entering the human age from capitalism to talentism

ENTERING THE HUMAN AGEFrom Capitalism to Talentism

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Connect over 500,000 people to meaningful work every dayNearly 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 12 million people in 2010

Over 30,000 employees

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

ManpowerGroup Proprietary Information

Ranked highest in scale, technology capability and global delivery footprint in their 2011 report

Globally Recognized Leader

Recent Accolades

America’s Most Shareholder-Friendly Company for fourth year in a row

First in Social Responsibility and Global Competitiveness among staffing industry

Ranked 1,440th on the 2010 Global 2000

Named to the Dow Jones Sustainability Index third consecutive year

Ranked 143rd on the 2010 Fortune 500

Listed on FTSE4 Good Index Series

Manpower Inc. RPO offering ranked in top 5 in HRO Today’s Global Market Leaders List

Manpower Japan helped Apple reach its goal of 90 percent customer satisfaction at its call center in Sapporo

Ethisphere named Manpower Inc. one of the Most Ethical Companies for 2011.

One if the Greenest Big Companies in America

Ranked #1 in global RPO revenue

Ranked top overall MSP performer by buyers and suppliers in their 2010 report.

Ranked #1 in Industry: Temporary Help on Fortune’s list of the World’s Most Admired Companies


We’ve evolved as you’ve evolved…

We’re evolving again to help you win in the Human Age…

1948 2011

Temporaryhelp agency

“Fire engine”company

(used inemergencies)

Workforcemanagement

services

Employmentservicescompany

Innovativeworkforcesolutionsprovider


Macro-Economic Forces Changing the World

7

7

The Global Readjustment

Social Bifurcation

Talentism

TechnologicalRevolution


50%

The post-recession brings new challenges

X2More than 190 million people live outside their countries of birth – 3% of the world's population. Roughly one of every 35 persons in the world is a migrant, and their number is growing at almost 3% annually

190 mio

If Facebook were a country, it would represent the third largest country in the world

3rd

By 2050, Europe will have almost twice as many people over the age of 55, as under 15.

BRIC countries represent 40% of the worldwide population and 50% global economic growth. By 2020, their GDP will more than double .


Capitalism Talentism

The implication is that talent - as capital once was - is becoming the scarce resource in the economic world and a nation or

corporation’s means of attracting, mobilizing and liberating talent will be a key competitive differentiator.

Human potential will be the major agent of economic growth, and how to unleash then leverage that potential will be the key

question organizations will need to answer

Talent is emerging as the new “IT”


The world is entering a new era…Eras defined by the raw materials people bent to their will.

Eras defined by the domains that people conquered with ever-increasing technology.

Stone-Bronze-Iron Age

Industrial Age

Information Age


The Human Age

Era defined by the ingenuity of individuals and of the community.

The world has entered a new age and it’s having profound effects on

people. It will be the power of human potential that drives

companies and communities forward.

Human Potential will become the major agent of economic growth,

as the world’s only source of inspiration and innovation.

This is creating complexity and opportunity in the marketplace


ManpowerGroup World of Work Trends:Indicators of the Human Age

Source: Manpower Inc.


Demographics and the talent mismatch are increasing the pressure to find the right skills in the right place at the right time as working age populations decline, economies rebound, emerging markets rise, and the nature of work shifts.


Pilot shortages continue to plague India’s airline industry Financial Times

TALENT RACE: UBS FILLS KEY ASIA POST

Wall Street Journal

BEWARE TALENT

CRUNCH IN

ELECTRONICS

International Business Times

PLUMBERS SLIP THROUGH THE CRACKSThe Australian

Employers urge migration cap caution, worry skills shortage could send UK jobs overseasAssociated Press

Talent Shortages Continue Despite Global RecessionInternational Business Times

SKILLED JOBS

‘LOST’ IN

RACE FOR A

DEGREE

Daily Mirro

r

MINISTER LAMENTS SKILLS SHORTAGE

Jakarta Post

Firms Battle

To Fill Roles Despite Jobless Jump

Waikato Times

NEW MANAGEMENT TALENT CRUNCH LOOMS

Newsweek

THE BATTLE FOR BRAINPOWER The Economist

High Unemployment ‘is

due to skills

mismatch’

