Explore how outsourcing tasks like reception can streamline operations, free up resources, and boost the bottom line. Learn when and how to outsource strategically.In today’s competitive business landscape, business leaders face constant pressure to optimize resources and maximize efficiency yet are expected to respond quickly to opportunities and continually drive productivity across the organization.In such a landscape, it is crucial for organizations to quickly adjust their workforce size and capabilities to meet changing business needs. One way for an organization to gain access to expertise beyond its core capabilities and quick access to the right talent is to leverage on temporary, part-time, or contract workers to meet varying demands. Another way organizations can ensure staffing flexibility is through outsourcing which can provide a range of benefits including reducing costs, scalability, access to a broader talent pool, and allowing the in-house team to focus on other areas of the business. What is Outsourcing?Outsourcing is a strategic practice of delegating specific tasks, functions or entire processes to external providers. These providers are typically specialized companies or individuals with the expertise and resources to handle the outsourced tasks efficiently. Businesses typically use outsourcing for HR processes such as payroll and recruitment and tasks where specialized expertise is needed like RFID innovation. However, the power of outsourcing front office tasks such as receptionist services cannot be overlooked. How Outsourcing can help the businessOutsourcing tasks and functions such as receptionist services and more to a specialized provider allows the in-house team to focus on the tasks that would drive the core business.Allocating these tasks to an external provider provides the assurance of uninterrupted service. For instance, if the regular receptionist were to go on leave due to vacation, illness, or other reasons, the external provider will typically provide a qualified cover to ensure smooth operations.Placing these tasks in the hands of experienced specialists will also ensure that they will be carried out according to operational best practices that may be too complicated or time-consuming to develop in-house. Additionally, outsourcing gives businesses access to a larger talent pool and sustainable source of skills without having to spend additional time and resources to recruit. In line with that, scaling (up or down) can be done with greater ease and efficiency.On top of the operational benefits outsourcing brings, it also offers a move from fixed to variable costs and makes variable costs more predictable, allowing businesses to effectively reduce costs, optimize resources and maximize efficiency.Boost the bottom line & increase efficiency: A closer look at the power of OutsourcingFor instance, high receptionist turnover can disrupt business operations, requiring urgent coverage and leaving businesses scrambling to train replacements. The constant change of staff can lead to unstandardized workflows which further complicate matters. Long receptionist leaves can also create unmanned counters and a negative first impression on visitors. To curb these challenges, businesses can choose to contract an external provider or virtual receptionist service to manage tasks such as answering phone calls, greeting visitors, scheduling appointments, and handling basic administrative duties. Outsourcing receptionist duties to an external service provider can help businesses:Streamline their operations, improve efficiency.Ensure visitors get a consistently professional first impression.Have assurance of reliable coverage for unexpected absences, missing disruptions.Save costs on hiring, training, and maintaining an in-house receptionist.Gain more flexibility, including after-hours and weekend support.Enable the business to easily scale the function up as it grows.Allow the business to focus more on their core activities and strategic goals without being bogged down by administrative tasks.To further streamline operations, businesses can opt to engage a provider which provides multiple office services for ease of vendor management.7 factors to consider when deciding to outsourceDespite its benefits, outsourcing doesn’t come without its share of challenges. When tasks are outsourced, some degree of control over how it’s done is relinquished. Security risks can also be introduced when data, especially confidential data, is being shared with the provider. Furthermore, it can be tricky to integrate outsourced work within-house operations.Start by listing out the various tasks and processes the business can potentially outsource and consider them against these questions:Does the task require expertise or specialized technology?Does the task involve a lot of administrative work that takes away from core business activities?Is not having direct control over the task something that will adversely affect the business?Can the risks be managed effectively by a service provider?Is it necessary to scale the task quickly? Can an external provider ensure quality?Is it more cost effective to outsource?If the answer to most of these questions is a resounding “yes”, outsourcing is the way to go.7 things to look at when selecting and onboarding an outsourcing service providerSelecting the right provider matters just as much as deciding which task to outsource. Practice due diligence when choosing an outsourcing partner and conduct reference checks before signing the contract. Things to look out for include: Does the provider have industry expertise for the task? Does the provider have a pool of professionals trained to deliver quality results?What have previous clients said about working with the service provider? And does the provider have a good reputation in the market?Does the company have reliable case studies that showcase their experience and expertise? Does the company have robust security practices that comply with data privacy regulations?Is the contract clear with well-defined quality standards and performance metrics?What is the handoff process like and what communication channels will be used to ensure a smooth workflow?Looking to outsource front office services like receptionist duties, pantry management, RFID Innovations, or more? Contact us to find out how our outcome-based, talent-driven outsourcing solutionscan deliver the results you need to win.
