Global talent shortages are at record high levels, with 75% of employers reporting difficulty filling roles. Hiring optimism remains strong with a projected global Net Employment Outlook of +33% for Q3 2022. The strongest hiring prospects are reported in Mexico, Brazil, India, Canada, and Colombia, while the weakest are in Greece, Taiwan, and Japan. Employers face significant challenges finding qualified candidates in fields like IT, construction, and wholesale/retail trade due to skills shortages.
According to a CareerBuilder survey:
- 36% of employers plan to increase full-time staff in 2015, the best outlook since 2006, with IT, financial services, manufacturing and healthcare leading job growth.
- Hiring for STEM jobs will increase from 26% last year to 31% of employers in 2015.
- Minimum wages are expected to rise for 45% of employers in 2015, with over half raising wages by $2 or more per hour.
According to a CareerBuilder survey:
- 36% of employers plan to increase full-time staff in 2015, the best outlook since 2006, with IT, financial services, manufacturing and healthcare leading job growth.
- Hiring for STEM jobs will increase from 26% last year to 31% of employers in 2015.
- Minimum wages are expected to rise for 45% of employers in 2015, with over half raising wages by $2 or more per hour.
ManpowerGroup Solutions : L’avènement du candidat (très) bien informéManpowerGroup
Candidates now have significantly more information about companies and job opportunities early in the recruitment process than ever before. A global survey of 14,000 candidates found that candidates now have double the information about company brand and over 10% more information about compensation and benefits before applying for jobs compared to previous years. Candidates are most interested in compensation, type of work, benefits, and schedule flexibility when considering career opportunities. To attract candidates, employers need to provide robust information on their websites and consider personalizing messaging by occupation to engage candidates early in the process. The rise of the informed candidate shifts power to candidates in the recruitment process.
Global Trends in RPO and Talent Recruitment 2014 Kelly Services
The report is based on the views of senior hiring managers from small, medium and large organizations from the Americas, Europe, Middle East and Africa (EMEA), and the Asia Pacific (APAC) region. It provides a rare glimpse into the key decisions that will impact businesses, particularly focusing on their workforce needs and the challenges they face in attracting and retaining talent in an uncertain economic environment.
It also shines a light on the latest developments in the area of recruitment process outsourcing (RPO) and reveals where businesses are headed in adopting innovative solutions to the growing challenge of skills shortages.
3Q12 Global Manpower Employment Outlook SurveyAndrea Hubbert
The document summarizes the Q3 2012 Manpower Employment Outlook Survey results from 41 countries and territories worldwide. Key findings include:
1) Hiring activity is expected to slow globally compared to last year but remain positive in 33 countries. Employers report varying degrees of positive hiring plans.
2) The strongest hiring expectations are in India, Taiwan, and Brazil while the outlook is weakest in Greece, Ireland, and Spain due to economic uncertainty.
3) Across the Americas, hiring outlooks are positive in all 10 countries surveyed but weakest in Argentina and strongest in Brazil and Panama.
The latest Manpower Employment Outlook Survey, released today by ManpowerGroup, reflects continued hiring confidence among U.S. employers for Quarter 3 2014, as U.S. employers report a seasonally adjusted Net Employment Outlook of +14%. This is the strongest Net Employment Outlook since Quarter 2 2008, when the Outlook was also +14%. The third quarter Outlook is up from +13% in Quarter 2 2014 and from +12% during Quarter 3 2013.
Learn more here: http://www.manpowergroup.com/wps/wcm/connect/manpowergroup-en/home/thought-leadership/meos/#.UYlboCugmEw
The document discusses opportunities and challenges in the global real estate and construction sector based on a survey of over 700 business leaders. Key points include:
- The sector outlook is brightening with expectations for profitability, jobs, and orders rising after being hit hard by the financial crisis.
- Optimism is highest in Southeast Asia, Latin America, and North America and lowest in Southern Europe and the Eurozone.
- Economic uncertainty remains the top business constraint globally, while regulations and red tape are bigger concerns in emerging markets.
El estudio Global Talent Trends 2019 de Mercer, presentado en el PAD-Escuela de Dirección, muestra las principales tendencias en gestión del talento a nivel mundial para este año. Está basado en el aporte de más de 7300 líderes de RR.HH. de todo el mundo.
According to a CareerBuilder survey:
- 36% of employers plan to increase full-time staff in 2015, the best outlook since 2006, with IT, financial services, manufacturing and healthcare leading job growth.
- Hiring for STEM jobs will increase from 26% last year to 31% of employers in 2015.
- Minimum wages are expected to rise for 45% of employers in 2015, with over half raising wages by $2 or more per hour.
According to a CareerBuilder survey:
- 36% of employers plan to increase full-time staff in 2015, the best outlook since 2006, with IT, financial services, manufacturing and healthcare leading job growth.
- Hiring for STEM jobs will increase from 26% last year to 31% of employers in 2015.
- Minimum wages are expected to rise for 45% of employers in 2015, with over half raising wages by $2 or more per hour.
ManpowerGroup Solutions : L’avènement du candidat (très) bien informéManpowerGroup
Candidates now have significantly more information about companies and job opportunities early in the recruitment process than ever before. A global survey of 14,000 candidates found that candidates now have double the information about company brand and over 10% more information about compensation and benefits before applying for jobs compared to previous years. Candidates are most interested in compensation, type of work, benefits, and schedule flexibility when considering career opportunities. To attract candidates, employers need to provide robust information on their websites and consider personalizing messaging by occupation to engage candidates early in the process. The rise of the informed candidate shifts power to candidates in the recruitment process.
Global Trends in RPO and Talent Recruitment 2014 Kelly Services
The report is based on the views of senior hiring managers from small, medium and large organizations from the Americas, Europe, Middle East and Africa (EMEA), and the Asia Pacific (APAC) region. It provides a rare glimpse into the key decisions that will impact businesses, particularly focusing on their workforce needs and the challenges they face in attracting and retaining talent in an uncertain economic environment.
It also shines a light on the latest developments in the area of recruitment process outsourcing (RPO) and reveals where businesses are headed in adopting innovative solutions to the growing challenge of skills shortages.
3Q12 Global Manpower Employment Outlook SurveyAndrea Hubbert
The document summarizes the Q3 2012 Manpower Employment Outlook Survey results from 41 countries and territories worldwide. Key findings include:
1) Hiring activity is expected to slow globally compared to last year but remain positive in 33 countries. Employers report varying degrees of positive hiring plans.
