        M a n p o w e r G r o u p R e s e a r c h - L e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g   |   6
in Ireland, employers report a considerably different attitude to providing this kind of
development support, with just 3% offering formal programs. This finding is most certainly
a direct result of the country’s persisting economic challenges as employers continue
cost-cutting efforts. Training prevalence is also well below average in Sweden (16%), the
Netherlands (23%), Poland (26%) and Spain (27%).

Almost half (47%) the research participants not currently offering formal training say this is
because their organization is too small. The other most common reason given is that they
are able to find candidates with the relevant skills (45%). Only a small proportion—7% of
European employers—say they don’t offer formal training because it is too costly.


Skills Categories and Levels Included in Formal
Training Programs
Global:
Training efforts worldwide most often focus on professional talent—developing
sales skills a key priority.
At a global level, organizations are most likely to use formal training programs to address
talent shortages among the professional skills category. Driving the majority of these
programs is the need to develop their sales people—a key component to driving revenue.
Almost two in three take this approach, compared to 57% who offer formal training to skilled
manual trades workers and 28% doing so for unskilled staff.

The research findings reveal employers target a wide variety of specific job roles with their
training programs. However, three categories stand out as a consistently high priority across
all the regions; sales representatives, engineers and skilled manual trades roles are listed
among the top five priorities in all three regions and are the top three target job roles globally
for training and apprenticeship programs. Each job role is cited as a primary training target
by more than one in 10 employers worldwide. Other job categories employers prioritize for
development include middle management (9%), administrative and office support roles (8%),
technicians (7%) and customer service representatives (7%).




                                  M a n p o w e r G r o u p R e s e a r c h - L e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g   |   7
Lack internal HR expertise to develop the program                                      16%                                  Europe
                                                                                   5%
                                                                                 2%




        Skills Categories Targeted in Formal Programs
         Skills Categories Targeted in Formal Programs
        Q: Which of the following job areas does your program include?


                                                                                                          64%
                                                                                                         63%
         Professional jobs (e.g. sales associates)
                                                                                                            70%
                                                                                                        60%


                                                                                                      57%
                                                                                                              68%
        Skilled manual trades jobs (e.g. welders)
                                                                                                    54%
                                                                                                    53%


                                                                                                           Global
                                                                                   28%
                                                                                             43%           Americas
         Unskilled jobs (e.g. mailroom attendant)
                                                                               23%                         Asia Pacific
                                                                               22%                         Europe




         Training Levels for Professional Jobs
                                      In firms where training is offered to staff in the professional
                                      category, availability of programs is fairly evenly spread, with 71%
Top Job Roles                                                                          47%
                                      offering this kind of development 2 % mid-level, 69% doing so at
                                                                      4 at
               All levels
Employers are                                                               51%
                                      entry-level and 62% providing opportunities for senior-level staff.
                                                                                    45%
Developing: Global
                                      Formal1training programs for skilled manual trades workers are
                                              5%
         Senior-level                              19%
1. Sales Representatives             more
                                    6%       likely to be targeted at mid-level (71%) and entry-level (69%)
                                                          24%
2. Engineers                          staff than senior level employees (49%). aThe focus and need to
                                                                          Glob l
                                                          24%
3. Skilled Manual Trades              impart skills to entry-level staff should be cno surprise, given the
                                                         26%
                                                                             Ameri as
             Mid-level                                                               Asia Pacific
4. Middle Managers                    fact that 1 7 %skilled trades have seenunew workforce entrants lose
                                                the           30%
                                                                            E rope

                                      interest in this career path over the over the past several decades
5. Administrative/PAs/                                 22%
  Office Support - l e v e l
          Entry                       and, as a result, vocational school curricula has not kept pace
                                                  20%
                                                                29%
                                      with business needs. Employers themselves are forced to bridge
                                            15%
                                      those gaps.

        Formal programs targeting the unskilled job category are most commonly made available at
        the entry-level (82%), but a majority Trades Jobs
         Training Levels for Skilled Manual of organizations offering training in this category also do

        so at mid-level (60%). Training for more tenured staff for this category is an option in 46%
        of organizations.                                                         41%
                                                                         35%
              All levels
                                                                                          47%
                                                                                40%

                                      8%
         Senior-level                   11%
                                 4%
                                       9%
                                                                                             Global
                                                                  30%
                                                                        34%                  Americas
               Mid-level                                                                     Asia Pacific
                                                      21%
                                                                         35%                 Europe

                                                               28%
           Entry-level                                          29%
                                               M a n p o w e r G2 9 % p R e s e a r c h - L e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g
                                                                rou                                                                                      |   8
                                                           25%
Skilled manual trades jobs (e.g. welders)
                                                                                      54%
                                                                                      53%
                                                                                          57%
                                                                                        68%
  Skilled manual trades jobs (e.g. welders)
                                                                         28%      54%lobal
                                                                                    G
                                                                            43%   53% mericas
                                                                                    A
Unskilled jobs (e.g. mailroom attendant)
                                                                    23%             Asia Pacific
                                                                    22%             Europe
                                                                                      Global
                                                                        28%
                                                                              43%     Americas
   Unskilled jobs (e.g. mailroom attendant)
Training Levels for Professional Jobs                                 23%             Asia Pacific
Training Levels for Professional Jobs                                 22%             Europe
Q: And which levels does your program include?


   Training Levels for Professional Jobs                                   47%
    All levels                                                       42%
                                                                              51%
                                                                          45%
                                                                             47%
      All levels                     15%                                 42%
                                        19%                                     51%
 Senior-level
                           6%                                               45%
                                                24%
                                       15%                                Global
   Senior-level                             1 9 %4 %
                                                2                         Americas
                              6%                  26%
   Mid-level                                                              Asia Pacific
                                       17%        24%
                                                                          Europe
                                                      30%                   Global
                                                  24%                       Americas
     Mid-level                               22% 26%                        Asia Pacific
                                         12 0 %
                                          7%
  Entry-level                                                               Europe
                                                     2 9 %0 %
                                                         3
                                     15%
                                                22%
    Entry-level                              20%
                                                        29%
                                       15%

