In the Human Age, talent mobility—moving people to where the work is—must be one component of a coordinated public-private response to the talent mismatch. While the topic is a political lightning rod in this period of continuing high unemployment, it’s important to recognize that talent mobility is a proven way to address many pressing business needs. And talent mobility is not solely about bringing in foreign workers; it’s also about moving domestic talent within national borders to balance supply and demand in the labor market. Please contact me for more information.
Entering the Human Age: Insights by Jeffrey A. Joerres, ManpowerGroup Chairma...Andrea Hubbert
Previous eras were defined first by the raw materials that transformed them — the Stone Age, Bronze Age and Iron Age, then they were characterized by the domains people conquered with ever-improving technology — the Industrial Age, Space Age and Information Age. Now we're entering a new age: The Human Age. Manpower confirms that this is the new reality and it has significant implications both for employers and for individuals, as human potential now becomes the major agent of economic growth. Please contact me for more information.
CEOs and HR leaders see talent as a major challenge to growth. Where should you focus? Our survey of 2500+ leaders in 90+ countries reveals 12 critical trends shaping the human capital agenda.
Critical new skills are scarce—and their uneven distribution around the world is forcing companies to develop innovative new ways to find people, develop capabilities, and share expertise.
VISIT HR BLOG -> cake.hr/blog
Entering the Human Age: Insights by Jeffrey A. Joerres, ManpowerGroup Chairma...Andrea Hubbert
Previous eras were defined first by the raw materials that transformed them — the Stone Age, Bronze Age and Iron Age, then they were characterized by the domains people conquered with ever-improving technology — the Industrial Age, Space Age and Information Age. Now we're entering a new age: The Human Age. Manpower confirms that this is the new reality and it has significant implications both for employers and for individuals, as human potential now becomes the major agent of economic growth. Please contact me for more information.
CEOs and HR leaders see talent as a major challenge to growth. Where should you focus? Our survey of 2500+ leaders in 90+ countries reveals 12 critical trends shaping the human capital agenda.
Critical new skills are scarce—and their uneven distribution around the world is forcing companies to develop innovative new ways to find people, develop capabilities, and share expertise.
VISIT HR BLOG -> cake.hr/blog
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
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2013 building the_right_high_potential_pool_white_paperRye Cruz
As leaders our main job is not only to lead people but to develop the right people to be leaders as well. Hope this white paper can help add knowledge and ideas to it.
3Q12 Global Manpower Employment Outlook SurveyAndrea Hubbert
According to ManpowerGroup's third-quarter 2012 Manpower Employment Outlook Survey–the longest running survey designed to measure employers' intentions to increase or decrease the number of employees in their workforce during the next quarter–hiring activity is expected to slow from last year at this time in two-thirds of the countries and territories surveyed. The survey reveals few clear signs of notable traction in the labor market, and employers are evidently adopting an intermittent hiring approach in response to economic uncertainty both at home and abroad. Bucking this trend, Indian employers post one of their most optimistic forecasts on record, and U.S. job prospects continue to improve. On the other hand, the German labor market is expected to lose steam in the quarter ahead after defying the declining trend in Europe for more than a year. Research shows employers in 33 of 41 countries and territories surveyed expect varying degrees of positive hiring activity for the third quarter, with those in 32 labor markets anticipating relatively stable or improved hiring activity compared to the second quarter. However, employer hiring expectations weaken in 26 markets compared to this time last year. Please contact me for more information.
Writekraft Research and Publications LLP was initially formed, informally, in 2006 by a group of scholars to help fellow students. Gradually, with several dissertations, thesis and assignments receiving acclaim and a good grade, Writekraft was officially founded in 2011 Since its establishment, Writekraft Research & Publications LLP is Guiding and Mentoring PhD Scholars.
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NATIONAL AWARD FOR BEST RESEARCH PROJECT (By Hon. President APJ Abdul Kalam)
GOLD MEDAL FOR RESEARCH ON DISABILITY (By Disabled’s Club of India)
NOMINATED FOR BEST MSME AWARDS 2017
5 STAR RATING ON GOOGLE
We have PhD experts from reputed institutions/ organizations like Indian Institute of Technology (IIT), Indian Institute of Management (IIM) and many more apex education institutions in India. Our works are tailored and drafted as per your requirements and are totally unique.
From past years our core advisory members, research team assisted research scholars from various universities from all corners of world.
Subjects/Areas We Cover:
Management, Commerce, Finance, Marketing, Psychology, Education, Sociology, Mass communications, English Literature, English Language, Law, History, Computer Science & Engineering, Electronics & Communication Engineering, Mechanical Engineering, Civil Engineering, Electrical Engineering, Pharmacy & Healthcare.
