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From Capitalism to Talentism

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1 From Capitalism to Talentism
ENTERING THE HUMAN AGE From Capitalism to Talentism ManpowerGroup (NYSE:MAN), world leader in innovative workforce solutions, announced at the World Economic Forum (WEF) in Davos, Switzerland, the dawn of a new world era; the Human Age.

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3 Do you know? Connect over 500,000 people to meaningful work every day
ManpowerGroup Proprietary Information Do you know? 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 The world’s largest outplacement firm Over 30,000 employees The global leader in Recruitment Process Outsourcing Interviewed 12 million people in 2010 The world’s largest IT professional resourcing firm Over 80% of revenues generated outside the U.S. Over 400,000 clients ranging from small/medium sized businesses to Global Fortune 100 companies Largest global vendor-neutral MSP provider Connected the potential of 4 million people to the ambition of business from the CEO level to the factory worker.

4 Globally Recognized Leader
ManpowerGroup Proprietary Information Globally Recognized Leader Recent Accolades Ranked #1 in Industry: Temporary Help on Fortune’s list of the World’s Most Admired Companies Named to the Dow Jones Sustainability Index third consecutive year Ranked top overall MSP performer by buyers and suppliers in their 2010 report. Listed on FTSE4 Good Index Series Ranked #1 in global RPO revenue First in Social Responsibility and Global Competitiveness among staffing industry Manpower Inc. RPO offering ranked in top 5 in HRO Today’s Global Market Leaders List America’s Most Shareholder-Friendly Company for fourth year in a row Ranked highest in scale, technology capability and global delivery footprint in their 2011 report Manpower Japan helped Apple reach its goal of 90 percent customer satisfaction at its call center in Sapporo One if the Greenest Big Companies in America Ethisphere named Manpower Inc. one of the Most Ethical Companies for 2011. Ranked 143rd on the 2010 Fortune 500 Ranked 1,440th on the Global 2000

5 ManpowerGroup Proprietary Information
We are pioneering what it means to be an innovative workforce solutions company not only for our industry, but for the wider business services sector and ultimately for the benefit of our existing and future clients and candidates. We have an unmatched global footprint with local expertise and understanding of each market in which we work, and take a holistic view of the world of work – gained by interviewing more than 12 million people each year and working with hundreds of thousands of companies of all sizes globally. This insight means we have a deep understanding of human potential and are uniquely positioned to offer innovative workforce solutions that help organizations and individuals win.”

6 We’ve evolved as you’ve evolved…
ManpowerGroup Proprietary Information We’ve evolved as you’ve evolved… 1948 2011 Temporary help agency “Fire engine” company (used in emergencies) Workforce management services Employment services company Innovative workforce solutions provider We have been helping you all along… We were there for you when you needed temporary help… As you’re needed more HR support, we were there for you with RPO… As the economy up and downturns, we were there for you with outplacement, workforce productivity, flexibility and efficiency services… And as talent becomes the new “it” - - we’ve evolved again… to help you win in the Human Age… [ This evolution of the Manpower Inc. brand is designed to respond to this new world era, and marks the next chapter for a company that has pioneered what it means to deploy innovative workforce solutions. We’re evolving again to help you win in the Human Age…

7 Macro-Economic Forces Changing the World
ManpowerGroup Proprietary Information 7 Macro-Economic Forces Changing the World The Global Readjustment Talentism [Use your TYSP Future Forces section and look for stories/examples that demonstrate trends…] The world is adjusting, and will continue to adjust, due to geo-economic shifts, compounded by the threat of social bifurcation. Emerging markets are rising in power, while developed markets seem to be more challenged, significantly impacted by the demographic landscape. And technology will exponentially increase the transparency and access to information and individuals. I want to talk about what you’re all feeling… through conversations like this, we are able to help distill what you’re feeling… The global readjustment is about shifts in economic power and dynamics at play forcing companies to look at their decisions around talent When you look at what is happening in different countries around the world, increased protectionism, increased spread between the “haves” and “have-nots” … China for example is tuned into this and has built a middle class at a pace never seen before – at Manpower, we look at this and think about what it means to talent and the implications to companies and individuals and offer solutions to navigate and succeed. Technological revolutions are causing disruptions… The world is changing… Social Bifurcation Technological Revolution 7 7

