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PPMA 2013 Annual Seminar - Nick Heckscher - Talent and Young people
The document discusses barriers facing attracting and retaining young talent in the workforce. It notes challenges like perceptions of traditional career paths and uses of online recruitment and motivational techniques to engage younger generations. The presentation focuses on attracting interest, motivating and developing a good fit for younger job seekers through tailored recruitment approaches and showing career opportunities to overcome workforce challenges. It advocates adapting recruitment and retention strategies to changing expectations of new entrants to address barriers facing the sector.
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PPMA 2013 Annual Seminar - Nick Heckscher - Talent and Young people
- 1. Tomorrow’s Talent Friday 19April 2013
- 2. PPMA Seminar 2013 ManpowerGroupSolutions | Friday 19 April 2013 2 Agenda Context Barriers Implications of Inertia Changing Perceptions Young People and the Holy Trinity
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- 4. PPMA Seminar 2013 ManpowerGroupSolutions | Friday 19 April 2013 4 ManpowerGroup’s Unique Perspective Nearly 3,800 offices across 80 countries around the world Over 400,000 clients ranging from SMB’s to Global Fortune 100 companies Largest global vendor- neutral MSP provider The global leader in Recruitment Process Outsourcing The world’s largest outplacement firm Interviewed 12 million people in 2011 and connected 4 million people to meaningful work Filled >309,000 UK public sector assignments last year Revenues of $20 Billion in 2012 with over 85% generated outside the U.S. Over 10.5 million people trained UK Temporary workforce of 30,000, of whom >25% are under 25
- 5. PPMA Seminar 2013 ManpowerGroupSolutions | Friday 19 April 2013 5 WANTED: Energised, Career-Driven Youth
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- 7. PPMA Seminar 2013 ManpowerGroupSolutions | Friday 19 April 2013 7 ? More part-time, temporary or contract workers More telecommuting More offshored or outsourced workers More older workers (aged 55+) Don’t know Other types of changes to the nature of work SOURCE: McKinsey Global Institute US Jobs Survey, 2011; McKinsey Global Institute Analysis How will your company’s workforce change of the next 5 years? (Select all that apply) % of respondents (n = 2,000) 57.8 25.5 21.5 19.9 16.8 2.9 Barriers Facing the Sector
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- 9. PPMA Seminar 2013 ManpowerGroupSolutions | Friday 19 April 2013 9 Implications of Inertia
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- 11. PPMA Seminar 2013 ManpowerGroupSolutions | Friday 19 April 2013 11
- 12. Young People andThe Holy Trinity
- 13. PPMA Seminar 2013 ManpowerGroupSolutions | Friday 19 April 2013 13 Attraction Interest and Attention Motivation Online Recruitment Teachable Fit Career Considerations Gen Y Social Uptake Young People and The Holy Trinity
- 14. PPMA Seminar 2013 ManpowerGroupSolutions | Friday 19 April 2013 14 Interest and Attention
- 15. PPMA Seminar 2013 ManpowerGroupSolutions | Friday 19 April 2013 15 amazing Motivation
- 16. PPMA Seminar 2013 ManpowerGroupSolutions | Friday 19 April 2013 16 Engagement Interest and Attention Motivation Online Recruitment Teachable Fit Career Considerations Gen Y Social Uptake Young People and The Holy Trinity
- 17. PPMA Seminar 2013 ManpowerGroupSolutions | Friday 19 April 2013 17 Online Recruitment
- 18. PPMA Seminar 2013 ManpowerGroupSolutions | Friday 19 April 2013 18 Teachable Fit
- 19. PPMA Seminar 2013 ManpowerGroupSolutions | Friday 19 April 2013 19 Retention Interest and Attention Motivation Online Recruitment Teachable Fit Career Considerations Gen Y Social Uptake Young People and The Holy Trinity
- 20. PPMA Seminar 2013 ManpowerGroupSolutions | Friday 19 April 2013 20 Traditional Local Authority Structure Career Considerations FTE Seniority Changing Shape of Local Authority Workforces?
