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Manpower Inc. annual survey reveals talent is elusive PDF Print E-mail
Written by EBO Editor   
Monday, 12 July 2010 16:31

Manpower Inc. annual survey reveals talent is elusive - everywhere yet nowhere - as shortages persist in key roles despite perpetual high unemployment worldwide

MILWAUKEE, May 20, 2010 /PRNewswire via COMTEX News Network/ -- Manpower Inc. (NYSE: MAN) today released the results of its fifth annual Talent Shortage Survey, revealing that talent is elusive - it's everywhere yet nowhere, as talent shortages persist in many countries and industry sectors. Thirty-one percent of employers worldwide report having difficulty filling key positions within their organization - a rise of one percentage point from 2009, amidst a perpetual global pool of available workers.

(Logo: http://www.newscom.com/cgi-bin/prnh/20060221/CGTU012LOGO)

The top hardest to fill jobs are Skilled Trades, Sales Representatives, Technicians and Engineers according to the survey of more than 35,000 employers across 36 countries. These are the same top jobs that employers have reported struggling to fill for the past four years, demonstrating that there is an ongoing global mismatch in these key areas.

"As the global economy slowly recovers, employers will remain focused on maintaining financial flexibility and doing more with less," said Jeffrey A. Joerres, Manpower Inc. Chairman and CEO. "Applying the same mindset to their workforce, employers have gotten more specific about the combination of skill sets that they are looking for, not only seeking technical capabilities in a job match, but holding out for the person that possesses the additional qualities above and beyond that will help drive their organization forward. This conundrum is upsetting to the ubiquitous job seeker, who will need to take more responsibility for his/her skills development in order to find ways to remain relevant to the market."

Jobs most in demand in 2010           Jobs most in demand in 2009
    1.   Skilled Trades                   1.   Skilled Trades
    2.   Sales Representatives            2.   Sales Representatives
    3.   Technicians                      3.   Technicians
    4.   Engineers                        4.   Engineers
    5.   Accounting & Finance Staff       5.   Management/Executives
    6.   Production Operators             6.   Accounting & Finance Staff
    7.   Administrative Assistants / PAs  7.   Laborers
    8.   Management/Executives            8.   Production Operators
    9.   Drivers                          9.   Administrative Assistants / PAs
    10.  Laborers                         10.  Drivers

Manpower's Fresh Perspectives paper, "Teachable Fit: A New Approach for Easing the Talent Mismatch", also released today, details how employers should broaden their search for suitable talent by considering industry migrants, location migrants, role changers and workforce entrants. Companies must identify those workers who are best positioned -- thanks to their skills and their personalities -- to benefit from training and development in order to successfully tap into these talent pools and fill gaps in their capabilities.

"Employers, need to recalibrate their mindsets to consider candidates who may not have all the specific skills a job requires and identify people that are teachable," added Joerres. "Candidates may not present the perfect fit right now, but they may possess the flexibility, intellectual curiosity and personality to be able to fill the gaps in their capabilities."

Globally, Employers having the most difficulty finding the right people to fill jobs are those in Japan (76%), Brazil (64%), Argentina (53%), Singapore (53%), Poland (51%), Australia (45%), Hong Kong (44%), Mexico (43%), Peru (42%), Taiwan (41%), China (40%) and Panama (38%). Compared to 2009, employers are reporting that talent shortages are considerably less pervasive in Romania (down 26 percentage points), Taiwan (down 21 percentage points), and South Africa (down 19 percentage points).

Americas

In the Americas, the survey shows that 34 percent of the region's employers are having difficulty filling positions due to the lack of suitable talent available in their markets. This is a decrease of two percentage points when compared to the 2009 survey and is three percentage points greater than the global average.

Vacancies for technicians are the most difficult to fill in the Americas for the third year in succession. Employers are identifying secretaries, PAs and administrative assistants as the second most difficult, followed by laborers and sales representatives in third and forth positions. Employers in Brazil (64%) and Argentina (53%) are having the most difficulty finding staff, while those in the United States (14%) and Canada (21%) are having the least difficulty.

