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.
“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 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
Global HR transformation strategies must focus on developing capabilities that enable business strategies by supporting growth, globalization, talent management, and managing risks and costs. HR functions should establish capabilities that are business-driven, scalable, repeatable, and standardized to effectively support companies as they navigate changing market forces and pursue growth opportunities. Looking ahead, HR must adapt by delivering more than just efficient operations - it must develop forward-thinking capabilities that allow businesses to leverage HR's strengths in their strategic planning.
De Hays Global Skills Index is een gedetailleerd rapport dat de uitdagingen op de wereldwijde arbeidsmarkt in kaart brengt. De knelpunten en mismatches van 31 lokale arbeidsmarkten worden blootgelegd en de aanbevelingen in het rapport dienen als advies voor overheden, organisaties, onderwijsinstellingen en overige stakeholders.
Wp 7 Key Trends Influencing H Rin2009 And Beyond En V1Vivi Stening
The document summarizes 7 key trends that will influence HR in 2009 and beyond. It discusses trends around globalization of HR requiring governance and compliance, talent management moving beyond hype to focus on workforce planning and skills, and employer branding. Other trends addressed include social innovation driving new ways of working, developing leadership and organizational structures, addressing global sourcing challenges, and using key performance indicators to measure HR's impact. The document provides analysis of each trend and how HR should respond.
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.
“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 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
Global HR transformation strategies must focus on developing capabilities that enable business strategies by supporting growth, globalization, talent management, and managing risks and costs. HR functions should establish capabilities that are business-driven, scalable, repeatable, and standardized to effectively support companies as they navigate changing market forces and pursue growth opportunities. Looking ahead, HR must adapt by delivering more than just efficient operations - it must develop forward-thinking capabilities that allow businesses to leverage HR's strengths in their strategic planning.
De Hays Global Skills Index is een gedetailleerd rapport dat de uitdagingen op de wereldwijde arbeidsmarkt in kaart brengt. De knelpunten en mismatches van 31 lokale arbeidsmarkten worden blootgelegd en de aanbevelingen in het rapport dienen als advies voor overheden, organisaties, onderwijsinstellingen en overige stakeholders.
Wp 7 Key Trends Influencing H Rin2009 And Beyond En V1Vivi Stening
The document summarizes 7 key trends that will influence HR in 2009 and beyond. It discusses trends around globalization of HR requiring governance and compliance, talent management moving beyond hype to focus on workforce planning and skills, and employer branding. Other trends addressed include social innovation driving new ways of working, developing leadership and organizational structures, addressing global sourcing challenges, and using key performance indicators to measure HR's impact. The document provides analysis of each trend and how HR should respond.
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.
Green skills: time for joined-up thinkingMike Townsend
In the fifth and final part of SB’s ‘As If people Matter’ series, Michael Townsend looks at the skills challenge – and how we might close the gap as we move towards a sustainable and low-carbon economy. Published in May 2012, but still needs to be addressed, through a strategic lens, today: we need to provide sustainable jobs, skills, opportunity and shared prosperity - for all.
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.
Ivo A. Hahn discusses the talent crunch and rising costs of labor in China from his perspective of over 30 years working in talent sourcing in Asia. He notes that rising wages were expected given China's new labor laws. While costs are higher, China remains attractive for foreign investment due to its workforce, infrastructure, stability, and large domestic market. The competition for top local talent continues to intensify among both foreign and Chinese companies, driving salaries higher. Hahn advises companies to pay market salaries to retain talent and focus on training, bonuses, and career development to boost productivity and compensate for rising costs. He sees the trends of localization and shifting of operations to China continuing.
This document discusses a study conducted by the Boston Consulting Group and the World Federation of People Management Associations on the relationship between people management capabilities and financial performance. The study found:
1) Companies that excel in people management practices like leadership development, talent management, and performance management consistently achieved better economic performance, with up to 3.5 times higher revenue growth and 2.1 times greater profit margins.
2) Within these practices, high-performing companies differentiated themselves the most in leadership development, talent management, and performance management and rewards - doing more in these areas and doing so more effectively.
3) Specific actions taken by top-performing companies included using incentives to engage leaders in people development, taking
This document summarizes key human capital strategies discussed in the book "Capturing the People Advantage". It discusses how companies are applying differentiated talent strategies to attract, develop, and retain employees. It also highlights the importance of leadership development, integrating learning with business goals, and cultivating an adaptable workforce.
The Hays Global Skills Index is the only comprehensive overview of the professional global labour market and examines the challenges faced by organisations as they search for the most sought-after skills. Our 2012 edition provides an analysis of the employment markets and economic status of countries, featuring insights from Hays experts across the globe.
The document summarizes research from Hudson on recruitment trends in China. Some key findings include:
- Candidates are increasingly withdrawing applications during the hiring process, even after receiving offers. The top reasons are unmet salary expectations, better opportunities elsewhere, and lack of career development.
- Over two-thirds of employers experienced a candidate withdrawing after receiving an offer.
- Communication can be improved - three-quarters of candidates felt the process provided only average information about the employer. Better communication may reduce withdrawals.
- Hiring processes tend to be long in China, with over 75% of processes taking 10 weeks or more. Shortening timelines is recommended.
Voor het derde jaar op rij publiceert Hays in samenwerking met Oxford Economics de Hays Global Skills Index. De Hays Global Skills Index geeft de dynamiek weer van de arbeidsmarkten van 31 landen wereldwijd. De index geeft aan hoe groot de druk is op de arbeidsmarkt en hoe goed een land wel of niet in staat is talent te leveren.
Signs of life: 4 reasons U.S. manufacturing is making a come backRolfKleiner
The document discusses 4 reasons for the comeback of US manufacturing: 1) the end of cheap oil means higher transportation costs that make domestic production more competitive; 2) labor is no longer the cheapest in developing countries as wages rise faster abroad; 3) consumers are demanding higher quality and are willing to pay more for trusted brands; 4) risks of operating in foreign markets like corruption and instability are increasing production costs overseas. The conclusion is that these trends provide an opportunity to capture more domestic manufacturing if companies move quickly to improve efficiency.
The Hays Global Skills Index is the only comprehensive overview of the professional global labour market and examines the challenges faced by organisations as they search for the most sought-after skills. Our 2017 edition provides an analysis of the employment markets and economic status of countries, featuring insights from Hays experts across the globe.
The document summarizes the 2016 Hays Global Skills Index, which analyzes skilled labor markets in 33 countries. Key findings include:
- Skilled labor markets have tightened further globally since 2015, as evidenced by a slight increase in the overall average Index score. This was driven by stronger demand for skilled workers as the global economy recovered.