Training Levels for Skilled Manual Trades Jobs

Training Levels for Skilled Manual Trades Jobs
   Training Levels for Skilled Manual Trades Jobs
Q: And which levels does your program include?                        41%
                                                              35%
    All levels
                                                                        47%
                                                                  40%
                                                                     41%
                             8%                                 35%
    All levels
                               11%                                        47%
Senior-level
                        4%                                          40%
                            9%
                             8%
                               11%                                               Global
   Senior-level                                        30%
                          4%                                 34%                 Americas
    Mid-level                                                                    Asia Pacific
                              9%            21%
                                                            35%                  Europe
                                                                                   Global
                                                          30%
                                                              34%                  Americas
      Mid-level                                       28%
                                                 21% 29%                           Asia Pacific
  Entry-level                                                  35%                 Europe
                                                       29%
                                                   25%
                                                        28%
    Entry-level                                          29%
                                                         29%
                                                     25%




Training Levels for Unskilled Jobs



   Training Levels for Unskilled Jobs                                              41%
    All levels                                                     30%
                                                                                              49%
                                                                                            47%
                                                                               41%
      All levels            5%                               30%
                           4%                                                                49%
 Senior-level
                              7%                                            Global         47%
                            5%                                              Americas
                              5%
                             4%                                             Asia Pacific
   Senior-level                          1 9 % r o u p R e s e a r c h - L e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g
                                   ManpowerG                                                                                            |   9
                                7%              23%                         Europe
    Mid-level                                                                  Global
                              5%    13%                                        Americas
                                             21%                               Asia Pacific
                                            19%
28%
          Entry-level                                       29%
                                                            29%
                                                         25%




       Training Levels for Unskilled Jobs
        Training Levels for Unskilled Jobs
       Q: And which levels does your program include?


                                                                                              41%
               All levels                                                   30%
                                                                                                          49%
                                                                                                        47%

                                   5%
         Senior-level             4%
                                     7%                                                       Global
                                   5%                                                         Americas
                                                                                              Asia Pacific
                                                         19%
                                                                23%                           Europe
               Mid-level
                                               13%
                                                             21%

                                                                                              41%
          Entry-level                                                                                      49%
                                                                                     36%
                                                                                   34%




       Americas:
       Employers are most focused on skilled trades development.
       Employers in the Americas are more likely to use formal training for the skilled manual trades
       and unskilled categories than their counterparts in either Europe or Asia Pacific. These
       organizations are most likely to use formal training initiatives to develop staff for production
       operator job roles (11%): a considerably higher proportion than in other global regions
       surveyed. Programs for production operators, most certainly occurring in some form of
                                    apprenticeship, are particularly common in Argentina
                                    (22%) and Costa Rica (20%). Workers in three further job
Top Job Roles
                                    categories—administrative and office support, engineering and
Employers are
                                    skilled manual trades—are provided formal training options by one
Developing: Americas
                                    in 10 organizations.
1. Production Operators
                                    Among those who offer formal training, nearly seven in 10 run
2. Engineers
                                    programs for skilled manual trades employees and just under
3. Skilled Manual Trades
                                    half offer programs for unskilled workers. Programs for the skilled
4. Administrative/PAs/              manual trades are most often directed at mid-level workers (69%)
  Office Suport
                                    and entry-level staff (64%) than more senior employees (46%).
5. Sales Representatives
                                    In addition, 63% of employers with active programs target the
                                    professional skills category. The majority of these programs for
      professionals focus on mid-level talent (68%), but more than three in five run entry-level
      programs (62%) and offer development for more senior staff (61%).




                                           M a n p o w e r G r o u p R e s e a r c h - L e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g   |   10
Almost eight in 10 (79%) organizations in the Americas that offer training for the unskilled job
       category target entry-level staff. More than half offer this kind of program to mid-level staff,
       but only about one in three run programs for more tenured staff in this category.

       Asia Pacific:
       Building professional talent the priority for Asia Pacific organizations.
       The prevalence of training for the professional skills category is highest in Asia Pacific, where
       seven in 10 employers offering formal training programs target this category. Developing
       successful sales representatives is the top training priority here, with 16% targeting this
       specific job role in staff training initiatives. The effort to develop this role is most apparent
       in India and China, where one in four employers run formal sales team training, and in
       Japan, where the proportion is 20%. Asia Pacific employers also focus on engineers (14%)
       and middle managers (13%) for in-house development. In addition, 54% provide training
       programs for the skilled manual trades category, but only 23% do so for the unskilled roles.

                                  Asia Pacific employers tend to target professional training initiatives
Top Job Roles                     more at the entry-level category than is the case in other regions,
Employers are                     with one in eight providing these opportunities for new recruits.
Developing: Asia Pacific          Just over two-thirds target mid-level employees and nearly six in
                                  10 run training designed for senior-level staff. Entry-level skilled
1. Sales Representatives
                                  manual trades staff are also more likely to have access to training
2. Engineers
                                  (76%) than those at mid-level (68%) or senior-level (51%).
3. Middle Managers

4. Skilled Manual Trades          Meanwhile, more than eight in 10 employers providing training in
                                  the unskilled category focus their efforts on entry-level staff (85%).
5. Customer Service
  Representatives
                                  More than half also target mid-level employees (62%) and more
                                  tenured workers (56%).

       Europe:
       Training for professionals may be more common, but employers cite skilled
       trades roles as top priority.
       Surprisingly, data reveals European employers are less likely to offer formal training
       opportunities in all three skills categories than their counterparts in other regions. As
       mentioned previously, the belief that talent can be obtained when needed is driving this
       less proactive training stance within the region. Six in 10 (60%) organizations offer training
       to professional staff, 53% offer skilled manual trades training programs and 22% provide
       initiatives which address the needs of employees in the unskilled category.




                                        M a n p o w e r G r o u p R e s e a r c h - L e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g   |   11
Training for specific roles is most likely to be directed at the skilled trades, where the region
       has seen a shortage of this type of talent for many years (see ManpowerGroup Talent
       Shortage Survey, 2012)—14% of employers indicate that this is a priority. Skilled manual
       trades training programs are most likely to focus on mid-level employees (75%), compared
       to 65% targeting entry-level staff. Senior-level training programs are available in 49% of
       organizations. The development of skilled manual trades staff is most common in Ireland
       (34%), Switzerland (31%) and Poland (25%).