Asia Pacific

Talent shortages in Asia Pacific are ten percent higher than the global average, with 41 percent of the region's employers indicating they are having difficulty filling positions due to the lack of suitable talent in their markets. This is a nine percentage point increase when compared to the 2009 survey.

Employers having the most difficulty finding the right talent to fill jobs are those in Japan (a huge 76%), Singapore, (53%), Australia (45%) and Hong Kong (44%). The talent shortage appears to be least problematic in India (16%).

There remains a clear talent shortage of skilled sales representatives in Asia Pacific, as this job remains the most difficult to fill for the fifth year in succession.

Europe, Middle East and Africa (EMEA)

Across the 18 countries surveyed in EMEA, 23 percent of the region's employers report having difficulty filling positions due to the lack of suitable talent available in their markets. This is a two percentage point decline when compared to the 2009 survey and is eight percentage points lower than the global average.

Those having the most difficulty finding the right talent to fill jobs are in Poland (51%), Romania (36%), Austria and Switzerland (both 35%). The talent shortage appears to be least problematic in Ireland (4%), the United Kingdom (9%) and Norway (11%).

EMEA employers named skilled trades as the most difficult position to fill for the fourth year in succession, followed by sales representatives, and technicians in third place.

The complete results of Manpower's annual global talent shortage survey and Fresh Perspectives Paper Teachable Fit: A New Approach for Easing the Talent Mismatch can be downloaded at www.manpower.com/ResearchCenter.

Note to editors

Manpower Inc. (NYSE: MAN) surveyed over 35,000 employers across 36 countries and territories during the first quarter of 2010 to determine the extent in which talent shortages are impacting today's labor markets. To obtain the full Manpower Talent Shortage Survey results, click on the following link: http://www.manpower.com/ResearchCenter

In this survey, 'skilled trades' refers to a broad range of job titles that require workers to possess specialized skills, traditionally learned over a period of time as an apprentice. Examples of 'skilled trades' jobs include: electricians, carpenters, cabinet makers, masons/bricklayers, plumbers and welders.

About Manpower Inc.

Manpower Inc. (NYSE: MAN) is a world leader in innovative workforce solutions; creating and delivering services that enable its clients to win in the changing world of work. With over 60 years' experience, Manpower offers employers a range of services and solutions for the entire employment and business cycle including permanent, temporary and contract recruitment; employee assessment and selection; training; outplacement; outsourcing and consulting. Manpower's worldwide network of nearly 4,000 offices in 82 countries and territories is the largest in the industry and enables the company to meet the needs of its 400,000 clients per year, including small and medium size enterprises in all industry sectors, as well as the world's largest multinational corporations. The focus of Manpower's work is on raising productivity through improved quality, efficiency and cost-reduction across their total workforce, enabling clients to concentrate on their core business activities. Manpower Inc. operates under five brands: Manpower, Manpower Professional, Elan, Jefferson Wells and Right Management. More information on Manpower Inc. is available at www.manpower.com.

SOURCE Manpower Inc.



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Employer brand in India: A strategic HR tool PDF Print E-mail
Written by EBO Editor   
Friday, 23 April 2010 14:35

“Employer brand is about capturing the essence of an organization in a way that engages current and prospective talent. It expresses an organization’s ‘value proposition’—the entirety of its culture, systems, attitudes and employee relationships, providing a new focal point for the company.”


Manmohan Bhutani, Vice President, People and Operations, Fiserv India

Introduction
Today, an effective employer brand is essential for competitive advantage. Increasingly, Indian corporations are becoming intentionally strategic to utilize the employer brand to attract and retain talent and, ultimately, to expand and grow. To gain an understanding of how the concept of employer brand is being leveraged by multinational corporations with operations in India, the Society for Human Resource Management (SHRM) interviewed Indian HR executives in three diverse industry sectors: 1) the banking and financial services industry (BFSI), 2) global supply chain solutions, and 3) clinical research organizations (CRO). Their stories reveal an intense focus to connect with their Indian marketplace by using many strategies successfully demonstrated in the global marketplace.