- The Europe and Middle East region saw the most pressure, with its Index increasing from 5.4 to 5.5. Wage pressures and talent mismatches worsened as skilled labor supply indicators changed little.
- Conditions in the Americas were broadly unchanged, but the US and Canada saw tight markets while Central/Latin America struggled with Brazil's economic turmoil. Skills mismatches grew as unemployment
Today, Asia-Pacific—and in particular the fast-emerging
nations in its midst—is once again taking centrestage in
the worldwide marketplace. This is the Asian century, and the region’s organisations—
as well as the talented individuals that lead them—
are going to need to adapt, fast.
Ranking and whitepaper of TOP100 HR Services Brands in Greater China 2012 by ...anson tang
The document discusses opportunities in China's growing HR services market. It notes that China has experienced steady economic growth over the last decade, translating to growth potential for its HR services industry. Emerging markets like China are becoming a major source of revenue and talent, and will be the main driver of growth in the global HR industry in the coming years as major players seek opportunities in these new markets. China's economy has grown at an average of 10.7% annually since 2003 and became the world's second largest economy in 2010, representing about 10% of global GDP. This rapid growth provides opportunities for expansion in China's HR services sector.
The document discusses the rise of the on-demand talent sector as a new approach to talent management in an age of uncertainty. Traditional talent management models are failing due to inaccurate forecasts and unresponsiveness to changing business needs. The on-demand talent sector allows companies to access skilled specialists and experts on an as-needed basis, providing more flexibility compared to traditional employment models. This summary outlines the key issues discussed in the document regarding the limitations of old talent management approaches and how the on-demand sector is emerging as a new solution.
BornGlobal White Paper on Global Expansioneyalbino
What are the risks associated with establishing a presence in the U.S. market? What are the general elements that must be in place to ensure success? This paper examines the aspects of going global and expanding to the U.S. market, assess the risks and the benefits associated with this move, and provides an analysis of the key factors for success.
Apprenticeships in sm es the key debatesGed Mirfin
The document summarizes key debates around apprenticeships in small and medium enterprises based on academic literature. It discusses that while new firms contribute little to short-term job creation, established older larger firms tend to create more jobs and opportunities for apprenticeships. Public policy aimed at apprenticeships may be most effective focusing on larger established firms that are more likely to offer opportunities for long-term career development and skills acquisition through apprenticeships rather than short-term or cheap labor programs.
The document discusses the challenges facing the oil and gas industry due to a perfect storm of disruptive forces including an aging workforce, talent shortage, and changing world of work. It argues that companies need to invest in leadership development to guide their organizations through these turbulent times. Specifically, it recommends using a leadership model that 1) measures outcomes based on talent metrics, 2) assesses leadership qualities, and 3) develops key capabilities to adapt and perform effectively. This model will help companies select and develop leaders who can navigate disruptions and position the organization for sustainable success.
Talent Agenda in VUCA times - Sankalp Sharmaoshorock
The document discusses how the increasingly volatile, uncertain, complex and ambiguous (VUCA) business environment is impacting talent management strategies. It outlines how the workforce is shifting due to factors like globalization, digitization and changing demographics. It argues that HR must help organizations become more adaptive and agile by focusing talent acquisition on agile thinking, using scenario planning for workforce needs, developing leaders' strategic thinking abilities, and building capabilities like change management, innovation and virtual collaboration across employees. The new talent agenda requires treating talent as a strategic partner to help organizations sustain growth in unpredictable times.
The document outlines four megatrends impacting the world of work according to a Manpower Inc. analysis:
1) Demographic and economic shifts are accelerating talent shortages, requiring agile talent strategies and continuous training to retain a job-ready workforce.
2) Understanding individual motivations and work preferences is key to attracting and managing a multi-generational workforce.
3) Small and medium businesses can leverage relationships to compete amid increased marketplace complexity and pressure on workforce productivity.
4) Rapid technology changes, globalization, and environmental focuses increase choice and require sustainability in how and where work is performed.
The document provides an overview of the key findings from a global survey of over 2,500 business and HR leaders in 94 countries on important human capital trends. The top findings were: 1) Leadership development, retention and engagement, reskilling HR, and talent acquisition were rated as the most urgent issues. 2) There is a large gap between the perceived urgency of these issues and organizations' readiness to address them. 3) Leadership development was seen as the single most urgent issue. 4) Retention and engagement was the second most urgent issue but often lacks clear ownership. 5) Reskilling HR was also a top priority as HR transforms its role from administration to a business partner.
The document provides an overview of the key findings from a global survey of over 2,500 business and HR leaders in 94 countries on important human capital trends. The top findings were:
1) Leadership development, retention and engagement, reskilling HR, and talent acquisition were rated as the most urgent issues.
2) There is a large gap between the perceived urgency of these issues and organizations' readiness to address them.
3) Retention and engagement are seen as a shared responsibility between HR, leadership and management rather than owned solely by HR.
4) HR is undergoing a major transformation from an administrative to a strategic business partner role, requiring new skills.
Green skills: time for joined-up thinkingMike Townsend
In the fifth and final part of SB’s ‘As If people Matter’ series, Michael Townsend looks at the skills challenge – and how we might close the gap as we move towards a sustainable and low-carbon economy. Published in May 2012, but still needs to be addressed, through a strategic lens, today: we need to provide sustainable jobs, skills, opportunity and shared prosperity - for all.
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.
Ivo A. Hahn discusses the talent crunch and rising costs of labor in China from his perspective of over 30 years working in talent sourcing in Asia. He notes that rising wages were expected given China's new labor laws. While costs are higher, China remains attractive for foreign investment due to its workforce, infrastructure, stability, and large domestic market. The competition for top local talent continues to intensify among both foreign and Chinese companies, driving salaries higher. Hahn advises companies to pay market salaries to retain talent and focus on training, bonuses, and career development to boost productivity and compensate for rising costs. He sees the trends of localization and shifting of operations to China continuing.
This document discusses a study conducted by the Boston Consulting Group and the World Federation of People Management Associations on the relationship between people management capabilities and financial performance. The study found:
1) Companies that excel in people management practices like leadership development, talent management, and performance management consistently achieved better economic performance, with up to 3.5 times higher revenue growth and 2.1 times greater profit margins.
2) Within these practices, high-performing companies differentiated themselves the most in leadership development, talent management, and performance management and rewards - doing more in these areas and doing so more effectively.
3) Specific actions taken by top-performing companies included using incentives to engage leaders in people development, taking
This document summarizes key human capital strategies discussed in the book "Capturing the People Advantage". It discusses how companies are applying differentiated talent strategies to attract, develop, and retain employees. It also highlights the importance of leadership development, integrating learning with business goals, and cultivating an adaptable workforce.