                                 However, European employers also prioritize the development
Top Job Roles                    of administrative and office support staff (11%) and sales
Employers are                    representatives (10%). Among employers whose programs
Developing: Europe               include professional job categories, three in four conduct training
                                 specifically geared to mid-level employees. Almost seven in 10
1. Skilled Manual Trades
                                 target senior-level staff, and six in 10 make training opportunities
2. Administrative/PAs/           available at entry-level.
  Office Suport

3. Sales Representatives         On the other hand, training opportunities for the unskilled category
                                 most commonly target entry-level staff (81%). However, almost
4. Laborers
                                 seven in 10 employers (68%) who conduct talent development
5. Engineers
                                 initiatives run programs for mid-level staff, and 52% do so for more
                                 tenured people.


       How Organizations Are Delivering Formal
       Training Programs
       Global:
       The majority of the world’s organizations are rolling up their sleeves and doing it
       themselves when it comes to training for specific job roles.
       More than half of organizations offering formal training—for any skills level—run their
       own development programs in house, but over four in 10 look to an outside organization
       to act as partner in the training delivery. The fact that the majority of organizations take
       training matters into their own hands suggests that proprietary systems and processes
       related to specific job roles necessitates this “do-it-yourself” approach. However, recent
       ManpowerGroup research also discovered that it’s not only the “hard” or technical skills that
       employers are looking to develop—new workforce entrants also often lack the “soft” skills
       they need.

       Working with a local partner on the delivery of training initiatives is most common in a
       number of European countries, most notably the Czech Republic (68%), Hungary (67%),
       Belgium (67%) and Austria (66%). Outside of Europe, the incidence of working with a
       partner is highest in Taiwan (63%).

                                       M a n p o w e r G r o u p R e s e a r c h - L e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g   |   12
Where companies seek out a partner organization to help deliver formal training, this is most
commonly a private-sector training provider (53%), although a considerable number turn to
local educational institutions (35%), government (26%) and professional/trade association
bodies (26%) to deliver their programs.

Training Program Delivery
Training program delivered in conjunction with a local partner of solely by your organization?
 Q: Is this Program Delivery


       Global                                45%                                                     54%                             1%

   Americas                               35%                                                 65%                                                            With A Partner
                                                                                                                                                             We Do It Ourselves
Asia Pacific                                   46%                                                    53%                             1%
                                                                                                                                                             Don’t Know
       Europe                                   52%                                                       47%                        1%




 Americas:
Training Methods Employers Are Using

Only one-third of organizations partner for upskilling; U.S. companies most often
                   79%




take the DIY approach.                                            Global
                                                                                                                                                             Americas
                                             71%




Almost two in three (65%) employers in the Americas deliver their own formal i programs
             69%




                                                                          As a Pacific
                         66%


                                          66%




                                                                                                                                                             Europe
                         65%




internally, without the need for external partners, the highest percentage of any region
                                    59%




surveyed. This suggests that companies in the region may be feeling the pain of the talent
                                                               57%




                                                                                        54%




mismatch more than their counterparts in other regions and are taking more proactive
measures to develop the specific skills they need. Meanwhile, 35% of organizations offering
                                                                     46%
                                                         44%




this training say the programs are delivered in conjunction with a partner. Brazilian employers
                                                   41%




                                                                                                                 41%
                                                                                  40%

                                                                                              40%




                                                                                                                             38%




are most likely to look outside the company for support on training delivery (49%), and the
                                                                                                                                         35%
                                                                                                           34%
                                                                           30%




                                                                                                    30%




                                                                                                                                                                 30%




approach is also more common in Guatemala (45%) than other countries in the region.
                                                                                                                                               27%
                                                                                                                       26%


                                                                                                                                   25%




Meanwhile, in the U.S., only 23% deliver training in conjunction with a partner organization.
                                                                                                                                                           21%


                                                                                                                                                                        19%
                                                                                                                                                                       18%
                                                                                                                                                     15%




Across the region, 52% of those who work with a partner use a private-sector training
provider. Working with a local educational institution of some kind is reported by 35% and
30% partner with government. On the other hand, partnerships are least prevalent with
professional trade bodies or associations (24%), suggesting that skills development efforts
among this group lag behind those of other stakeholders.
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Over half of organizations conduct training independently; those that do partner
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prefer private-sector providers.
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Asia Pacific employers are slightly more likely to run their own formal programs in house
                                                                                                                                               )




Most Effective work withof partner (46%). Across
(53%) than to Methods a Training – by Region                                                         the region, working with an external partner
is most common in Taiwan (63%), Australia (57%) and Singapore (51%), but the practice is
considerably less widespread in India (20%) and China (28%).
             82%

                         80%




                                                                                                                    Global
          76%




                                                                                                                    Americas
                                                                                                                    Asia Pacific
                                                         M a n p o w e r G r o u p R e s e a r c h - L e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g                 |   13
                                                                                                                    Europe
                   68%



                                 62%




                                                         61%




                                                                                                           61%
                                                                                  0%
                                9%

                                %
Those employers who do partner with external organizations are most likely to work with a
private-sector training provider (53%) in upskilling their talent. More than a third (37%) deliver
training in conjunction with a local educational institution, 31% work with government and
29% have links with professional or trade association bodies.

Europe:
Training partnerships more common in Europe; government cooperative efforts
least popular.
Delivery of formal programs in conjunction with a partner is more common in Europe than
in any other region—more than half (52%) work with an external partner to deliver training,
while 47% run programs in house. The use of external providers is particularly common in
the Czech Republic (69%), Belgium (67%) and Hungary (67%). The incidence of partnering
is also above average among Austrian (66%), Italian (65%) and Slovakian
(64%) organizations.

Where employers work with an external partner, it’s most likely to be with a private-sector
training provider (54%). One in three (34%) works with a local educational institution
and 25% with a professional or trade body. The proportion working with government to
deliver this kind of program is smaller (18%) in Europe than in any of the other regions,
suggesting that governments here could be doing more to help develop the skills of the
national workforce.


Most Common Methods of Employer Training and
Their Effectiveness
Global:
On-the-job approach to training is viewed as most effective, while online/virtual
learning least productive. Effectiveness gap shows organizations should be
making more use of formal courses created with external partners.
The data reveals that organizations today are utilizing a broad range of methods to deliver
formal training programs in an effort to develop specific skills capabilities in their workforce.
The most frequently used approach worldwide is hands-on/on-the-job training, which is part
of 69% of existing programs. In-house classroom sessions are part of the program for 59%
and peer coaching is used in 44% of formal training programs. Four in 10 employers use
mentoring in their programs. Formal courses provided by private-sector training providers
are offered in 34% of organizations, while courses run through local educational institutions
are incorporated into the program by 21%. Just one-quarter use online/virtual learning
methods to develop skills for specific job roles.




