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  • ManpowerGroup

    The Human Age Helping Wisconsin Win the War for Talent

    Kip Wright, Senior Vice President

    Manpower North America

  • ManpowerGroup

    About the Presenter

    2 Wednesday, December 9, 2015

    Kip Wright, Senior Vice President Manpower, North America

    • Oversees ManpowerGroup’s staffing business in

    United States and Canada.

    • Named to Staffing Industry Analysts “Staffing 100”

    list of the most influential leaders in the industry.

    • Previously served as Senior Vice President of

    ManpowerGroup Solutions, whose MSP was

    named the top performer in its category and the

    MSP with the largest global market share by

    Everest Group.

  • ManpowerGroup

    Leadership – My True “Passion”

    3

    The difference between a Boss

    and a Leader:

    - A Boss Says “Go”;

    - A Leader says “Let’s Go”

    Wednesday, December 9, 2015

  • ManpowerGroup

    ManpowerGroup -

    A Unique Perspective on Talent

    Connect over 500,000 people to meaningful work every day

    Nearly 4,000 offices across 82 countries around the world Over 10.5 million people trained

    Over 400,000 clients ranging from small/medium sized

    businesses to Global Fortune 100 companies

    Largest global vendor-neutral MSP provider

    The global leader in Recruitment Process Outsourcing

    The world’s largest IT professional resourcing firm

    The world’s largest outplacement firm

    Over 80% of revenues generated outside the U.S.

    Interviewed 20 million people in 2014

    Over 50,000 employees

    Connected the potential of 4 million people to the ambition of business from the CEO level to the factory worker.

    Wednesday, December 9, 2015 4

  • ManpowerGroup

    Talent - The New Global Currency

  • ManpowerGroup

    “Talentism” is the new “Capitalism”

    “Talentism,” a phrase coined by ManpowerGroup in

    2011, has resonated with talent leaders worldwide

    “The old model was

    Capitalism, the new

    model is Talentism.”

    Klaus Schwab, World Economic

    Forum Founder and Executive

    Chairman, noting that the new

    model will center on human talent!

    Wednesday, December 9, 2015 6

  • ManpowerGroup 7

    In the Era of the Human Age: Talent is the

    Differentiator

    Eras defined by the raw

    materials people bent to

    their will:

    • Stone Age

    • Bronze Age

    • Iron age

    Eras defined by the

    domains that people

    conquered with ever-

    increasing technology:

    • Industrial Age

    • Space Age

    • Information age

    Era defined by the

    ingenuity of individuals

    and of the community:

    • Human Age

    Wednesday, December 9, 2015

  • ManpowerGroup

    Forces of Change in the World of Work

    RISE OF CUSTOMER SOPHISTICATION

    Rising Customer Sophistication

    requires businesses to deliver

    greater value and efficiency.

    DEMOGRAPHICS

    The Talent Mismatch is

    deepening as the working age

    population declines and the

    nature of work changes.

    INDIVIDUAL CHOICE

    Individual Choice will be

    exercised by those with in-

    demand skills. The Rise of

    Voice means business must take

    note of external social forces.

    TECHNOLOGICAL REVOLUTIONS

    Accelerated technology is

    changing where, when and how

    we work. The rate of change is

    unprecedented.

    World of

    Work Trends

    Wednesday, December 9, 2015 8

  • ManpowerGroup

    Shifting Demographics

    • By 2050, Europe will have almost

    twice as many people over the age of

    65, as under 15

    • By 2020, the US economy’s demand

    for labor will outstrip supply by almost

    18 million people

    • By 2050 China’s over 65s will likely

    constitute a population larger than the

    entire population of the United States

    • In North and West Africa, more than

    one-quarter of the population is under

    age 15

    and unemployment rates for young

    people exceed 30%

    World Population

    Wednesday, December 9, 2015 9

  • ManpowerGroup

    The Generational Challenge

    Each generation has different motivations and expectations for work.

