This document discusses how companies can navigate the "Human Age" by finding the best talent and implementing the right work models and people practices. It summarizes research by ManpowerGroup on key trends driving this new era, including rapid technology changes, shifting demographics, and a mismatch between the skills workers have and what companies need. To succeed, companies must listen to workers, increase collaboration, and develop flexible workforce strategies to address talent shortages and mismatches.
1) The document discusses increasing demand for better skills assessment and matching to address talent shortages and mismatches in the evolving "Human Age".
2) It analyzes factors like rapid technological change, shifting demographics, and rising customer sophistication that are transforming the workforce ecosystem.
3) The document recommends companies strengthen collaboration across sectors to develop talent and flexible workforce strategies that can navigate continuous change.
The document discusses how the world is entering a new era called the Human Age, where optimizing human potential will be the single most important factor for business success. It will require companies to re-examine how they develop and leverage employees' skills and talents. The rise of technologies has leveled the playing field for workers while also creating a talent shortage for companies. To thrive in this new Human Age, companies must adapt their strategies and structures to better engage, train and develop their workforce.
MBA student writes sustainability thesis on Cranmore Foundation
Mr Charles V Towle, a graduate student at San Francisco State University has received a distinction for his thesis on sustainability and the work of Cranmore Foundation. Mr Towle’s thesis makes the case for the need for a new quality of thinking in addressing today’s complex global problems, which he describes as ‘wicked problems’. He explores emerging models of thought aimed at creating sustainability solutions such as the work of Michael Porter and Mark Kramer as well as Umair Haque. His thesis goes on to explore the premise of Cranmore Foundation’s work with wisdom traditions. Further he presents the conceptual outline of one wisdom model articulated by the foundation that supports sustainability.
Max Weber saw bureaucracy as the dominant form of organization in modern society, though he was skeptical of its merits and potential for domination. He characterized the pure bureaucratic form as having clearly defined roles, specialization, hierarchies, comprehensive rules, impersonality, selection based on qualifications, full-time paid officials, career structures, and separation of ownership and control to reduce corruption. While bureaucracy provided benefits like social mobility based on competence, Weber was concerned it could become an "iron cage" that threatened human spirit. Mary Parker Follett was an American theorist who advocated for concepts like integrated leadership and power-with that are still influential today but were ahead of her time. Abraham Maslow introduced his hierarchy of needs theory which argued people are
The latest volume of ideas@work explores critical issues and best practices in talent management.
Two of our papers focus on today’s volatile and constantly changing business environment. Developing Leaders in a VUCA Environment provides talent managers with ideas, guidance, and examples on how to address the shift needed in leadership development to adapt to the new normal, while Building a Resilient Organizational Culture focuses on how to cultivate and nurture a culture of resilience at all levels of the organization.
This volume also features a chapter from what’s been called the “talent management bible” - Marc Effron’s and Miriam Ort’s “One Page Talent Management”. This practical, science based guide to accelerating talent growth has become a best seller in talent management circles, and the chapter we’ve included outlines the barriers to building talent and the philosophy for successful talent development based on simplicity, accountability, and transparency.
The other two white papers included in this volume examine new trends in talent development. Got Game? The Use of Gaming in Learning and Development takes a serious look at how gaming technology can be used to develop organizational talent. The Big Data Talent Gap explores the talent implications of the big data revolution.
The document discusses the role of education, workforce development, and economic development collaboration in U.S. competitiveness. It notes that similar to how space was the platform for innovation in 1957, cyberspace now represents both an engine for innovation and a domain of warfare, terrorism, and crime. The integration of computers, networks, software, and machines into cyber physical systems has created a new generation of work requiring specialized knowledge and skills. While only 5.5% of U.S. jobs are classified as STEM, half of these are in network and information technology fields, which are growing rapidly. However, educational institutions struggle to meet the increasing demand for cybersecurity and other technology professionals.
Innovation Nation - Transformational Thinking about STEM, the Humanities, an...Jim "Brodie" Brazell
Innovation Nation - Transformational Thinking about STEM, the Humanities, and the Arts in the Community College
Del Mar Community College January 9, 2014
JIM BRAZELL
jimbrazell@ventureramp.com
E human resources management managing knowledge people ( pdf drive )Priyanka Mehta
This document provides an overview of an edited book on e-human resource management (e-HRM). The book is divided into four sections that cover cutting-edge topics in HRM, redesigning HR administrative processes, e-learning strategies, and managing IT and organizational changes in the context of e-HRM. The preface discusses the need for more creative approaches to e-HRM and introduces the content and goals of the book.
1) The document discusses increasing demand for better skills assessment and matching to address talent shortages and mismatches in the evolving "Human Age".
2) It analyzes factors like rapid technological change, shifting demographics, and rising customer sophistication that are transforming the workforce ecosystem.
3) The document recommends companies strengthen collaboration across sectors to develop talent and flexible workforce strategies that can navigate continuous change.
The document discusses how the world is entering a new era called the Human Age, where optimizing human potential will be the single most important factor for business success. It will require companies to re-examine how they develop and leverage employees' skills and talents. The rise of technologies has leveled the playing field for workers while also creating a talent shortage for companies. To thrive in this new Human Age, companies must adapt their strategies and structures to better engage, train and develop their workforce.
MBA student writes sustainability thesis on Cranmore Foundation
Mr Charles V Towle, a graduate student at San Francisco State University has received a distinction for his thesis on sustainability and the work of Cranmore Foundation. Mr Towle’s thesis makes the case for the need for a new quality of thinking in addressing today’s complex global problems, which he describes as ‘wicked problems’. He explores emerging models of thought aimed at creating sustainability solutions such as the work of Michael Porter and Mark Kramer as well as Umair Haque. His thesis goes on to explore the premise of Cranmore Foundation’s work with wisdom traditions. Further he presents the conceptual outline of one wisdom model articulated by the foundation that supports sustainability.
Max Weber saw bureaucracy as the dominant form of organization in modern society, though he was skeptical of its merits and potential for domination. He characterized the pure bureaucratic form as having clearly defined roles, specialization, hierarchies, comprehensive rules, impersonality, selection based on qualifications, full-time paid officials, career structures, and separation of ownership and control to reduce corruption. While bureaucracy provided benefits like social mobility based on competence, Weber was concerned it could become an "iron cage" that threatened human spirit. Mary Parker Follett was an American theorist who advocated for concepts like integrated leadership and power-with that are still influential today but were ahead of her time. Abraham Maslow introduced his hierarchy of needs theory which argued people are
The latest volume of ideas@work explores critical issues and best practices in talent management.
Two of our papers focus on today’s volatile and constantly changing business environment. Developing Leaders in a VUCA Environment provides talent managers with ideas, guidance, and examples on how to address the shift needed in leadership development to adapt to the new normal, while Building a Resilient Organizational Culture focuses on how to cultivate and nurture a culture of resilience at all levels of the organization.
This volume also features a chapter from what’s been called the “talent management bible” - Marc Effron’s and Miriam Ort’s “One Page Talent Management”. This practical, science based guide to accelerating talent growth has become a best seller in talent management circles, and the chapter we’ve included outlines the barriers to building talent and the philosophy for successful talent development based on simplicity, accountability, and transparency.
The other two white papers included in this volume examine new trends in talent development. Got Game? The Use of Gaming in Learning and Development takes a serious look at how gaming technology can be used to develop organizational talent. The Big Data Talent Gap explores the talent implications of the big data revolution.
The document discusses the role of education, workforce development, and economic development collaboration in U.S. competitiveness. It notes that similar to how space was the platform for innovation in 1957, cyberspace now represents both an engine for innovation and a domain of warfare, terrorism, and crime. The integration of computers, networks, software, and machines into cyber physical systems has created a new generation of work requiring specialized knowledge and skills. While only 5.5% of U.S. jobs are classified as STEM, half of these are in network and information technology fields, which are growing rapidly. However, educational institutions struggle to meet the increasing demand for cybersecurity and other technology professionals.
Innovation Nation - Transformational Thinking about STEM, the Humanities, an...Jim "Brodie" Brazell
Innovation Nation - Transformational Thinking about STEM, the Humanities, and the Arts in the Community College
Del Mar Community College January 9, 2014
JIM BRAZELL
jimbrazell@ventureramp.com
E human resources management managing knowledge people ( pdf drive )Priyanka Mehta
This document provides an overview of an edited book on e-human resource management (e-HRM). The book is divided into four sections that cover cutting-edge topics in HRM, redesigning HR administrative processes, e-learning strategies, and managing IT and organizational changes in the context of e-HRM. The preface discusses the need for more creative approaches to e-HRM and introduces the content and goals of the book.
The document summarizes the historical evolution of management theory from 1900 to the present. It describes how the role of organizational leaders has changed over time from strong-armed owners in the early 1900s to servant leaders today. Key developments discussed include scientific management, the administrative approach, the bureaucratic approach, the human relations movement, and servant leadership. The role of leaders has become increasingly complex and challenging over the decades as organizations and the business environment have changed.