8 The post-recession brings new challenges
ManpowerGroup Proprietary Information The post-recession brings new challenges 190 mio X2 By 2050, Europe will have almost twice as many people over the age of 55, as under 15. More 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 50% 3rd BRIC countries represent 40% of the worldwide population and 50% global economic growth. By 2020, their GDP will more than double . If Facebook were a country, it would represent the third largest country in the world

9 Talent is emerging as the new “IT”
ManpowerGroup Proprietary Information 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 We have concluded that Talent is the new it - - Being involved in this everyday, we have invented / coined the term “Talentism” because “Capitalism” is shifting to “Talentism,” where it matters less if countries and companies can access the capital they need and more if they can attract the talent they need to win. Think back to the McKinsey paper 10 years ago that concluded that there will be a “war for talent” - - and what they meant by that was, it’s a war for key talent - - so if you have ie: “3 good executive leaders” you’ll be fine. What Manpower has identified as different about this time – is that there is a “war for talentS” - -and what we mean by that is that now, every position is important! Margins are SO compressed that it matters all the way from having the right executives you need through to having the right janitor in your company. Everyone is having to do more with less, so organizations have gotten SO specific about that types of skills – not just technical skills – that they need in each role, that now it’s about getting the right/best (as defined by the organization) talents they need to achieve their goals. These are the issues facing our clients. So, if all that matters now is talent, talent is emerging as the new “it.” This is why you, as business leaders, need to raise this issue in your company. What is Talent “Talent isn’t just people, it’s more than people” added Joerres. “It’s the person that fits what you need right now; the skills, the behaviors, the way of operating; the ability to operate in a chaotic, global environment. Talent is specific. In the past, for companies to grow their business, they needed access to capital. What we’re seeing now and what we’re hearing from the companies we’re dealing with is that in order to get ahead you have to have access to talent – not just capital. As this process evolves, we’ll see capitalism shifting to talentism, and access to talent, rather than capital, become the definitive competitive advantage.” Talent is emerging as the new “IT”

10 The world is entering a new era…
ManpowerGroup Proprietary Information The world is entering a new era… Eras defined by the raw materials people bent to their will. Information Age Industrial Age Human age will bring bring complexityneedf for : innocation, procutivity . Those who can optimize human potntail will be the sinngle most imporatnt determinatnof future business success and grwoth.n potentail will be the winnners For example, China just released their 10 year master plan for talent development: couple highlights: Shift populatin dividend to talent dividend (less about # and more about qwuality) 2. ehapzise attracting human capital forom former strategy of attracting finincail captiasl Move from made in china to created in china to change mindset of their people They see this as key competitive differentiator We are entering an new era and it is creating complexity and opporutnity in the marketplace and more specifically in the wow Stone-Bronze-Iron Age Eras defined by the domains that people conquered with ever-increasing technology.

11 This is creating complexity and opportunity in the marketplace
ManpowerGroup Proprietary Information The Human Age 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. Era defined by the ingenuity of individuals and of the community. Human age will bring bring complexityneedf for : innocation, procutivity . Those who can optimize human potntail will be the sinngle most imporatnt determinatnof future business success and grwoth.n potentail will be the winnners For example, China just released their 10 year master plan for talent development: couple highlights: Shift populatin dividend to talent dividend (less about # and more about qwuality) 2. ehapzise attracting human capital forom former strategy of attracting finincail captiasl Move from made in china to created in china to change mindset of their people They see this as key competitive differentiator We are entering an new era and it is creating complexity and opporutnity in the marketplace and more specifically in the wow This is creating complexity and opportunity in the marketplace