The Hays Global Skills Index is the only comprehensive overview of the professional global labour market and examines the challenges faced by organisations as they search for the most sought-after skills. Our 2012 edition provides an analysis of the employment markets and economic status of countries, featuring insights from Hays experts across the globe.
The document summarizes research from Hudson on recruitment trends in China. Some key findings include:
- Candidates are increasingly withdrawing applications during the hiring process, even after receiving offers. The top reasons are unmet salary expectations, better opportunities elsewhere, and lack of career development.
- Over two-thirds of employers experienced a candidate withdrawing after receiving an offer.
- Communication can be improved - three-quarters of candidates felt the process provided only average information about the employer. Better communication may reduce withdrawals.
- Hiring processes tend to be long in China, with over 75% of processes taking 10 weeks or more. Shortening timelines is recommended.
Voor het derde jaar op rij publiceert Hays in samenwerking met Oxford Economics de Hays Global Skills Index. De Hays Global Skills Index geeft de dynamiek weer van de arbeidsmarkten van 31 landen wereldwijd. De index geeft aan hoe groot de druk is op de arbeidsmarkt en hoe goed een land wel of niet in staat is talent te leveren.
Signs of life: 4 reasons U.S. manufacturing is making a come backRolfKleiner
The document discusses 4 reasons for the comeback of US manufacturing: 1) the end of cheap oil means higher transportation costs that make domestic production more competitive; 2) labor is no longer the cheapest in developing countries as wages rise faster abroad; 3) consumers are demanding higher quality and are willing to pay more for trusted brands; 4) risks of operating in foreign markets like corruption and instability are increasing production costs overseas. The conclusion is that these trends provide an opportunity to capture more domestic manufacturing if companies move quickly to improve efficiency.
The Hays Global Skills Index is the only comprehensive overview of the professional global labour market and examines the challenges faced by organisations as they search for the most sought-after skills. Our 2017 edition provides an analysis of the employment markets and economic status of countries, featuring insights from Hays experts across the globe.
The document summarizes the 2016 Hays Global Skills Index, which analyzes skilled labor markets in 33 countries. Key findings include:
- Skilled labor markets have tightened further globally since 2015, as evidenced by a slight increase in the overall average Index score. This was driven by stronger demand for skilled workers as the global economy recovered.
- The Europe and Middle East region saw the most pressure, with its Index increasing from 5.4 to 5.5. Wage pressures and talent mismatches worsened as skilled labor supply indicators changed little.
- Conditions in the Americas were broadly unchanged, but the US and Canada saw tight markets while Central/Latin America struggled with Brazil's economic turmoil. Skills mismatches grew as unemployment
Today, Asia-Pacific—and in particular the fast-emerging
nations in its midst—is once again taking centrestage in
the worldwide marketplace. This is the Asian century, and the region’s organisations—
as well as the talented individuals that lead them—
are going to need to adapt, fast.
Ranking and whitepaper of TOP100 HR Services Brands in Greater China 2012 by ...anson tang
The document discusses opportunities in China's growing HR services market. It notes that China has experienced steady economic growth over the last decade, translating to growth potential for its HR services industry. Emerging markets like China are becoming a major source of revenue and talent, and will be the main driver of growth in the global HR industry in the coming years as major players seek opportunities in these new markets. China's economy has grown at an average of 10.7% annually since 2003 and became the world's second largest economy in 2010, representing about 10% of global GDP. This rapid growth provides opportunities for expansion in China's HR services sector.
The document discusses the rise of the on-demand talent sector as a new approach to talent management in an age of uncertainty. Traditional talent management models are failing due to inaccurate forecasts and unresponsiveness to changing business needs. The on-demand talent sector allows companies to access skilled specialists and experts on an as-needed basis, providing more flexibility compared to traditional employment models. This summary outlines the key issues discussed in the document regarding the limitations of old talent management approaches and how the on-demand sector is emerging as a new solution.
BornGlobal White Paper on Global Expansioneyalbino
What are the risks associated with establishing a presence in the U.S. market? What are the general elements that must be in place to ensure success? This paper examines the aspects of going global and expanding to the U.S. market, assess the risks and the benefits associated with this move, and provides an analysis of the key factors for success.
Apprenticeships in sm es the key debatesGed Mirfin
The document summarizes key debates around apprenticeships in small and medium enterprises based on academic literature. It discusses that while new firms contribute little to short-term job creation, established older larger firms tend to create more jobs and opportunities for apprenticeships. Public policy aimed at apprenticeships may be most effective focusing on larger established firms that are more likely to offer opportunities for long-term career development and skills acquisition through apprenticeships rather than short-term or cheap labor programs.
The document discusses the challenges facing the oil and gas industry due to a perfect storm of disruptive forces including an aging workforce, talent shortage, and changing world of work. It argues that companies need to invest in leadership development to guide their organizations through these turbulent times. Specifically, it recommends using a leadership model that 1) measures outcomes based on talent metrics, 2) assesses leadership qualities, and 3) develops key capabilities to adapt and perform effectively. This model will help companies select and develop leaders who can navigate disruptions and position the organization for sustainable success.
Talent Agenda in VUCA times - Sankalp Sharmaoshorock
The document discusses how the increasingly volatile, uncertain, complex and ambiguous (VUCA) business environment is impacting talent management strategies. It outlines how the workforce is shifting due to factors like globalization, digitization and changing demographics. It argues that HR must help organizations become more adaptive and agile by focusing talent acquisition on agile thinking, using scenario planning for workforce needs, developing leaders' strategic thinking abilities, and building capabilities like change management, innovation and virtual collaboration across employees. The new talent agenda requires treating talent as a strategic partner to help organizations sustain growth in unpredictable times.
The document outlines four megatrends impacting the world of work according to a Manpower Inc. analysis:
1) Demographic and economic shifts are accelerating talent shortages, requiring agile talent strategies and continuous training to retain a job-ready workforce.
2) Understanding individual motivations and work preferences is key to attracting and managing a multi-generational workforce.
3) Small and medium businesses can leverage relationships to compete amid increased marketplace complexity and pressure on workforce productivity.
4) Rapid technology changes, globalization, and environmental focuses increase choice and require sustainability in how and where work is performed.
The document provides an overview of the key findings from a global survey of over 2,500 business and HR leaders in 94 countries on important human capital trends. The top findings were: 1) Leadership development, retention and engagement, reskilling HR, and talent acquisition were rated as the most urgent issues. 2) There is a large gap between the perceived urgency of these issues and organizations' readiness to address them. 3) Leadership development was seen as the single most urgent issue. 4) Retention and engagement was the second most urgent issue but often lacks clear ownership. 5) Reskilling HR was also a top priority as HR transforms its role from administration to a business partner.