Reliable Plant

Construction holds key to rebuilding

jobs market Financial Times

Factory Jobs Return,

but Employers Find

Skills Shortage

New York Times

India: DesperatelySeeking TalentBusinessweek

Gray Matters in Booming China

Wall Street Journal

China proves toughest

frontier fo

r India’s

outsourcers

Financial Tim

es

Search

for a

workab

le solutio

n

Financial Tim

es

Germany Suffers a Labor ShortageWall Street Journal

Child’s play to nurture next generation of engineers

Financial Times

Yes, the Tech Skills Shortage is RealInformation Week


Lack of resources creates tension on the high demand skills market

Oversupply of low or wrongly skilled resources generates under- employment and unemployment

Source: Confronting the Talent Crunch: A Manpower White Paper

Demand for skill

Supply of skill

The Talent Mismatch Illustrated


1 in 3 Employers Worldwide Can’t Find TalentPERCENTAGE OF EMPLOYERS HAVING DIFFICULTY FILLING

JOBS DUE TO LACK OF AVAILABLE TALENT

ManpowerGroup 6th Annual Talent Shortage Survey


1

2

4 9

8

5

7

3

10

6Japan (80%)

India (67%)

Taiwan (54%)

Romania (54%)

USA (53%)

New Zealand (46%)

Argentina (52%)

Turkey (51%)

Switzerland (48%)

Brazil (57%)

Globally, employers report the most difficulty filling positions in the following countries:

GLOBAL RESULTS


36% of Belgian employers have difficulties in filling jobs as a result of talent shortage.

Manpower Talent Shortage Survey (2011)


Technicians1

Sales Representatives2

3

Engineers4

Laborers5

Management/Executives6

Secretaries, PAs, Administrative Assistants & Office Support Staff

10

Accounting & Finance Staff7

IT Staff8

Production Operators9Skilled Trades Workers

GLOBAL RESULTS:Top 10 Jobs Employers Are Having Difficulty Filling


Technicians1

Sales Representatives2

3

Engineers4

Laborers5

Management/Executives6

Secretaries, PAs, Administrative Assistants & Office Support Staff

10

Accounting & Finance Staff7

IT Staff8

Production Operators9Skilled Trades Workers

20

Belgium - Top 10 Jobs Employers Are Having Difficulty Filling


Belgium - Impact on Stakeholders


22

Belgium - Reasons for Difficulty Filling Jobs


What strategies are you pursuing to overcome these difficulties?23

Belgium - Overcoming the Talent Shortage


Individual Choice is eliminating the one size fits all approach and elevating the need for one size fits one.


One Size Does Not Fit All

Traditionalist

Born 1928-1945

Boomer

Born 1946-1964

Generation X

Born 1965-1979

Generation Y

Born 1980-1995

Tammy Erickson, Photo Credits; Alfred Eisenstaedt, Getty Images, People Magazine, Padre Steve

PragmaticPragmatic ImmediacyImmediacyIdealisticIdealistic

Each generation approaches work differently, shaped by the economic, social and political forces of their time.

Hierarchical Hierarchical


Job for life is not any more popularJob hopping is the new trend

Manpower Belgium survey – 2011

6,4 vs 3,1

How many employers do you expect to have once you reach the age of retirement?How many employers did you effectively have at the end of your career?


Skilled individuals – in increasingly short supply – will dictate their terms to employers, of how, where

and when they work

They will gravitate toward industries which offer the best commitment to corporate sustainability, and offer the best career development options


Customers have more access to information, experts and lower cost channels which increases visibility and subsequent pressure on companies to deliver value. Employers have become more sophisticated in assessing their workforce and are looking for specific skills that enable their companies to do more with less to meet ever-rising consumer needs


In a global inter-connected world your customers know more and expect more.


30ManpowerGroup Proprietary Information

Job titles with corresponding

salary ranges are supplied

anonymously by both companies and

employees

Company-supplied shots as well as any

photos that employees have

chosen to upload to glassdoor.com or

share on Facebook

Company rating, accolades, and a CEO rating (by site members) but focuses more on the uncensored text reviews from a company’s applicants, employees and alumni

Uncensored, detailed accounts (written by site members) of a company’s interview process and the overall experience of the applicant

In a global inter-connected world, your customers know and expect more

Rapidly changing technology and greater global arbitrage increases individuals’ and organizations’ choice of where, when and how work is performed, and with whom.