12 ManpowerGroup World of Work Trends: Indicators of the Human Age
ManpowerGroup Proprietary Information ManpowerGroup World of Work Trends: Indicators of the Human Age Manpower has identified these World of Work trends as indicators that we are entering the Human Age We see so much of this change. Organizations that focus only on an annual hiring plan, rather than considering the implications that these trends and changes will have on their workforce longer-term, will be in trouble… Implications to you… The pressure to do more with less has intensified, increasing competition. Technology is enabling the rapid and unfiltered exchange of opinions, ideas and innovation. Power is shifting from employer to individual, requiring a one size fits one approach and engagement on a human level. The shifting demographic landscape is creating a talent shortage; making it extremely difficult to find the right talent in the right place at the right time. ****** Global forces, including the recession, rapid technological development, a shifting demographic landscape and the rise and fall in power of emerging and developed markets are conspiring to bring about the Human Age, and the velocity of change is increasing. As organizations and governments realize that the only path to success is through unleashing human potential, and providing an appropriate environment in which to do so, the motivations and preferences of individuals will become increasingly important. Technology and the growth of social media have led to a new level of transparency and the ability to directly engage and have a human-to-human conversation with almost anyone – whether as employer to employee or retailer to consumer. Source: Manpower Inc. 12

13 ManpowerGroup Proprietary Information
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. In an economic environment where organizations are pressured to do more with less, businesses and governments will continue to demand more specific skills and behaviors. The pressure to find the right skills in the right place at the right time will increase as working age populations decline, economies rebound, emerging markets rise, and the nature of work shifts. This will intensify the skills mismatch IMPLICATIONS Organizations need an agile talent strategy to attract and retain the talent required to achieve their business strategy • Leadership requires a shift in definition and investment • Critical skill shortages will accelerate the mobility of workers and work • Demographic shifts will increase the pressure to keep older workers engaged in the workforce longer • Bifurcation of the workforce by skills and demand is accelerating • Continuous training and development of the workforce will be required in order to maintain a job-ready workforce • Government will play a larger role in navigating the skills mismatch By 2020, the US economy’s demand for labor will outstrip supply by almost 18 million people. Only 1 in 4 Chinese graduates is meeting the expectations of their employer, forcing companies to look abroad for their talent. Specificity of jobs like we’ve never seen before Companies can’t afford “idle hands on deck” - - idle hands = COSTS France, Japan, Italy – are in trouble - - they have the highest (amount) aging population and the lowest immigration… Japan is now looking at Dahlian (the “Silicon Valley” of China) for talent Mexico – growth rate going down - - Russia – engineers - - going down… CONUNDRUMS … If you’re going to grow our business… why would you do in a place Draw industry parallels: ie: Ball Corp… as manufacturer of cans… you wouldn’t say you’re going to grow by X% without understanding what the available supply of aluminum is… WHY WOULD YOU DO THAT WITH TALENT???? Statoil example - - WRONG ASSUMPTIONS>>> NEED TO BE LOOKING AT THE DATA…. Need to re-think assumptions… needed oil engineers… planning to get them from Russia - - showed them the data - - graduate rate of engineers - - declining!!!!! SO - - Who is going to own this??? For most of the twentieth century, the assumption that the working-age population would continue to grow formed the basis for future workforce planning. However, this assumption simply no longer holds. Most countries around the world are experiencing a significant decline in the rate of growth of the 1 out of every 10 persons is 60 years old or above; by 2050, 1 out of 5 will be 60 or older. working-age population