The document provides an overview of the key findings from a global survey of over 2,500 business and HR leaders in 94 countries on important human capital trends. The top findings were:
1) Leadership development, retention and engagement, reskilling HR, and talent acquisition were rated as the most urgent issues.
2) There is a large gap between the perceived urgency of these issues and organizations' readiness to address them.
3) Retention and engagement are seen as a shared responsibility between HR, leadership and management rather than owned solely by HR.
4) HR is undergoing a major transformation from an administrative to a strategic business partner role, requiring new skills.
The document discusses the key forces that will shape tomorrow's business environment: demographic changes, rapid technological development, and globalization. It argues that tomorrow's executives will need to focus on attracting and retaining talent, adapting to constant change, and developing a deep understanding of customers. Specifically, executives will need to embrace change, drive agile execution, strengthen human capital, delegate responsibilities, and leverage their entire network to succeed in the future.
CEOs and HR leaders see talent as a major challenge to growth. Where should you focus? Our survey of 2500+ leaders in 90+ countries reveals 12 critical trends shaping the human capital agenda.
Critical new skills are scarce—and their uneven distribution around the world is forcing companies to develop innovative new ways to find people, develop capabilities, and share expertise.
VISIT HR BLOG -> cake.hr/blog
This document introduces the P3 Leader Model for predicting, developing, and measuring leadership effectiveness. The model focuses on three key areas:
1. Outcomes - Metrics that measure impact on business performance and human motivation, not just financial terms.
2. Enablers - Personal attributes aligned with leading through uncertain times, such as agility, courage, and investing in skills.
3. Capabilities - Coachable skills that matter most for delivering outcomes, such as developing talent and innovation.
The model was created based on research into trends transforming the workplace and interviews with business leaders to identify the most important components of effective leadership. It provides a systematic approach for building strong leadership through talent identification, development,
Better managers, better business - a thought paperPete Fullard
We’re all in business and we’re all constantly searching for the same thing. Something magical with the power to create profit without changing our products, services or customers.
The good news is that I’ve found it! And it may not be quite what you were expecting. It’s been around longer than any technology. It requires no market intelligence. And there’s not a hashtag or emoji in sight! Even better, is that there’s a simple three-step plan to harness it. Or should I say ‘them’.
Because the opportunity is to be found in our people. Particularly our managers who have the ability to take our culture, our people and our performance to new levels. Like all the greatest opportunities, it has been caused by change. People like us who are running businesses are (on average) getting older. Yet, in Asia, seventy percent of employees are Millennials. Elsewhere in the world that number is over thirty percent. Between them and the directors who pay their wages lies a huge gulf in culture, expectations and values.
The ‘C’ suite within so many businesses remains linear and traditional. They have grown-up in a world where the numbers come first, and the culture comes a distant second at best. Employees, on the other hand, are more agile and value-led. They choose to work in ethical, progressive and consultative environments. They are uninspired by the ‘same old’ approach to HR, training and culture. They are desperate to find something newer, better and more empathetic and they are willing to move jobs to find it.
This presents an incredible opportunity. The vast majority of businesses are not bridging the culture gap. They have focused on what their customers want, without making a similar adjustment to the ever-changing needs of their employees. This is so easy to change. Many great businesses have already done it. The majority are run by Millennials. They recognise that, even in the age of technology, people remain our greatest asset, and can produce the greatest returns of all. Each has delivered on these three simple steps:
• They have a clear corporate vision embracing everything they do
• With an agility that allows their people to flourish
• And an empathy that allows them to embrace, not repel, their people
In that setting, managers can be empowered to motivate and engage. We can help those who are more experienced develop more current skills through coaching and mentoring rather than box-ticking and lecturing. They, in turn, can harness the talent within our Millennial and Generation Z workforce. Investing in a new app may be sexier, but developing our people will have a much deeper and more meaningful impact on the bottom line.
I really hope this thought piece is different. It addresses fundamental issues that are holding back so many businesses and presents a better way forward.
This document introduces the P3 Leader Model for predicting, developing, and measuring leadership effectiveness in today's dynamic business environment. It discusses trends like talent shortages, uncertain economic conditions, empowered consumers, and technological innovation that are challenging traditional leadership models. The P3 Leader Model focuses on three key areas: outcomes related to business and talent performance, personal attributes that enable leadership under uncertainty, and coachable skills to achieve outcomes. It is designed to help organizations build strong leadership pipelines by identifying high-potential talent and developing the right capabilities.
The document discusses how many companies are shifting to globally integrated operating models where the home country is just one of many markets. This trend is being driven by the rise of global customer and talent markets, hyperconnectivity, cost pressures, and increased regulation. As companies make this transition, HR is playing an important role by helping design new global operating models, manage global talent, and lead change efforts across the organization. The shift represents a significant transformation that will require changes to structures, processes, and mindsets.
The document discusses an approach to identifying and developing effective leaders called the P3 Leader model. The model focuses on three key areas:
1) Effective leadership outcomes that measure a leader's impact on talent and business performance.
2) Effective leadership enablers that assess inherent personal attributes that indicate potential for leadership success.
3) Effective leadership capabilities that can be developed to accelerate performance, unleash talent, and dare to lead.
The model provides a systematic way for organizations to build strong leadership pipelines by predicting potential leaders, developing the right capabilities, and measuring outcomes related to talent and business performance.
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.
Employees were surveyed about what factors are important in their careers. While work-life balance, job security, and financial rewards were universally rated as very important, there were differences among subgroups:
- Younger employees valued career advancement more than older employees.
- Women placed more importance on work-life balance, job security, and professional development than men, especially at early career stages.
- Asians and Europeans valued international opportunities far more than Americans.
However, what employees said was important did not always match what actually improved retention and commitment. Understanding these differences is key to attracting and retaining talent.
The document discusses factors driving changes in the world of work such as technological progress, digital transformation, talent crunch, and rise of the gig economy. It analyzes existing skill gaps in India, noting that around half of Indian youth are unemployable and there is a mismatch between the skills workers possess and what employers require. The document advocates for skill development strategies, highlighting advantages such as benefits to businesses through increased productivity and competitiveness, and benefits to society through economic growth and employment opportunities. It provides guidance for CHROs on developing forward-looking skills strategies, including conducting a skills audit, developing an upskilling program, and measuring the success of the program.