    Gen X Pragmatic 1961-1979

    Gen Y Immediacy 1980-2000

    Gen Z Digital natives 2001-Present

    Boomer Idealistic

    1946-1960

    Wednesday, December 9, 2015 10

  • ManpowerGroup

    Shifts to the Human Age

    Today and Beyond

    • The Human Age

    • Talentism

    • Companies chasing workers

    • Employees dictate terms

    • Workers living anywhere

    • Unemployment – specific demand

    • Technology the liberator

    • Open borders

    • 10 to 14 jobs by age 38

    • Agility matters

    • Flexible frameworks

    Yesterday

    • Industrial / information ages

    • Capitalism

    • Workers chasing companies

    • Companies dictate terms

    • Workers living near work

    • Unemployment – over-supply

    • Technology the enslaver

    • Closed borders

    • Job for life

    • Size matters

    • Command and control

    Wednesday, December 9, 2015 11

  • ManpowerGroup

    Talent as a Strategy

    12 Wednesday, December 9, 2015

  • ManpowerGroup

    Talent Shortage The Underlying Trends

  • ManpowerGroup

    U.S. Employers struggle to fill jobs

    Survey revealed 1 in 3 U.S. employers report they are

    experiencing difficulty filling jobs*

    * Results are based on ManpowerGroup’s 2015 Talent Shortage Survey Wednesday, December 9, 2015 14

  • ManpowerGroup

    Level of difficulty filling jobs compared to 2014

    15 Wednesday, December 9, 2015

  • ManpowerGroup

    Top 10 jobs U.S. employers are having

    difficulty filling in 2015

    16 Wednesday, December 9, 2015

  • ManpowerGroup

    Reasons U.S. employers are having difficulty

    filling jobs

    17 Wednesday, December 9, 2015

  • ManpowerGroup

    Strategies U.S. employers are using to overcome

    talent shortages

    18 Wednesday, December 9, 2015

  • ManpowerGroup

    Top ways U.S. employers are adopting

    non-traditional people practices

    19 Wednesday, December 9, 2015

  • ManpowerGroup

    Manpower Employment Outlook Survey (MEOS)

    Q4 Survey (Outlook for Q1 2016)

    Wednesday, December 9, 2015 20

  • ManpowerGroup

    MEOS - National vs. Wisconsin

    Increase Staff

    Levels

    Decrease

    Staff Levels

    Maintain Staff

    Levels

    Don’t Know Net

    Employment

    Outlook

    Q1 2016

    (current)

    21% 6% 71% 2% 18%

    Q4 2015

    (prev qtr)

    24% 4% 70% 2% 16%

    Q1 2015

    (1 year ago)

    19% 7% 72% 2% 15%

    Increase Staff

    Levels

    Decrease

    Staff Levels

    Maintain Staff

    Levels

    Don’t Know Net

    Employment

    Outlook

    Q1 2016

    (current)

    24% 8% 66% 2% 16%

    Q4 2015

    (prev qtr)

    22% 7% 70% 1% 15%

    Q1 2015

    (1 year ago)

    24% 6% 68% 2% 18%

    Wednesday, December 9, 2015 21

  • ManpowerGroup

    Future WI Project Implications of Talent Trends on FWP

    Imperatives

  • ManpowerGroup

    The Future Wisconsin Project:

    A Focused Approach to Driving Change

    Talent Acquisition, Retention, & Development

    Business Competitiveness

    Global Engagement

    Government Effectiveness

    Entrepreneurial Spirit

    Life Quality

    Wednesday, December 9, 2015 23

  • ManpowerGroup

    Talent Acquisition

    What influences candidates

    Wednesday, December 9, 2015 24

  • ManpowerGroup

    Talent Retention & Development

    • Have active programs for logging and passing on key knowledge. This can engage existing talent and help bolster the knowledge of current but more junior employees.

    Knowledge Transfer

    • Onboarding isn’t just the first day or week. Having a multi-month program to get new hires up to speed can help retain good talent and get them up the performance “S-curve” faster.

    Onboarding Programs

    • Sudden departures can cause a scramble to bring in identical talent. Identifying successors and their knowledge/skill gaps can strengthen the skill and engagement of existing talent.

    Succession Management

    • Having a fully fleshed out retention program is important for your entire workforce, but particularly those individuals you don’t want to lose. Un

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