14 TALENT RACE: UBS FILLS KEY ASIA POST
ManpowerGroup Proprietary Information THE BATTLE FOR BRAINPOWER The Economist Construction holds key to rebuilding jobs market Financial Times Yes, the Tech Skills Shortage is Real Information Week PLUMBERS SLIP THROUGH THE CRACKS The Australian Search for a workable solution Financial Times Pilot shortages continue to plague India’s airline industry Financial Times BEWARE TALENT CRUNCH IN ELECTRONICS International Business Times Gray Matters in Booming China Wall Street Journal Factory Jobs Return, but Employers Find Skills Shortage New York Times TALENT RACE: UBS FILLS KEY ASIA POST Wall Street Journal NEW MANAGEMENT TALENT CRUNCH LOOMS Newsweek Firms Battle To Fill Roles Despite Jobless Jump Waikato Times China proves toughest frontier for India’s outsourcers Financial Times High Unemployment ‘is due to skills mismatch’ Reliable Plant Employers urge migration cap caution, worry skills shortage could send UK jobs overseas Associated Press Talent Shortages Continue Despite Global Recession International Business Times SKILLED JOBS ‘LOST’ IN RACE FOR A DEGREE Daily Mirror We recognize that employers in different sectors and countries across the world are struggling to find the talent they need to accelerate their business, despite relatively high levels of unemployment, and this is something we are seeing and hearing on a daily basis from our clients and from the media. This suggests that there is a mismatch between the talent that employers need and the talent that is available – in this challenging new era epic shifts are converging to create a complex new environment; the Human Age. MINISTER LAMENTS SKILLS SHORTAGE Jakarta Post Germany Suffers a Labor Shortage Wall Street Journal India: Desperately Seeking Talent Businessweek Child’s play to nurture next generation of engineers Financial Times 14

15 The Talent Mismatch Illustrated
ManpowerGroup Proprietary Information The Talent Mismatch Illustrated Lack of resources creates tension on the high demand skills market Demand for skill Don’t be fooled by unemployment rates… there is an oversupply of labor and an undersupply of talent Can get into need for education… Oversupply of low or wrongly skilled resources generates under- employment and unemployment Supply of skill Source: Confronting the Talent Crunch: A Manpower White Paper 15

16 1 in 3 Employers Worldwide Can’t Find Talent
ManpowerGroup Proprietary Information 1 in 3 Employers Worldwide Can’t Find Talent PERCENTAGE OF EMPLOYERS HAVING DIFFICULTY FILLING JOBS DUE TO LACK OF AVAILABLE TALENT When asked, “What is the one job you are having the most difficulty filling due to lack of available talent?” globally employers named technicians, sales representatives and skilled trades workers most frequently for the fifth year in a row. Technicians moved to the top of the list from third place last year, and skilled trades dropped from first on the list to third. Engineers also remain in high demand (number four on the list), while laborers jumped to the fifth most difficult to fill position. ManpowerGroup 6th Annual Talent Shortage Survey 16

17 ManpowerGroup Proprietary Information
Global Results Globally, employers report the most difficulty filling positions in the following countries: 1 Japan (80%) 6 USA (53%) 2 India (67%) 7 Argentina (52%) 3 Brazil (57%) 8 Turkey (51%) 4 Taiwan (54%) 9 Switzerland (48%) 5 Romania (54%) 10 New Zealand (46%) 17

18 Manpower Talent Shortage Survey (2011)
ManpowerGroup Proprietary Information Manpower Talent Shortage Survey (2011) 36% of Belgian employers have difficulties in filling jobs as a result of talent shortage. Manpower is conduction his Annual Talent shortage Survey The war for talent is strong aroundthe world 18

19 GLOBAL RESULTS: Top 10 Jobs Employers Are Having Difficulty Filling 1
ManpowerGroup Proprietary Information GLOBAL RESULTS: Top 10 Jobs Employers Are Having Difficulty Filling 1 Technicians 7 Accounting & Finance Staff 2 Sales Representatives 8 IT Staff 3 Skilled Trades Workers 9 Production Operators 4 Engineers 10 Secretaries, PAs, Administrative Assistants & Office Support Staff 5 Laborers When asked, “What is the one job you are having the most difficulty filling due to lack of available talent?” globally employers named technicians, sales representatives and skilled trades workers most frequently for the fifth year in a row. Technicians moved to the top of the list from third place last year, and skilled trades dropped from first on the list to third. Engineers also remain in high demand (number four on the list), while laborers jumped to the fifth most difficult to fill position. 6 Management/Executives 19