2) The strongest hiring expectations are in India, Taiwan, and Brazil while the outlook is weakest in Greece, Ireland, and Spain due to economic uncertainty.
3) Across the Americas, hiring outlooks are positive in all 10 countries surveyed but weakest in Argentina and strongest in Brazil and Panama.
The latest Manpower Employment Outlook Survey, released today by ManpowerGroup, reflects continued hiring confidence among U.S. employers for Quarter 3 2014, as U.S. employers report a seasonally adjusted Net Employment Outlook of +14%. This is the strongest Net Employment Outlook since Quarter 2 2008, when the Outlook was also +14%. The third quarter Outlook is up from +13% in Quarter 2 2014 and from +12% during Quarter 3 2013.
Learn more here: http://www.manpowergroup.com/wps/wcm/connect/manpowergroup-en/home/thought-leadership/meos/#.UYlboCugmEw
The document discusses opportunities and challenges in the global real estate and construction sector based on a survey of over 700 business leaders. Key points include:
- The sector outlook is brightening with expectations for profitability, jobs, and orders rising after being hit hard by the financial crisis.
- Optimism is highest in Southeast Asia, Latin America, and North America and lowest in Southern Europe and the Eurozone.
- Economic uncertainty remains the top business constraint globally, while regulations and red tape are bigger concerns in emerging markets.
El estudio Global Talent Trends 2019 de Mercer, presentado en el PAD-Escuela de Dirección, muestra las principales tendencias en gestión del talento a nivel mundial para este año. Está basado en el aporte de más de 7300 líderes de RR.HH. de todo el mundo.
Why is talent so elusive? 36% of employers world-wide report talent shortages. As the talent shortage persists, how can HR professionals bridge the gap?
Companies must synchronize supply and demand. To do this successfully, HR must play three critical roles: the supply and demand expert, the marketer and the designer.
Find out more in ManpowerGroup's latest Talent Shortage white paper.
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.
- The hardest jobs to fill globally were skilled trades workers, engineers, and sales representatives. Reasons for shortages included a lack of technical competencies, general lack of applicants, and lack of experience.
- Over half (54%) of employers said talent shortages impacted their ability to serve clients to a high or medium degree. Employers
The document discusses the economic outlook for 2024 and beyond, arguing that pursuing productivity gains through upskilling workers, optimizing capital investments, and operating with excellence can lead to either economic stagnation or a new era of abundance. It notes uncertainties around inflation, interest rates, and demographic shifts that may constrain growth. However, it asserts that accelerating productivity across companies similar to the 1990s US can boost overall economic performance and standards of living if business leaders actively pursue the "three-sided productivity opportunity" of changing how their organizations operate, investing in technology and innovation, and offsetting higher costs. The document aims to convince readers that prioritizing productivity is the best path forward for both business success and economic prosperity in 2024
The document is a report on HR trends and salaries in Turkey in 2019 from Randstad. Some key findings include:
- Job boards were considered the most efficient source for finding talent, followed by employee referrals.
- The top reasons for employees leaving their jobs were receiving better offers elsewhere and opportunities for career improvement.
- Around half of companies expected no change in employee turnover from the previous year.
- The majority of companies expected to spend the same amount of time filling permanent positions as in 2018.
The future of work is within sight. New technology, geopolitical changes and the ongoing skills shortage are affecting organizations across the
globe, and emerging markets such as the UAE will need to adapt to be successful in the new working world.
The Ongoing Impact of the Recession—Global Competition and Hiring Strategiesshrm
View other SHRM Research results at www.shrm.org/surveys.
Lack of relevant qualifications and competition for talent are the top reasons that two-thirds (66%) of organizations are having difficulty hiring qualified full-time employees, according to HR professionals. Strategies organizations are using to deal with these recruiting challenges include: expanding advertising efforts (47%), using social media to find passive job seekers (44%), collaborating with education institutions (37%) and expanding the search region (36%).
The gig economy is not yet as widespread as recent industry discussion would suggest, according to a new report released by PERSOLKELLY.
The research reveals only 43% of APAC workers believe jobseekers are pursuing more flexible, contract-based roles. These findings suggest the shift away from traditional full-time work is not as prevalent as many believe.
Download the report to:
• Understand in which demographics the gig economy has a stronger presence
• Discover what is driving the trend toward a free agent workforce
• Learn how these changing talent needs will impact your business.
The Talent Equation (2014 PeopleScout Client Forum)Jamie Womack
This document discusses how companies can use big data to address the skills gap and build a competitive workforce. It notes that data-driven companies are more productive. There is currently a talent shortage with many jobs going unfilled, especially in areas like STEM. Both the types of jobs and skills needed are rapidly changing. While education and training were traditionally the responsibility of individuals, companies now need to do more to help retrain workers for in-demand skills using data and analytics. HR can use internal and external big data to better understand talent needs, identify skills gaps, assess candidates, improve retention, and help create talent pipelines.
1) Hiring intentions remain positive across all 10 countries surveyed in the Americas for Q4 2012, though prospects vary between strong and weak.
2) Opportunities are strongest in Panama, Brazil, and Peru and weakest in Argentina.
3) The U.S. and Mexico outlooks remain below historical averages but are the most optimistic since Q3 2008, led by certain industries in both countries. Canada's outlook falls for the third quarter in a row.
The document discusses trends in the Australian and New Zealand job markets and salaries as reported in the 2013 Hays Salary Guide. It finds that while employers are cautiously optimistic about the year ahead, many expect business activity and permanent staffing levels to increase in the coming months. The largest skills shortages are reported to be for junior to mid-level managers in operations, accounting/finance, engineering, and IT. A majority of employers indicate that skills shortages could impact business operations and that they may consider sponsoring overseas candidates to address shortages.
This document provides a salary guide for Malaysia in 2022/2023. It discusses key trends affecting employment, including a preference for flexible work arrangements and a focus on mental health and well-being. In-demand roles include professionals, technicians, and managers in fields like IT, finance, and engineering. Younger employees prioritize career growth and work-life balance over financials alone. The document outlines challenges for employers in attracting and retaining talent.