The document discusses the evolving role of HR from an administrative function to a strategic business partner. It argues that effective HR is key to competitiveness by developing people and processes to deliver business strategies. Today's HR professionals must understand business language and present HR's value in terms of financial impact and return on investment. The document also outlines three main challenges facing HR: adapting to a changing workforce demographic; operating in a more global, interdependent business environment; and redefining work and skills demands with new technologies.
Right Quarterly 2nd quarter 2013: Career DevelopmentChris Jones
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Virtual Leadership and the managing workIruniUshara1
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1. SIMPLIFY TO WIN IN THE HUMAN AGE
Organizational Agility a Must in Certain Uncertainty
2. THE GORDIAN KNOT HAS
TIGHTENED. THE TRENDS
MANPOWERGROUP IDENTIFIED
PREVIOUSLY ARE ACCELERATING
AND CONVERGING.
ManpowerGroup has been at the forefront of changing
world of work trends for more than 65 years, leveraging
its deep insight and experience to analyze the
demographic and technological trends impacting the
world of work and ensuring the talent sustainability
of the world’s workforce. At the beginning of 2014,
it has become clear that ManpowerGroup’s forecasts
and predictions of those trends have been right
on track. [FIGURE 1]
The trends identified previously continue to
accelerate and converge, and the full weight of their
impact is being felt by economies, employers and
individuals. Macroeconomic forces continue to
decrease margins, creating the need to do more with
less and elevating human potential as the major agent
of economic growth. Technological evolutions are
redefining how work is done and the skills necessary
to do it. Talent mismatches are increasing with shifting
demographics and the rising sophistication of
employers who look for specific skills to enable their
companies to meet ever-changing consumer needs.
ManpowerGroup was founded in 1948 with a clear mission:
to power the world of work and to build talent sustainability
for the good of companies, communities, countries and
individuals. That commitment has not wavered over the past
65 years, but ManpowerGroup has constantly evolved and
reinvented itself to anticipate trends in the changing world of
work. When ManpowerGroup was founded, business was
transactional and globalization was not part of the vernacular.
Since then, economies have shifted from being predominantly
industry-focused to service-focused. ManpowerGroup
recognizes that agility and flexibility, while anticipating the world
of work trends and keeping pace with the continued shifts in
the marketplace, are essential for companies to succeed in an
uncertain environment.
This ability to anticipate the evolving and increasingly more
complex demands of its clients (ManpowerGroup was the first
company to identify the Human Age and understand the
implications of talent becoming the key competitive
differentiator for all businesses), was the key motivation behind
ManpowerGroup’s decision to refresh its brand and simplify its
business. ManpowerGroup has evolved quickly to meet
clients’ needs — delivering faster time-to-value, a better and
more differentiated suite of workforce solutions, and
possessing the ability to react more swiftly to changes in
the marketplace.
At ManpowerGroup, we have the insight, experience, strategy
and energy to build momentum for our clients.
TOGETHER, WE WILL WIN IN
THE HUMAN AGE
SIMPLIFY TO WIN IN THE HUMAN AGE | 2
3. PAST PROJECTIONS OF FUTURE
FORCES HAVE BEEN RIGHT ON TRACK
2008
Reconfigurin
g
2009
Preparation for
a
NewNormal
2010
En
teringtheHumanAg
e
2011
Adjustment to
a
NewEcosystem
2012
2013Leading in the Human Age
Our most recent effort to understand the forces that
impact the world of work includes the resegmentation
of markets, economic shifts that have grown out of
changing demographics and talent shortages, the
rise of technology worldwide, and certain
uncertainty. Taken together, these forces
underscore the need for companies to
reinvent themselves as flexible and
adaptable Human Age
corporations.
Foreca
st & Implication
s 2012: Adjusting to a New Ecosystem: Human Age
Two years ago we identified the Human Age as the dynamic that would
define the world of work. It has, and it will continue to do so. The only
difference is that now more and more companies are realizing just how much
human capital contributes to their ability to compete.
2011: Entering the Human Age
Three years ago we introduced the world to the notion that human potential—
not technology or product development—would become the major agent of
economic growth.
2010: Preparing for a New Normal in the World of Work
In 2010 we looked ahead to major shifts that would impact the supply of
and demand for talent. We anticipated a deepening of the Talent Mismatch,
alongside increased power among those with the most in-demand skills.
At the same time, rising consumer sophistication would compel companies
to deliver greater value with fewer human resources. Addressing these
dynamics could be facilitated by technology, as long as businesses knew
how to leverage it.
2009: Reconfiguring the World of Work
With the global economic recession well under way, our 2009 effort took
a look at shifting market dynamics through the lens of turbulence. We
anticipated, for example, the clash between different generations in the
workplace and mounting frustration among young people who lack access
to opportunity. This also marked the first time we formally acknowledged the
evolving power of data mining and its implications for work—a topic which is
widely discussed in our industry today.
2008: World of Work: Dynamics Forecast and Implications
Our earliest effort to formally build predictions into our business strategy
identified a series of shifting dynamics that would ultimately inform our work
for years to come. For example, we predicted that changing demographics
would seriously alter the availability of talent in OECD countries. Six years later,
we are seeing this play out in dramatic ways.
FIGURE 1
SIMPLIFY TO WIN IN THE HUMAN AGE | 3
4. Employers and employees are increasingly selective, elevating the
need for one-size-fits-one solutions. [FIGURE 2]
Last year, ManpowerGroup highlighted that macroeconomic forces
are getting stronger — making uncertainty the only certainty. The
forces shaping the volatile and unpredictable Human Age — the
transformational new era ManpowerGroup identified in 2011 — have
grown more intertwined, pushing and pulling in different directions so
that they are difficult to separate, much like a Gordian Knot. One year
later, the Gordian Knot has tightened as the employment ecosystem
has become exponentially more complex:
• A Shift from Capitalism to Talentism has Taken Hold:
Talentism, with talent and human ingenuity as key drivers of
growth, is now unequivocally the dominant force behind economic
progress. At the same time, talent is difficult to find, threatening
companies’ ability to compete and succeed. Organizations that
unlock and unleash the potential of their people, and develop
and leverage their talents and skills by adopting one-size-fits-one
approach are better prepared to execute business strategy and
win in the uncertain environment.
• Global Readjustment Leads to a State of Perpetual Motion:
The fast-moving economic forces are proving disruptive, making
it difficult for business leaders to anticipate changes and prepare
adequately for the future. Businesses that are complacent cannot
expect to be successful in times of certain uncertainty. The ability
to turn on a dime and shift gears quickly in response to changing
market demands is the key to executing strategy and meeting
business objectives. This marks a significant shift in the way
businesses must operate.