20 Belgium - Top 10 Jobs Employers Are Having Difficulty Filling
ManpowerGroup Proprietary Information Belgium - Top 10 Jobs Employers Are Having Difficulty Filling 1 Technicians 7 Accounting & Finance Staff 2 Sales Representatives 8 IT Staff 3 Skilled Trades Workers 9 Production Operators 4 Engineers 10 Secretaries, PAs, Administrative Assistants & Office Support Staff 5 Laborers 6 Management/Executives [Insert your country’s top 10 most difficult to fill jobs]

21 Belgium - Impact on Stakeholders
ManpowerGroup Proprietary Information Belgium - Impact on Stakeholders [Insert your country results – Impact on stakeholders]

22 Belgium - Reasons for Difficulty Filling Jobs
ManpowerGroup Proprietary Information Belgium - Reasons for Difficulty Filling Jobs [Insert country results here – main reasons employers are having difficulty filling jobs]

23 Belgium - Overcoming the Talent Shortage
ManpowerGroup Proprietary Information Belgium - Overcoming the Talent Shortage [Insert country results here – what actions employers are taking to confront the talent shortage] What strategies are you pursuing to overcome these difficulties?

24 ManpowerGroup Proprietary Information
Individuals are exercising the power of choice in all situations, choosing for and against opportunities. The increased specificity of skills that employers are seeking, coupled with the increased confidence in choice that individuals are exercising, is profoundly impacting governments, organizations and individuals worldwide. The talent mismatch, combined with the multiple generations in the workforce – who bring a variety of motivations and preferences – has accelerated the shift of power from employer to individual and will change how organizations attract, engage and retain talent. Those individuals with the ability, access and self-motivation will benefit from the shift of power from employer to individual. Those individuals with general, mainstream skills, shared by many, will be marginalized unless they improve their skills and workplace relevance IMPLICATIONS Companies need to better understand individuals’ motivations and work preferences, and the impact they have on their talent strategy – one size no longer fits all – one size fits one • Companies need to understand how to attract, engage and manage the multi-generational workforce • Companies will need segmented candidate attraction models, well-designed people practices and employee experiences to retain the talent they need • Companies’ employer brand and reputation will become increasingly important • Individuals will need to take more responsibility and ownership for their careers and development • Governments and public / private partnerships will play a much broader role in Individual Choice is eliminating the one size fits all approach and elevating the need for one size fits one.

25 One Size Does Not Fit All
ManpowerGroup Proprietary Information One Size Does Not Fit All Traditionalist Born Boomer Born Generation X Born Generation Y Born Hierarchical Idealistic Pragmatic Immediacy More generations in the workforce … means more tensions in the system… Everyone has a story to tell about dealing with this… Would anyone like to share? Each generation approaches work differently, shaped by the economic, social and political forces of their time. Tammy Erickson, Photo Credits; Alfred Eisenstaedt, Getty Images, People Magazine, Padre Steve

26 Job for life is not any more popular Job hopping is the new trend
ManpowerGroup Proprietary Information Job for life is not any more popular Job hopping is the new trend 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? 6,4 vs 3,1 6,4 Job for life is not any more popular Job hopping is the new trend How many employers do you think you would have when you will reach the age of retirement How many employers did you have when you get retired Manpower Belgium survey – 2011

27 ManpowerGroup Proprietary Information
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 Skilled individuals—in increasingly short supply—will dictate their terms to employers, of how, where and when they work. They will naturally gravitate toward industries which offer the best career development options, display a commitment to corporate social responsibility and contribute to the communities where they are located.