The banking and financial services sector in Malaysia is undergoing rapid digital transformation driven by the fintech boom during the pandemic. Demand is strong for specialized tech roles to support the growing number of digital banking and financial services. Candidates with both finance and tech skills will be highly sought after. Employers must invest in upskilling their workforce to ensure suitable talent is available as the sector evolves.
During the past three months, Davis Langdon’s Construction Sentiment Index
improved 5 points to reach 64 – indicating that sentiment is continuing to improve.
We hope the findings of this interim update are insightful for you and we look forward to
keeping you up to date with new results again in December 2009.
Key Findings
• Stimulus impacts on more than half
• Staffing levels on the increase
• Sentiment continues to improve
• Finance squeeze – still our greatest problem
Rarely a day goes by without news of digitisation, artificial intelligence and virtual reality impacting the workforce. Plenty of predictions have been made about the future: more jobs, different jobs, less jobs, even no jobs.
No one knows for sure what the outcome will be. Nonetheless, one thing is clear: we’re seeing the emergence of a Skills Revolution, where helping people to upskill and adapt to a fast-changing world of work will be the defining challenge of our time.
Organisations need to take immediate action and fast track the upskilling and reskilling of workers, to ensure they have the skills they need for the future. After all, while we cannot slow the rate of technological advances, we can invest in employees’ skills to increase the resilience of people and organisations.
The document summarizes recruiting trends from 2009-2010. It finds that while small employers expect to increase hiring, medium employers expect an 11% decrease. Flexibility and technical skills with soft skills are in high demand. Business majors are steady while technical degrees face a somber market. Positive hiring trends are seen for e-commerce, entrepreneurialism, environmental science, information systems, interactive computer design, statistics, social work and nursing. Small businesses under 500 employees driving hiring increases across degrees.
The document discusses trends in the modern job market and economy, including the rise of a fast-paced "just-in-time" economy where jobs and leadership change quickly. This has contributed to a two-tiered labor market and the emergence of "job shoppers" who change roles frequently. Additionally, technological changes are eliminating many routine jobs while demand is increasing for skilled roles. As a result, companies face stiff competition for talent and a shortage of skilled labor. New standards have also emerged around compensation, work-life balance, learning and development opportunities, and company values. To thrive in this environment, companies must continuously source top talent and gain insights into their recruiting and talent strategies.
Globalization has increased interconnectedness between markets worldwide through the exchange of ideas, culture, and business. This helps the hospitality industry by allowing employees to learn about different cultures and languages, providing multilingual services, and increasing trade agreements and cultural understanding between countries. Customer loyalty programs and good customer service also benefit the industry by encouraging repeat business and positive word-of-mouth advertising. The hospitality industry must navigate various political, economic, and environmental factors like government regulations, interest rates, climate change, and natural disasters that can impact tourism. While franchising provides brand recognition and support, it also comes with fees and less autonomy for business owners.
This document discusses contemporary issues in the hospitality and tourism industry. It identifies five parts of the industry and provides data on regional performance in 2017/18. Asia Pacific had the highest occupancy rate at 68.7% but the lowest average daily rate and revenue per available room, while the Middle East/Africa region had the highest average daily rate and revenue per available room despite a lower occupancy rate than Asia Pacific. The document also mentions sources of information relevant to identifying issues in the industry.
Why is talent so elusive? 36% of employers world-wide report talent shortages. As the talent shortage persists, how can HR professionals bridge the gap?
Companies must synchronize supply and demand. To do this successfully, HR must play three critical roles: the supply and demand expert, the marketer and the designer.
Find out more in ManpowerGroup's latest Talent Shortage white paper.
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.
- The hardest jobs to fill globally were skilled trades workers, engineers, and sales representatives. Reasons for shortages included a lack of technical competencies, general lack of applicants, and lack of experience.
- Over half (54%) of employers said talent shortages impacted their ability to serve clients to a high or medium degree. Employers
The document discusses the economic outlook for 2024 and beyond, arguing that pursuing productivity gains through upskilling workers, optimizing capital investments, and operating with excellence can lead to either economic stagnation or a new era of abundance. It notes uncertainties around inflation, interest rates, and demographic shifts that may constrain growth. However, it asserts that accelerating productivity across companies similar to the 1990s US can boost overall economic performance and standards of living if business leaders actively pursue the "three-sided productivity opportunity" of changing how their organizations operate, investing in technology and innovation, and offsetting higher costs. The document aims to convince readers that prioritizing productivity is the best path forward for both business success and economic prosperity in 2024
The document is a report on HR trends and salaries in Turkey in 2019 from Randstad. Some key findings include:
- Job boards were considered the most efficient source for finding talent, followed by employee referrals.
- The top reasons for employees leaving their jobs were receiving better offers elsewhere and opportunities for career improvement.
- Around half of companies expected no change in employee turnover from the previous year.
- The majority of companies expected to spend the same amount of time filling permanent positions as in 2018.
The future of work is within sight. New technology, geopolitical changes and the ongoing skills shortage are affecting organizations across the
globe, and emerging markets such as the UAE will need to adapt to be successful in the new working world.
The Ongoing Impact of the Recession—Global Competition and Hiring Strategiesshrm
View other SHRM Research results at www.shrm.org/surveys.
Lack of relevant qualifications and competition for talent are the top reasons that two-thirds (66%) of organizations are having difficulty hiring qualified full-time employees, according to HR professionals. Strategies organizations are using to deal with these recruiting challenges include: expanding advertising efforts (47%), using social media to find passive job seekers (44%), collaborating with education institutions (37%) and expanding the search region (36%).
The gig economy is not yet as widespread as recent industry discussion would suggest, according to a new report released by PERSOLKELLY.
The research reveals only 43% of APAC workers believe jobseekers are pursuing more flexible, contract-based roles. These findings suggest the shift away from traditional full-time work is not as prevalent as many believe.
Download the report to:
• Understand in which demographics the gig economy has a stronger presence
• Discover what is driving the trend toward a free agent workforce
• Learn how these changing talent needs will impact your business.
The Talent Equation (2014 PeopleScout Client Forum)Jamie Womack
This document discusses how companies can use big data to address the skills gap and build a competitive workforce. It notes that data-driven companies are more productive. There is currently a talent shortage with many jobs going unfilled, especially in areas like STEM. Both the types of jobs and skills needed are rapidly changing. While education and training were traditionally the responsibility of individuals, companies now need to do more to help retrain workers for in-demand skills using data and analytics. HR can use internal and external big data to better understand talent needs, identify skills gaps, assess candidates, improve retention, and help create talent pipelines.