It allows the talented individual to undertake professional jobs anywhere in the world, and gives employers access to talent on a global scale

Technology is a great liberator of global potential


Technology has long transformed the way we work

Talent can be virtually accessed anywhereCompetition is everywhere


Job hopping

We Know it’s Resonating!

CEO of Manpower: We Have Entered “The Human Age”


So, what…?

Winning in the changingworld of work requires aNew Way of thinking about and approaching your workforce.


ManpowerGroup has found that:

• 46% of HR leaders globally consider their talent gap a risk to achieving their business strategy

• Just 27% of HR leaders feel their business has the talent it needs to win

• Only 25% of HR leaders feel their current workforce is agile enough to react to future market forces

Are you prepared?


The Human Age is Creating Complexity

• There are new demands for:ProductivityInnovationTalent


Structural changes are causing a fundamental shift requiring

40

• The redesign of business models

• The redefinition of value propositions

• The reinvention of social systems


This means you need to re-examine your assumptions about:

Talent Sources

People Practice

s

Work Models


How Will You Unleash Your Workforce’s Potential?

Work Models

People Practices

Talent Sources

• Today’s practices were created with out-dated assumptions – so why are will still using them?

• What new practices will we need in order to attract, develop and retain the talent?

• How will you improve your talent supply?• What talent strategies do I need to reach undertapped

and untapped talent pools?

• How do we manage the talent ecosystem to drive productivity?

• How do we manage a diverse and virtual workforce?• How do we inject flexibility into our workforce mix?


Work Model Trends• Specialization of Work – more and more segmentation and specificity

of work being demanded, particularly of knowledge work.

• Extreme Specialization of Work – dividing work into smaller and smaller tasks and distributing them via the Internet to many people

• Virtualization of Work – increasingly work is being performed from home by fulltime remote workers or contractors choosing more flexibility to choose when how and where they work

• Increase of Freelancers – more people are willing to work on an outcome basis so that they can choose the work that they want to do, even at the risk of not being paid.

• Shift from Employee to Contestant – a rapid rise of virtual marketplaces pitting contestants against each other to win work


People Practices

Need to rethink:• What is a job vs. job description vs. success profile?• What is an employee?• What is leadership? • What is development?• How do we pay and for what?• How do we drive productivity and innovation through our people

practices?• What are the new ways of thinking about and approaching work to

accelerate business performance and get access to the talent we need?

Management theory and people practices of today were developed in the 20th century, before globalization, desk top computers, PDAs and the transparency created by the web.


Talent Sources: Managing the Talent Ecosystem

PermanentEmployees

CrowdOutsourcedTalent Pools

ContractTalent Pools

ConsultantTalent Pools

RetiredTalent

?Communities

ContingentTalent Pools


Do you have a Workforce Strategy Aligned to your Business Strategy?


Are you ready for

THE HUMAN AGE

can help you….


Demographical changes & Talent Mismatch

Individual choice

1 . How my business & organisation will be impacted by these trends?

Rising customer sophistication

Technological revolution


2. How do I face the new challenges of The Human Age?

Organise talent• Do I have the right work models in

place to unlock the human potential that will drive my business forward?

• How do I inject flexibility in my workforce mix?

Attract talent• Have I identified the skills and talent

that will be critical to my business?

• Is my employer brand strong enough to attract new talent?

Develop talent• Am I using technology to liberate

human potential? What about social networks?

• How can I ensure the talent I have, fits my business models, now and in the future?

Manage talent• Am I earning loyalty, respect and

engagement from my employees?

• How do I manage a diverse and virtual workforce in an increasingly volatile and shifting world? Which leadership style & people governance will suit the Human Age?


“Companies who are able to harness the passion and innovation of the human spirit will be those that will win in this new and complex world where we have to do more with less”

Jeff Joerres, Chairman & CEO ManpowerGroup

World Economic Forum, Davos 2011


More insight & vision?

www.manpowergroup.com/humanage


Innovative Workforce Solutions that Power the World of Work


entering the human age from capitalism to talentism

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