Workforce Expertise Library
What does your LQ say about you? Technology is always changing and so is the workplace. Your Learnability Quotient (or LQ) reflects your desire and ability to grow and adapt to new circumstances and challenges throughout your work life.
With merger and acquisition (M&A) activity on the rise, so too is the use of contingent workers. Organizations of all sizes and in any sector need to ensure their contingent workforce strategy is ready. TAPFIN outlines some of the broad steps necessary to create a best-in-class program.
Age discrimination in hiring practices remains an issue in some countries and a significant number of global candidates perceive the pinch of age—at both ends of the spectrum—as a challenge to their career aspirations. What candidates may not realize, however, is that some organizations are embracing generational diversity as a way to overcome the talent shortage. They are hiring boomerang workers (retirees) to fill open positions.
Non-permanent workers have the potential to significantly impact business outcomes and companies understand the need for multi-dimensional workforce analytics tools to more strategically manage their workforce in a proactive manner. The latest paper from TAPFIN explores this need for more sophisticated analytics.
Loyalty is one of the most desirable attributes in employees and potential employees. Yet, the rise of a new group known as “Continuous Candidates” can make retention more challenging. ManpowerGroup Solutions explores how employers can better understand the Continuous Candidate mindset and enhance their efforts to attract and retain the best and brightest employees.
Empower your graduate and MBA students to thrive in the workplace with a program that delivers career success now — and in the future with Right Management. Download our newest white paper to learn how you can ensure that your institution is prepared to satisfy the needs of the modern learner while growing enrollment and remaining competitive.
Today’s candidates are unlike any employers have encountered in history. With unique preferences, priorities and unprecedented access to information, global corporations and other employers are continuously searching for ways they can attract and retain the world’s top talent.
Start investing in the right people. Predicting, developing and measuring leadership effectiveness in the Human Age. Download the white paper to learn more about the P3 Leader Model and how to utilize it within your organization today.
There are specific market dynamics that are giving rise to increased demand for MSP workforce solutions. Learn how the right MSP solution can break with the traditional MSP model to provide scalability and agility to the wider market.
How Ongoing Career Conversations Drive Business Success. Download the white paper to learn how to start the Career Conversation with your employees, or your manager, today.
In today’s competitive environment, global corporations and other employers are searching for ways they can attract and retain the worlds’ top talent. Read the latest research uncovering universal candidate motivators and preferences, as well as unique differences between markets and generations.
How Successful Companies Are Winning The Competition For Talent In The Human Age. Download the white paper to Identify workforce trends affecting talent management today. Recognize critical differences between the “old” and “new” approach to career management.
When recruitment process outsourcing (RPO) was introduced some twenty years ago, providers faced a steep learning and awareness curve: organizations were not accustomed to outsourcing their recruitment function. Nonetheless, RPOs were able to help companies gain significant cost savings, improve productivity and transform their talent acquisition relatively quickly.
The widening information security talent gap continues to fuel the greatest challenge of our time: The continuous threat of data breaches on both businesses and individuals. As technology evolves and more data is created, pressure is put on organizations to respond to the challenge quickly.
The key to finding talent in the future may very well require competitors in the same industry to share talent pools. It is admittedly a radical idea that may initially necessitate awkward conversations among companies otherwise competing for both market share and for the same talent. ManpowerGroup Solutions explores the potential benefits of creating talent pools designed to be shared amongst competitors and also foster long-term relationships with talent.
Most hiring managers can easily recite the set of indicators used to measure recruiting efficiency: time-to-fill, cost-per-hire, applicant-to-hire rate, and so forth. Today these transactional metrics continue to be important indicators, but they are only the first step in a larger spectrum of possibilities.
Experis interviewed 1,400 engineers and 100 engineering employers about their discipline. See which engineers are most in demand and what talented engineers are seeking in an employer.
￼Competition for top talent among employers is intensifying. Understanding what motivates high-quality candidates to transition is key for employers who wish to attract the best and brightest. New technologies and products promise HR professionals more effective and efficient ways to hire.
As the ratio of contingent, contract and other types of non-employee labor continues to grow, it is increasingly challenging for companies to track reliable data about workers’ access to facilities, resources and intellectual property. In addition to compliance, risk and safety benefits, worker tracking is quickly being recognized as a valuable tool for strategic, long-term planning.
Leading companies are positioning their brand promise specifically for employees. This requires new strategies and practices to deliberately enhance the brand promise and its potential to inspire talent to engage with...
Passive candidates are hiding in plain sight. Ensure your employer attraction and acquisition strategies factor in this valuable talent pool.
Employer value propositions (EVPs) are no longer defined by statements of intent; employees, consumers and candidates are raising their voices and having an impact.
Today’s employers recognize the value of their employer brand to attract top talent, engage employees and establish a reputation as an employer of choice. Companies are increasing investments in strategies to enhance their employer value proposition (EVP) and extend awareness of their EVP to employees and potential candidates.
Blending high-tech with high-touch to attract top talent.
Whether high-tech or high-touch: it’s all about the candidate. Make sure your organization is delivering the right #CandidateExperience
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.