                                M a n p o w e r G r o u p R e s e a r c h - L e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g   |   14
Global                                45%                                                            54%                                    1%

   Americas                              35%                                                        65%                                                                         With A Partner
                                                                                                                                                                                We Do It Ourselves
Asia Pacific                                  46%                                                           53%                                    1%
                                                                                                                                                                                Don’t Know
      Europe                                   52%                                                              47%                               1%




 Training Methods Employers Are Using
Training Methods Employers Are Using
 Q: What methods of training does your program include?




                  79%
                                                                                                                                                                                Global
                                                                                                                                                                                Americas




                                            71%
            69%
                                                                                                                                                                                Asia Pacific

                        66%


                                         66%
                        65%                                                                                                                                                     Europe


                                   59%




                                                                57%




                                                                                              54%
                                                                      46%
                                                          44%
                                                  41%




                                                                                                                            41%
                                                                                        40%

                                                                                                    40%




                                                                                                                                        38%


                                                                                                                                                      35%
                                                                                                                      34%
                                                                            30%




                                                                                                          30%




                                                                                                                                                                                    30%
                                                                                                                                                            27%
                                                                                                                                  26%


                                                                                                                                                25%




                                                                                                                                                                              21%


                                                                                                                                                                                           19%
                                                                                                                                                                                          18%
                                                                                                                                                                  15%
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                                                                                                                                                          )
Most Effective Methods of Training – by Region
 As a general rule, the more frequently a particular training method is used, the more likely
 organizations are to view it as effective. This correlation should be no surprise. On-the-
            82%

                        80%




 job training is believed to have been a particularly effective approach by 76% b a lthose
                                                                             G l o of
         76%




                                                                                                                                                                               Americas
 who include it in their program, while 59% say in-house classroom sessions ihave cproved
                                                                         As a Pa ific
 effective where these have been part of the training process. Perhaps mostusurprising,
                                                                         E rope
                  68%



                                   62%




 employers are least likely to choose online methods and formal courses delivered in local
                                                              61%




                                                                                                                      61%
                                                                                        60%
                                 59%

                                58%
                               57%




 education institutions as being among the most effective methods of delivering skills for
                                                                                                    56%
                                                           55%




                                                                                                                                                    54%
                                                                                  53%




                                                                                                                52%
                                                         52%




 specific job roles. This finding suggests that company processes, which have become so
                                                        50%




                                                                                                                             49%
                                                                                                                            48%


                                                                                                                                                 48%


                                                                                                                                                 48%


                                                                                                                                                                              47%




 specialized, are making broader-based training methods less useful to employers. It also
                                                                                                                                              43%
                                                                                              41%




 confirms the current belief of many employers that education has not kept pace with the
                                                                                                                                                                        39%


                                                                                                                                                                                       37%




 needs of business.
                                                                                                                                                                                    32%




                                                          M a n p o w e r G r o u p R e s e a r c h - L e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g                                   |   15
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Leveraging Talent Through Training: A ManpowerGroup Research Report
Leveraging Talent Through Training: A ManpowerGroup Research Report
Leveraging Talent Through Training: A ManpowerGroup Research Report
Leveraging Talent Through Training: A ManpowerGroup Research Report
Leveraging Talent Through Training: A ManpowerGroup Research Report
Leveraging Talent Through Training: A ManpowerGroup Research Report
Leveraging Talent Through Training: A ManpowerGroup Research Report
Leveraging Talent Through Training: A ManpowerGroup Research Report
Leveraging Talent Through Training: A ManpowerGroup Research Report
Leveraging Talent Through Training: A ManpowerGroup Research Report
Leveraging Talent Through Training: A ManpowerGroup Research Report
Leveraging Talent Through Training: A ManpowerGroup Research Report

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Leveraging Talent Through Training: A ManpowerGroup Research Report