28 ManpowerGroup Proprietary Information
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 How many of you have the same margin in your business as you did 5 years ago? The world is more connected now… supply chains and margins are compressed… Customers’ operating and purchasing behavior is more global and sophisticated, increasing the complexity of their relationships and the specificity of their demands. Customers have more access to information, experts and lower cost channels which increases visibility and subsequent pressure on companies to deliver value. IMPLICATIONS Responses and solutions to the market will need to be: - Faster - Differentiated - More agile - Global • Small and medium sized businesses have the capability to mobilize and increase their number of alliances and relationships to compete with larger and global companies, creating more complexity in the marketplace • Intensified price / value compression puts increased pressure on the productivity of a company’s workforce • Companies’ success is no longer only based on access to capital – now, talent has become a key differentiator • Companies’ practices are under increased scrutiny; therefore, they must stand up to total transparency

29 ManpowerGroup Proprietary Information
In a global inter-connected world your customers know more and expect more. 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 Customers’ expectations around price and value will rise, shifting the key competitive differentiator from a company’s access to capital to access to talent. Pressure to deliver value has intensified, requiring everyone to do more with less.

30 In a global inter-connected world, your customers know and expect more
ManpowerGroup Proprietary Information 30 In a global inter-connected world, your customers know and expect more Job titles with corresponding salary ranges are supplied anonymously by both companies and employees 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 Company-supplied shots as well as any photos that employees have chosen to upload to glassdoor.com or share on Facebook Uncensored, detailed accounts (written by site members) of a company’s interview process and the overall experience of the applicant 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 Customers’ expectations around price and value will rise, shifting the key competitive differentiator from a company’s access to capital to access to talent. Pressure to deliver value has intensified, requiring everyone to do more with less. 30

31 ManpowerGroup Proprietary Information
Rapidly changing technology and greater global arbitrage increases individuals’ and organizations’ choice of where, when and how work is performed, and with whom. If Facebook were a country, it would be the third largest country in the world. 80% of employers are using LinkedIn as the primary tool to find employees. More than 70% of US four-year-olds have used a computer. More than 50% of US 21-year-olds have created content on the web. Social networks that evaluate employers (ex: Glass Door, Vault.com…) Are you using these to your advantage or ignoring them??? IMPLICATIONS Increased transparency has changed the definition of what is valuable data • More unsubstantiated information increases the importance of verification, certification, validation and overall trusted advisor position • Rapidly changing technology and greater global arbitrage increases individuals’ and organizations’ choice of where, when and how work is performed, and with whom • Instant and transparent links between individuals increases scrutiny of individuals and organizations, elevating the importance of reputation management for both employees and employers • Workplaces and practices will need to be environmentally-friendly and drive sustainability due to society’s focus on reducing carbon footprints • Increased speed of automation and integration of processes to improve productivity

32 Technology is a great liberator of global potential
ManpowerGroup Proprietary Information Technology is a great liberator of global potential It allows the talented individual to undertake professional jobs anywhere in the world, and gives employers access to talent on a global scale It took nearly 20 years to attract the first 100 million mobile phone subscribers It took less than 3 years to attract the next 200 million subscribers Brazil is the leading country in terms of time spent on social networking sites, followed by Australia, Italy, US, Spain, Japan and the UK

33 Technology has long transformed the way we work
ManpowerGroup Proprietary Information Technology has long transformed the way we work Talent can be accessed anywhere Which means that competition is everywhere Manpower looks at what this means to your workforce – how to leverage it for increased engagement, productivity, creativity and innovation! Talent can be virtually accessed anywhere Competition is everywhere

