The Great Talent Shortage Awakening: Actions To Take for a Sustainable Workforce
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.
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.
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.
Young workers are increasingly alienated from work opportunities in the global economy. This lost generation is tomorrow's workforce and companies worldwide must aggregate the right tools, mindsets and job training alliances to ensure that young and promising talent will succeed over the long-term in an increasingly complex economy.
ManpowerGroup surveyed nearly 40,000 employers in 41 countries and territories in 2012 to gauge the impact of talent shortages on the global labor market. The seventh annual survey also explored what impact talent challenges are having on their organizations and what they are doing to mitigate the situation.
This paper and research refreshes ManpowerGroup's 2008 Borderless Workforce research, shedding light on how organizations 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.
Moving People to Work: Leveraging Talent Mobility to Address the Talent Mismatch in the Human Age
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.
ManpowerGroup surveyed nearly 40,000 employers in 39 countries and territories in 2011 to gauge the impact of talent shortages on the global labor market. The sixth annual survey also explored why employers are facing talent challenges and what they are doing to mitigate the situation.
Strategic Migration - A Short-Term Solution to the Skilled Trades Shortage
The skilled trades are vital to business infrastructure, yet around the globe, employers rank them as the most difficult positions to fill. Manpower's new World of Work Insight paper examines the underlying causes of this particular talent shortage and offers both short- and long-term solutions to the problem.
This Manpower research survey asked 35,000 employers across 36 countries and territories to determine the extent to which talent shortages are impacting today's labor markets. The survey results revealed that 31 percent of employers are having difficulty filling positions due to the lack of suitable talent available in their markets.
Boom or bust, the strategic fundamentals of the overall talent pool change slowly -- and that means the challenges of hiring in a "buyer's market" are every bit as great today as they are during stronger economic times. By leveraging the existing talent pool, nurturing global networks and investing in diversity, organizations can effectively mine new talent sources and be well-positioned for market success. "Optimizing the Talent Pool" shares best practices for driving a successful talent acquisition strategy in any economic climate.
Survey Report: Manpower surveyed over 28,000 employers across 27 countries and territories in late July 2007. The survey focused on two key areas; the first was to determine the impact on the labor market from talent leaving their home country to go and work in another country and the second was to determine the extent to which companies are utilizing foreign talent to fill positions where they are experiencing skill shortages.
White Paper: This white paper explores the complexities of today's global workforce, how employers and governments are responding to the fluidity of talent and the challenges and opportunities that talent mobility poses for both employers and individuals.
Survey Report: Manpower surveyed nearly 43,000 employers across 32 countries and territories in late January 2008 to determine the extent to which talent shortages are impacting today's labor markets. The results of the third annual Talent Shortage Survey revealed that 31 percent of employers worldwide are having difficulty filling positions due to the lack of suitable talent available in their markets, which is 10 percentage point weaker compared to last year's survey.
White Paper: This paper (updated since its original publication in 2006) explores which trends are likely to become more pronounced, and how governments, employers and individuals can prepare themselves to confront the growing talent shortage.
Employers having the most difficulty finding the right people to fill jobs are those in Mexico (78% reporting shortages), Canada (66%) and Japan (58%). The talent shortage appears to be least problematic in India, where only 13 percent of employers reported having difficulty filling positions.