Super Systems: The Role of Education, Workforce and Economic Development Coll...Jim "Brodie" Brazell
Texas Workforce Commission, November 29, 2012, Super Session Keynote, Jim Brazell, VentureRamp
Super Systems: The Role of Education, Workforce and Economic Development Collaboration in U.S. Competitiveness Texas Workforce Commission, Dallas, TX, November 28, 2012 - Jim Brazell explores the role of innovation and science, technology, engineering, and mathematics (STEM) in education, workforce, and economic development. Topics include (1) defining science, technology, engineering, and mathematics; (2) the structure of technology in the 21st century; and (3) emerging P-20 education practice with an emphasis of innovation and "transdiscipline." A speech 10 years in the making, illustrative of keen insight as a technology forecaster, Brazell delivers solid analysis about what is next in living, working, playing, and learning in the 21st Century.
The War For Diverse Talent Executive SummaryRaj Tulsiani
This document discusses the importance of diversity in talent acquisition and management. It argues that organizations are facing unprecedented changes and a talent shortage. Diversity provides a competitive advantage by increasing an organization's cognitive diversity and ability to adapt. Recent research from fields like mathematics, evolution, and Broadway shows that diverse groups outperform homogeneous groups. The document advocates moving beyond traditional diversity training to new approaches that focus on diversity as a driver of value.
The future of leadership is anything but predictable. We know for sure that it will be different from the way leadership is know and applied today. A different type of leader is going to emerge in the 4th wave.
The document discusses how digital technologies and the internet are driving revolutionary changes that undermine traditional management practices developed during the industrial era. It argues that the current focus on short-term profits and shareholder value is holding many companies back from realizing the full potential of new technologies. To fully harness innovation, management needs to shift away from this industrial mindset towards a new model that values human capital, creativity, and long-term value creation over short-term gains. If not, outdated management could stifle technological progress and its ability to improve lives worldwide.
1. After World War 2, engineers became important managers as their rational problem-solving skills were well-suited to rebuilding the war-torn industrial sector. However, as technology advanced with the internet and new industries emerged, leadership required different skills beyond just analytical intelligence.
2. In the current era, creativity has become the driving force for economic growth. Future leaders will need strong relational and emotional intelligence to understand people, collaborate in teams, and adapt to constant change. They can no longer rely solely on analytical and mathematical skills.
3. To succeed as leaders tomorrow, people will need a combination of different types of intelligence beyond just IQ. Tomorrow's leaders will be oriented toward others, well-rounded
Is cultural diversity one of the solution to recreate the global economy for ...KamelionWorld
Diversity of thinking (age, culture, education, personality, skills and life experiences) is most important in global business.
Learn how to read between the lines in the recent report: The new global mindset: globalization and the changing world of business published by Ernst & Young.
This is follow-up from the IBM Almaden Sept 27th meeting on "Regional Upward Spirals: The Co-Evolution of Future Technologies, Skills, Jobs, and Quality-of-Life"
The document discusses how accelerating technological change is creating an inevitable "perfect storm" that will disrupt businesses and society. Exponential advances in areas like artificial intelligence, robotics, virtual reality, and autonomous vehicles are occurring simultaneously and will fundamentally alter how people live and work. Organizations must transform themselves at the same rapid pace of change or risk failing. Traditional management structures that treat employees like machines are breaking down. HR needs to shift from a transactional role to helping organizations build a more human-centric and purpose-driven culture that unlocks the full potential of its people to drive innovation and transformation.
Technology and co-operative practice against the neoliberal universityRichard Hall
Slides for my presentation at the CAPPE, Neoliberalism and Everyday Life conference on 4 September 2014 http://arts.brighton.ac.uk/research/cappe/conferences/conferences/annual-conference-neoliberalism-and-everyday-life
The document discusses how accelerating technological change is creating major disruptions requiring organizations to transform. It argues that HR must also transform from a traditional focus on processes and control to being human-centric and purpose-driven in order to help organizations adapt. Specifically, HR needs to shift from optimizing people for growth to unlocking full human potential and managing organizations through a framework centered around wholeness, purpose and autonomy rather than hierarchy and control.
This document discusses creating sustainable business models through innovation. It argues that innovation is key for business survival in today's fast-changing technological landscape. The document defines innovation as being integrated into a company's culture and driven by human potential. It advocates for the use of professional coaching to unlock employees' potential by giving them autonomy, purpose and the pursuit of mastery. Studies show coaching improves leadership, goal attainment and satisfaction. The document concludes that sustainable 21st century businesses must commit to innovation by empowering employees through coaching and supportive workplace structures.
To foster economic growth through innovation, regions need to develop "innovation clusters" that draw on collaboration between four key sectors: public, private, civil (non-profit), and academic. Successful clusters like Silicon Valley and Bangalore were able to thrive due to strong networks between these sectors. However, many attempts at creating clusters fail because they focus only on one or two elements, rather than developing deep collaboration across all four sectors, known as "the quad". Truly innovative regions require cross-sector networks, organizations willing to reform themselves, and investments in talented individuals across the quad.
This document outlines the four periods in the history of management theory: pre-scientific, scientific, human-relations, and synthesis. The pre-scientific period before 1880 relied heavily on authority. The scientific period from 1880-1927 emphasized standardized tasks and measurement of work popularized by Frederick Taylor. The human-relations period from 1927-1950 reacted against scientific management and focused on the social and psychological aspects of work, as demonstrated by Elton Mayo's Hawthorne Studies. This period emphasized that groups and interpersonal relationships impact productivity. The synthesis period attempted to integrate insights from previous periods.
The document discusses the shifting global context towards a new paradigm away from the current neoliberal capitalist model. It outlines three major trends driving this change: 1) technological developments like automation and AI that threaten many jobs, 2) rising inequality, and 3) environmental threats from issues like climate change and resource depletion. The document argues the current growth-based economic model is unsustainable and presents quotes from various thinkers calling for transition beyond capitalism. It suggests HR can help push this transition by focusing on sustainability and human well-being rather than just profits and growth.
Insights from the World Economic Forum in Davos, where world leaders discussed the importance of emerging markets and how technology is changing the way we connect with each other.
Entering the Human Age: Insights by Jeffrey A. Joerres, ManpowerGroup Chairma...Andrea Hubbert
The document discusses how the world is entering a new era called the "Human Age" where optimizing human potential will be the single most important factor for business success. Three key points:
1) We are entering an era defined by human potential rather than previous eras defined by raw materials or technologies. Unleashing human spirit and innovation will drive economic growth.
2) Talent, not capital, will be the dominant resource as skilled individuals can work anywhere and companies compete for top talent. Access to the right talent with the right skills will determine business success.
3) Technology has liberated human potential by enabling remote work and virtual teams, but also creates a talent shortage as skills become quickly outdated.
The document discusses how the world is entering a new era called the "Human Age" where optimizing human potential will be the single most important factor for business success and growth. It contains insights from Jeffrey A. Joerres, CEO of ManpowerGroup, on how unleashing human potential will become the driving force of economic, political and social change. The document outlines major shifts that are pushing the world into this new era, requiring businesses and governments to adapt their strategies and systems to a changing world of work centered around human potential. It also provides an introduction and table of contents for the collection of papers on navigating the changing world of work in the Human Age.
The document introduces the concept of the "Human Age," a new era where optimizing human potential will be the single most important factor for business success and growth. Business and government leaders will need to re-examine how they unleash and leverage human potential in an increasingly volatile world. The papers in this collection from Manpower offer insights on how to best navigate the changing world of work in the Human Age.
This document provides an introduction by Jeffrey A. Joerres, Chairman and CEO of Manpower Inc., on the concept of entering the "Human Age." The key points are:
1) The world is entering a new era called the "Human Age" where unleashing human potential will be the major driver of economic growth.
2) In this new era, talent/human potential will replace capital as the most important resource for business success.
3) Technologies like mobile devices and social media have empowered individuals and changed how and where people work, allowing human potential to be accessed from anywhere.
4) To thrive in this new age, companies must adapt their strategies and structures to attract, develop
The document summarizes the historical evolution of management theory from 1900 to the present. It describes how the role of organizational leaders has changed over time from strong-armed owners in the early 1900s to servant leaders today. Key developments discussed include scientific management, the administrative approach, the bureaucratic approach, the human relations movement, and servant leadership. The role of leaders has become increasingly complex and challenging over the decades as organizations and the business environment have changed.