• Technology Shapes the World of Work: Technology has allowed
individuals and businesses to work more productively. Individuals
first used technology to simplify work. The prevalence of new
technologies, and the rapid pace at which they have developed,
has created a number of new jobs while making others obsolete.
The continuous and ongoing technological innovations leave the
marketplace and current systems playing catch-up while affecting,
often disrupting, the way in which employees think and communicate.
The proliferation of new technologies is therefore a double-edged
sword. While it can help drive simplification, it also creates complexity
as it defines how and what work is done, as well as what skills are
necessary to carry it out.
• Bifurcation of Labor Markets: There is a growing divide between
those who have opportunities to participate in the workforce and
those who do not. This means that job-ready talent is hard to find. In
the Human Age, where talent is a key driver of growth, addressing
the pervasive talent mismatch and talent shortage, and developing
and leveraging a sustainable workforce are essential for economic
progress. Countries and companies must focus on developing a
talent pipeline that is aligned with their long-term strategy and
economic goals. Leaders, who want to win in the Human Age, must
not only develop talent strategies that align to business strategies,
but also that take into account how the talent shortages affect their
current and future workforce needs. [FIGURE 3]
Volatile and unpredictable forces are pushing and
pulling on organizations in the Human Age. Forces
accelerate and converge becoming difficult to separate,
much like a Gordian Knot. The Gordian Knot is
tightening, impeding growth. Leaders must loosen the
Gordian Knot to improve business performance. They
must simplify organizations to drive agility and flexibility.
Agile and flexible organizations will help confront market
uncertainties and achieve their objectives.
SIMPLIFY TO WIN IN THE HUMAN AGE | 4
5. INNOVATION PRODUCTIVITY SUPPLY DEMAND SYSTEMS RISK/MONITORING
INNOVATION PRODUCTIVITY SUPPLY DEMAND SYSTEMS RISK/MONITORING
INNOVATION PRODUCTIVITY SUPPLY DEMAND SYSTEMS RISK/MONITORING
Business
Approach
65Years Ago
RISK/MONITORING
RISK/MONITORING
INNOVATION
INNOVATION
PRODUCTIVITY
PRODUCTIVITY
DEMAND
DEMAND
SYSTEMS
SYSTEMS
SUPPLY
SUPPLY
Business
Approach
30Years Ago
What
Hasn’t
Changed
Business
Approach
15Years Ago
Business
Approach
Today
• Rooted in Invention
• Product Driven
• Existed Inside the
Company, Proprietary,
Closely Held
• Ownership Driven
• Concept of “Borderless”
Begins to Take Hold
• “Wherever” Driven
• Consumer, Cloud and
Community Inspired
Innovation
• Insight Driven
• Rooted in Solving
Problems (Whether
or Not People Know
They Have Them)
• Static Work Experience
and Expectations
• Internally Driven
• Labor Arbitrage
• Externally Driven
• Technology
and Output
• Opportunity Driven
• Output and People
• Human Driven
• Success is Rooted in It
• Locally Driven
• Nationally and Locally
Driven
• Multi-Nationally
Driven
• Global, Agile, Flexible,
and Mobile with Country
Barriers
• Expect It to be There
• Locally Driven
• Multi-Country Demand
• Multi-Country Demand
• On-Demand, Global
• How Much We Must
Value It
• Face-to-Face Interaction
with Key Influencers
• Relationship Driven
• Media Influence Creates
Demand
• Media Driven
• Expanded Media
Influence through Digital
• New Media Driven
• Crowd/Cloud-Sourced
Influence
• New Reality Driven
• Fluid and Ubiquitous
• It’s the Only Way to
Affect Massive Change
• Strictly Regulatory
• Internally Driven
• Limited Engagement
• Shareholder Driven
• Public/Media Interest
• Semi-Controlled
Transparency
• Stakeholder Driven
• Uncontrolled
Transparency
• Population Driven
• We Still Have to Do It;
Only the Stakes
Have Changed
FIGURE 2
MANPOWERGROUP: 65 YEARS OF FORECASTING
TRENDS IMPACTING THE WORLD OF WORK
SIMPLIFY TO WIN IN THE HUMAN AGE | 5
6. The world of work dynamics ManpowerGroup identified have
intensified. Employers have awakened to the implications of these
trends accelerating and converging. For example, ManpowerGroup’s
2012 Talent Shortage Survey found that employers experiencing talent
shortages were becoming complacent— 56% indicated that unfilled
positions were expected to have little or no impact on their businesses.1
ManpowerGroup warned that this mindset risked putting employers at a
serious disadvantage. The shift observed in 2013 is that the number of
global employers who believed talent shortages would negatively impact
their business had increased by a third from the prior year. In countries
with particularly acute talent shortage problems, many employers
1
http://www.prnewswire.com/news-releases/break-the-crisis-and-complacency-cycle-and-build-the-
right-workforce-manpowergroup-warns-employers-155300465.html
expressed even greater levels of concern. For example, a large majority
of employers facing a skills shortage in China (86%), Hong Kong (86%)
and Japan (85%), believe such shortages have a medium or high impact
on their ability to service clients.2
COMPANIES CHALLENGED TO
LOOSEN THE GORDIAN KNOT
In 2014, there are encouraging indicators that economies are gathering
momentum—stronger growth figures are cited as evidence that 2014
will be a “breakthrough year” for the U.S. economy.3
At the same time,
troubled Eurozone economies, such as Ireland, are emerging from
financial bailout programs.4
ManpowerGroup’s Q1 2014 Manpower
Employment Outlook Survey research5
shows that employers across the
globe expect a cautious yet positive approach to hiring for the first three
months of the year.
The severity of the global recession and the frustratingly muted recovery
that followed, coupled with constant economic, social and political
shifts, have permanently altered the mindsets of business leaders. They
are focused on keeping their organizations as tight as possible rather
than expanding their workforces. They are intent on avoiding the next
external shock that they fear is just around the corner, and believe there
is no reward for taking big risks. No longer are employers expanding
their workforces in anticipation of demand; they are only hiring once
they are actually experiencing demand and are confident that demand is
robust and sustainable. The recession may be in the rearview mirror, but
in many respects the recession mentality still exists.