1) Hiring intentions remain positive across all 10 countries surveyed in the Americas for Q4 2012, though prospects vary between strong and weak.
2) Opportunities are strongest in Panama, Brazil, and Peru and weakest in Argentina.
3) The U.S. and Mexico outlooks remain below historical averages but are the most optimistic since Q3 2008, led by certain industries in both countries. Canada's outlook falls for the third quarter in a row.
The document discusses trends in the Australian and New Zealand job markets and salaries as reported in the 2013 Hays Salary Guide. It finds that while employers are cautiously optimistic about the year ahead, many expect business activity and permanent staffing levels to increase in the coming months. The largest skills shortages are reported to be for junior to mid-level managers in operations, accounting/finance, engineering, and IT. A majority of employers indicate that skills shortages could impact business operations and that they may consider sponsoring overseas candidates to address shortages.
This document provides a salary guide for Malaysia in 2022/2023. It discusses key trends affecting employment, including a preference for flexible work arrangements and a focus on mental health and well-being. In-demand roles include professionals, technicians, and managers in fields like IT, finance, and engineering. Younger employees prioritize career growth and work-life balance over financials alone. The document outlines challenges for employers in attracting and retaining talent.
The banking and financial services sector in Malaysia is undergoing rapid digital transformation driven by the fintech boom during the pandemic. Demand is strong for specialized tech roles to support the growing number of digital banking and financial services. Candidates with both finance and tech skills will be highly sought after. Employers must invest in upskilling their workforce to ensure suitable talent is available as the sector evolves.
During the past three months, Davis Langdon’s Construction Sentiment Index
improved 5 points to reach 64 – indicating that sentiment is continuing to improve.
We hope the findings of this interim update are insightful for you and we look forward to
keeping you up to date with new results again in December 2009.
Key Findings
• Stimulus impacts on more than half
• Staffing levels on the increase
• Sentiment continues to improve
• Finance squeeze – still our greatest problem
Rarely a day goes by without news of digitisation, artificial intelligence and virtual reality impacting the workforce. Plenty of predictions have been made about the future: more jobs, different jobs, less jobs, even no jobs.
No one knows for sure what the outcome will be. Nonetheless, one thing is clear: we’re seeing the emergence of a Skills Revolution, where helping people to upskill and adapt to a fast-changing world of work will be the defining challenge of our time.
Organisations need to take immediate action and fast track the upskilling and reskilling of workers, to ensure they have the skills they need for the future. After all, while we cannot slow the rate of technological advances, we can invest in employees’ skills to increase the resilience of people and organisations.
The document summarizes recruiting trends from 2009-2010. It finds that while small employers expect to increase hiring, medium employers expect an 11% decrease. Flexibility and technical skills with soft skills are in high demand. Business majors are steady while technical degrees face a somber market. Positive hiring trends are seen for e-commerce, entrepreneurialism, environmental science, information systems, interactive computer design, statistics, social work and nursing. Small businesses under 500 employees driving hiring increases across degrees.
The document discusses trends in the modern job market and economy, including the rise of a fast-paced "just-in-time" economy where jobs and leadership change quickly. This has contributed to a two-tiered labor market and the emergence of "job shoppers" who change roles frequently. Additionally, technological changes are eliminating many routine jobs while demand is increasing for skilled roles. As a result, companies face stiff competition for talent and a shortage of skilled labor. New standards have also emerged around compensation, work-life balance, learning and development opportunities, and company values. To thrive in this environment, companies must continuously source top talent and gain insights into their recruiting and talent strategies.
Globalization has increased interconnectedness between markets worldwide through the exchange of ideas, culture, and business. This helps the hospitality industry by allowing employees to learn about different cultures and languages, providing multilingual services, and increasing trade agreements and cultural understanding between countries. Customer loyalty programs and good customer service also benefit the industry by encouraging repeat business and positive word-of-mouth advertising. The hospitality industry must navigate various political, economic, and environmental factors like government regulations, interest rates, climate change, and natural disasters that can impact tourism. While franchising provides brand recognition and support, it also comes with fees and less autonomy for business owners.
This document discusses contemporary issues in the hospitality and tourism industry. It identifies five parts of the industry and provides data on regional performance in 2017/18. Asia Pacific had the highest occupancy rate at 68.7% but the lowest average daily rate and revenue per available room, while the Middle East/Africa region had the highest average daily rate and revenue per available room despite a lower occupancy rate than Asia Pacific. The document also mentions sources of information relevant to identifying issues in the industry.
This document discusses principles of effective writing. It begins by quoting two experts on writing, emphasizing that good writing clearly communicates ideas. The document then asks what makes good writing and what makes a good writer. It argues that having something to say, logical thinking, and learning simple writing rules are more important than innate talent or education. The rest of the document provides tips for good writing, such as stripping sentences down to their essential components, revising, and learning to cut excess words. It emphasizes the importance of clear thinking and using an active voice with subjects, verbs, and objects.
The document discusses key concepts around organizational culture and the external environment. It contrasts the omnipotent view that managers directly control success/failure with the symbolic view that external forces determine outcomes. Managers face constraints from their organization's culture as well as challenges from the external environment, including specific industry forces and broader economic/social factors. An organization's culture develops from its founders and leadership and is reinforced through stories, rituals, and other socialization processes. Culture influences managerial decisions and business strategies.
The document discusses the key aspects of management including who managers are, what they do, and why they are important. It describes managers as people who coordinate and oversee the work of others to accomplish organizational goals. The main roles of managers are planning, organizing, leading, and controlling. Managers need technical, human and conceptual skills and work at all levels of organizations to help them function effectively and efficiently. Studying management is important because managerial skills are universally needed in all types of organizations.
This document introduces management and key concepts. It explains that managers are important for coordinating work and achieving organizational goals. Managers work at all levels in organizations and perform functions like planning, organizing, leading and controlling. The roles and skills required of managers vary depending on their level. While the manager's job is changing in areas like customer focus and innovation, the universal need for management persists in all organizations.
Discovering Egypt A Step-by-Step Guide to Planning Your Trip.pptImperial Egypt
Travelling to Egypt is like stepping into a time capsule where the past and present coexist, offering a unique blend of history, culture, and stunning landscapes.