Super Systems: The Role of Education, Workforce and Economic Development Coll...Jim "Brodie" Brazell
Texas Workforce Commission, November 29, 2012, Super Session Keynote, Jim Brazell, VentureRamp
Super Systems: The Role of Education, Workforce and Economic Development Collaboration in U.S. Competitiveness Texas Workforce Commission, Dallas, TX, November 28, 2012 - Jim Brazell explores the role of innovation and science, technology, engineering, and mathematics (STEM) in education, workforce, and economic development. Topics include (1) defining science, technology, engineering, and mathematics; (2) the structure of technology in the 21st century; and (3) emerging P-20 education practice with an emphasis of innovation and "transdiscipline." A speech 10 years in the making, illustrative of keen insight as a technology forecaster, Brazell delivers solid analysis about what is next in living, working, playing, and learning in the 21st Century.
The War For Diverse Talent Executive SummaryRaj Tulsiani
This document discusses the importance of diversity in talent acquisition and management. It argues that organizations are facing unprecedented changes and a talent shortage. Diversity provides a competitive advantage by increasing an organization's cognitive diversity and ability to adapt. Recent research from fields like mathematics, evolution, and Broadway shows that diverse groups outperform homogeneous groups. The document advocates moving beyond traditional diversity training to new approaches that focus on diversity as a driver of value.
The future of leadership is anything but predictable. We know for sure that it will be different from the way leadership is know and applied today. A different type of leader is going to emerge in the 4th wave.
The document discusses how digital technologies and the internet are driving revolutionary changes that undermine traditional management practices developed during the industrial era. It argues that the current focus on short-term profits and shareholder value is holding many companies back from realizing the full potential of new technologies. To fully harness innovation, management needs to shift away from this industrial mindset towards a new model that values human capital, creativity, and long-term value creation over short-term gains. If not, outdated management could stifle technological progress and its ability to improve lives worldwide.
1. After World War 2, engineers became important managers as their rational problem-solving skills were well-suited to rebuilding the war-torn industrial sector. However, as technology advanced with the internet and new industries emerged, leadership required different skills beyond just analytical intelligence.
2. In the current era, creativity has become the driving force for economic growth. Future leaders will need strong relational and emotional intelligence to understand people, collaborate in teams, and adapt to constant change. They can no longer rely solely on analytical and mathematical skills.
3. To succeed as leaders tomorrow, people will need a combination of different types of intelligence beyond just IQ. Tomorrow's leaders will be oriented toward others, well-rounded
Is cultural diversity one of the solution to recreate the global economy for ...KamelionWorld
Diversity of thinking (age, culture, education, personality, skills and life experiences) is most important in global business.
Learn how to read between the lines in the recent report: The new global mindset: globalization and the changing world of business published by Ernst & Young.
This is follow-up from the IBM Almaden Sept 27th meeting on "Regional Upward Spirals: The Co-Evolution of Future Technologies, Skills, Jobs, and Quality-of-Life"
The document discusses how accelerating technological change is creating an inevitable "perfect storm" that will disrupt businesses and society. Exponential advances in areas like artificial intelligence, robotics, virtual reality, and autonomous vehicles are occurring simultaneously and will fundamentally alter how people live and work. Organizations must transform themselves at the same rapid pace of change or risk failing. Traditional management structures that treat employees like machines are breaking down. HR needs to shift from a transactional role to helping organizations build a more human-centric and purpose-driven culture that unlocks the full potential of its people to drive innovation and transformation.
Technology and co-operative practice against the neoliberal universityRichard Hall
Slides for my presentation at the CAPPE, Neoliberalism and Everyday Life conference on 4 September 2014 http://arts.brighton.ac.uk/research/cappe/conferences/conferences/annual-conference-neoliberalism-and-everyday-life
The document discusses how accelerating technological change is creating major disruptions requiring organizations to transform. It argues that HR must also transform from a traditional focus on processes and control to being human-centric and purpose-driven in order to help organizations adapt. Specifically, HR needs to shift from optimizing people for growth to unlocking full human potential and managing organizations through a framework centered around wholeness, purpose and autonomy rather than hierarchy and control.
This document discusses creating sustainable business models through innovation. It argues that innovation is key for business survival in today's fast-changing technological landscape. The document defines innovation as being integrated into a company's culture and driven by human potential. It advocates for the use of professional coaching to unlock employees' potential by giving them autonomy, purpose and the pursuit of mastery. Studies show coaching improves leadership, goal attainment and satisfaction. The document concludes that sustainable 21st century businesses must commit to innovation by empowering employees through coaching and supportive workplace structures.
To foster economic growth through innovation, regions need to develop "innovation clusters" that draw on collaboration between four key sectors: public, private, civil (non-profit), and academic. Successful clusters like Silicon Valley and Bangalore were able to thrive due to strong networks between these sectors. However, many attempts at creating clusters fail because they focus only on one or two elements, rather than developing deep collaboration across all four sectors, known as "the quad". Truly innovative regions require cross-sector networks, organizations willing to reform themselves, and investments in talented individuals across the quad.
This document outlines the four periods in the history of management theory: pre-scientific, scientific, human-relations, and synthesis. The pre-scientific period before 1880 relied heavily on authority. The scientific period from 1880-1927 emphasized standardized tasks and measurement of work popularized by Frederick Taylor. The human-relations period from 1927-1950 reacted against scientific management and focused on the social and psychological aspects of work, as demonstrated by Elton Mayo's Hawthorne Studies. This period emphasized that groups and interpersonal relationships impact productivity. The synthesis period attempted to integrate insights from previous periods.
The document discusses the shifting global context towards a new paradigm away from the current neoliberal capitalist model. It outlines three major trends driving this change: 1) technological developments like automation and AI that threaten many jobs, 2) rising inequality, and 3) environmental threats from issues like climate change and resource depletion. The document argues the current growth-based economic model is unsustainable and presents quotes from various thinkers calling for transition beyond capitalism. It suggests HR can help push this transition by focusing on sustainability and human well-being rather than just profits and growth.
Insights from the World Economic Forum in Davos, where world leaders discussed the importance of emerging markets and how technology is changing the way we connect with each other.
Entering the Human Age: Insights by Jeffrey A. Joerres, ManpowerGroup Chairma...Andrea Hubbert
The document discusses how the world is entering a new era called the "Human Age" where optimizing human potential will be the single most important factor for business success. Three key points:
1) We are entering an era defined by human potential rather than previous eras defined by raw materials or technologies. Unleashing human spirit and innovation will drive economic growth.
2) Talent, not capital, will be the dominant resource as skilled individuals can work anywhere and companies compete for top talent. Access to the right talent with the right skills will determine business success.
3) Technology has liberated human potential by enabling remote work and virtual teams, but also creates a talent shortage as skills become quickly outdated.
The document discusses how the world is entering a new era called the "Human Age" where optimizing human potential will be the single most important factor for business success and growth. It contains insights from Jeffrey A. Joerres, CEO of ManpowerGroup, on how unleashing human potential will become the driving force of economic, political and social change. The document outlines major shifts that are pushing the world into this new era, requiring businesses and governments to adapt their strategies and systems to a changing world of work centered around human potential. It also provides an introduction and table of contents for the collection of papers on navigating the changing world of work in the Human Age.
The document introduces the concept of the "Human Age," a new era where optimizing human potential will be the single most important factor for business success and growth. Business and government leaders will need to re-examine how they unleash and leverage human potential in an increasingly volatile world. The papers in this collection from Manpower offer insights on how to best navigate the changing world of work in the Human Age.
This document provides an introduction by Jeffrey A. Joerres, Chairman and CEO of Manpower Inc., on the concept of entering the "Human Age." The key points are:
1) The world is entering a new era called the "Human Age" where unleashing human potential will be the major driver of economic growth.
2) In this new era, talent/human potential will replace capital as the most important resource for business success.
3) Technologies like mobile devices and social media have empowered individuals and changed how and where people work, allowing human potential to be accessed from anywhere.
4) To thrive in this new age, companies must adapt their strategies and structures to attract, develop
Manpower Group Talent Mobility White Paper Jun2011Andrea Hubbert
In the Human Age, talent mobility—moving people to where the work is—must be one component of a coordinated public-private response to the talent mismatch. While the topic is a political lightning rod in this period of continuing high unemployment, it’s important to recognize that talent mobility is a proven way to address many pressing business needs. And talent mobility is not solely about bringing in foreign workers; it’s also about moving domestic talent within national borders to balance supply and demand in the labor market. Please contact me for more information.
Chris Meyer, CEO of Monitor Networks, discusses the future of work which is influenced by four unstoppable trends: geographic and economic dislocation due to globalization and offshoring putting pressure on wages in rich countries; automation reducing jobs in manufacturing, services likely to be displaced next; longer life spans and careers requiring life-long learning as skills become obsolete faster; and collaboration technologies leading to more porous organizational boundaries and collective work. These trends suggest the need to rethink management, how and what we work on. The context of work will be radically different from the past.
“Labor markets now are like raging river rapids.
Scrambling to the bank to escape it is not an option
because it will flow on without you. You have to follow
the river and master it, constantly paddling and
navigating. There is no calm blue ocean at the end;
the process never ends.”