2
http://www.manpowergroup.com/wps/wcm/connect/manpowergroup-en/home/thought-
leadership/research-insights/talent-sources/2013-talent-shortage#.UsW-xPRDu6M
3
http://www.bbc.co.uk/news/business-25461164
4
http://www.npr.org/2013/12/16/251410113/ireland-exits-bailout-program-but-economy-still-on-
the-mend?ft=1&f=1001&utm_content=socialflow&utm_campaign=nprnews&utm_source=npr&utm_
medium=twitter
5
http://www.manpowergroup.com/wps/wcm/connect/manpowergroup-en/home/newsroom/
news-releases/promising+signs+for+global+hiring+heading+into+2014+according+to+manpower+
employment+outlook+survey#.UsXHZPRDu6M
RESEGMENTATION
OF MARKETS:
Drives need for one-size-fits-one
CERTAIN
UNCERTAINTY:
Drives need for
faster time-to-value
ECONOMIC
EVOLUTION:
Drives talent
mismatch and
talent shortage
TECHNOLOGICAL INNOVATIONS:
Drives the need for increased agility
2014
Accelerating Shifts
in the Human Age
Simplify to Create
Flexibility and Agility
AGILITY AND FLEXIBILITY: THE ANSWER
TO THE ACCELERATING SHIFTS IN THE HUMAN AGE
FIGURE 3
SIMPLIFY TO WIN IN THE HUMAN AGE | 6
7. The challenge for 2014 is how to adapt and evolve in the face of the many
interrelated forces that shape today’s business:
Globally, Economic Growth has Stalled
The world’s economic output is growing. Yet, the vast majority of that
growth is derived from emerging economies, while the pace of growth in
the largest advanced economies is slowing down. Even China, which
continues to grow, is flattening out. [FIGURE 4]
GLOBALLY, ECONOMIC GROWTH HAS STALLED
Year over Year
ECONOMY
Projections
2011 2012 2013 2014
World Output 3.9 3.2 2.9 3.6
Advanced Economies 1.7 1.5 1.2 2.0
Emerging Market and Developing Economies 6.2 4.9 4.5 5.1
SOURCE: IMF World Economic Outlook, October 2013.
This is especially important given the level of investment in China and the
fact that many see the country as a source of labor, imports, exports and
consumers. China’s workforce is aging rapidly — partly a legacy of the
country’s decades-old one-child policy. By 2050, China’s median age will
be 48.7, compared with 34.5 in 2010.6
Acknowledging these economic
and demographic shifts now will give employers time to work out how to
increase their agility to respond effectively.
Oversupply of Labor, Undersupply of Talent
ManpowerGroup has studied the impact of converging demographic
trends and their relationship to the global talent shortage for years. The
2013 ManpowerGroup annual Talent Shortage Survey confirmed the
talent mismatch is here to stay with an oversupply of labor and an
undersupply of talent. However, as previously mentioned, many hiring
6
http://www.economist.com/node/21553056
managers did not seem concerned about this problem. “Sweep it under
the rug, and let my successor worry about it,” best described their
response. And they behaved accordingly. The hiring managers of 2014
are those “successors,” who are now kept awake at night by this talent
conundrum. Notable shifts in the working age populations (shrinking in
North American, European and East Asian countries, ballooning in
sub-Saharan Africa and India), the rise of urbanization, increased
migration, pervasive youth unemployment and a swelling middle-class are
drastically impacting workforce needs. The World Economic Forum
predicts an influx of an additional one billion middle-class consumers in
East Asia, ultimately meaning that growth will shift from being export-led
to being more consumer-driven.7
This reflects an important change in the
goods and services demanded, and will have a significant impact on
talent needed to satisfy that demand.
Business is now global, talent is mobile and government is local —
causing inherent conflicts and friction. Most global employers want to find
the right talent, at the right time and at the right place. Their drive for
talent sources is hampered by locally focused labor market legislation and
protectionism. Individuals expect and demand more freedom to migrate
for better opportunities. As a result, while some employers and countries
may experience an influx of talent, others can be negatively impacted by
talent outflow. Businesses must be able to deal with these frictions and
navigate the changing environment as the issue of geographic mobility will
impact many countries in the coming years. In the Human Age, defined by
the shift from capitalism to talentism, the factor determining companies’
and countries’ competitiveness will be their ability to unleash the potential
of this mobile talent while leveraging local labor regulations. [FIGURE 5]
Unemployment Rates Among Young People Remain Unacceptable
High levels of youth unemployment remain one of the most serious
challenges facing the global economic recovery as the world’s young
people are hardest hit by the social bifurcation of labor markets. Youth
unemployment averages 12.6% worldwide, 2.8 times higher than the rate
7
http://www.weforum.org/news/asian-middle-class-drive-growth
FIGURE 4
SIMPLIFY TO WIN IN THE HUMAN AGE | 7
8. DEMOGRAPHIC FACTORS CONTRIBUTING TO THE TALENT MISMATCH:
THE DEMOGRAPHIC DEFICIT
Many East Asian, North American and European
countries are experiencing rapidly aging populations.
Latin American countries will follow fast.
URBANIZATION
Arguably one of the lesser
talked-about impacts of
urbanization relates to the
lack of available workers in
remote areas.
GROWING MIDDLE CLASS
The influx of an additional 1 billion middle-class consumers
in East Asia ultimately means that growth will shift from
being export-led to being more consumer-driven.
THE SO-CALLED DEMOGRAPHIC DIVIDEND
The youth bulge in some countries may not be capitalized
on (e.g., those in sub-Saharan Africa and possibly even
India) due to inadequate infrastructure and an inability to
create an environment for productive jobs.
MIGRATION
The issue of geographic mobility will present a
major need for services, both within countries
and across countries with a larger number of
emigrants within the China/India/Africa triad.
FIGURE 5 SIMPLIFY TO WIN IN THE HUMAN AGE | 8
9. for adults. In the Middle East, rates average 28.1%8
and in Greece and
Spain, more than 55% of young people are out of work.9
We are
witnessing an entire generation consigned to the sidelines of work, their
career and earnings prospects lowered and their competitiveness
diminished. Unacceptably high levels of youth unemployment negatively
impact the global economy long-term as the pipeline of talent, vital for
delivering time-to-value, shrinks.
Governments, educators, employers and young people themselves have
yet to find a solution. A major contributing factor to youth unemployment
is the troubling reality that today’s youth is not ready for the world of
work. (While 72% of educational institutions believe their new graduates
to be job-ready, only 42% and 45% of employers and graduates
respectively believe they have been adequately prepared10
.) In other
words, while exploding youth populations have created a surplus of
workers in certain parts of the world, many of them lack the proper
education and training to find productive work. Not coincidentally,
employers say that a lack of technical skills and experience are two of
the top three reasons they cannot fill open positions.
8
International Labour Organization, Key Indicators of the Labour Market (KILM), 7th Edition.