34 ManpowerGroup Proprietary Information
We have identified that the world has entered the human age…

35 Job hopping We are entering a new age. This is creating complexity and also opportunity in the marketplace… and more specifically, the world of work… This means we are likely to see a shift in power from the organization to the individual. As talent becomes the key competitive differentiator for employers, skilled individuals will increasingly be able to dictate terms to employers, around how, where and when they work. Technology will continue to liberate; redefining concepts of flexible and collaborative working, allowing some skilled individuals to vault the restrictions of national borders and migration caps, and organizations to take advantage of a geographically disparate workforce. This new reality is creating new societal norms. New ways of doing business are required both for the individual and for companies to succeed. How you organize yourself as a company, how you’re able to get work done in a different way, such as through virtual work, teaming, collaboration. The whole way of acting as an individual in a global environment is changing rapidly.” said Joerres. “Those who are able to harness the passion and innovation of the human spirit will be those that will win in this new, foreign world where we have to do more with less. Those who don’t sit up and take notice of this will quickly be left behind.” The Human Age presents a challenging and exciting opportunity for organizations to leverage the potential of their greatest asset – their people – to drive the business forward. The recession, combined with advances in technology, expectations of business transparency and social mobility, have brought us to the cusp of a new age. Now, governments, businesses and individuals must work together to unleash the potential of the human spirit, that will help us to make sense of this new era.

36 We Know it’s Resonating!
ManpowerGroup Proprietary Information We announced our identification of the Human Age at the World Economic Forum in Davos CEO of Manpower: We Have Entered “The Human Age” 36

37 ManpowerGroup Proprietary Information
So, what…? Winning in the changing world of work requires a New Way of thinking about and approaching your workforce. We see so much of this change. Organizations that focus only on an annual hiring plan, rather than considering the implications that these trends and changes will have on their workforce longer-term, will be in trouble… Implications to you… The pressure to do more with less has intensified, increasing competition. Technology is enabling the rapid and unfiltered exchange of opinions, ideas and innovation. Power is shifting from employer to individual, requiring a one size fits one approach and engagement on a human level. The shifting demographic landscape is creating a talent shortage; making it extremely difficult to find the right talent in the right place at the right time.

38 Are you prepared? ManpowerGroup has found that:
ManpowerGroup Proprietary Information Are you prepared? 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 Manpower Workforce Strategy Study (PART I) 2010 Global findings are based on the following: 37,866 employees 11,002 in Americas 11,125 in Asia Pacific 15,739 in EMEA

39 The Human Age is Creating Complexity
ManpowerGroup Proprietary Information The Human Age is Creating Complexity There are new demands for: Productivity Innovation Talent This new age is creating chaos and complexity New demands for productivity, innovation, talent 39

40 Structural changes are causing a fundamental shift requiring
ManpowerGroup Proprietary Information 40 Structural changes are causing a fundamental shift requiring The redesign of business models The redefinition of value propositions The reinvention of social systems Business models - - skype… transatlantic calls … Value propositions - - more transparency, need to deliver a unique experience… Social systems - - protectionism… bifurcation… Organizations are having to rethink how they conduct things like R&D - - they are/need to consider new/different ways to do this… maybe crowdsourcing is an option? They need to consider what to crowdsource, how much… Look at the impact of social media - - organizations are having to look at this as “commercial media” - - as a way to conduct work/business And all of this means that if you’re not thinking about talent in a different way - - you will be at a disadvantage… 40

41 This means you need to re-examine your assumptions about:
ManpowerGroup Proprietary Information This means you need to re-examine your assumptions about: Sources Talent People Practices Work Models Work models – if you’re not using virtual work – maybe you should be? People practices – with one size fits one, how should you adjust your development philosophy? Etc.. Talent sources – how can you leverage labor arbitrage? Where will you find the people you need?