  • 2. Introduction As the global economy continues to improve, the talent shortage will become more pronounced. Organizations that dramatically reduced their workforce during the recession will be competing for talent in a continued challenging environment where the talent supply often does not meet demand. To avoid a global employability crisis, employers must adopt long-term workforce strategies aligned with their business strategy to replace “just in time” hiring as their main focus, as “on-demand” talent will simply no longer be available. The solution is to think more long term about talent and how to ensure it remains in adequate supply (see ManpowerGroup’s “Manufacturing” Talent for the Human Age) by implementing a workforce strategy that effectively forecasts the needs of the business, the talent required to achieve their goals, and where they can find it. Employers must also be more innovative and flexible in terms of developing the talent they need. This approach must include investments in training for specific key job roles. To investigate the extent to which organizations use formal training and apprenticeship programs to develop their talent, ManpowerGroup conducted research among nearly 24,000 employers in 41 countries and territories. The research explores three distinct categories of employee: professional roles, skilled manual trades jobs and unskilled positions, and reveals the specific job roles where this kind of employee development is most likely to be targeted. It also gives insight on how organizations are structuring and delivering these programs, while highlighting the training methods which employers find most effective. Findings also detail local labor market issues which drive the need for customized talent development programs. Finally, the research asks those organizations that don’t currently offer tailored training to employees to explain why this is the case. One in three employers worldwide cannot find the business-critical talent they need and the majority of employers cite candidate-specific reasons for being unable to fill positions. Companies must take steps to secure their talent pipeline for the long-term and bridge this talent gap. Read how in “Manufacturing” Talent for the Human Age.
  • 3. Global Research Highlights: The majority of organizations today are not offering formal training or apprenticeship programs to develop employees for specific job roles, begging the question “Where will workers with the right skills come from?” Among the major barriers to offering training programs: organizations believe they are too small, they lack the HR expertise to create and deliver these programs, or they believe training is too costly. For organizations that do offer training for specific job roles, candidates’ lack of relevant “hard skills” coupled with company requirements for specialized training are the two most pressing factors driving employers to create their own formal training programs today. Formal training is most widespread among Asia Pacific organizations, as employers here strive to meet the region’s growing demand for professional talent. In contrast, employers in Europe have the “buy-versus- build” mentality when it comes to talent, offering fewer developmental opportunities than their global counterparts. Training efforts worldwide most often focus on professional talent, with companies saying developing sales skills is a key priority as they look to drive revenue growth. Engineering and skilled trades round out the top three roles employers are targeting with their development initiatives. The majority of the world’s organizations are rolling up their sleeves and doing it themselves when it comes to training for specific job roles, while others are most frequently partnering with private-sector training providers. U.S. companies most often take the DIY approach. According to employers, an on-the-job approach to training is the most prevalent and effective method of developing talent for specific roles, followed by in-house classroom training and mentoring. Employers cite online/virtual courses as being least effective. Effectiveness gap analysis shows organizations should be making more use of formal courses created with external partners. This is an opportunity for employers to boost the effectiveness of their development programs by utilizing these methods more often. M a n p o w e r G r o u p R e s e a r c h - L e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g | 3
  • 4. Prevalence of Formal Training and Apprenticeship Programs GLOBAL: The majority of organizations worldwide don’t offer formal training; Employees in Europe least likely to be trained. Worldwide, about four in 10 organizations taking part in the research offer a formal training or apprenticeship program for specific job roles—the majority do not. On a regional basis, employees in Europe are least likely to be trained by their employers while those in Asia Pacific encounter training opportunities most often. Formal training opportunities aimed at plugging specific skills gaps are most likely to be offered in Taiwan (74%) and India (72%), and use of this kind of program is well above average in Brazil (65%), Turkey (63%) and Slovakia (63%). Meanwhile, formal training is considerably less common in some of the European countries, with just 3% of Irish employers and 16% of Swedish firms saying they offer formal training to employees. Employers Offering Formal Training/Apprenticeship Programs Employers Offerings Formal Training/Apprenticeship Programs Q: Does your organization have a formal training program or apprenticeship program for specific job roles? Global 45% 53% 2% Americas Yes 46% 52% 2% No Asia Pacific 51% 45% 4% Don’t Know Europe* 39% 60% 1% Why Organizations Don’t Offer Formal Training Programs Employers not currently offering formal programs say the main reason for this is that they 48% can ultimately findNthe ncandidates with nthe skillsd they need in the labor market (48%). Size ot eeded as can fi d candi ates 57% of the organization is also an important k i l l s w ewithe 37% saying a key reason for not offering w i t h t h e s factor, n e d 46% 45% formal staff development programs is that their organization is too small. It should be noted, 37% however,athat t i o n t o o s m a l l f o r seeskmany f small rorganizations that implement creative 3 7 % Org niza ManpowerGroup t h i s i n d o p r o g a m and 23% cost-effective ways to train staff and advises that companies should not allow size to be a 47% barrier when it comes to talent development. Confidence in the organizations’ HR resources 11% issue for many firms: 9% feel they 2 4 % the means available for talent development is also an T o o c o s t l y lack 7% to deliver a formal program and 7% say they lack the internal HR expertise they feel they 7% would need to implement it. 9% 20% Lack of resources to deliver/run the program 8% Surprisingly, only around one in 10 (11%) organizations indicates that 5% it would be “too Global Americas costly” to train individuals with the skills they need. Correlating 7 % finding to those who this Asia Pacific 16% saying theyr n a l Hultimatelyi s e t othe v e l o p tthey need m the marketplace, we uncover the L a c k i n t e can R e x p e r t find d e talent h e p r o g r a in Europe 5% general belief among employers that they can still “buy” the % 2 talent they need, when they need it. *Includes data for Israel and South Africa M a n p o w e r G r o u p R e s e a r c h - L e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g | 4
