Labour market research.
Manpower publishes a number of White Papers each year delving into the current labour market and candidate issues.
We have published the following White Papers so far this year.
The great talent shortage awakening:
Actions to take for a sustainable workforce
ManpowerGroup's eighth annual Talent Shortage Survey found that 51 percent of employers in New Zealand report having difficulty filling jobs due to a lack of available talent. This is the highest shortage since the start of the global recession.
In the world of 2013, the only certainty is uncertainty. Changing demographics, technological evolution and a world prone to political, economic and social shocks have created a global environment in which talent shortages are the rule rather than the exception. As business cycles have become compressed, so too have skills cycles.
Download your copy of our latest Fresh Perspective Paper:
The great talent shortage awakening: Actions to take for a sustainable workforce
Research Reports
2013 Talent Shortage Survey ANZ Results
2013 Talent Shortage Survey Global Results
Leading In The Human Age
Why an era of certain uncertainty requires new
approaches to the world of work
The ecosystem of the Human Age continues to evolve. The macro-economic forces conspiring to rewrite the rules that govern our societies, economies and even our interpersonal interactions are growing not only stronger, but more inextricably intertwined. These forces are pushing and pulling in different directions, acting upon one another, and changing their impact on the world, until it becomes impossible to separate their effects - like a Gordian Knot.
In the Human Age, it is not the case that just one small change is occurring at a time, but each element of the system is dramatically transforming. That is why the Human Age continues to be so complex and chaotic and why the pace of change continues to accelerate. This is what defines the era - a sense of chaos where the only certainty is that nothing can be certain.
Download your copy of our latest Insight Paper:
Leading in The Human Age
How to advance the capabilities of today's workforce
Many companies still don't recognize the ROI offered by training when compared to the causal effect of not hiring or training new workers to replace retiring workers. A 2012 ManpowerGroup survey on this issue found that 43% of Australian and 53% of New Zealand companies just don't have formal training or apprenticeships. But companies don't entirely own this burden. Bolstering the employability of today's workforce is a responsibility shared with today's individuals, educators and governments.
To investigate the extent to which organizations use formal training and apprenticeship programmes to develop their talent, ManpowerGroup conducted research among nearly 24,000 employers in 41 countries and territories, with more than 2,900 employer across Australia and New Zealand. The research explores three distinct categories of employee: professional roles, skilled manual trades jobs and unskilled positions, and reveals the specific job roles where this kind of employee development is most likely to be targeted.
Download your copy of our latest Insight Paper:
How to advance the capabilities of today's workforce'- and find out how to attract, retain and grow talent in their markets.
Research Reports
Leveraging Talent Through Training Australia New Zealand Data Research Report
Leveraging Talent Through Training Global Data Research Report
Align Workforce Strategies to Achieve Business Strategy
Identify the talent demanded by businesses tomorrow, today
Talent shortages and a bifurcated landscape can make it difficult to reliably map future talent needs to business strategy, and therefore a company's ability to attract the top talent it needs. According to ManpowerGroup research, 45% of employers in Asia Pac report having difficulty filling position (significantly higher than the global one in three). With more generations in the workforce than ever before, companies need to think differently about how they structure work models and engage and motivate their people.
As talent has become increasingly scarce - and is now the key driver of economic growth - sourcing, attracting, and retaining business critical talent has become a major factor of economic importance. It's based on our unique point of view that we are able to state with confidence that, in the Human Age: Talentism is emerging as the new Capitalism. Despite this, a recent ManpowerGroup survey found that fewer than three in five employers in Asia Pacific (43%) have a developed a workforce strategy, and only 33% of businesses in Asia Pacific with 250+ staff consider HR a full partner in developing and implementing their business strategy. This falls to 15% for companies with 10 employees or fewer.
Download white paper - Align Workforce Strategies to Achieve Business Strategy
Break the Crisis and Complacency Cycle:
Get Ahead of the Global Talent Shortage
In the seventh year of a global talent crisis in which more than one-third of employers
have trouble finding the talent to advance their businesses, companies are becoming
complacent about the precarious position they find themselves in as they search for
the right employees. As economies around the world improve, the talent crisis will
only deepen, making this complacency all the more dangerous. Smart employers are
developing workforce strategies closely aligned with their business strategies to solve
the talent acquisition problems they face today and will face in the years to come. In
the Human Age, it's this approach to business that separates the companies that
merely survive from the ones that thrive and win.
2012 Talent Shortage Survey Results
2012 Talent Shortage Survey Results - Australia New Zealand
Wanted : Energised, Career-Driven Youth
Unemployed Young Adults Will Drive Tomorrow's Business Success
As a series of demographic and economic shifts intensely converge, creating what ManpowerGroup identified the "Human Age," a range of population groups are being alienated from work opportunities in the global economy. Young workers are most affected and have been labeled a lost generation of workers. Ironically, this same population is tomorrow's workforce and the key to sustaining a competitive enterprise over the long-term. But companies worldwide must aggregate the right tools, mindsets and job training alliances to ensure that young and promising talent is enterprise-ready and will succeed over the long-term in an increasingly complex economy.