See more: https://imperialegypt.com/tour-packages/
The Ultimate Travel Guide to Hawaii Island Hopping in 2024adventuressabifn
island hopping in Hawaii. This magical place offers a number of experiences, as each island has its own charm. Do you love adventure? Then, hike through volcanoes or kayak along an amazing coastline. If you want relaxation, then Hawaii is perfect because it has the most amazing beaches. In this blog, I will help you make an itinerary for your Hawaii Island Hopping. Every island offers something special. The Big Island offers some of the most perfect volcanoes as well as stargazing. Maui will pamper you with beaches and luxury. Kauai has some of the most lush rainforests with dramatic cliffs, and Oahu can offer a taste of city life and historical significance.
How To Change Your Name On American Airlines Aadvantage.pptxedqour001namechange
American Airlines permits passengers to change/correct names on their AAdvantage account. Also, you can request a name change both online via a web portal and offline over the phone. For further information on how to change your name on American Airlines Advantage, get in touch with the airline’s customer service. Also, you can reach out to a consolidation desk at +1-866-738-0741 for quick assistance.
You can easily change/correct a name on your flight ticket under the American Airlines name change policy. The airline provides multiple online and offline modes to place a name change request. To learn more about how to change a name on American Airlines ticket, you can directly approach the airline’s customer support. Moreover, you can connect with a flight expert at +1-866-738-0741 for quick assistance.
bangalore metro routes, stations, timingsnarinav14
Bangalore Metro, also known as Namma Metro, is a rapid transit system serving the city of Bangalore, Karnataka, India. It is the second longest operational metro network in India after the Delhi Metro.
What Challenges Await Beginners in SnowshoeingSnowshoe Tahoe
Discover the exhilarating world of snowshoeing through our presentation, highlighting the challenges faced by beginners. From physical exertion to technical finesse and braving harsh winter conditions, each step in the snow brings new obstacles and unforgettable adventures. Embrace the challenge and conquer the winter wonderland with confidence!
Explore Architectural Wonders and Vibrant Culture With Naples ToursNaples Tours
Discover the historical gems and vivid culture of Naples with our guided tours. From the vivid narrow streets of Spaccanapoli to the ancient ruins of Pompeii, the city offers a mixed bag of adventurous experiences. Book your tickets today https://www.naples.tours/ and experience the best of Naples!
What Outdoor Adventures Await Young Adults in Montreal's Surrounding NatureSpade & Palacio Tours
Experience Montreal's vibrant culture and thrilling outdoor adventures. From hiking scenic trails at Mont-Saint-Bruno to kayaking the Saint Lawrence River, there's something for every adventurous young adult. Explore street art, camp under the stars, and immerse yourself in nature's beauty just beyond the city's bustling streets.
How do I plan a Kilimanjaro Climb?
Planning to climb Mount Kilimanjaro is an exciting yet detailed process. Here’s a step-by-step guide to help you prepare for this incredible adventure.
Un viaje a Buenos Aires y sus alrededoresJudy Hochberg
A travelogue of my recent trip to Argentina, most to Buenos Aires, but including excursion to Iguazú waterfalls, Tigre, and Colonia del Sacramento in Uruguay
Wayanad-The-Touristry-Heaven to the tour.pptxcosmo-soil
Wayanad, nestled in Kerala's Western Ghats, is a lush paradise renowned for its scenic landscapes, rich biodiversity, and cultural heritage. From trekking Chembra Peak to exploring ancient Edakkal Caves, Wayanad offers thrilling adventures and serene experiences. Its vibrant economy, driven by agriculture and tourism, highlights a harmonious blend of nature, tradition, and modernity.
Golden Gate Bridge: Magnificent Architecture in San Francisco | CIO Women Mag...CIOWomenMagazine
The famous suspension bridge connects the city of San Francisco to Marin County in California. Golden Gate Bridge carries both U.S. Route 101 and California State Route 1 across the strait and is about one mile wide. In this article, we will explore the history and significance that have shaped the iconic monument it is known as today.
Ibiza, situated in the Balearic Islands, stands out as a destination that encompasses everything: stunning landscapes, hidden gems to explore, a vibrant social scene, rich cultural life, and exceptional gastronomy. Opting for ‘Ibiza Rent A Boat’ to experience an unforgettable vacation on the White Island is certainly worthwhile, prompting a deeper exploration of the unique and fascinating aspects of Ibiza.
Nature of the task 1. write a paragraph about your trip to dubai and what ar...solutionaia
1. write a paragraph about your trip to dubai and what are the facts responsible for the heavy rainfall in dubai that caused havec ?
2. mention any five major tourist attaction of dubai
Mathematics: a student a visit her family her father converted Rs. 1,15,000 inr currency for dubai airport theexpedite in the trip is given below
1. Curreny name of India and dubai
2. Conversions amount
3. Total Converted amount
4. cost of food
5. cost of sightseeing
6. cost of shoping
7. cost of saving
Prepare for cold weather rafting with proper gear: layering for warmth, insulated headgear, gloves, waterproof footwear, and essential accessories like sunglasses and sunscreen. Prioritize safety with a life jacket and maintain gear for optimal performance. Stay warm, dry, and ready for adventure on the rapids!
1. ManpowerGroup Proprietary Inf ormation
MANPOWERGROUP
EMPLOYMENT
OUTLOOK SURVEY
Q3 Hiring Outlooks Strengthen Amidst Highest
Talent Shortage Levels In 16 Years
2. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 2
EXECUTIVE SUMMARY
Hiring optimism has returned to levels not seen since the start of the pandemic.
• A Global Net Employment Outlook of +33% is anticipated for Q3; an 18% increase from this time last
year and a 4% increase from the previous quarter.
• Strongest hiring prospects are reported in Mexico (+59%), Brazil (+54%), India (+51%), Canada (+43%),
and Colombia (+43%); weakest reported in Greece (-1%), T
aiwan (+3%), and Japan (+4%).
• Global talent shortages are at an all-time high, with 75% of employers reporting difficultly in filling roles –
a six percent increase compared to this time last year.
• Employers report difficulty filling open roles, with the biggest impacts being felt in Taiwan, Portugal,
Singapore, China, Hong Kong, and India.
• The most difficult roles to fill globally are in Education, Health, Social Work, Government, Information
Technology, T
elecoms, Communications and Media, Banking, Finance, Insurance and Real Estate.
3. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 3
TABLE OF CONTENTS
WORKFORCE TRENDS & CHALLENGES 04
Q3 EMPLOYMENT OUTLOOK 06
GLOBAL TALENT SHORTAGES 16
HOW TODAY’S TRENDS ARE IMPACTING JOBS 22
ABOUT THE MANPOWERGROUP EMPLOYMENT OUTLOOK SURVEY 31
4. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 4
WORKFORCE
TRENDS &
CHALLENGES
5. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 5
This recovery is unlike any we have ever seen – demand for skills is at record highs in many markets and unemployment
levels remain high while workforce participation stagnates. Uneven economic growth continues with some markets
recovering while others lag, hampered by Covid variants, lockdowns and supply chain challenges.
1 in 5
organizations
Globally are having
trouble finding
skilled tech talent.
ManpowerGroup:
Great Realization 2022
81% of employees
expect training programs
from their employers to
help keep skills up to date.
2021: Edelman Trust Barometer:
The Belief Driven Employee
5 million jobs
may be displaced by a shift in the division
of labor between humans and machines,
more than offset by 97 million new roles
anticipated to emerge.
WEF: 2021 Future of Jobs Report
The Trends Driving Transformation are Not New, but Newly Urgent
6. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 6
“While it’s encouraging to see employers
have the intention to hire workers, it’s been
increasingly difficult for them to find the talent
they need.”
- Jonas Prising, ManpowerGroup Chairman & CEO
Q3 EMPLOYMENT
OUTLOOKS:
Hiring Expectations Heat Up
As Employers Look to July
Through September
7. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 7
Global Employment Outlook Q3 2022
47% PLAN TO HIRE
15% EXPECT A STAFFING DECREASE
34% PLAN TO KEEP WORKFORCE LEVELS STEADY
4% UNDECIDED
In the 60th anniversary edition of the ManpowerGroup Employment Outlook Survey of more than 40,000 employers, 28 of the 40
countries report higher intentions than the previous quarter. Employers around the world are still expecting to expecting to hire more
workers in the third quarter of 2022, reporting a seasonally adjusted, Net Employment Outlook of +33%. Hiring intentions increase
year-over-year and quarter-over-quarter, +18% and +4%, respectively.
+33%
NET EMPLOYMENT
OUTLOOK
GLOBALLY
8. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 8
GREECE,
-1
TAIWAN,
3
JAPAN,
4
HONG
KONG,
11
POLAND,
11
SLOVAKIA,
12
ROMANIA,
12
HUNGARY,
13
TURKEY,
13
AUSTRIA,
17
CZECH
REPUBLIC,
19
ARGENTINA,
21
ITALY,
23
GERMANY,
23
BELGIUM,
25
SWEDEN,
25
NORWAY,
27
SWITZERLAND,
28
SPAIN,
28
FRANCE,
29
ISRAEL,
29
CHINA,
29
PERU,
32
NETHERLANDS,
35
UK,
35
FINLAND,
36
PORTUGAL,
37
SOUTH
AFRICA,
38
AUSTRALIA,
38
USA,
38
GUATEMALA,
39
PANAMA,
40
SINGAPORE,
40
COSTA
RICA,
42
IRELAND,
42
COLOMBIA,
43
CANADA,
43
INDIA,
51
BRAZIL,
54
MEXICO,
59
When considering how staffing levels will change for the third quarter, employers in 39 of 40 countries
report positive NEOs.
Employer Hiring Expectations for July - September
9. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 9
With strong outlooks across the regions, employers in South and Central America (+44%) reported the most positive
outlook followed by North America (+42%), APAC (+32%) and EMEA (+25%).
Strongest
Countries With the Strongest& WeakestHiring Prospectsfor Q3 2022:
-1% +3%* +4%
Weakest
+59% +54% +51%
MEXICO
The Great Hiring Bounceback Expected to Maintain Momentum in Q3
BRAZIL INDIA GREECE TAIWAN JAPAN
10. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 10
Strong Outlooks Year-over-Year & Quarter-over-Quarter
The strongest year-over-year improvements
are reported in India (+46%), Mexico (+40%), and
Brazil (+39%).
The strongest quarter-over-quarter
improvements are reported in Singapore (+15%),
Guatemala (+14%), and India (+13%).
+46%
+40% +39%
+14%
+15% +13%
INDIA
Year-over-Year Quarter-over-Quarter
MEXICO BRAZIL INDIA
GUATEMALA
SINGAPORE
Year-over-year, hiring outlooks improve in 36 of 40 markets and in 28 since last quarter
11. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 11
Employers Anticipate Strong Demand for Talent Across Key Sectors
Digital roles continue to drive most demand globally: IT & Technology reported the strongest outlook (+44%), followed by
Banking, Finance, Insurance and Real Estate (+38%), Construction (33%) and Manufacturing (33%).
IT, TECHNOLOGY, TELECOMS,
COMMUNICATIONS & MEDIA
RESTAURANTS & HOTELS
44%
*Includes: Agriculture, Forestry and Fishing; Mining and Quarrying; Electricity; Gas and Air Conditioning Supply; Water Supply; Sewerage, Waste Management and Remediation Activities.
**Includes: Professional, Scientific and Technical Activities; Administrative and Support Services; Other Service Activities.
BANKING, FINANCE,
INSURANCE & REAL ESTATE
MANUFACTURING CONSTRUCTION
W HOLESALE &
RETAIL TRADE
OTHER SERVICES**
NOT FOR PROFIT
EDUCATION, HEALTH, SOCIAL
W ORK & GOVERNMENT PRIMARY PRODUCTION OTHER INDUSTRY*
38% 33% 33% 29%
32%
27% 23%
23%
25%
25%
12. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 12
MICRO
>10
SMALL
10-49
MEDIUM
50-249
LARGE
250+
# of Employees
23%
26%
30%
39%
More people have been returning to work and changing jobs than we have seen for quite some time, resulting in more of a
mass reshuffle than a mass resignation and leaving companies disproportionately impacted.
Large Organizations Report Strongest Hiring Intentions
13. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 13
EMEA Employers Report Positive Hiring Intentions in 22 of 23 Markets
Hiring intentions improve in 21
countries when compared with Q3
2021 and improve in 15 when
compared to Q2 2022.