  • Banking and financial services industry (BFSI) | Manmohan Bhutani, Vice President, People and Operations, Fiserv India | www.fiserv.com
  • Global supply chain solutions | Vijayan Pankajakshan, Director – Human Resources, CHEP India Pvt. Ltd. | www.chep.com
  • Clinical research organizations (CRO) | Mukund Mandayam, Director, Human Resources, Quintiles India | www.quintiles.com

This article provides a glimpse into the world of three specific Indian companies—each relatively new in India—and offers an insider’s view of their respective challenges, benefits and opportunities to develop and promote their employer brand to gain market share in India. Written at a meta level, giving a broad perspective, and based on research studies and on-the-ground experience in India, this article presents insight into the employer brand as a differentiator for talent management in India. Though it is not intended to exclusively represent the employer brand experiences of all Indian corporations, this information will be of interest to both Indian and non-Indian HR professionals: Indian corporations seeking to learn more about the value proposition of the employer brand from an HR perspective, multinational corporations exploring doing business in India, and non-Indian HR professionals and organizational leaders learning about evolving human resource management practices in India.


“The rise of India, Inc. can be summarized in four words: from local to global.”
Nirmalya Kumar, India Unleashed, 2009

To read the full report please click here>



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If pay and benefits are not a priority, what is? PDF Print E-mail
Written by EBO Editor   
Monday, 18 January 2010 08:39
Companies are being forced to change their approach to attracting and retaining talent in the light of the global recession.

The recent International HR Barometer survey, polling over 550 senior HR management professionals across 17 countries, conducted by The Scala Group, The ACE Network and supported by international law firm Salans, showed that only 25% of respondents felt that enhancing pay and benefits would assist companies to navigate their way successfully through the downturn. A much higher importance - 63% - was placed on skill and capability development of employees.

The survey also showed that increased communication (65%) and employee engagement (51%) were ranked as the key drivers to ensuring companies were in the best possible position with their staff to not only survive the downturn, but be prepared for the upturn. Interestingly, over 56% of respondents felt that tackling poor performance was still needed in companies.

Janice Caplan, Founding Partner of The Scala Group, comments, “In contrast to previous recessions, UK companies are clearly dealing with the crisis in an increasingly sophisticated way, through focusing on skill and capability development as the means to achieving business recovery.”

Barry Mordsley, Global Co-Head of the Employment Group at Salans, added, “Many companies may have taken the easy road and used cost reduction directives as the reason to tackle poor performance. What the survey shows is that from an HR perspective, tackling employee performance issues head on, at any stage of the economic cycle, remains one of the best ways to ensure business strategy stays on track.”


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Economic Conditions Snapshot, November 2009: McKinsey Global Survey results PDF Print E-mail
Written by EBO Editor   
Thursday, 12 November 2009 13:12
In Economic Conditions Snapshot, November 2009: McKinsey Global Survey results, Executives’ optimism about the economy continues to climb, especially in emerging markets and in developed economies in Asia. Executives are a little less sure about their companies’ prospects and say low consumer demand is the biggest barrier to growth.

To read the full article please click here>


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Do you have the necessary Googliness? PDF Print E-mail
Written by EBO Editor   
Friday, 30 October 2009 11:05
Google is the most popular company in the world — at least in that portion of the world made up of 120,000 final-year business and engineering students at leading universities in Europe, North America and Asia. After all, who wouldn’t want to work at a company that promises former neurosurgeons and alligator wrestlers as colleagues, on-site massages, the chance to invent products that could be used by millions of people — and a free lunch?

To read an editorial by Carly Chynoweth  on Times Online about Universum's recently released Top 50 Employers List please click here>


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