— Jeffrey Joerres, ManpowerGroup Chairman and CEO
The document discusses how changes in technology, demographics, and the economy are disrupting labor markets and the world of work. Key points:
1) Structural shifts like population decline, skills mismatches, and new technologies are creating uncertainty and instability in labor markets.
2) Traditional employer-employee relationships and career models are breaking down as individual choice and the demand for skills increases.
3) To adapt, employers will need more flexible workforce strategies, new approaches to talent development, and better talent branding, while workers will need to take charge of lifelong learning.
4) The future of work is emerging, characterized by more dynamic and self-driven careers, on-demand work models, and a
The document discusses how changes in technology, demographics, and the economy are disrupting labor markets and the world of work. Key points:
1) Structural forces like aging populations, globalization, and technological change have created economic instability and disrupted traditional labor markets.
2) This has led to the emergence of new ways of working, including more flexible and on-demand work arrangements.
3) The labor market is broken and needs reconfiguration to address issues like skills mismatches and changing worker-employer relationships. A new 21st century world of work is emerging from this disruption.
The document discusses the unique workforce realities in Panama. It notes that Panama has one of the lowest unemployment rates in the Americas due to strong economic growth fueled by the Panama Canal and business-friendly regulations. However, this also creates a talent shortage. The workforce is becoming more diverse as different generations enter and retire from the workplace. Social media and technology are also embraced aspects of Panama's business culture. Overall, the document outlines both the opportunities and challenges Panama faces in attracting and retaining top talent to sustain its economic success.
A ManpowerGroup insight paper that explains how leaders can unleash organisational agility in the face of unpredictable macroeconomic forces.
Originally presented at the WEF 2014 in Davos, Switzerland, it explains that simplification must be CEO-driven and supported by a fully-aligned leadership team, with CHROs playing a critical role in implementing a one-size-fits-one talent strategy that encompasses people practices, work models and talent sources.
Trillion-dollar_difference_FOW_report(FINAL)Tania Lennon
This document discusses a study by Korn Ferry that quantifies the value of human capital versus physical capital globally and for several countries. The key findings are:
1) Human capital represents a potential value of $1,215 trillion globally, which is 2.33 times greater than the value of physical capital ($521 trillion).
2) For every $1 invested in human capital, $11.39 is added to GDP, indicating human capital generates significantly more value than the cost to acquire it.
3) However, the study found that CEOs perceive technology will create more future value than human capital and are more focused on technology than realizing the potential of their workforce.
4) This perception creates a
The document discusses millennials (people born between the early 1980s and early 2000s) and their role in the modern workforce. While previous generations have criticized millennials as entitled, needy, and disrespectful towards elders, millennials have skills that are valuable for today's workforce. Millennials have grown up with technology and are experts in social media, both of which are increasingly important in modern workplaces. While some argue that technology and social media can be distracting, millennials' digital skills make them well-suited for technology-driven jobs. Ultimately, millennials have the attributes needed to succeed and lead prosperity in today's workforce.
The document discusses the unique workforce realities in Panama. It notes that Panama has one of the lowest unemployment rates in the Americas due to strong economic growth fueled by the Panama Canal and business-friendly regulations. However, this also leads to a talent shortage as companies strive to find qualified professionals. The document also examines how four generations currently coexist in the Panamanian workforce and how technologies and social media are changing the nature of work.
Immigrant Employment: Outlook in the Human Age by Catherine Lyons-Bozzo, Manp...HireImmOttawa
This document discusses trends impacting the global workforce and immigrant employment outlook. It notes that the working age population is declining while work is changing, creating a talent mismatch. Technological revolutions can change where and how we work. The scarcity and abundance of skills is inverting, requiring preservation of human capital and strategic migration. Canada's population is aging and immigrant communities are growing. Immigrants face challenges like having foreign credentials recognized and a lack of Canadian work experience. Employers and immigrants may not be connected in networks. Solutions include government training programs, employer recruitment and mentoring initiatives, and developing inclusive workplace policies and practices.
The document discusses a new era called "The Human Age" where companies recognize individuals as key to success and economic prosperity. This requires companies to reevaluate themselves and adopt new methods to unleash human potential. The Human Age follows periods of globalization, increased technology usage, economic crises, and aging workforces that have led to skills mismatches. In this new age, advancements in communication technology will improve efficiency while power shifts to emerging markets and workforces become more international, skilled, and assertive. To succeed, companies will need to change recruiting, anticipate skills needs, foster collaboration, and motivate employees through responsibility and growth opportunities.
New world of work organisational psychologistDennis
The document discusses how advances in technology, globalization, and affluence have created a new conceptual era for work. This impacts both individuals and organizations in several ways. First, it discusses how this new age creates a new set of rules around openness, collaboration, and abundance rather than scarcity.
Second, it talks about the challenges organizations now face in attracting talent with both hard and soft skills like creativity and adaptability. There is a need to develop these skills internally.
Third, it discusses how motivation models need to evolve from external rewards to focusing on autonomy, mastery, and purpose. This represents an upgrade to current business systems.
Finally, it briefly touches on the importance of
Similar to ManpowerGroup: How to Navigate the Human Age (20)
The document discusses the results of a 2013 talent shortage survey conducted by ManpowerGroup involving over 38,000 employers in 42 countries. Some key findings include:
- 35% of employers reported difficulty filling jobs due to a lack of available talent, the highest level since 2007. The most acute shortages were in Japan, Brazil, India, Turkey and Hong Kong.
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Crisis tempert verwachtingen jongeren over arbeidsmarkt.
Bij ManpowerGroup willen we bedrijven laten winnen in de veranderende wereld van werk.
Een manier om dat te doen, is het delen van kennis over de arbeidsmarkt met onze relaties. ManpowerGroup doet daarom regelmatig onderzoek naar een actueel arbeidsmarktthema.
De resultaten daarvan geven we op praktische wijze weer in een compacte uitgave, een M/Powerbook.
Lees meer op www.manpower.nl/jongtalent
Nederlandse werkgevers hebben gemengde werkgelegenheidsverwachtingen voor de periode april t/m juni van dit jaar. Dat blijkt uit de vandaag verschenen Arbeidsmarktbarometer van uitzendorganisatie Manpower. Het netto werkgelegenheidscijfer voor Q2 2012 komt uit op een voorzichtige 0%, hetgeen betekent dat het aantal werkgevers dat verwacht dat de werkgelegenheid op hun vestiging in Q2 zal dalen in evenwicht is met het aantal werkgevers dat verwacht dat op hun vestiging de werkgelegenheid in Q2 zal toenemen. Het netto werkgelegenheidscijfer is 2 procentpunten zwakker dan vorig kwartaal en 3 procentpunten zwakker dan voor het 2e kwartaal van 2011.
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1. HOW TO NAVIGATE
THE HUMAN AGE
Find the best talent, and implement the right
work models and people practices to win in the
Human Age.
HOW TO NAVIGATE THE HUMAN AGE:
Find the best talent, and implement the right work models and people practices to win in the Human Age. 1
2. 2 HOW TO NAVIGATE THE HUMAN AGE:
Find the best talent, and implement the right work models and people practices to win in the Human Age.
ManpowerGroup’s role as a navigator and innovative For the first time in its history, ManpowerGroup is
workforce solutions provider in the fast-changing now publishing its most recent analysis of the Future
world of work was affirmed in 2011 at the World Forces evolving the Human Age – and aligning these
Economic Forum Annual Meeting in Davos,
forces with the right people strategies.
Switzerland when ManpowerGroup CEO Jeff Joerres
identified that the world had entered the Human Age. The Human Age evolved quickly on the heels of
What enabled ManpowerGroup to thoroughly historic technological, demographic and
document indicators of the Human Age? Years geopolitical shifts, rivaling the impact of other
spent tracking macro-economic forces, which transformational eras such as the Bronze, Iron,
culminated in ManpowerGroup’s identification of Space and Information ages – as it’s marked by
critical and current world of work trends: Rapid
the rise of talentism. The new capitalism, talentism
technological development; shifting demographics
puts unprecedented value on talent as the driver
that have accelerated a talent mismatch; and rises
in customer sophistication and individual choice. of business success.