The strongest hiring intentions are in
Ireland (+42%), South Africa (+38%), and
Portugal (+37%), and the weakest in
Greece (-1%), Poland (11%), and both
Romania and Slovakia (+12%).
In five U.K. industry sectors, employers
report an increase in hiring intentions,
and similarly, in nine of France’s industry
sectors, employers report an increase.
STRONGEST HIRING INTENTIONS:
Ireland (42%), South Africa (38%), Finland
(36%), UK (35%),and Netherlands (35%)
WEAKEST HIRING INTENTIONS:
Greece (-1%), Poland (+11%),
Romania (+12%),and Slovakia (+12%)
14. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 14
Strongest Outlooks Globally Among the America's
All 10 countries in North, Central and
South America report a positive
employment outlook for Q3, improving
in 9 quarter-over-quarter and all 10
compared to this time last year.
Strong outlooks continue in Brazil where
employers report the second most
positive hiring intentions (+54%) amongst
the 40 countries, up 14% since the
previous quarter where they reported the
highest outlook globally.
In the U.S., employers in IT & Tech,
(+59%), and Banking & Finance (+45%)
report the strongest outlooks.
STRONGEST HIRING INTENTIONS:
Mexico (+59%), Brazil (+54%), Canada
(+43%) and Colombia (+43%)
WEAKEST HIRING INTENTIONS:
Argentina (21%),Peru (+32%),
and Portugal (+37%)
15. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 15
APAC Employers Report Strong Optimism Despite Lockdowns
Throughout Region
Hiring sentiment strengthens in 4
countries and territories quarter-over-
quarter while weaking in 3.
The strongest regional hiring prospects
are reported in India (+51) for the second
consecutive quarter, up 13% since Q2.
Hong Kong (+11%) reports increased
hiring intentions, improving 8% compared
to Q2 2022, and 10% on the previous
year.
China expects hiring intentions to
decrease in 8 sectors, with Banking &
Finance Estate (+4%) reporting the only
increase.
STRONGEST HIRING INTENTIONS:
India (+51%), Singapore (+40%) and
Australia (+38%)
WEAKEST HIRING INTENTIONS:
Taiwan (+3%), Japan (+4%),
and Hong Kong (+11%)
16. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 16
GLOBAL
TALENT
SHORTAGES:
Hiring optimism is being
tempered by the highest
levels of global talent
shortages in 16 years.
17. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 17
GlobalTalentShortages(2010 – 2022)
31%
75%
2010
34%
2011
34%
2012
35%
2013
36%
2014
38%
2015
40%
2016
45%
2018
54%
2019 2021 2022
69%
Explore the Talent Shortage Data at manpowergroup.com/talent-shortage
Global Talent Shortages Reach 16-Year-High
Three in four employers globally report difficulty finding the talent they need in 2022, strengthening +6 percentage points
year-over-year and double the difficulty in 2010 (31%).
18. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 18
Difficulty Filling Roles by CompanySize
MICRO: >10 SMALL: 10-49 MEDIUM: 50-249 LARGE: 250+
# of employees
71%
74% 75%
77%
Explore the Talent Shortage Data at manpowergroup.com/talent-shortage
Shifting demographics, including shrinking birth rates and the rise in early retirees, means talent is scarcer than
ever before.
Bigger Companies, Bigger Challenges
19. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 19
Talent Shortages Around The World
Employers report difficulty filling open roles, with the biggest impacts being felt in T
aiwan, Portugal, Singapore,
China, Hong Kong, and India.
20. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 20
TOP FIVE IN-DEMAND ROLES
Whoever holds the talent holds the future. These are the most sought-after professions by employers globally.
EXPLORE THE DATA
IT & DATA
SALES &
MARKETING
OPERATIONS
& LOGISTICS
MANUFACTURING
& PRODUCTION
CUSTOMER FACING
& FRONT OFFICE
21. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 21
TOP FIVE SOFT SKILLS
As every aspect of life becomes more tech enabled, human strengths stand out in the digital age.
EXPLORE THE DATA
RELIABILITY &
SELF-DISCIPLINE
RESILIENCE &
ADAPTABILITY
REASONING &
PROBLEM-SOLVING
CREATIVITY &
ORIGINALITY
CRITICAL THINKING
& ANALYSIS
22. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 22
HOW TODAY’S TRENDS
ARE IMPACTING JOBS:
Talent Shortages, Employer Expectations
& Top Soft Skills Needed By Industry
23. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 23
This talent shortage coincides with nearly half (46%) wanting to
add to their staff during the third quarter and 14% expecting
various decreases.
Once seasonally adjusted, the Net Employment Outlook (NEO)
is 33%, strengthening by 17 percentage points year-over-year
and 6 percentage points quarter-over-quarter.
TOP 5
SOFT SKILLS
CONSTRUCTION
EMPLOYERS
ARE SEEKING
72%
of Construction
Employers
reporting difficulty
finding the
skills required
CONSTRUCTION
RELIABILITY
& SELF-DISCIPLINE
COLLABORATION
& TEAMWORK
RESILIENCE
& ADAPTABILITY
REASONING
& PROBLEM-SOLVING
CREATIVITY
& ORIGINALITY
24. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 24
This talent shortage coincides with over half (57%) wanting to
add to their staff during the third quarter and 13% expecting
various decreases.
Once seasonally adjusted, the Net Employment Outlook (NEO)
is 44%, strengthening by 23 percentage points year-over-year
and 4 percentage points quarter-over-quarter.
76%
of IT & Technology
Employers
reporting difficulty
finding the
skills required
IT & TECHNOLOGY
CRITICAL THINKING
& ANALYSIS
CREATIVITY
& ORIGINALITY
REASONING
& PROBLEM-SOLVING
RESILIENCE
& ADAPTABILITY
RELIABILITY
& SELF-DISCIPLINE
TOP 5
SOFT SKILLS
IT & TECHNOLOGY
EMPLOYERS
ARE SEEKING
25. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 25
This talent shortage coincides with nearly half (46%) wanting to
add to their staff during the third quarter and 14% expecting
various decreases.
Once seasonally adjusted, the Net Employment Outlook (NEO)
is 32%, strengthening by 19 percentage points year-over-year
and 3 percentage points quarter-over-quarter.