HR professionals are challenged to identify sourcing technology that will connect them to the right talent quickly and effectively. The best sourcing technologies are agile—adapt to both the rapid changes in the talent marketplace and recruiting innovations—and attuned to client’s business needs.
ManpowerGroup Solutions Recruitment Process Outsourcing recommends that to save time and money, and to improve their hiring and talent management, European employers use “blended solutions” which allow them to strategically combine different HR solutions into one holistic and integrated approach.
The current economic environment of certain uncertainty, growing talent shortages and quickly-evolving workforce needs make it imperative to have a robust workforce strategy in place that accelerates execution of business strategy. This paper outlines talent management strategies HR functions can use to develop and maximize their employees' human potential.
What does success look like? When an RPO provider like ManpowerGroup Solutions takes business risks and is accountable to its clients, and ensures that clients have access to better prepared employees.
This joint Right Management and Conference Board report frames the conversation about how top companies for leadership select, develop, and deploy leaders in Asia — a part of the world where the shortage of leaders and pressure to develop leaders faster is greater than anywhere else.
It used to be that companies looked exclusively at cost and process to identify the right Recruitment Process Outsourcing (RPO) provider. However, as global economic recovery has increased pressure on talent markets, employers are coming to understand that the right RPO relationship must go beyond the expectations set in traditional service level agreements.
Globally, the working-age population is on the decline. At the same time, low-skilled workers exceed demand while high-skill workers are in short supply. For the foreseeable future, it appears there will continue to be more buyers (employers) than there is product to buy (talent). The companies that come out on top will be the ones that learn when it’s best to buy talent and when it’s more effective to build it. And the answers may not be as obvious as they seem.
Talent has long been a critical differentiator for organizations, fueling a race for the best and brightest individuals that has been raging for nearly half a century. Even today, with high levels of global unemployment, competition among employers to attract skilled workers has never been more fierce.
With unemployment at or near record levels in many countries, positions in the skilled trades, sales, technical work and engineering remain the most difficult for employers to fill globally, according to the new Manpower survey of nearly 39,000 employers in 33 countries.
As economic conditions improve, having a blueprint for growth and thinking differently about talent acquisition strategies is what will help companies drive their businesses forward.
The current economic crisis has changed the employment landscape. A major struggle is the effort to manage operating costs while investing in talent to maximize performance. There is heightened pressure to execute business strategy and meet goals, but the first move most companies make during a recession is to cut costs by reducing their workforce.
Organizations that recruit right-fit candidates and provide leadership training can create a high-performance sales organization by building bench strength and helping talented sales professionals develop the necessary skills to become effective leaders.
This report explores the critical role of the “tech,” or manufacturing technical worker, in the contemporary manufacturing industry. There are not enough techs available to fill the current need, and the requirements for these roles will only increase...
The trend of integrated and more computer-driven MT devices can be observed across a variety of different technologies. This report will address the specific technology types and how they are changing with regard to integration, the talent required to employ them, and the training required by that talent.
The manufacturing environment is changing dramatically, and the technologies and the skills to use them are becoming critical to the success of manufacturing companies. This report highlights the necessity for multiple stakeholders to work together to yield an impact on the supply of well-trained workers
Education and training are a key component to closing the manufacturing talent gap. There is also a need for substantial change in the cultural image of the manufacturing industry and of careers in it.
No single policy prescription is likely to bring about the closing of the talent gap, but instead multiple initiatives working in concert will bring about the needed changes. This report will dive deeper into each of the necessary initiatives.
Today’s global workforce is on the move like never before. Macro-economic forces, including globalization and technological revolutions, provide individuals even more choices of how, where and when they want to work. While this is great news for talented job seekers, it is an increasing pain point for many employers who are discovering that finding the right talent where and when they need it most is not an easy task.
Relying on contingent labor as a scalable component of the workforce allows for rapid expansion in times of growth and for quick scaling back as needs wane. Teams can be built, dismantled, and reconstructed to meet ever-changing demands.
As the first to market a solution, TAPFIN delivers a comprehensive, full lifecycle approach to Services Procurement Management (SPM) that includes a thorough assessment of your current policies and practices, RFX workflows, project analytics and vendor performance.
Managed Service Providers (MSPs) have become widely recognized as one of the most effective vehicles to provide international oversight of workforce program management, supply, and technology.
As organizations continue to rely heavily on a contingent workforce to competitively deliver their goods and services, they are increasingly adopting global Managed Services Providers (MSPs) to seize and maintain control over the procurement and management of their contingent workforce.
The changes in the nature and extent of the consumption of contingent stafﬁ ng have been dramatic and compelling. As organizations continue to rely heavily on a contingent workforce to competitively deliver their goods and services, they are increasingly adopting global Managed Services Providers (MSPs) to seize and maintain control over the procurement and management of their contingent workforce.
Services Procurement Management (SPM) brings to the procurement of projects and services what Contingent Workforce Management (CWM) brings to the procurement of contingent labor. Similar to CWM, organizations that implement SPM can realize significant cost savings and efficiency improvements by optimizing how they procure and engage third-party providers.
Today more than ever before, success is measured by how well an organization adapts to changing labor market conditions, attracts key talent and executes on global strategies at the local level.