Hays Journal is een tweejaarlijkse publicatie met inzichten en nieuws voor HR, recruitment professionals en HR-managers over de steeds veranderende wereld van werk.
Bekijk de uitgave online op https://www.hays.nl/hays-journal/index.htm of vraag een print exemplaar aan bij marcom@hays.nl.
2013 building the_right_high_potential_pool_white_paperRye Cruz
As leaders our main job is not only to lead people but to develop the right people to be leaders as well. Hope this white paper can help add knowledge and ideas to it.
3Q12 Global Manpower Employment Outlook SurveyAndrea Hubbert
According to ManpowerGroup's third-quarter 2012 Manpower Employment Outlook Survey–the longest running survey designed to measure employers' intentions to increase or decrease the number of employees in their workforce during the next quarter–hiring activity is expected to slow from last year at this time in two-thirds of the countries and territories surveyed. The survey reveals few clear signs of notable traction in the labor market, and employers are evidently adopting an intermittent hiring approach in response to economic uncertainty both at home and abroad. Bucking this trend, Indian employers post one of their most optimistic forecasts on record, and U.S. job prospects continue to improve. On the other hand, the German labor market is expected to lose steam in the quarter ahead after defying the declining trend in Europe for more than a year. Research shows employers in 33 of 41 countries and territories surveyed expect varying degrees of positive hiring activity for the third quarter, with those in 32 labor markets anticipating relatively stable or improved hiring activity compared to the second quarter. However, employer hiring expectations weaken in 26 markets compared to this time last year. Please contact me for more information.
ManpowerGroup surveyed nearly 40,000 employers in 41 countries and territories in 2012 to gauge the impact of talent shortages on the global labor market. The seventh annual survey also explored what impact talent challenges are having on their organizations and what they are doing to mitigate the situation.
Please contact me for more information.
Managing Talent and Organizational Bench Strength: Are You Game-Ready?SAP Solution Extensions
Read how to stay ahead of the game by integrating succession and career planning with a talent management strategy. Learn about the multi-generational workforce, the global war on talent, and preparing for succession planning and talent pipeline.
If Asia's organisations are going to access enough 'value-creating' talent to capture the opportunities that are now in view, they're going to need to embrace better, smarter talent management and attraction strategies. They will need to embrace flexibility in their workforces in order to:
Fill critical skill gaps in a timely and efficient way
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Employee Profile & Perception of Talent Management in Indian Organizationsiosrjce
IOSR Journal of Humanities and Social Science is a double blind peer reviewed International Journal edited by International Organization of Scientific Research (IOSR).The Journal provides a common forum where all aspects of humanities and social sciences are presented. IOSR-JHSS publishes original papers, review papers, conceptual framework, analytical and simulation models, case studies, empirical research, technical notes etc.
International Journal of Humanities and Social Science Invention (IJHSSI) is an international journal intended for professionals and researchers in all fields of Humanities and Social Science. IJHSSI publishes research articles and reviews within the whole field Humanities and Social Science, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Etude PwC sur les femmes de la génération Y (mars 2015)PwC France
http://bit.ly/PwC-Female-Millennial A l’occasion de la Journée internationale de la femme le 8 mars prochain, le cabinet d’audit et de conseil PwC publie son étude « The female millennial : A new era of talent » qui chasse les idées reçues sur les femmes au travail. PwC a interrogé 8 756 femmes et 1 349 hommes appartenant à la génération Y (nés entre 1980 et 1995), issus de 75 pays, afin de révéler leur perception du monde du travail en général et de leur carrière en particulier.
Similar to Manpower Group Talent Mobility White Paper Jun2011 (20)
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HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
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A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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Manpower Group Talent Mobility White Paper Jun2011
1. ManpowerGroup Fresh Perspectives
Moving People to Work: Leveraging
Talent Mobility To Address the Talent
Mismatch in the Human Age
The world has entered a “new normal”—a post- agent of economic growth. ManpowerGroup identified
recession business environment in which organizations this new era as the Human Age, and it will demand
have to do more with less, and are forced to compete that the world rethinks national policies and corporate
more rigorously to find the best talent. Complicating business models to ensure that organizations have
matters are the demographic trends: Working-age access to the skilled talent they need.
populations in developed countries are declining
Even amid high unemployment, employers are
faster than replacement rates, constraining supply
struggling to find people with the precise skills or
amidst increasing demand. And while the economies
combination of skills they need. ManpowerGroup
of emerging markets such as Indonesia and Brazil are
research indicates that 34 percent of employers
booming, their education and training systems are
worldwide are having trouble filling key positions
generally failing to supply enough skilled individuals
(Figure 1). As the economy continues to recover, it will
to sustain their growth. The result of these trends is a
only get harder to put the right people with the right
global skills shortage and talent mismatch.
