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People Practices

Contemporary people practices and philosophies for the 21st Century must be refined in terms of how companies hire, reward, engage and develop talent.

When Engaging the Right Talent, One Size Does Not Fit All

October 2014

Whether high-tech or high-touch: it’s all about the candidate. Make sure your organization is delivering the right #CandidateExperience

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The Next Big Thing in Southeast Asia

August 2014

Find out why companies considering the total opportunity look beyond cost savings when locating operations in Malaysia, Indonesia and the Philippines - Southeast Asia’s relocation triad.

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The Great Talent Shortage Awakening: Actions To Take for a Sustainable Workforce

April 2013

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.

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Talent Shortage Survey Research Results 2013

April 2013

Approaching the midpoint of 2013, it is plain that the recovery from the global recession continues at a steady but frustratingly slow pace. Unemployment remains high in many global labor markets, and jobs growth—for the most part—seems stalled as employers continue to navigate an uncertain economic environment.

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Talent Shortage Survey 2013

January 2013

ManpowerGroup’s eighth annual Talent Shortage Survey found that 35 percent of employers on average report having difficulty filling jobs due to a lack of available talent. This is the highest shortage since the start of the global recession.

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Leveraging Talent Through Training: A ManpowerGroup Research Report

June 2012

To investigate the extent to which organizations use formal training and apprenticeship programs to develop their talent, ManpowerGroup conducted research among nearly 24,000 employers in 41 countries and territories. 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.

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Increasing Demand for Better Skills Assessment and Match for Better Results

April 2012

At a time when talent is increasingly scarce, and organizations increasingly lean, employers must have the right talent in the right place at the right time to win.

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How to Unleash Latin America's Greatest Resource

April 2012

As a region of increasing stability, falling poverty rates, economic growth and very rich natural resources, it’s no wonder that Latin America is a growing presence on the world economic stage. Entrepreneurship is positively encouraged across almost the entire region, investment is growing and local companies are quick to take advantage of this environment.

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Optimizing Workforce Management for Business Results

February 2012

In the Human Age, where organizations need to react quickly to a fast-paced, unpredictable marketplace, getting the right talent swiftly and efficiently is a top priority. The demand for flexibility is increasing the size and scale of the global contingent workforce, but managing a contingent workforce can be a time-consuming and costly process. Companies can overcome this complexity by partnering with a Managed Service Provider (MSP), which allows organizations to respond more quickly to business opportunities with greater agility, freeing scarce internal resources to concentrate on business-critical initiatives.

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Right Management: Leadership Mindset and Techniques That Drive Success

January 2012

Right Management can help organizations navigate Human Age complexities to unleash the full human potential within their workforce, advising how to leverage new technologies and develop innovative people practices and structure flexible work models.

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Teaching a Man Not to Fish is Humanly Possible

December 2011

ManpowerGroup's 2011 Corporate Social Responsibility Update demonstrates the powerful ways that the world leader in innovative workforce solutions is helping to unleash human potential all around the globe.

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Hire and Retain the Best with Success Mapping: New Models for Unlocking Human Potential

November 2011

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.

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Moving People to Work: Leveraging Talent Mobility to Address the Talent Mismatch in the Human Age

June 2011

In the Human Age, talent mobility—moving people to where the work is—must be one component of a coordinated public-private response to the talent mismatch. While the topic is a political lightning rod in this period of continuing high unemployment, it's important to recognize that talent mobility is a proven way to address many pressing business needs. And talent mobility is not solely about bringing in foreign workers; it's also about moving domestic talent within national borders to balance supply and demand in the labor market.

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Teachable Fit: A New Approach to Easing the Talent Mismatch

May 2010

Employers should consider candidates who may not have all the specific skills a job requires, but are a “teachable fit” based on adjacent skills and capacity to learn...

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Rules of Engagement: Harnessing the Potential of the Contingent Workforce

November 2009

Our new World of Work Insight describes why more organizations are turning to contingent employees to help them achieve strategic goals and better manage risk. It also describes why it is important to align contingent workers with your overall business strategy, and the simple steps you can take to maximize their value and performance.

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How Policymakers Can Boost Youth Employment

September 2009

How governments can closely collaborate with companies and educators in developing and scaling the massive initiatives needed to increase the number of work opportunities available for young people.

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The Global Talent Crunch: Why Employer Branding Matters Now (2009)

May 2009

This eight-page Fresh Perspectives paper discusses the results of our 2009 Talent Shortage Survey and the need for organizations to build their employer brand in order to attract and retain the talent they need. Companies must look beyond this recession to the inevitable recovery and to the intensifying talent shortages that will follow. By focusing now on building their employer brands and enhancing their appeal to talented workers with scarce and vital skills, organizations can position themselves to win lasting competitive advantage in the talent marketplace.

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The Power of Employment Value Proposition: A Solution to Attract and Retain Talent in a Highly Competitive Labor Market

April 2009

As Australia and New Zealand's population continues to age, pressures on the labor market will only become more intense. While many organizations are considering ways to improve their ability to attract and retain the staff they need, employers have been slow to recognize the need to turn theory into reality. Developing a strong employment value proposition (EVP) requires a major commitment from an organization, but the rewards are more than worth the effort.

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Manpower Inc. Calls for Greater Recognition of the Role of Women in the Post-Crisis Labor Market

January 2009

This World of Work Insight calls for the increased engagement of women in the global workforce as a key component of long-term economic growth and sustainable employment.

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Relocating for Work Survey: Global Results

June 2008

Survey Report: Manpower conducted an online survey in April 2008 to gauge people's attitudes and insights about relocating for employment opportunities, both within and across national borders. Of those surveyed, 43% indicated that they had already relocated for employment in the past, while 78% of workers would consider relocating for a job and one third of these would be willing to relocate anywhere in the world.

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