42 How Will You Unleash Your Workforce’s Potential?
ManpowerGroup Proprietary Information How Will You Unleash Your Workforce’s Potential? 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 Models 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? People Practices In the Human Age, it is more important than ever that companies take the time to understand exactly what their talent needs will be, not just now but five or ten years down the line - and align their talent strategy closely with their business strategy. Then, they must become more agile in terms of how they attract, retain and develop their employees. Employers need to ensure that they update their workforce structures and people practices to allow them to unlock the potential that they need to thrive in this new reality Work Models-How to we manage the talent ecosystem of “permanent” employees, consultant, contractors, outsources,contingent , retiree, crowdsources etc to drive productivity People Practices-Management theory and people practices of today were developed in the 20th century before : globalization, desk top computers, PDAs and transparency created by the web We need to rethink: How, where and who we hire? How, where and when we develop? How, and for what do we incent people for ? What is leadership? What is a team? What is work? What is an employee? How do we deliver an experience and add value to a customer? How do we leverage collaboration and drive not only productivity, but innovation in our people practices? Demand for knowledge workers will grow-supply will not Talent Sources-Talent supply can be improved thru: Educational Partnerships Becoming an Educational “factory” Tapping into underutilized pools Older workers Women/men looking for flexibility Industry migrants Identifying adjacent skills Accelerating development Rethinking work models: Part-time, crowdsouring, retirees How will you improve your talent supply? What talent strategies do I need to reach undertapped and untapped talent pools? Talent Sources

43 ManpowerGroup Proprietary Information
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 Specialization of work: not just an accountant, a forensic accountant Extreme Specialization of work: TopCoder has a community of 300k specialists, each competing to perform one element of a software build Virtualization of work: Sparking a return to US based contact Centers; a recent IDC study confirmed that more than 40% of companies surveyed preferred their BPO providers to focus on a US based delivery model Doing research with MIT Tom Malone right now on how specialization of work will impact…..

44 ManpowerGroup Proprietary Information
People Practices 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. 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? Demand for knowledge workers will grow=supply will not

45 Talent Sources: Managing the Talent Ecosystem
ManpowerGroup Proprietary Information Talent Sources: Managing the Talent Ecosystem ? Communities Retired Talent Consultant Talent Pools Permanent Employees Contingent Talent Pools Contract Talent Pools The Crowd – DoNanza Data confirmed more than 1 million work projects were distributed across 900+ marketplaces in 2010. Although extremely high risk for organizations and workers ManpowerGroup research confirms a savings of 67% in work provided in virtual marketplaces. Our opinion is that as this model matures the labor arbitrage will reduce as has been the case with emerging physical labor markets mature. Demand for knowledge workers will grow - supply will not. How will you improve the talent supply? Educational Partnerships Become an Educational factory Tap into underutilized pools Older workers Women/men looking for flexibility Industry migrants Identifying adjacent skills – teachable fit Accelerating development Rethinking work models: Part-time, crowdsourcing, retirees Talent/work mobility ???? Crowd Outsourced Talent Pools

46 Do you have a Workforce Strategy Aligned to your Business Strategy?
ManpowerGroup Proprietary Information Do you have a Workforce Strategy Aligned to your Business Strategy? It is the New Way we believe that HR leaders should be thinking about work in the 21st century. We feel strongly that it all starts with an outside in view of the world. There was a time when external forces like the economy, customer competitive pressures and risk were the domains of the CEO ad the CFO. They formed the strategy and expected HR leaders to deliver the strategy. That was yesterday. Insight is needed to make better workforce investment and tradeoff decisions. A re-evaluation of assumptions and mindsets mandatory in this new reality. Deep and fresh understanding about the trends changing the world of work. It’s our time!!

47 THE HUMAN AGE can help you…. Are you ready for
ManpowerGroup Proprietary Information Are you ready for THE HUMAN AGE can help you….

48 1 . How my business & organisation will be impacted by these trends?
ManpowerGroup Proprietary Information Demographical changes & Talent Mismatch Rising customer sophistication Individual choice Technological revolution

49 2. How do I face the new challenges of The Human Age?
ManpowerGroup Proprietary Information 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?

50 ManpowerGroup Proprietary Information
“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

51 More insight & vision? www.manpowergroup.com/humanage
ManpowerGroup Proprietary Information More insight & vision?

52 Innovative Workforce Solutions that Power the World of Work
ManpowerGroup Proprietary Information Innovative Workforce Solutions that Power the World of Work We can help you… talk to us…

53 ManpowerGroup Proprietary Information
Talk to us… Bring us into your conversations – we can leverage our combined assets to help you…


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