FUTURE FORCES
Bifurcated World:
the reversal
growth model
Human
The Human Adjusting to a Dynamics: the
Age:
Transforming
New Ecosystem: scarcity and
abundance
the ecosystem The Human Age inversion
Riding the Wave:
the continuous
technology
evolution
Source: ManpowerGroup
3. In the Human Age, companies will have to navigate THEY’RE NOT DECISIONS. KNOW
continued growth of emerging markets, globalization, THE IMPORTANT AND RELEVANT
competition for employees – who will be pickier about
FACTS ARE THAT YOU NEED TO
”
potential employers – and the usage of increasingly
LOOK AT.
sophisticated technologies. Firms will face shortages
of crucial skills, called a mismatch, because of the KEVIN WHEELER, FOUNDER
AND CHAIRMAN, FUTURE OF
large number of people unable to find work. Higher TALENT INSTITUTE
unemployment rates than in previous eras are likely to
be a fixture of the Human Age. ManpowerGroup has framed the impact of
continually shifting of economic and geopolitical
In addition, these organizations need to address tectonic plates. But extensive change that
heightened access to information and rising transformed the world in 2011 is triggering
expectations for companies to be more socially additional profound change in 2012. Banking
responsible. Combined, these factors necessitate missteps and a debt crisis in Europe upended
proactive, innovative and flexible workforce long-standing leadership coalitions in Greece and
management strategies. Italy, and threatened the future of the Euro as a
shared currency. The Arab Spring, spurred and
In a series of research papers, based partly on
nourished by the rising influence of social media,
interviews with leading human resources experts,
toppled Libya’s dictator of more than three
ManpowerGroup prescribes a one-size-fits one
decades and placed other regimes, most notably
model to employee recruitment and development.
Syria, in the headlines. Unrest even extended into
Companies need to listen more carefully to Russia where December saw massive crowds
workers in fashioning terms of employment – stage government protests. At the root of these
including not only where and when someone movements was dissatisfaction over the economy,
works but how they might advance their careers particularly among younger generations troubled
through development programs, “stretch” by uncertain job prospects. They represent a huge
assignments and promotions. ManpowerGroup piece of today’s unemployed. And despite surging
also recommends heightening collaboration unemployment figures, the world’s talent shortage
between companies, companies and government persists, as employers refine and upscale skills
and educational institutions, and between requirements to ensure that they create a
companies and individuals to solve complex talent workplace that inspires constant innovation
shortages and mismatches. against demands for productivity.
ManpowerGroup suggests freer sharing of The last quarter of 2011 saw hopeful signs in the
information and striking the right balance in U.S. economy, most notably an improved job
permanent to contract workers. The right temporary outlook and increases in housing starts and
to permanent mix allows organizations to inject consumer confidence. In December, a poll of
needed skills in a faster, less costly manner. Such three dozen leading economists by the
speed enables companies to anticipate the more Associated Press projected faster U.S. economic
rapidly changing conditions of the Human Age. growth in 2012 – provided Europe’s problems
“
don’t escalate into a global crisis. Yet the 8.5
IT’S REALLY IMPORTANT TO percent U.S. unemployment rate, nearly double
UNDERSTAND THAT FACTS AND the figure from the millennium, overshadowed
DATA ARE JUST FACTS AND DATA. these small gains and created a nagging
HOW TO NAVIGATE THE HUMAN AGE:
Find the best talent, and implement the right work models and people practices to win in the Human Age. 3
4. 4 HOW TO NAVIGATE THE HUMAN AGE:
1
2
Find the best talent, and implement the right work models and people practices to win in the Human Age.
HAPTER
CHAPTER
uncertainty. Many Americans no longer felt as “The number of disrupting and transformational
secure in their careers or the ability of the country
COUNTRY AND REGIONAL PERSPECTIVES shaking the world seems toto political
events
to guarantee their way of life. Joblessness, debt
ranging from natural catastrophes
be growing,
and the prospects for a stronger recovery beyond upheaval, from social unrest to economic and
the sluggish 1-2 percent GDP of the first three financial uncertainties,” Joerres says. “These new
quarters of 2011 will assume center stage in what challenges and risks are connected, if not in their
is expected to be a hotly contested U.S. cause, then certainly in their effect.”
presidential election later now two years into its recovery. From
The global economy is this year. regions where credit is reaccelerating and signs of
the outset, it was expected to be a multispeed recovery—the overheating are emerging. Meanwhile, the economies
The world is a much different place than it was
In the Asia-Pacific region, China’s economic that the
April 2009 World Economic Outlook projected at the center of the recent crisis, the United States
engine rumbled along, albeit withthe fastest bymicro-
economies that would be growing
the first 2011 were and Europe, haveago, as extensive change ese
one year substantial excess capacity. Th unfolded quickly
those that had avoided large precrisis imbalances, had seen divergences have important implications for This more fact-
at the dawn of the Human Age. the
1
2
signs of trouble. The whopping 10.4 percent
the smallest output collapses during the crisis, and had the outlook, risks, connected universe each region.events in
dense, and policy priorities in has sent
growth in 2010 dropped a percentage point Two years Therefore, this chapter highlights the extent to which
CHAPTER
most room for policy maneuvering after the crisis.
motion that previously would have taken years to
through September 2011. Moreover, withthe contours
later, that picture is broadly unchanged, but its aging regions differ in their cyclical positions.
population, the country faces a looming skillsCOUNTRY ANDare large disparities in some
Similarly, there REGIONAL PERSPECTIVES
of the recovery are clearer (Figure 2.1). Some advanced unfold. Themes that evolved most clearly in 2011 will
gap.
economies have significant output gaps and elevated
Who will replace these workers over the next two economies’ external positions. Past workforce management in
have a major impact on issues of the World
unemployment rates; many low-income countries are grow- Economic Outlook have stressed beyond.for exter- to
months ahead – and the need Read on
decades? Japan but sustainable rates; and there are signs of
wrestled with the aftermath of
ing at rapid nal rebalancing in some regions—most notably the
its catastrophic tsunami, which disrupted economies. understand how to address challenges stemming
overheating in a number of emerging market The global economy is now emerging Asia—to reduce global
United States and two years into its recovery. From regions where credit is
manufacturing and supply chains and left the outset, it wasfrom these latest multispeed recovery—the that
the vulnerabilities. Thto chapter revisits this topicEmployers overheating are emergi
expected is be a developments. to
April 2009 World Economic Outlook projected that the at the center of the rec
country re-thinking its atomic energy future.economies that would be growing the extent toby 2011 will ensureand Europe, have subs
Plus, highlight, where relevant,
successfully respondfastest which regions
the
to these tests were their
The uneven nature of this recovery can be seen that had avoided large precrisis imbalances, had seen
those in diverge in their external (current account balance)
its population is aging quickly. future and competitive advantage. divergences have impo
the output gaps across regions (Figure 2.2).the smallest positions.collapses during the crisis, and had the
Emerging output outlook, risks, and pol
most room for policy maneuvering after the crisis. Two years Therefore, this chapter
Asia and much of Latin America are now operating The chapter begins by assessing the outlook and key
later, that picture is broadly unchanged, but the contours regions differ in their c
close to potential, and there are economies of theserecovery are clearer (Figure 2.1). Some advanced
in the policy challenges in the regions where large output Similarly, there are l
economies have significant output gaps and elevated economies’ external po
unemployment rates; many low-income countries are grow- Economic Outlook have
GLOBAL AVERAGE
Figure 2.1. Global Average Projected GDP GROWTH
ing at rapid but sustainable rates; and there are signs of
Real GDP Growth during 2011–12 emerging market economies.
overheating in a number of
nal rebalancing in som
United States and eme
(Percent) vulnerabilities. This ch
PROJECTED 2011-2012, % highlight, where releva
The uneven nature of this recovery can be seen in diverge in their externa
the output gaps across regions (Figure 2.2). Emerging positions.
Asia and much of Latin America are now operating The chapter begins b
close to potential, and there are economies in these policy challenges in the
Figure 2.1. Global Average Projected Real GDP Growth during 2011–12
(Percent)
Below 0
Between 0 and 2
Between 2 and 4
Below 0
Above 4 Between 0 and 2
Insufficient data Between 2 and 4
Above 4
Insufficient data
Source: IMF staff estimates.
Note: Projections are not provided for Libya due to the uncertain politicalIMF staff estimates.
Source: situation.
Source: IMF staff estimates
Note: Projections are not provided for Libya due to the uncertain political situation.
International Monetary Fund | April 2011 59
5. A B I F U R C AT E D W O R L D practices they say give emerging markets an
unfair competitive advantage. Their governments
With a few fits and starts, emerging markets must answer increasingly to popular resentment
continued their strong performances, while more over the waves of jobs that have moved overseas
established economies declined in market share or have been filled by better trained immigrants.
and influence. In 2011, India’s GDP rose more
than 7 percent and Brazil’s above 6 percent. U.S., A result of this growing tension is a rising sense of
UK and Japan GDP growth rates floundered at protectionism over skilled talent. Identifying,
about 2 percent or less. Separately, a study by the managing and re-strategizing roles for in-demand
research groups Moody’s Analytics and McKinsey talent is now a top priority among CEOs. Yet
Global Institute found that U.S. companies would companies need to collaborate with governments
have to create 21 million jobs over the next eight to fulfill this goal. In a recent PwC study, a majority
years to return the country’s unemployment rate of CEO respondents determined that creating and
to 5 percent. Many of these jobs will require fostering a skilled workforce is a commitment to
preparation that current educational and be shared with governments, in order to achieve
vocational systems are not equipped to provide. public outcomes.