  • 5. Global 45% 53% 2% Americas Yes 46% 52% 2% No Asia Pacific 51% 45% 4% Don’t Know Europe* 39% 60% 1% Why Organizations Don’t Offer Formal Training/Apprenticeship Programs Q: What are the primary reasonsOffer Formal Training Programs of program? Why Organizations Don’t your organization does not have this sort 48% Not needed as can find candidates 57% with the skills we need 46% 45% 37% Organization too small for this kind of program 37% 23% 47% 11% 24% Too costly 7% 7% 9% 20% Lack of resources to deliver/run the program 8% 5% Global Americas 7% Asia Pacific Lack internal HR expertise to develop the program 16% Europe 5% 2% Americas: HR expertise and funding to create and deliver programs a barrier to developing the region’s talent. Skills Categories Targeted in Formal Programs Across the Americas as a whole, 46% of employers offer formal training to specific categories of staff, while 52% say they don’t offer this kind of staff development option. 64% 63% Employeesa are b s ( e . g . s a l e s benefitafrom this kind of opportunity in Brazil (65%),0Mexico P r o f e s s i o n l j o most likely to a s s o c i t e s ) 7 % (54%) and Argentina (52%), but the practice is least prevalent in Peru (36%)0 and Panama 6 % (38%). The percentage of organizations providing specific training rises slightly to 41% in 57% S k i l l UnitednStates.d e s the e d m a u a l t r a 68% jobs (e.g. welders) 54% 53% Nearly six in 10 employers in the Americas not offering formal programs at this point in time say that a key reason for this is that they are, in fact, able to find candidatesawith 28% Glob l 43% Americas relevant d j o b sin( e . g . laborr o o m a t t eEmployers here also feel % U n s k i l l e skills the m a i l market. n d a n t ) 2 3 more strongly than itheir global As a Pacific 22% counterparts that they cannot afford to develop their people. However, a closer o p e at the Eur look data reveals perhaps a more critical underlying issue that may have a long-term impact on the region’s ability to compete globally—organizations here believe they have neither the HR Training Levels for Professional Jobs expertise nor the resources to create and deliver programs required to develop the talent they need. 47% All levels 42% 51% 45% 15% Senior-level 19% 6% 24% M a n p o w e r G r o u p R e s e a rG lh b-a lL e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g c o | 5 24% Americas Mid-level 26% Asia Pacific 17% Europe
  • 6. Asia Pacific: Formal training most widespread as region’s employers strive to meet demand for professional talent. Formal training and apprenticeship programs are more prevalent in Asia Pacific than the other two regions ManpowerGroup polls, with 51% of organizations indicating that they make these programs available to staff in specific job roles, particularly those in the professional skills category. This finding intuitively makes sense, as many of these emerging market countries look to boost skills capabilities to capitalize on the increasingly global economy. Employers are most likely to offer role-specific training in Taiwan (74%) and India (72%). Opportunities are considerably less common in some other Asian labor markets; the incidence of formal programs in Hong Kong is just 32%, while in Singapore the proportion stands at 36%. In China, less than four in 10 employers offer formal training for specific job roles. Among the 45% of Asia Pacific employers who currently don’t offer formal training, just under half say they don’t need to do so because appropriately skilled candidates can be sourced. Just less than a quarter of the respondents say their organizations are too small to offer formal training, 8% feel they lack the necessary resources to deliver this training and 7% believe it would be too costly. Europe: Employer-based training and apprenticeships lag global counterparts as organizations believe they can continue to “buy” the talent they need. Fewer than four in 10 (39%) organizations in Europe offer formal training or apprenticeship programs to develop talent for specific job roles, with a considerable 60% indicating that training of this kind is not available to any employees. This was the lowest occurrence of employer-sponsored training among all the regions. When examining this result alongside responses from employers who do not believe individuals with the right skills are “too costly,” we uncover the belief that the skills can be bought in the marketplace at any time. And this mindset is, in part, driving the low occurrence of employer Employers must training in the region. This is a real concern as many European countries invest in training are set to enter an unprecedented period of demographic shift, with older their successors workers leaving the workforce and taking their skills and knowledge with in order to be them. Employers must invest in training their successors in order to be competitive in competitive in the future—and today that is not happening. the future—and today that is not Turkish and Slovakian employers are most likely to provide formal happening. development opportunities for specific categories of staff, with 63% doing so in each of the two countries. Prevalence of formal training is also above average in the Czech Republic (56%) and France (54%). However, M a n p o w e r G r o u p R e s e a r c h - L e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g | 6
  • 7. in Ireland, employers report a considerably different attitude to providing this kind of development support, with just 3% offering formal programs. This finding is most certainly a direct result of the country’s persisting economic challenges as employers continue cost-cutting efforts. Training prevalence is also well below average in Sweden (16%), the Netherlands (23%), Poland (26%) and Spain (27%). Almost half (47%) the research participants not currently offering formal training say this is because their organization is too small. The other most common reason given is that they are able to find candidates with the relevant skills (45%). Only a small proportion—7% of European employers—say they don’t offer formal training because it is too costly. Skills Categories and Levels Included in Formal Training Programs Global: Training efforts worldwide most often focus on professional talent—developing sales skills a key priority. At a global level, organizations are most likely to use formal training programs to address talent shortages among the professional skills category. Driving the majority of these programs is the need to develop their sales people—a key component to driving revenue. Almost two in three take this approach, compared to 57% who offer formal training to skilled manual trades workers and 28% doing so for unskilled staff. The research findings reveal employers target a wide variety of specific job roles with their training programs. However, three categories stand out as a consistently high priority across all the regions; sales representatives, engineers and skilled manual trades roles are listed among the top five priorities in all three regions and are the top three target job roles globally for training and apprenticeship programs. Each job role is cited as a primary training target by more than one in 10 employers worldwide. Other job categories employers prioritize for development include middle management (9%), administrative and office support roles (8%), technicians (7%) and customer service representatives (7%). M a n p o w e r G r o u p R e s e a r c h - L e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g | 7
  • 8. Lack internal HR expertise to develop the program 16% Europe 5% 2% Skills Categories Targeted in Formal Programs Skills Categories Targeted in Formal Programs Q: Which of the following job areas does your program include? 64% 63% Professional jobs (e.g. sales associates) 70% 60% 57% 68% Skilled manual trades jobs (e.g. welders) 54% 53% Global 28% 43% Americas Unskilled jobs (e.g. mailroom attendant) 23% Asia Pacific 22% Europe Training Levels for Professional Jobs In firms where training is offered to staff in the professional category, availability of programs is fairly evenly spread, with 71% Top Job Roles 47% offering this kind of development 2 % mid-level, 69% doing so at 4 at All levels Employers are 51% entry-level and 62% providing opportunities for senior-level staff. 45% Developing: Global Formal1training programs for skilled manual trades workers are 5% Senior-level 19% 1. Sales Representatives more 6% likely to be targeted at mid-level (71%) and entry-level (69%) 24% 2. Engineers staff than senior level employees (49%). aThe focus and need to Glob l 24% 3. Skilled Manual Trades impart skills to entry-level staff should be cno surprise, given the 26% Ameri as Mid-level Asia Pacific 4. Middle Managers fact that 1 7 %skilled trades have seenunew workforce entrants lose the 30% E rope interest in this career path over the over the past several decades 5. Administrative/PAs/ 22% Office Support - l e v e l Entry and, as a result, vocational school curricula has not kept pace 20% 29% with business needs. Employers themselves are forced to bridge 15% those gaps. Formal programs targeting the unskilled job category are most commonly made available at the entry-level (82%), but a majority Trades Jobs Training Levels for Skilled Manual of organizations offering training in this category also do so at mid-level (60%). Training for more tenured staff for this category is an option in 46% of organizations. 41% 35% All levels 47% 40% 8% Senior-level 11% 4% 9% Global 30% 34% Americas Mid-level Asia Pacific 21% 35% Europe 28% Entry-level 29% M a n p o w e r G2 9 % p R e s e a r c h - L e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g rou | 8 25%