skills in the right place at the right time (Figure 2). As
At the same time, epic shifts in business dynamics are Jean Charest, Premier of Quebec, has put it, “We are
converging: for many companies and countries, talent entering the era of unparalleled talent scarcity, which, if
is replacing capital as the key competitive differentiator. left unaddressed, will put a brake on economic growth
As “talentism” becomes the new “capitalism,” human around the world, and will fundamentally change the
potential will be the catalyst for change and the major way we approach workforce challenges.”1
FIGURE 1. TRENDS IN DIFFICULTY FILLING JOBS DUE TO LACK OF AVAILABLE TALENT
Compared to last year at this time, the proportion of employers reporting difficulty filling jobs has increased by
three percentage points – this is the highest percentage since 2007.
45%
41%
40%
40%
35% 34%
31% 31%
30%
30%
25%
2006 2007 2008 2009 2010 2011
Source: ManpowerGroup
Moving People to Work: Leveraging Talent Mobility To Address the Talent Mismatch in the Human Age 1
2. 2 Moving People to Work: Leveraging Talent Mobility To Address the Talent Mismatch in the Human Age
In the Human Age, talent mobility—moving people national borders to balance supply and demand in the
to where the work is—must be one component of labor market. “Global mobility of talent is becoming
a coordinated public-private response to the talent as critical as the global mobility of goods and capital,”
mismatch. While the topic is a political lightning rod according to a recent report from the World Economic
in this period of continuing high unemployment, it’s Forum.2 The point here is that talent mobility is not the
important to recognize that talent mobility is a proven only answer. Along with education and innovation, it’s
way to address many pressing business needs. And one crucial component of a long-term approach—one
talent mobility is not solely about bringing in foreign that will take careful planning and new thinking on the
workers; it’s also about moving domestic talent within part of both policy-makers and business leaders.
FIGURE 2. SIGNIFICANT TALENT GAPS EXPECTED BY 2020 AND BEYOND
In countries with no talent shortage trend, employability is the challenge
Talent Gap Trend 2010-2030
Strong talent shortage trend
Talent shortage trend
Low/No talent shortage trend
Strong employability challenge
Medium employability challenge
Source: World Economic Forum
Organizations Must Be Pro-Active are an effective professional-development approach,
as international experience becomes an increasingly
In the Human Age, companies must align their talent important requirement for future business leaders.
strategies with their business strategies to ensure
Given all that, it’s no surprise that skilled talent is ready
that they have the right people in place to grow
and willing to move. ManpowerGroup’s new Migration
and succeed. Business leaders must rethink old
for Work Survey finds that six in 10 employees would
assumptions about work models, people practices
consider relocating for a job, including 25 percent who
and talent sources. They can expand their internal
would consider permanent relocation. Among those
talent pools via retraining or by reaching into pools
surveyed who would be willing to relocate, 32 percent
of talent with skills adjacent to those in demand.3
would be prepared to relocate anywhere in their
But they should also figure out how talent mobility
current country and 30 percent would go anywhere
programs can support their business goals. In the
in the world. And while the recession has clearly
short term, for example, in countries such as the
impeded individuals’ ability to relocate for work (i.e.
U.S., Japan and the U.K., where there is a shortage
not being able to sell current house or pay relocation
of nurses, healthcare organizations have offset those
costs) 27 percent of employees surveyed said they
shortages by recruiting nurses across international
are more willing to move for work since the recession
borders. Over the long term, talent-mobility programs
(Figure 3).4 These findings highlight the importance
3. for both companies and countries alike to “brand” As they consider their strategic skills planning,
themselves as talent destinations if they want to business leaders should think about how talent
become more attractive to potential employees in mobility factors into their efforts to attract, engage
their respective regions and around the world. and retain key employees. Internal talent mobility
programs—international rotations, projects and
FIGURE 3. WILLINGNESS TO RELOCATE FOR WORK SINCE THE GLOBAL RECESSION
27 percent of people are more willing to relocate for work since the global recession
19%
27%
More willing to relocate
Less willing to relocate
54%
About the same willingness
to relocate
Source: ManpowerGroup
transfers, for example—can enhance the employer’s the right match of international candidates. Consider
brand even as they promote collaboration, cohesion this example: A global technology company was
and cross-pollination of ideas. Sourcing talent across facing internal pressure to reduce its server-
international borders has the added benefit of sparking maintenance costs and back-end delivery operations
innovation, promoting diversity and introducing new in Asia. One option was to offshore back-end support
perspectives—all important to companies that operate functions to another country. However, the tech
across borders where familiarity with local markets and company didn’t want to invest the considerable
social customs is vital. resources it would have taken to establish its
Of course, integrating an effective talent mobility offshore presence, nor did it want to lose daily
program into a broader talent strategy is complicated. oversight of the back-end operations. Working with
To work, the program has to encompass the full ManpowerGroup’s Borderless Talent Solutions, the
gamut of recruitment processes—planning, sourcing, company was able to bring in qualified IT engineers
attraction, assessment, selection—and do it in who spoke the local language from several countries
compliance with international visa and other legal across Asia. In addition, the ManpowerGroup solution
requirements. Clearly, there are logistics and cultural addressed the visa, housing and cultural barriers often
acclimation to consider: relocation, local orientation, associated with work migration to the home country.