China’s $2.85 trillion in reserves are nearly double At the same time, the accumulation of wealth has
the total reserves of Spain, Portugal, Italy and Ireland fostered deep divides within populations both in
combined. The Economist predicts that the emerging and established markets. The rich can
country’s purchasing power parity by the end of afford not only a more comfortable lifestyle, but
2012 will equal the U.S.’s. According to the the education to maintain their status. This
International Monetary Fund, the country accounts frustrates the poor who, with rare exceptions, lack
for 40 percent of the world’s use of base metals, resources needed to improve their lot. These
testimony to the power of its manufacturing sectors. self-perpetuating cycles kindled Middle East angst
and unsettled population groups throughout
A study by the bank HSBC predicts that by the Europe, the U.S., the Far East and Latin America.
end of this decade emerging markets’
contributions to world economic growth will The educational divide itself has also intensified
almost double those from established markets. the skills mismatch. In ManpowerGroup’s 2010
(Four decades ago, established markets’ Talent Shortage Survey, one-third of more than
contributions approximately tripled those of 36,000 companies worldwide said they were
emerging markets) The markets’ contributions are struggling to fill positions. The mismatches have
roughly even now. Moreover, the younger hit countries with a double-whammy, hamstringing
populations of many emerging markets – among businesses while exacerbating tensions between
them India, Brazil and Vietnam – are an advantage the employed and unemployable.
over more established economies. These
countries have also developed faster-growing THE SCARCITY AND
domestic markets fueled largely by increases in ABUNDANCE
discretionary income. INVERSION
The shifting balance in world economic power has In the Human Age, resources that were once
sparked tensions between and within countries plentiful are now limited, while others that were
and organizations. Fading powers now look limited are no longer so. Such reversals stem
enviously at foreign upstarts and question labor partly from the Great Recession of 2008 and a
HOW TO NAVIGATE THE HUMAN AGE:
Find the best talent, and implement the right work models and people practices to win in the Human Age. 5
6. 6 HOW TO NAVIGATE THE HUMAN AGE:
Find the best talent, and implement the right work models and people practices to win in the Human Age.
GLOBAL SCENARIOS 2010-2020, A BUMPY RIDE IN
A MULTI-SPEED WORLD?
Developed World Economically Strong (US, Eurozone, UK, Japan)
Series of significant global financial crisis centers in Global economic rebalancing continues on track but
emerging markets without major financial crisis
Social and political tensions increase and boil over in World GDP resumes growth track of 1990's through
several emerging market nations creating instability 2007 with rapid growth in absolute levels of GDP and
and movement away from market economy and per capita GDP growth througout most of the world
democracy
Developed world deleverages and addresses fiscal
Commodoties demand/supply in rough balance imbalances through growth and sound economic
policies
Global economic rebalancing largely stalls out
Competition for commodities intensifies (oil, water,
Developed world, and particularly US, continue to be food issues at center of cross national conflicts)
most important economic player
Developed world savings and foreign direct
investment sufficient to rebalance trade and capital
flows with emerging markets
Emeriging market consumption and investment
become engine of world economic growth
Big Emerging Big Emerging
Markets Very
Markets Strong Strong (China,
to Moderate India Brazil)
Series of significant global financial crises take place Series of significant global financial crises centered in
developed economies
Developed world remains overindebted and emerging
markets lack sufficient domestic investment and Global rebalancing accelerates with India and China
consumption to sustain economic growth combined economies passing size of US economy by
2020 at current exchange rates
World economy stagnates with per capita income in
developed world declining and flattening out in Commodity demand/supply in rough balance
emerging world
Developed world forced by market pressure to
Social and political tensions increase and boil over in reduce fiscal deficits, to deleverage and to reduce
seeral nations creating instabilities.Movement away trade imbalances
from market economy and democracy
Social and political tensions increase and boil over in
Prospects for Europe and Japan dismal in 2020's several developed world nations creating instability
due to aging of population and inability to liberalize and movement away from market economy and
immigration and domestic labor market democracy
Commodity glut Increase in emerging market military power and
reduction in relative power of developed world nations
Prospects for US merely poor in 2020's since its (particularly US) creates conditions for major military
population is about 10 years younger miscalculations and misadventures
Declining developed world military power creates
conditions for military miscalculations and
misadventures by emerging market nations
Developed World Economically Weak
Source: McKinsey and ManpowerGroup analysis
fundamentally changed financial world. Chastened have spurred government to cut spending on
by declining revenues, companies have had to social services. This dynamic has simultaneously
adjust their philosophies about the use of created a scarcity and abundance inversion: fewer
resources – natural, financial and human. They’ve benefits have led to increased stress among
switched to smaller staffs and have been people who no longer felt protected by
exceedingly cautious about adding employees at longstanding social safety nets. This comes as
greater expense, or without proof that additional many populations are aging, increasing the need
talent would add benefits. Cost considerations for these nets.
7. The number of workers with adequate skills has per year, according to some reports. Sales of
decreased. Among the top 10 jobs most in censors that collect data in mobile phones rose
demand in 2011 were engineers, technicians, dramatically last year.
sales representatives, production operators, and
In late 2011, Apple introduced its latest version of
accounting and finance staff. The same types of
its celebrated iPhone, complete with artificial
professionals were similarly among the 10 most
intelligence that allows users to send emails
needed in 2010 and in previous years. Across
without typing. The company’s iPad sales have
these professions and others exists a lack of
general business skills, including communication, soared every quarter since the product’s launch in
management and collaborative skills. The gaps January 2010– with more than 160 percent for the
are particularly acute in certain emerging countries last half of 2011. Search engines and analytical
– Vietnam, among others – where education and software have grown steadily more powerful and
training systems have not kept pace with growth accurate. It’s now common to receive multiple
and the sort of business environment that breeds answers to search inquiries instead of one or two.
experience is less evolved. Among the major workforce implications for
companies: They can now track employees, find
Nearly three in 10 employers in a ManpowerGroup
talented job candidates and spread their employer
survey said that lack of experience is a key barrier
brand more easily. Of course, these advances
to filling vacancies. This is partially due to
have made organizations more open for
advances in technology that have made some
inspection. The flow of increased information is a
roles obsolete while creating new, more technical
two-way street.
tasks everywhere from corporate offices to plant
floors. Natural resources, even food and water, The number of older people has increased and
are scarcer. They have placed new burdens not will continue to grow in key economies for
only on populations and governments but
decades. By 2050, there will be twice as many
businesses to keep costs down and operate with
people older than 65 in Europe as younger than
greater efficiency.
15. China’s over-65 population will soon be larger
But information once coveted and protected like a than the number of U.S. citizens. The number of
fine wine is now copious, easily accessible via employees eligible for retirement in the U.S. now
improved gadgetry and online services that are outnumbers teens. A Pew Research Center study
themselves more abundant – mobile devices, predicts that over the next two decades, 10,000
tablets, search engines, social media and blogs. baby boomers will turn 65 every day. Populations
According to a 2010 report by the are aging in countries as disparate as Germany
telecommunications firm Ericsson, there were and Japan. They are more youthful in India,
approximately 5 billion mobile phone subscribers Vietnam and Brazil, an edge for those rising
worldwide from a world population of just under 7 economic stars going forward.
billion with companies adding another 2 million
subscribers per day. A separate report found that In the past, these older groups were considered a
visits to social networking sites rose 24 percent in burden but because of progress in healthcare,
2010. More recently, YouTube said that its users people are living longer healthier lives. As such,
downloaded 24 hours of video per minute. The they will represent an opportunity for improving
number of smart phones is increasing 20 percent workforce quality.
HOW TO NAVIGATE THE HUMAN AGE:
Find the best talent, and implement the right work models and people practices to win in the Human Age. 7
8. 8 HOW TO NAVIGATE THE HUMAN AGE:
Find the best talent, and implement the right work models and people practices to win in the Human Age.
Workforce diversity is hitting new heights as well. world, or times when someone cannot reach us.
Companies have learned that hiring people from In the Human Age, we have become all-day
different ethnic groups and cultural and ethnic networks, able to act or respond immediately to
backgrounds helps them understand consumers many different situations. A business deal that
and generate business in new markets. A diverse begins in Tokyo on a Monday for a global
workplace requires heightened sensitivities and corporation may continue uninterruptedly for days
flexibility. Management techniques in Brazil may and involving employees and consultants from
not resonate in Indonesia, although they may be multiple time zones. Ideas may come from
just right in France, or the reverse. One major U.S. one-time economic outposts or collaborations
financial services firm that has recently expanded between people who never meet but know each
overseas hired consultants to help senior other virtually. An executive who used to wait days
executives communicate better with foreign
to make a decision can now collect data from a
employees and sent managers to these countries
cloud, crunch numbers on a smart phone, and
to familiarize themselves with the cultures. A
solicit the opinions of his most knowledgeable
whole cottage industry of consultancies has
experts via software applications that allow
sprouted teaching global behaviors.
organizations to survey organizations in hours.