75%
of Wholesale &
Retail Trade
Employers
reporting difficulty
finding the
skills required
WHOLESALE & RETAIL TRADE
RELIABILITY
& SELF-DISCIPLINE
RESILIENCE
& ADAPTABILITY
REASONING
& PROBLEM-SOLVING
CREATIVITY
& ORIGINALITY
COLLABORATION
& TEAMWORK
TOP 5
SOFT SKILLS
WHOLESALE &
RETAIL TRADE
EMPLOYERS
ARE SEEKING
26. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 26
This talent shortage coincides with nearly half (48%) wanting to
add to their staff during the third quarter and 16% expecting
various decreases.
Once seasonally adjusted, the Net Employment Outlook (NEO)
is 33%, strengthening by 18 percentage points year-over-year
and 2 percentage points quarter-over-quarter.
TOP 5
SOFT SKILLS
MANUFACTURING
EMPLOYERS
ARE SEEKING
76%
of Manufacturing
Employers
reporting difficulty
finding the
skills required
MANUFACTURING
RELIABILITY
& SELF-DISCIPLINE
CREATIVITY
& ORIGINALITY
RESILIENCE
& ADAPTABILITY
CRITICAL THINKING
& ANALYSIS
REASONING
& PROBLEM-SOLVING
27. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 27
This talent shortage coincides with nearly half (47%) wanting to
add to their staff during the third quarter and 16% expecting
various decreases.
Once seasonally adjusted, the Net Employment Outlook (NEO)
is 23%, remaining consistent year-over-year and strengthening
by 3 percentage points quarter-over-quarter.
74%
of Restaurant &
Hotel Employers
reporting difficulty
finding the
skills required
RESTAURANTS & HOTELS
RELIABILITY
& SELF-DISCIPLINE
RESILIENCE
& ADAPTABILITY
CREATIVITY
& ORIGINALITY
COLLABORATION
& TEAMWORK
REASONING
& PROBLEM-SOLVING
TOP 5
SOFT SKILLS
RESTAURANT &
HOTEL EMPLOYERS
ARE SEEKING
28. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 28
This talent shortage coincides with nearly half (41%) wanting to
add to their staff during the third quarter and 16% expecting
various decreases.
Once seasonally adjusted, the Net Employment Outlook (NEO)
is 25%, strengthening by 11 percentage points year-over-year
and 1 percentage points quarter-over-quarter.
76%
of Education,
Health, Social Work
& Government
Employers reporting
difficulty finding the
skills required
EDUCATION, HEALTH,
SOCIAL WORK & GOVERNMENT
RESILIENCE
& ADAPTABILITY
RELIABILITY
& SELF-DISCIPLINE
CRITICAL THINKING
& ANALYSIS
REASONING
& PROBLEM SOLVING
COLLABORATION
& TEAMWORK
TOP 5
SOFT SKILLS
EDUCATION, HEALTH,
SOCIAL WORK &
GOVERNMENT
EMPLOYERS
ARE SEEKING
29. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 29
This talent shortage coincides with more than half (52%)
wanting to add to their staff during the third quarter and 14%
expecting various decreases.
Once seasonally adjusted, the Net Employment Outlook (NEO)
is 38%, strengthening by 24 percentage points year-over-year
and 7 percentage points quarter-over-quarter.
75%
of Banking &
Finance Employers
reporting difficulty
finding the
skills required
BANKING & FINANCE
RELIABILITY
& SELF-DISCIPLINE
CRITICAL THINKING
& ANALYSIS
RESILIENCE
& ADAPTABILITY
CREATIVITY
& ORIGINALITY
REASONING
& PROBLEM-SOLVING
TOP 5
SOFT SKILLS
BANKING & FINANCE
EMPLOYERS
ARE SEEKING
30. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 30
As we emergefrom the pandemic,this is our collectiveopportunityto act with urgency,
to scalebold,disruptive ideasand collaborationsacrossbusiness,governmentand education.
And now is the time to reshape a better,brighterfuture for workers – one that is more skilled,
more diverse,and more wellbeing-orientatedthan we could everhave imagined.
– Jonas Prising, Chairman & CEO
31. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 31
ABOUT THE
MANPOWERGROUP
EMPLOYMENT
OUTLOOK SURVEY
32. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 32
About the ManpowerGroup Employment Outlook Survey
The ManpowerGroup Employment Outlook Surveyis the most comprehensive, forward-looking employment surveyof its
kind, used globally as a key economic indicator. The Net Employment Outlook is derived by taking the percentage of
employers anticipating an increase in hiring activity and subtracting from this the percentage of employers expecting a
decrease in hiring activity. Running since 1962, various factors underpin the success of the Survey:
Survey Methodology
The methodology used to collect the
data for the Employment Outlook
has been digitized in 40 markets for
the Q3 2022 report.
Responses prior to Q1 2022 w ere
contacted via telephone and are
now collected in a double opt-in
online panels w here members are
incentivized to complete the survey.
The question asked and the
respondent profile remains
unchanged. Size of organization
and sector are standardized across
all countries to allow international
comparisons.
Unique
It is unparalleled in its size, scope, longev ity and area of f ocus. The ManpowerGroup Employ ment Outlook Surv ey is the most extensiv e, f orward-
looking employ ment surv ey in the world, asking employ ers to f orecast employ ment ov er the next quarter. In contrast, other surv ey s and studies
f ocus on retrospectiv e data to report on what occurred in the past.
Independent
The surv ey is conducted with a representativ e sample of employ ers f rom throughout the countries and territories in which it is conducted. The surv ey
participants are not deriv ed f rom ManpowerGroup’s customer base.
Robust
The surv ey is based on interv iews with more than 40,000 public and priv ate employ ers across 40 countries and territories to m easure
anticipated employ ment trends each quarter. This sample allows f or analy sis to be perf ormed across specif ic sectors and regions to prov ide more
detailed inf ormation.
Focused
For more than six decades the surv ey has deriv ed all of its inf ormation f rom a single question: “How do y ou anticipate total employ ment at y our
location to change in the three months to the end of September 2022 as compared to the current quarter?”
EXPLORE THE DATA
33. ManpowerGroup Employ ment Outlook Surv ey | Q3 2022 ManpowerGroup Proprietary Inf ormation | 33
ManpowerGroup Solutions Across the Entire HR Life Cycle
Workforce Consulting & Analytics Workforce Management Talent Resourcing
Career Management Career Transition Top Talent Attraction
Visit www.manpowergroup.com to learn more