In the Human Age, economic success and failure is increasingly being determined by how companies and individuals strategically acquire and develop economically relevant skills.
Download white paper - Wanted : Energised, Career-Driven Youth
How to Navigate the Human Age
Increasing Demand for Better Skills Assessment and Match for Better Results
Exactly one year ago, ManpowerGroup announced at the 2011 WEF Annual Meeting that the world had entered the Human Age, a volatile and complex new era in which access to talent has replaced access to capital as the key competitive differentiator. Soon after, a range of transformational events - including natural catastrophes, political upheaval, social unrest, economic and financial uncertainties - intensified. The new challenges and related marketplace risks are connected in their effect.
What enabled ManpowerGroup to thoroughly document indicators of the Human Age?
Years spent tracking macro-economic forces, which culminated in ManpowerGroup's identification of critical and current world of work trends: Rapid technological development; shifting demographics that have accelerated a talent mismatch; and rises in customer sophistication and individual choice.
For the first time, ManpowerGroup is now publishing its most recent analysis of the Future Forces evolving the Human Age - and aligning these forces with the right people strategies.
Download white paper - How to Navigate the Human Age
Hire and Retain
This insights paper is a follow-up from ManpowerGroup's "Manufacturing Talent in the Human Age" thought leadership and talent shortage research from earlier this year, taking it to the next level as it digs deeper to get at what are the core workplace skills and competencies that are driving the talent shortage. This piece also expands on the ManpowerGroup recommended concepts that employers should develop "Job Success Profiles" and employees should develop "Employability Profiles" that were first explored in the "Manufacturing Talent" paper. This insight piece takes these concepts to the next level, providing a template, tools and examples to create a job success profile and employability profile.
Borderless Workforce
This paper and research refreshes ManpowerGroup's 2008 Borderless Workforce research, shedding light on how organisations are using foreign talent to help ease skills mismatches.
Fast forward to 2011. The world has been grappling with four years of economic tumult and a stubbornly high unemployment rate. Even the juggernauts of China and India are showing signs of stress. Yet this troubled environment has only increased companies' demand for workers from foreign pools. ManpowerGroup's most recent Talent Shortage Survey of approximately 36,000 employers in 36 countries found that about one in three were unable to find the right skills.
The Borderless Workforce 2011 Global Research Results
The Borderless Workforce 2011 Australia and New Zealand Research Results
Labour Market Trends in the Australian Natural Gas Industry
Natural gas is a key energy source throughout the world for both industrial production and electricity generation. Global demand for natural gas peaked at about 108 trillion cubic feet in 2007, and declined slightly during 2008 and 2009 in response to the global recession. However, long term global demand is expected to demonstrate strong and sustained growth - by about 1.8% per year through 2020 and about 0.9% per year from 2021-2035. Total demand is expected to increase over this period by 44 percent, to 156 trillion cubic feet in 2035.
Industrial demand accounts for about 40% of natural gas consumption, and electrical and residential uses for about 25% each. Natural gas is also used for a variety of other commercial and manufacturing purposes, including an increasing role as a "clean" source of energy for transportation.
The long-term increase in the demand for natural gas is driven both by a general global expansion of industrial activity and by a shift in energy preferences favoring cleaner-burning fossil fuels. These trends apply broadly across all global regions, but Asia in particular is expected to nearly double its share of natural gas consumption, from 10% of the world's total to 18%, by 2035. This shift will result largely from decisions by India and China to emphasize greener energy in their industrial development. China in particular has adopted a policy of increasing natural gas consumption by 5% per year over the next 25 years.
"Manufacturing" Talent for the HUMAN AGE 2011 Talent Shortage Survey Results
Top 10 Jobs Employers Have Difficulty Filling in Australia
1. Skilled Trades
2. Sales Representatives
3. Engineers
4. Management/Executive (Management/Corporate)
5. Accounting & finance staff
6. Technicians
7. Secretaries, PAs, Administrative assistants & Office support staff
8. Mechanics
9. IT staff
10. Customer Service Representatives & Customer Support
“Manufacturing” Talent for the Human Age
The world stands on the brink of a global employability crisis-an over-supply of available workers and an undersupply of qualified talent.
Faced with the most acute talent shortage since 2007-before the start of the world’s first global recession-one in three employers worldwide confirm that they cannot find the talent they need to fill key vacancies within their organisation. This is a frustrating and complex conundrum for job seekers in the short-term as unemployment remains high, and employers in the long-term as forces, such as the demographic landscape, dictate the availability of talent. Therefore, the key question becomes: How can employers “manufacture” talent for the Human Age?
2011 Talent Shortage Survey
This year, Manpower expanded its sixth annual Talent Shortage Survey not only to gauge where employers are having difficulty filling available positions, but also examine why organisations are facing a lack of talent and what they are doing to mitigate these challenges. The results reveal increased difficulty finding the right talent in the wake of global economic recovery with limited effort to systematically fill the gaps-and notable regional variances.