TECHNOLOGY Improved, more affordable and widely used, these
EVOLUTION resources themselves are adding users by the
thousands every minute, round-the-clock.
This paper has already touched on the prolific
growth of information, a result of technological Among technologies that bear highlighting because
evolution that has made the collection, sharing and they are likely to play a significant role in workforce
analysis of information faster and more efficient. management and other business issues are:
Devices are smaller but more powerful and multi-
• eReading tablets that provide access
faceted. Indeed, people use mobile phones more for
to information that leads to a more
data storage and exchange than telephoning.
informed workforce.
Previously inaccessible information is now public
• So-called Near Field Communication
domain, but an overwhelming availability of
devices that automate major parts of the
qualitative information is upping the need to curate
transactional experience. This technology
or categorize and optimize data more strategically.
creates greater efficiency but at the loss of
As a result, skills in curating and analyzing data
now trump the need for search experts. jobs. Companies may help employees who
Furthermore, excessive information exists on how worked in this area to develop other skills.
organizations operate and their existing and
• Teleconferencing and related products will
potential workers – blurring the lines between
allow companies to employ larger numbers
personal and public space. Employers will have to
of talented, virtual workers who formerly
delicately balance utilizing personal data to identify
would not have been attainable. The
talent and unlock the potential of individuals,
number of virtual workers has been rising
without violating their privacy.
steadily because these arrangements lead
Networks that allow individuals to link together are to cost savings in travel and office space,
tighter knit. There are increasingly fewer places not to mention more satisfied, productive
from which we cannot connect to the rest of the employees. A 2010 report predicted that
9. more than 1 billion people would soon be workplace-related questions. These tools
working virtually—more than 30 percent of help companies match positions to people
the global workforce. and tailor training and career planning that
leads to higher worker satisfaction with its
• Mobile personal platforms and applications
myriad benefits.
that facilitate access to information and
communication will enhance recruiting, R E C O M M E N D AT I O N S
employee engagement, collaboration and
FOR A CHANGED
productivity. Individuals can use these
ECOSYSTEM
global systems 24 hours.
New eras require new ways of doing
• BigData products and services enable
business; which means strategies, processes
individuals to effectively use unprecedented
and leadership.
quantities of information that previous
systems could not process. BigData can Central to Human Age leadership is an
help companies develop better understanding that companies will only fare as
management strategies, particularly at well as their employees. The quality of these
companies with tens of thousands of workers will depend on the execution of a strong
employees and locations worldwide, and workforce management strategy – crafted and
improve understanding of markets. BigData championed by senior executives.
may also help companies fine-tune
recruiting by enabling them to identify talent Indeed, management will set the tone for their
gaps quickly and pinpointing candidates organization’s embrace of fresh thinking on
globally who can fill these openings. recruiting, skills and career development, work
BigData has already had tangible benefits at environment and the balance of full-, part-time
consumer electronics retailer Best Buy. The employees, and outside contributors connected
Minnesota US-based company created an through virtual networks. Human Age leaders must
online platform for its more than 100,000 embrace conceptualizing and strategizing the
employees at 1,500 locations in the U.S., practical use of data to reap maximum benefits.
Canada, Mexico and China to share They will understand a business’s obligation to
customer feedback and offer suggestions nurture workers, leading more on the pull side of
to senior managers. The company has push-pull management, asking more questions to
used this input to make decisions related to understand what their people need, instead of
national marketing and in-store advertising, ruling by decree. This requires organizations to
among other issues. engage people more personally to understand their
needs. The Human Age leader will be able to adapt
• Social Networking allows companies to
to fast-changing conditions and be open to new
promote their employer brand, stay in touch
workforce management technologies and
with potential job candidates and engage
methods. The Human Age leader will be
people within and outside the company to
comfortable working with different cultures, even as
solve specific problems.
he or she ensures that the organization is operating
• Gamification processes, deployed with according to a common philosophy and standards.
Funware, are being used to record job The Human Age leader will promote collaboration
seeker and employee reaction to a range of and appreciate the value of creativity,
HOW TO NAVIGATE THE HUMAN AGE:
Find the best talent, and implement the right work models and people practices to win in the Human Age. 9
10. 10 HOW TO NAVIGATE THE HUMAN AGE:
Find the best talent, and implement the right work models and people practices to win in the Human Age.
“ WHAT WE COMMUNICATE TO OUR
EMPLOYEES IS THAT YOU HAVE TO
ManpowerGroup holds that major HR initiatives
should drive more flexible workplace modeling,
source better talent and evolve people practices
OWN YOUR DEVELOPMENT. relevant in real time, which in turn solve issues
YOU’VE GOT TO BE THE ONE TO brought about by the Human Age.
DO MOST OF THE PULLING IN
NEW WORK MODELS
TERMS OF TRAINING AND
DEVELOPMENT. OUR BELIEF IS Employers which are able to leverage a range of
flexible work models incorporating full-time,
THAT YOU’RE GOING TO GET
part-time workers and remote or virtual talent with
SOMEBODY TO REALLY LEARN
in-demand skills, will maintain a serious advantage
MORE WHEN THEY’RE THE in the Human Age. A varied structure of
ONES WHO ARE PULLING IT permanent, contract and virtual employees helps
VERSUS WHEN IT’S TILTED control costs and tap a greater range of skills.
TOWARD THE OLD MODEL OF
”
• Adopt a more “glocal” perspective.
PUSH FOR MANAGEMENT. Companies will have to be more locally
RICH FLOERSCH, EXECUTIVE VICE conscious even as they ensure widely
PRESIDENT AND CHIEF HUMAN dispersed offices are adhering to the same
RESOURCES OFFICER, MCDONALD’S
overriding philosophy, processes and
standards. This paper has already touched on
In the Human Age, innovations in products,
the importance of adapting management
services and processes will provide companies
practices to address cultural differences.
with a competitive plus.
One country’s rules and norms may
The Human Age Leader will be sensitive to the contradict those of regional neighbors.
importance of corporate social responsibility issues The differences – even in simple
and eager to embrace partnerships with other communications—when not accounted
organizations – public and private – that have an for—can lead to misunderstandings that
interest in worker quality. He or she will understand hamper productivity.
the value of using human resources organizations,
• Collaborate with governments to build out
such as ManpowerGroup, that can serve as
training programs. The national governments
trusted advisors and provide unique services. of India and Vietnam are examples of proactive
ManpowerGroup provides workforce governments seeking to diversify the skills of
their workforces by launching new nationwide
management suggestions for organizations to
training programs. These initiatives are often
thrive in the Human Age. This year’s
the result of partnerships with non-
recommendations account for the past year’s
governmental agencies, non-profits, educators
changes and anticipate some of the events
and businesses.
alluded to in the previous pages. The list is longer
and more finely tuned – a result of the vastly • Employ swarm and virtual work
different ecosystem that has emerged since structures more freely. Swarm work refers
identified last January. The stakes are higher. to groups of a few individuals to thousands
Competition for talent and resources is fiercer as executing small tasks as part of one project.
firms seek firmer footholds in a turbulent world. The project director frequently may not know
11. who is involved. Some contributors may Collaborative models are unique to every
even be volunteers who are part of research corporation, even within the same industry.
networks that have been established to Senior executive teams must define the
advance the flow of ideas. These people type of model that will inspire the
become involved because they feel collaboration they need – and the pace at
passionate about a topic or organization. which they need results. Within some
Swarm work may be better equipped to companies, collaborative models follow a
spur innovation because it allows firms to competitive structure in which product
incorporate talent that they would formally teams brainstorm in the context of a game.
not have entered their radars. Swarm work Knowledge management sharing is a key
has become more possible because of platform for generating and refining best
increased virtual participation, which has practices, while social networks both
allowed individuals to contribute more broaden collaborative efforts and speed
frequently on their own terms. Virtual work is them into real time. This leads to cost
a building block of the Human Age.
savings as managers no longer have to recruit
• Structure horizontal work models. These individuals on a contract or full-time basis
arrangements allow companies to draw on from outside the organization. Horizontal
current employees who in vertical-only, constructs have secondary benefits, nurturing
management systems would have worked closer relationships across locations and
only within their divisions. Horizontal divisions and enhancing an innovative spirit.
frameworks erase the barriers between One example is hyper-specialization, the
functional and geographic silos. Managers breaking up of a project or job across talent,
can share talent freely across functions and even in remote destinations, to secure the
divisions raising bar on collaboration. best talent per project or job part.
16
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12. 12 HOW TO NAVIGATE THE HUMAN AGE:
Find the best talent, and implement the right work models and people practices to win in the Human Age.