- 21. PPMA Seminar 2013 ManpowerGroupSolutions | Friday 19 April 2013 21 Gen Y Attitudes
- 22. PPMA Seminar 2013 ManpowerGroupSolutions | Friday 19 April 2013 22 About ManpowerGroup and Contact Details ManpowerGroup, the world leader in innovative workforce solutions, creates and delivers high-impact solutions that enable our clients to achieve their business goals and enhance their competitiveness. With over 60 years of experience, our $20 billion company creates unique time to value through a comprehensive suite of innovative solutions that help clients win in the Human Age. These solutions cover an entire range of talent-driven needs from recruitment and assessment, training and development, and career management, to outsourcing and workforce consulting. ManpowerGroup maintains the world’s largest and industry-leading network of nearly 3,900 offices in over 80 countries and territories, generating a dynamic mix of an unmatched global footprint with valuable insight and local expertise to meet the needs of its 400,000 clients per year, across all industry sectors, small and medium-sized enterprises, local, multinational and global companies. The ManpowerGroup suite of solutions is offered through ManpowerGroup Solutions, Experis, Manpower, and Right Management. Read more at ManpowerGroup.co.uk Ask us for more insight about today and tomorrow’s World of Work by emailing: solutions@ManpowerGroup.co.uk Follow us: @HRThoughtLeader Join the debate: HR Thought Leadership Network Nick.Heckscher@manpowergroup.co.uk Sector Director Public Sector for ManpowerGroup in the UK Capital Court, Uxbridge UB8 1AB Tel: +44(0)1895 205 200
Editor's Notes
- #6 In 2009 YU rose by twice as much as it rose in the previous 10 years combinedYouth hit 1 – last month’s CBI / Manpower employment survey said YU rose by 7.2% All other groups fell – should we triple dip, youth will bear the bruntThe global downturn has impact YU 250% more than it has UGlobal impact of YU:Social unrestetc
- #8 Awareness amongst public sector employees reported by CIPD to be only 19% vs. private sector average of 95%Competition with more experienced workers and over-specingRemoval of mandatory retirement ageReduced attrition / hiringHiring Manager priorities – feels too difficultOwnership within an LAProcesses – online recruitment is skill and experience basedGen Y Social Uptake
- #9 Cost of exclusion estimated to be £22bnAgeing workforceWidening gaps – have/have notsleaders/doersworker / welfarePrivate vs. public… on innovationInnovation – average employee age at the world’s 3 most innovative companies Apple, FB and Google = 33, 26 and 31Average LA age?
- #10 Cost of exclusion estimated to be £22bnAgeing workforceWidening gaps – have/have notsleaders/doersworker / welfarePrivate vs. public… on innovationInnovation – average employee age at the world’s 3 most innovative companies Apple, FB and Google = 33, 26 and 31Average LA age?
- #13 To do this we need to re-consider the relationship between Attraction, Assessment and Engagement and begin to see them as one interlinked entity.The market forces that have created today’s Human Age now mean that the days when you could have your attraction, assessment and engagement strategies working in separately from each other are well and truly over. We used to think about attraction as the first step to filling a vacancy but now we must look at engagement first – if you don’t know where you want to be at the end of a successful resourcing strategy there’s no way you can know where to begin.Employee Engagement started as a neat definition for all the intangible and sometimes immeasurable emotive stuff that impacts the productivity of a workforce.We have to look at this differently when we’re recruiting - we have to move the applicants’ goalposts when they’re looking at your role – their aim mustn’t be just to get the job - to be hired - but to be a success in the job 6 months down the line – a bit like making your marriage work in the long term rather than just having a great wedding day. So the first question always has to be what does positive engagement in this role mean to your organisation? What’s your purpose for engagement? Is it financial? fewer customer complaints? Longer tenure in previously high turnover positions? Once you’ve worked it out - then you make sure it’s reflected in the assessment and application elements of your resourcing strategy.
- #21 Changing MixFewer entry level jobsMind the GapThe role of Managers both generally and London borough example
- #22 64% of millennials ask about social media policies in job interviews.24% of Gen Y say social media policies would be a factor in accepting a job offer.43% of millennials have “liked” more than 20 brands on Facebook.52% of Gen Y users have more than 300 friends on Facebook — the top 10 percent have more than 1,000.1 in 3 surveyed said they would put social media freedom and device flexibility and work mobility over salary when considering a job offer.70% of Gen Y are planning to change jobs once the economy improves.