company on-boarding and other types of care. ManpowerGroup delivered an innovative workforce
Fraught with complexities though this process is, solution that helped the client achieve its goals.
investing resources in this effort will pay off in a
workforce that powers growth and success.
ManpowerGroup Solutions engages a five-phase
process led by a single point of contact to ensure
consistency and continuity in providing clients with
Moving People to Work: Leveraging Talent Mobility To Address the Talent Mismatch in the Human Age 3
4. 4 Moving People to Work: Leveraging Talent Mobility To Address the Talent Mismatch in the Human Age
Government’s Role Over the long term, governments should work with
business to address the imbalance in supply and
In response to devastating and persistent demand of skills in a sustainable way. This starts with
unemployment, many developed countries have analysis of the skills needed, now and in the future.
adopted policies that restrict the import of both skilled Common competency definitions are important here
and unskilled labor. Though understandable on an for both analysis and certification. A national skills
emotional level, these policies are short-sighted. registry would be invaluable in measuring supply and
They ignore the expert consensus that migration— demand, and more broadly, businesses, governments
when managed strategically—can stimulate global and educational institutions—the key stakeholders—
economic growth and development.5 Protectionist need to agree on common global standards on skills
policies make it almost impossible for employers to fill and availability to facilitate movement across borders.
critical positions now and will surely inhibit growth in Finally, stakeholders need to invest in the right kind of
the future. In the short term, many companies need training. Business should be granted incentives and
people with skills that aren’t easy to develop quickly— credits to invest in developing talent locally and
nurses and engineers, for example—and strategic should collaborate with academic institutions to
migration is the most expedient way to fill those make sure schools are providing the training the
roles. In the long term, the effect of these policies can marketplace needs.
be paralyzing. Political leaders will find that it’s a lot
harder to loosen restraints on migration than it was to
tighten them. As The Economist has noted, “When the
The dawn of the Human Age demands that the
world economy emerges from the doldrums, some
collective group of stakeholders collaborate to find
countries that have passed legislation restricting the
new, innovative ways to operate in a world where
ability of local companies to hire foreigners may find
people with the right skills are the scarce resource and
themselves lacking the flexibility that migrants bring.”6
“talentism” is supplanting capitalism. When a third of
Countries need to reexamine their immigration employers globally cannot fill positions, it’s imperative
policies to remove barriers to flexibility and foster that stakeholders expand their view of talent sources
mobility policies that enable organizations to match and incorporate strategies for attracting individuals
talent supply and demand and help labor markets with needed skills from across international borders.
function better. But they need to do this in a way that Business and national competitiveness depend on
demonstrates sensitivity to the social implications this. To win in the increasingly volatile world of work,
both at home and in the employees’ nations of origin, all stakeholders must work together to find sustainable
though it should be noted that the OECD has found ways to unleash human potential—no matter where it
a tendency for long-term migrants—particularly comes from.
highly skilled individuals—to return to their nations of
REFERENCES
origin.7 The World Economic Forum offers a series World Economic Forum, Global Talent Risk - Seven
1
of recommendations that include creation of a new Responses, 2011
category of short-term visa targeting the highly
2
Ibid.
3
ManpowerGroup, Teachable Fit, 2010.
skilled with fast turnaround and less bureaucracy and 4
ManpowerGroup, Migration for Work Survey, 2010.
collaboration between host and sending countries to 5
OECD, The Global Competition for Talent: Mobility of the Highly
Skilled, 2008.
ensure that the countries of origin can benefit from
6
The Economist, People Protectionism: Rich countries respond to
knowledge sharing.8 As the OECD notes, “Shorter the economic downturn by trying to limit the flow of migrants, 2009.
(and potentially repeated) periods abroad may avoid 7
OECD, op. cit.
some of the obstacles that currently hinder mobility, 8
World Economic Forum, op. cit.
and would support knowledge flows associated with
9
World Economic Forum, Stimulating Economies through Fostering
Talent Mobility, 2010.
brain circulation….”9