!"##$%"&$'()*+",)#-*
COLLABORATIVE APPROACHES
0&"+*1!!*$2** 3"*4&5672)528&79:*26)*;828&)*$2**
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./*
• Use gaming techniques. Gaming permits understand that finding and keeping talent
organizations to pinpoint information about will be essential to their success. Workforce
candidates and employees through detailed strategies will skillfully combine technology
questions. Does an individual prefer and a personal touch to recruiting, training
working one or two days at home? Would and development. Strategies will wisely
the worker consider moving for a position? balance permanent and temporary staff.
Is this person comfortable managing other They will make use of social media and
employees? Such questions help foster other online resources to find candidates
discussion between employer and worldwide, to communicate regularly with
employee that leads to better policies. them and learn what they are seeking in a
Gaming, as a training and development work environment. They will pay close
purpose, also offers huge benefits, as attention to issues that influence opinion,
training concepts can be relayed through a including social responsibility initiatives and
more entertaining medium to inspire the treatment of workers. They will include
creativity and innovation. Companies also informal development activities, including
use it to enhance recruitment practices, mentoring, and more structured
Game-like evaluations are also used in programming. Workforce management in
online talent sourcing forums to rate work the Human Age will require a multifaceted,
being submitted as a contract bid. forward-thinking approach. Anything less
risks allowing an organization to fall behind.
PEOPLE PRACTICES
Human Age companies are proactive. They
Contemporary people practices and philosophies for don’t fall behind. They take the lead.
the 21st century must be refined in terms of how
• Leverage a workforce solutions
companies hire, reward, engage and develop talent.
company to differentiate your company
• Craft more comprehensive workforce in the face of talent shortage. One-size-
management strategies. Companies fits-one customized solutions are key. There
13. is a frequent misconception that holds sometimes in collaboration with HR. But
staffing companies responsible for job development programs must now stem
losses. Instead, these organizations have a from ongoing dialogues between workers
positive effect on economies by increasing and companies. ManpowerGroup spoke
labor market flexibility in companies address regularly last year about the importance of
their needs quickly while providing jobs for one-size-fits-one approaches to employee
the unemployed. There are added benefits development. This becomes easier with
for companies that groom contract workers easier access to online programs targeting
for full-time roles, and to workers who gain a variety of skills, and the greater direct
valuable experience and learn new skills. involvement of senior leaders. The number
of mentoring programs and informal
• Assess skills more precisely and development initiatives often highlighted by
comprehensively. Assessments should frequent, direct contact with executives has
cover communication and other softer blossomed. These programs must continue
skills, along with specific expertise. expanding for companies to cultivate
Companies that pinpoint weaknesses faster workforces potential to its fullest.
than their competitors can take measures
more quickly to fix these shortcomings. • Cultivate Human Age leadership skills.
This paper has already identified key
• Balance push-pull methods of Human Age Leadership issues. Clearly,
management and development. In the leadership is now more complex and
past, companies relied on development by difficult than prior to its dawn. This is due
command. Employees participated in not simply to the speed of change, but the
training as directed by their managers, sheer number of variables that executives
PUSH AND PULL APPROACHES IN TRAINING
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0+&/'/'1% 0+&/'/'1%
(.2&'(%34% .6*.-7&8,'#%
/'(/5/("&)#% 34%
-,+*,+&8,'#%
0+&/'/'1#%7$&7% 0+&/'/'1%7$&7%
&+.% 0+&/'/'1#% &+.%
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&'(% 7$.%94%&'(% #*.-/:-%
(.5.),*2.'7% 7$.% +.;"/+.2.'7%
+.)&7.(%% /'(/5/("&)% +.)&7.(%
Source: ManpowerGroup
HOW TO NAVIGATE THE HUMAN AGE:
Find the best talent, and implement the right work models and people practices to win in the Human Age. 13
14. 14 HOW TO NAVIGATE THE HUMAN AGE:
Find the best talent, and implement the right work models and people practices to win in the Human Age.
face. Moreover, Human Age leaders have companies need, they can learn quickly. By
less time than previous generations to make taking a more active role in schools and
important decisions and more information vocational training programs, and creating
to weigh. Indeed, they must manage their their own development initiatives,
time and stress exceptionally. They must be organizations can make better use of this
able to handle large amounts of data and age group. Germany, whose economy has
ensure their organizations are providing the outpaced those of many other traditional,
resources to make optimum use of industrialized nations, has already made
BigData. The ability to organize data will inroads in this direction through a well-
aid a company’s planning and daily established internship system. Growing
operations. Leaders need to be able to older populations will also offer
curate information overload and efficiently opportunities for companies to enhance
and effectively distribute what’s relevant to their workforces. In the past, many
their people to drive performance and companies considered these workers too
results. It bears repeating that Human Age old, set in their ways, or not worth the
leaders must ensure that their companies investment because they were unlikely to
are being socially and environmentally work for many years. But in recent years,
responsible, encouraging collaboration and companies have discovered that such
innovative work arrangements, and groups are easily re-trainable. A German
becoming more personally involved in initiative has focused to great success on
workforce planning through mentoring and connecting companies with retirees still vital
participation in development activities. enough to handle a full-time job. Older
Organizations reflect the temperament and workers have a sound understanding of
style of their leaders. Leaders in the Human appropriate workplace behavior, and with
Age must take care to ensure they employ advances in healthcare, may have the
a Human style to leadership. energy to work comfortably into their late
60s and 70s. The potential return on
TA L E N T S O U R C E S
investment for companies is huge.
Employers can improve their workforce pipeline ManpowerGroup’s Teachable Fit model
by looking at different sources of talent and illustrates how employers, lacking access to
reskilling talent within their reach. talent with the skills they need, can identify
existing employees and accessible
• Tap overlooked and underused talent
candidates with a mindset for learning and
pools. The recent spikes in unemployment
develop them with the right skills.
have particularly afflicted younger age
groups. A Guardian newspaper article in • Strategically migrate in-demand talent
April 2011 reported that 40 percent of the within and across countries. Talent
unemployed in the UK are between the mobility has grown worldwide.
ages of 16 and 24. Such numbers have ManpowerGroup’s 2011 Borderless
spurred serious, social problems. In one Workforce Survey of more than 25,000
2011 survey, unemployment was the most employers from 39 countries and territories
cited reason for youths joining gangs or has found that about one quarter of
rebel causes. Yet, while young people often responding employers have been seeking
do not possess the experience or skills that foreign talent to solve their skills shortages.
15. Companies in the U.S. were the most likely that are informative and reflect well on the
to seek foreign talent. China was among company but to monitor commentary –
the countries in which employers were least criticism and praise. A few such social
likely to look externally. Importing talent is media specialists target influencers, key
made possible through ManpowerGroup individuals who via their writings and
Solutions’ Borderless Talent Offering. expertise can sway opinion about
organizations. Followers of companies,
• Reevaluate how to assess, recruit,
including job candidates, increasingly rely
develop and compensate talent in
on social media to learn about salary,
certain markets. This will be necessary in
benefits and how particular managers treat
a more “glocalized” world where people’s
their employees. But companies can also
perspectives vary widely. Given increased
use social media to find out more about job
public access to information, companies
will be under more pressure to make fair candidates faster. These potential
decisions everywhere. Techniques used in employees reveal much about their careers
managing these fundamental HR functions through their postings and interactions on
will vary among locations. social media sites. Some companies are
also using outside consultancies effectively
• Collaborate with educational institutions in their HR-related, social media activities.
“
and government. For decades, schools and
universities set curriculum with nary a glance I’VE SEEN A NUMBER OF CASES
at business needs. This has created the WHERE A CEO ADOPTS
present skills gap and a general lack of SOMETHING LIKE TWITTER FOR
understanding of proper workforce
USE IN-HOUSE AND
comportment. Improved collaboration will
JUST STARTS PUTTING SOME
produce better trained workplace candidates.
MESSAGES OUT. ALL OF A
• Harness BigData effectively. This will SUDDEN, MOST OF THE
require investment in technology – home-
ORGANIZATION WANTS TO BE IN
grown or otherwise – for analyzing the flood
THAT NETWORK BECAUSE THEY
of information about potential and current
employees. In the Human Age, a company WANT TO HEAR THINGS FROM THE
that makes effective use of BigData will be HORSE’S MOUTH. WHEN
able to spot skills shortages and survey huge THAT HAPPENS YOU SPEED UP
fields of candidates who can fill the gap, or THE CYCLE TIME OF THE
assemble tools for retraining staff.
ORGANIZATION BECAUSE PEOPLE
• Develop a broad understanding of HEAR THINGS DIRECTLY, RATHER
social media functions. Many companies THAN THROUGH MEMOS AND
”
have improved their use of social media to REINTERPRETATIONS.
enhance their employer brands, which
JAY CROSS, CEO AND CHIEF
attracts qualified candidates. Some have UNLEARNING OFFICER, INTERNET
assigned individuals not only to file items TIME ALLIANCE
HOW TO NAVIGATE THE HUMAN AGE:
Find the best talent, and implement the right work models and people practices to win in the Human Age. 15