Download global survey results
Winning in China: Building Talent Competitiveness
China has long been seen as a land of opportunity for foreign businesses, but business leaders need to make sure that developing a future proof workforce strategy to ensure they can retain and attract the right talent to achieve their objectives is at the top of their agenda. Having the right talent, in the right place and at the right time is the key to winning in the new world of work, and only those businesses that leverage HR as the key to unlock the potential of their business in China will remain competitive as the talent battle heats up.
The landscape of business is changing in China; previously Chinese employees were attracted to the benefits associated with working for foreign companies, perceiving the ‘golden brands' as highly desirable places to work. However, Manpower’s 2010 Foreign and Chinese Private - Owned Companies Talent Competiveness Survey indicates that the golden era is fading for foreign companies - with 60% of Chinese employees preferring to work for Chinese private-owned companies (an increase of five percentage points when compared with the same survey in 2006).
Manpower's new Fresh Perspectives Paper, Winning in China: Building Talent Competitiveness offers insights for foreign and Chinese private-owned companies.
Is Talent Holding You Back? - Designing Workforce Strategy for Sustained Business Growth
Even as we emerge from the global recession, the talent mismatch presents a looming threat to all employers. Even those who are comfortable with where they are now need to consider how their workforce strategy will keep up with the rapidly changing world of work. Will they have the talent they need to drive their business's growth?
Increasing competition, changing demographics and demands from individuals as well as technology are placing pressures on businesses like we have never seen before. Employers need to ask themselves “Do our current workforce strategies and plans support our plans for long-term growth in this changing environment?” Given how dramatically the world has changed, and the fact that the speed of change is accelerating, the answer is probably “no.”
Manpower's new Fresh Perspectives Paper, Is Talent Holding You Back? explores the elaboration and implementation of a workforce strategy that accounts for the increasing pace of change and drives corporate growth.
Want to learn more about designing workforce strategy for sustained business growth?
Download Manpower’s latest Fresh Perspectives, entitled: Is Talent Holding You Back?
World of Work Insight:
Strategic Migration - A Short-Term Solution to the Skilled Trades Shortage
Welders, electricians and other skilled trades people are hard to find when and where they are needed. Their work can't be offshored, but they can be onshored.
Like many employers, you are probably having difficulty finding the talent you need to meet your needs and drive your business forward. You are not alone: Manpower research indicates that 31 percent of employers worldwide are having trouble filling key positions because the right talent isn't in the right place at the right time. So what is the most difficult position to fill globally? Skilled trades workers.
Finding electricians, welders, machine operators, machinists, plumbers and other skilled trades workers with the skills and experience you need is becoming more and more of a challenge. And having skilled workers that can fabricate new products, maintain physical infrastructures and keep equipment and facilities up and running is vital to business growth.
Manpower's new Work of Work Insight paper, Strategic Migration - A Short-Term Solution to the Skilled Trades Shortage, explores the causes of the current talent mismatch and the immediate actions and long - term solutions that stakeholders can use to ensure that they'll have access to the right talent when the domestic supply doesn't meet demand. We would like the chance to share this new business insight with you and discuss how Manpower can leverage its more than 60 years of experience to provide innovative workforce solutions for your business.
Want to learn more about strategic migration and the benefits it can provide?
Download white paper - Strategic Migration-A Short-Term Solution to the Skilled Trades Shortage
Fresh Perspectives
Teachable Fit: A New Approach for Easing the Talent Mismatch
The recession has cast a new light on talent supply and management around the world. Unemployment is persistently high in developed and even in many developing countries, yet organisations worldwide report difficulty filling key positions.
Global Talent Shortage Survey Results
- The results of the fifth annual Talent Shortage Survey revealed that 31% of employers worldwide are having difficulty filling positions due to the lack of suitable talent.
- In Australia, 45% of employers are having difficulty finding the right talent, which is 14% above the global average. The talent shortage appears least problematic in New Zealand with 30% of employers reporting difficulties in filling positions.
Want to learn more about a new approach of easing the talent mismatch? Download Manpower's latest World of Work insight, entitled "Teachable Fit: A new Approach for Easing the Talent Mismatch"
Download whitepaper - Teachable Fit: A New Approach for Easing the Talent Mismatch
Download global survey results
Fresh Perspectives - Social Networks vs. Management?
Harness the Power of Social Media
A new generation, steeped in the rules and habits of the digital age, is entering the workforce in large numbers, and will soon make up the majority of employees in every company. How this generation - as well as older workers - uses social media such as Facebook, LinkedIn and Twitter to stay in touch with others has increased exponentially in just a few years. It is a phenomenon that is rapidly transforming the world of work.
With this in mind, Manpower Inc. (NYSE: MAN) recently surveyed over 34,000 employers in 35 countries and territories. The survey is intended to gauge employer attitudes toward the use of external social media in the workplace.
Download white paper -
Social Networks vs. Management? Harness the Power of Social Media
Key Findings
Australia
New Zealand
The information reported should not be construed as legal advice, nor utilised to resolve legal problems.
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