  • 9. Skilled manual trades jobs (e.g. welders) 54% 53% 57% 68% Skilled manual trades jobs (e.g. welders) 28% 54%lobal G 43% 53% mericas A Unskilled jobs (e.g. mailroom attendant) 23% Asia Pacific 22% Europe Global 28% 43% Americas Unskilled jobs (e.g. mailroom attendant) Training Levels for Professional Jobs 23% Asia Pacific Training Levels for Professional Jobs 22% Europe Q: And which levels does your program include? Training Levels for Professional Jobs 47% All levels 42% 51% 45% 47% All levels 15% 42% 19% 51% Senior-level 6% 45% 24% 15% Global Senior-level 1 9 %4 % 2 Americas 6% 26% Mid-level Asia Pacific 17% 24% Europe 30% Global 24% Americas Mid-level 22% 26% Asia Pacific 12 0 % 7% Entry-level Europe 2 9 %0 % 3 15% 22% Entry-level 20% 29% 15% Training Levels for Skilled Manual Trades Jobs Training Levels for Skilled Manual Trades Jobs Training Levels for Skilled Manual Trades Jobs Q: And which levels does your program include? 41% 35% All levels 47% 40% 41% 8% 35% All levels 11% 47% Senior-level 4% 40% 9% 8% 11% Global Senior-level 30% 4% 34% Americas Mid-level Asia Pacific 9% 21% 35% Europe Global 30% 34% Americas Mid-level 28% 21% 29% Asia Pacific Entry-level 35% Europe 29% 25% 28% Entry-level 29% 29% 25% Training Levels for Unskilled Jobs Training Levels for Unskilled Jobs 41% All levels 30% 49% 47% 41% All levels 5% 30% 4% 49% Senior-level 7% Global 47% 5% Americas 5% 4% Asia Pacific Senior-level 1 9 % r o u p R e s e a r c h - L e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g ManpowerG | 9 7% 23% Europe Mid-level Global 5% 13% Americas 21% Asia Pacific 19%
  • 10. 28% Entry-level 29% 29% 25% Training Levels for Unskilled Jobs Training Levels for Unskilled Jobs Q: And which levels does your program include? 41% All levels 30% 49% 47% 5% Senior-level 4% 7% Global 5% Americas Asia Pacific 19% 23% Europe Mid-level 13% 21% 41% Entry-level 49% 36% 34% Americas: Employers are most focused on skilled trades development. Employers in the Americas are more likely to use formal training for the skilled manual trades and unskilled categories than their counterparts in either Europe or Asia Pacific. These organizations are most likely to use formal training initiatives to develop staff for production operator job roles (11%): a considerably higher proportion than in other global regions surveyed. Programs for production operators, most certainly occurring in some form of apprenticeship, are particularly common in Argentina (22%) and Costa Rica (20%). Workers in three further job Top Job Roles categories—administrative and office support, engineering and Employers are skilled manual trades—are provided formal training options by one Developing: Americas in 10 organizations. 1. Production Operators Among those who offer formal training, nearly seven in 10 run 2. Engineers programs for skilled manual trades employees and just under 3. Skilled Manual Trades half offer programs for unskilled workers. Programs for the skilled 4. Administrative/PAs/ manual trades are most often directed at mid-level workers (69%) Office Suport and entry-level staff (64%) than more senior employees (46%). 5. Sales Representatives In addition, 63% of employers with active programs target the professional skills category. The majority of these programs for professionals focus on mid-level talent (68%), but more than three in five run entry-level programs (62%) and offer development for more senior staff (61%). M a n p o w e r G r o u p R e s e a r c h - L e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g | 10
  • 11. Almost eight in 10 (79%) organizations in the Americas that offer training for the unskilled job category target entry-level staff. More than half offer this kind of program to mid-level staff, but only about one in three run programs for more tenured staff in this category. Asia Pacific: Building professional talent the priority for Asia Pacific organizations. The prevalence of training for the professional skills category is highest in Asia Pacific, where seven in 10 employers offering formal training programs target this category. Developing successful sales representatives is the top training priority here, with 16% targeting this specific job role in staff training initiatives. The effort to develop this role is most apparent in India and China, where one in four employers run formal sales team training, and in Japan, where the proportion is 20%. Asia Pacific employers also focus on engineers (14%) and middle managers (13%) for in-house development. In addition, 54% provide training programs for the skilled manual trades category, but only 23% do so for the unskilled roles. Asia Pacific employers tend to target professional training initiatives Top Job Roles more at the entry-level category than is the case in other regions, Employers are with one in eight providing these opportunities for new recruits. Developing: Asia Pacific Just over two-thirds target mid-level employees and nearly six in 10 run training designed for senior-level staff. Entry-level skilled 1. Sales Representatives manual trades staff are also more likely to have access to training 2. Engineers (76%) than those at mid-level (68%) or senior-level (51%). 3. Middle Managers 4. Skilled Manual Trades Meanwhile, more than eight in 10 employers providing training in the unskilled category focus their efforts on entry-level staff (85%). 5. Customer Service Representatives More than half also target mid-level employees (62%) and more tenured workers (56%). Europe: Training for professionals may be more common, but employers cite skilled trades roles as top priority. Surprisingly, data reveals European employers are less likely to offer formal training opportunities in all three skills categories than their counterparts in other regions. As mentioned previously, the belief that talent can be obtained when needed is driving this less proactive training stance within the region. Six in 10 (60%) organizations offer training to professional staff, 53% offer skilled manual trades training programs and 22% provide initiatives which address the needs of employees in the unskilled category. M a n p o w e r G r o u p R e s e a r c h - L e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g | 11
  • 12. Training for specific roles is most likely to be directed at the skilled trades, where the region has seen a shortage of this type of talent for many years (see ManpowerGroup Talent Shortage Survey, 2012)—14% of employers indicate that this is a priority. Skilled manual trades training programs are most likely to focus on mid-level employees (75%), compared to 65% targeting entry-level staff. Senior-level training programs are available in 49% of organizations. The development of skilled manual trades staff is most common in Ireland (34%), Switzerland (31%) and Poland (25%). However, European employers also prioritize the development Top Job Roles of administrative and office support staff (11%) and sales Employers are representatives (10%). Among employers whose programs Developing: Europe include professional job categories, three in four conduct training specifically geared to mid-level employees. Almost seven in 10 1. Skilled Manual Trades target senior-level staff, and six in 10 make training opportunities 2. Administrative/PAs/ available at entry-level. Office Suport 3. Sales Representatives On the other hand, training opportunities for the unskilled category most commonly target entry-level staff (81%). However, almost 4. Laborers seven in 10 employers (68%) who conduct talent development 5. Engineers initiatives run programs for mid-level staff, and 52% do so for more tenured people. How Organizations Are Delivering Formal Training Programs Global: The majority of the world’s organizations are rolling up their sleeves and doing it themselves when it comes to training for specific job roles. More than half of organizations offering formal training—for any skills level—run their own development programs in house, but over four in 10 look to an outside organization to act as partner in the training delivery. The fact that the majority of organizations take training matters into their own hands suggests that proprietary systems and processes related to specific job roles necessitates this “do-it-yourself” approach. However, recent ManpowerGroup research also discovered that it’s not only the “hard” or technical skills that employers are looking to develop—new workforce entrants also often lack the “soft” skills they need. Working with a local partner on the delivery of training initiatives is most common in a number of European countries, most notably the Czech Republic (68%), Hungary (67%), Belgium (67%) and Austria (66%). Outside of Europe, the incidence of working with a partner is highest in Taiwan (63%). M a n p o w e r G r o u p R e s e a r c h - L e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g | 12