9
http://money.cnn.com/2013/07/31/news/economy/eurozone-unemployment/index.html
10
http://careercenterstrategy.com/mckinsey-and-company-report-confirms-grads-not-ready-for-the-
marketplace/
WHY SIMPLIFICATION IS A MUST:
ENHANCE SPEED AND FLEXIBILITY
BY ALIGNING WORKFORCE AND
BUSINESS STRATEGY
The Human Age puts unprecedented value on talent as the main
determinant of business success, forcing leaders to re-examine how
they leverage human potential. Market volatility, compressed economic
cycles, greater pressure for faster time-to-value, increased competition
and higher consumer expectations are the new reality. While it is difficult
for business leaders to forecast and avoid all uncertainty, they need to
focus on factors they CAN control — being flexible and agile to respond
to certain uncertainty.
When business leaders cannot predict the future, they must have an
agile organization to respond rapidly to changes — and the only way
to drive this is to think and act differently, to simplify their organization.
Simplification allows business leaders to make faster decisions and with
a more nimble, agile organization, they can quickly adapt to an uncertain
environment and deliver faster on business objectives. The key to
business relevance in today’s economy is strategic simplification. It fosters
the flexibility and agility companies need to be successful and sustainable.
Most business leaders, incidentally, understand that agility is important
to achieving business goals. According to ManpowerGroup’s 2014
Organizational Agility Survey of more than 18,000 employers in 42
countries and territories, most agree that to some extent their
organizations have demonstrated a commitment to becoming more
agile over the past 12 months. The barriers to achieving organizational
agility most frequently cited by employers are: speed of decision
making, employee commitment, leadership focus, technological
capabilities and workforce capabilities. To overcome these barriers,
they need to commit to simplification.
“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.
SIMPLIFY TO WIN IN THE HUMAN AGE | 9
10. Simplification streamlines organizational structure. It promotes more
efficient processes, reduced costs, faster decisions and improved
technology. Successful simplification can enhance productivity and
efficiency and allow business leaders to achieve strategic goals faster,
even in an uncertain environment.
WHAT CEOs NEED FROM CHROs
TO DRIVE AGILITY
Human Age CEOs set the tone for their organizations. Their leadership
style is adopted and championed by their executive team and reflected in
the organization’s culture. As CEOs focus on delivering business results,
they will rely on other company leaders to help drive and execute the
business strategy throughout the organization. The successful execution
of that business strategy will depend, in great part, on how closely it
aligns with the talent strategy and how closely chief human resources
officers (CHROs), who drive the talent strategy, work with their CEOs. Yet,
companies are still struggling to link their talent strategy to their business
strategy.11
To be fully effective in their roles and help CEOs drive optimum
business results, CHROs need to shift from being internally focused and
program-driven to become more externally focused, and data-and
business insight-driven. In many ways, CHROs need to be their
organizations’ “economists” providing market intelligence on talent supply
and demand, backed by internal and external data.
11
http://www.manpowergroup.com/wps/wcm/connect/04389dcc-fdc5-4c4e-a61d-0b5ce951af49/
Workforce+Strategy+Survey+-+Global+Key+Findings.pdf?MOD=AJPERES
CHROs are tasked with implementing a one-size-fits-one talent
strategy that aligns with and supports an organization’s unique business
strategy and evolving needs. They must analyze those needs, identify
disparities and ensure that the gap between what talent can do and
what the business needs it to do is closed. In addition to focusing on
their organization’s unique talent strategy needs, CHROs must also
apply a one-size-fits-one approach to addressing the needs and
aspirations of individual employees. Simplification should encompass
people practices, work models and talent sources.
With simplified people practices, hierarchies are flattened, leaders
are assigned broader roles, collaboration is promoted, partnerships
are embraced and individual talent is leveraged better, enabling faster
flow of new ideas. Horizontal frameworks and collaborative work
models erase barriers between functional and geographic silos. Such
frameworks facilitate freer sharing of ideas, information, and innovation
across different functions, divisions, organizational “levels,” cultures and
geographies, leading to faster strategy execution.
Organizations that optimize and leverage wider and more diversified
talent sources, including un- and under-employed youth, women,
under-served and hard to-serve populations, migrants and older
workers, gain access to a broader range of perspectives, experiences
and competencies. As ManpowerGroup Chairman and CEO Jeffrey
Joerres said “When you get diversity right, you get diversity of thought
and better results.” A well-executed talent strategy improves
accountability, increases and streamlines collaboration, and leverages
the skills and engagement of all employees. It also fosters talent
sustainability and its alignment with business strategy.
Simplification drives business success.
SIMPLIFY TO WIN IN THE HUMAN AGE | 10
11. In the Human Age, human potential has taken center stage as the
barometer for success of companies and countries. While access to
capital and resources continues to be relevant, (though its significance is
declining) the access to job-ready talent is a much more accurate predictor
of the ability to deliver on business strategy and achieve goals. Having the
right talent in place with the skills, attitude and mindset to enable
organizations to succeed, and being able to retain and develop that talent
is the main charge of CHROs in the Human Age. Unleashing the full
potential of talent is how CHROs drive faster time-to-value.
CONCLUSION: ORGANIZATIONS
CAN LOOSEN THE GORDIAN KNOT
WITH FLEXIBLE AND AGILE TALENT
The urgency with which companies respond to ongoing shifts that lead to
confusion and uncertainty may vary based on geography or industry, but
regardless of these factors, faster time-to-value is on the mind of every CEO.
All organizations in the Human Age also share one common dilemma:
“How do I remain competitive and execute my business strategy in the
face of talent shortage, value/margin compression and economic
uncertainty?” The solution is accessing, mobilizing, optimizing and
unleashing human potential to increase speed and agility.
Simplification is the answer. The Human Age is defined by constant change
and continuous pressure to do more and to do better with less. In order to
succeed in an uncertain environment, companies must deliver on business
objectives. Data can help business leaders prepare for the future, but it
won’t always predict changes. Business leaders must ensure their
organizations are agile and flexible to be able to respond quickly to these
constant and pervasive shifts in the ecosystem. Companies must
challenge themselves to ensure their processes are malleable and nimble
enough to allow for rapid recalibration or change of strategy to improve
performance, and increase productivity and efficiency in the face of
changing market demands.
Executed correctly, organizational simplification results in streamlined
processes, aligned business and talent strategies, improved collaboration,
more effective communication in silo-free organizations and clearer line of
sight to companies’ goals and objectives. Simplification helps employers
loosen the Gordian Knot by giving them the flexibility they need to adapt to
ongoing change, ensuring their long-term sustainability and relevance —
whatever the future may bring.
SIMPLIFY TO WIN IN THE HUMAN AGE | 11