  • 13. Where companies seek out a partner organization to help deliver formal training, this is most commonly a private-sector training provider (53%), although a considerable number turn to local educational institutions (35%), government (26%) and professional/trade association bodies (26%) to deliver their programs. Training Program Delivery Training program delivered in conjunction with a local partner of solely by your organization? Q: Is this Program Delivery Global 45% 54% 1% Americas 35% 65% With A Partner We Do It Ourselves Asia Pacific 46% 53% 1% Don’t Know Europe 52% 47% 1% Americas: Training Methods Employers Are Using Only one-third of organizations partner for upskilling; U.S. companies most often 79% take the DIY approach. Global Americas 71% Almost two in three (65%) employers in the Americas deliver their own formal i programs 69% As a Pacific 66% 66% Europe 65% internally, without the need for external partners, the highest percentage of any region 59% surveyed. This suggests that companies in the region may be feeling the pain of the talent 57% 54% mismatch more than their counterparts in other regions and are taking more proactive measures to develop the specific skills they need. Meanwhile, 35% of organizations offering 46% 44% this training say the programs are delivered in conjunction with a partner. Brazilian employers 41% 41% 40% 40% 38% are most likely to look outside the company for support on training delivery (49%), and the 35% 34% 30% 30% 30% approach is also more common in Guatemala (45%) than other countries in the region. 27% 26% 25% Meanwhile, in the U.S., only 23% deliver training in conjunction with a partner organization. 21% 19% 18% 15% Across the region, 52% of those who work with a partner use a private-sector training provider. Working with a local educational institution of some kind is reported by 35% and 30% partner with government. On the other hand, partnerships are least prevalent with professional trade bodies or associations (24%), suggesting that skills development efforts among this group lag behind those of other stakeholders. H C P M Fo sec O Fo du ee an la nl en - e rm to rm ca ss in r d to al r p al tio s- e/ co ro Asia Pacific: ri on V co ro co na om ng ac ir /O tu ur vid ur l in hi (i Over half of organizations conduct training independently; those that do partner ng al se e se st n- n th le ho (p ) (l itu e- ar oc ti prefer private-sector providers. us ri r ni jo va al on e) ng b te Asia Pacific employers are slightly more likely to run their own formal programs in house ) Most Effective work withof partner (46%). Across (53%) than to Methods a Training – by Region the region, working with an external partner is most common in Taiwan (63%), Australia (57%) and Singapore (51%), but the practice is considerably less widespread in India (20%) and China (28%). 82% 80% Global 76% Americas Asia Pacific M a n p o w e r G r o u p R e s e a r c h - L e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g | 13 Europe 68% 62% 61% 61% 0% 9% %
  • 14. Those employers who do partner with external organizations are most likely to work with a private-sector training provider (53%) in upskilling their talent. More than a third (37%) deliver training in conjunction with a local educational institution, 31% work with government and 29% have links with professional or trade association bodies. Europe: Training partnerships more common in Europe; government cooperative efforts least popular. Delivery of formal programs in conjunction with a partner is more common in Europe than in any other region—more than half (52%) work with an external partner to deliver training, while 47% run programs in house. The use of external providers is particularly common in the Czech Republic (69%), Belgium (67%) and Hungary (67%). The incidence of partnering is also above average among Austrian (66%), Italian (65%) and Slovakian (64%) organizations. Where employers work with an external partner, it’s most likely to be with a private-sector training provider (54%). One in three (34%) works with a local educational institution and 25% with a professional or trade body. The proportion working with government to deliver this kind of program is smaller (18%) in Europe than in any of the other regions, suggesting that governments here could be doing more to help develop the skills of the national workforce. Most Common Methods of Employer Training and Their Effectiveness Global: On-the-job approach to training is viewed as most effective, while online/virtual learning least productive. Effectiveness gap shows organizations should be making more use of formal courses created with external partners. The data reveals that organizations today are utilizing a broad range of methods to deliver formal training programs in an effort to develop specific skills capabilities in their workforce. The most frequently used approach worldwide is hands-on/on-the-job training, which is part of 69% of existing programs. In-house classroom sessions are part of the program for 59% and peer coaching is used in 44% of formal training programs. Four in 10 employers use mentoring in their programs. Formal courses provided by private-sector training providers are offered in 34% of organizations, while courses run through local educational institutions are incorporated into the program by 21%. Just one-quarter use online/virtual learning methods to develop skills for specific job roles. M a n p o w e r G r o u p R e s e a r c h - L e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g | 14
  • 15. Global 45% 54% 1% Americas 35% 65% With A Partner We Do It Ourselves Asia Pacific 46% 53% 1% Don’t Know Europe 52% 47% 1% Training Methods Employers Are Using Training Methods Employers Are Using Q: What methods of training does your program include? 79% Global Americas 71% 69% Asia Pacific 66% 66% 65% Europe 59% 57% 54% 46% 44% 41% 41% 40% 40% 38% 35% 34% 30% 30% 30% 27% 26% 25% 21% 19% 18% 15% H C P M Fo sec O Fo du ee an la nl en - e rm to rm ss in r d to al r p al o s- e/ co ro ca ri on V co ro co na om ng ac ti ir /O tu ur vid ur in hi (i ng al se e se st n- n l th le ho (p ) (l itu e- ar oc ti us ri r ni jo va al on e) ng b te ) Most Effective Methods of Training – by Region As a general rule, the more frequently a particular training method is used, the more likely organizations are to view it as effective. This correlation should be no surprise. On-the- 82% 80% job training is believed to have been a particularly effective approach by 76% b a lthose G l o of 76% Americas who include it in their program, while 59% say in-house classroom sessions ihave cproved As a Pa ific effective where these have been part of the training process. Perhaps mostusurprising, E rope 68% 62% employers are least likely to choose online methods and formal courses delivered in local 61% 61% 60% 59% 58% 57% education institutions as being among the most effective methods of delivering skills for 56% 55% 54% 53% 52% 52% specific job roles. This finding suggests that company processes, which have become so 50% 49% 48% 48% 48% 47% specialized, are making broader-based training methods less useful to employers. It also 43% 41% confirms the current belief of many employers that education has not kept pace with the 39% 37% needs of business. 32% M a n p o w e r G r o u p R e s e a r c h - L e v e r a g i n g Ta l e n t T h r o u g h T r a i n i n g | 15 H C M Fo sec P Fo du O ee an la nl en - e rm to rm ca ss in r d to al r al ti s- e/ co ro ri on V co co om ng ac ir