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Is Outsourcing Right for You? A Comprehensive Guide
23 July 2024 -
Global Insights: Industrials Report Outlook
8 July 2024 This ManpowerGroup Global Insights report focuses on the Industrial sector and the top 5 trends influencing the industry and its workforce today.Download Report
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Bridging the gap: How to engage the MZ Generation
5 July 2024 Gen Zs and Millennials will soon form the bulk of the workforce. But how should employers keep them engaged and productive? Here are 3 actionable tips. While Millennials (those born between 1981 and 1996) currently make up the bulk of today’s labor force, Generation Z or ‘Zoomers’ (those born between 1997 and 2012) who are just starting to enter the workforce will eventually take over in the coming years. In Singapore, according to statistics released by the Ministry of Manpower, residents aged 30 to 44 (Millennials) make up 35% of the labor force. Meanwhile, about 16% of the country’s labor force consists of Gen Z (aged 15 to 29). Combined, the MZ Generation (Millennials and Gen Z members born between 1980 and 2005) make up half of the local labor force. In general, each generation has its own distinctive traits. For instance, having grown up in a diverse and connected world, Gen Z championed social causes like equality and sustainability. This extends to the workplace, where they are strong believers in equal opportunities, and seek an inclusive work environment where they feel like they are valued members of the organization. Zoomers grew up with the internet and mobile technology at their fingertips and entered the workforce amid the pandemic where remote work and collaboration technologies are the norm. Hence, it’s no surprise that they seek a modern work environment with efficient technology tools and value work-life balance and flexibility.Employers Face a Challenge: Engaging Gen Z And Millennials Shaped by their digital-native upbringing and evolving social values, Gen Z's digital fluency and social values offer a fresh take on work. However, keeping them engaged is a challenge for employers in Singapore, particularly when it comes to work-life balance expectations. The latest Q3 2024 ManpowerGroup Employment Outlook Surveyrevealed that work-life balance expectations (41%) and employee engagement and motivation (39%) are the top two challenges Singapore employers face with new workers with less than 10 years in the workforce. Rounding out the top five challenges are: Career advancement expectations (38%)Workplace technology expectations (34%)Lacking skills to perform their role (32%)A similar trend can be seen globally, where employee engagement and motivation (34%), work-life balance expectations (32%), and career advancement expectations (32%). With that in mind, what are some strategies employers can leverage to motivate and engage the MZ Generation? Strategies for Boosting Engagement and Productivity of Gen Z And Millennials The survey also revealed employers in Singapore found that improving technology tools (78%) and emphasizing well-being (78%) are the top two drivers in boosting engagement and productivity of their newer workforce. Other initiatives employers found effective for managing the younger generation include: Formal leadership coaching and mentoring programs (77%)Increased compensation and financial stability (76%)Increased focus on purpose and values (76%)Similarly, global employers found improving technology tools (76%) and emphasis on overall well-being (75%)the most effective. Based on that, here are some tips on how employers can effectively leverage the top three drivers in boosting engagement and productivity of Gen Z and Millennials. 1. Improving Technology Tools When implementing new technology tools, some things to keep in mind include: Usability and user experience (UI/UX): Tech tools implemented should have visually appealing user interfaces, be intuitive and easy to navigate, and take a mobile first approach. Prioritize efficiency and automation: Look for tools that automate repetitive tasks and reduce manual data entry, can integrate seamlessly with each other, as well as facilitate real-time collaboration and communication. Innovation and future-proofing: Consider if the tools can integrate with emerging technologies such as artificial intelligence or virtual reality (VR) as they become relevant to the workplace? Ensure that the tools are regularly updated and improved to meet evolving needs. Accessibility: Ensure the tools are accessible for everyone, including those with disabilities. Training and Support: Provide adequate training and support for employees to learn and use the new tech tools effectively. Other than that, it’s important to focus on the "why" instead of just implementing new tools for the sake of it. 2. Emphasizing Well-beingFor employees to be productive, it’s crucial for them to feel like they are in an environment where they can do their best work some ways in which organizations can emphasize well-being include: Work-life balance: Promote healthy balance with limits on working overtime and flexible work arrangements such as flexi hours and remote work options to accommodate different working preferences. Additionally, management can model healthy work-life balance and encourage open communication about workload, stress, and mental health.A holistic approach to wellness: Take a 360-degree view on wellness encompassing five key dimensions – mental & emotional, physical, social, occupational and financial wellness. Actionable strategies include offering diverse options such as mental health support, mindfulness training, fitness programs, financial wellness workshops, team-building activitiesPersonalized wellness programs: Instead of a one-size fits all approach to wellness, consider implementing a flexible wellness program with a variety of resources to cater to diverse needs and allow employees to choose the programs they want to participate in.Purpose-driven work:A recent survey by Jobs_that_makesense and Manpower revealed that in 98% of Southeast Asians, 98% found having meaning at work important to them. To enhance meaning at work, Southeast Asians are looking for better work conditions, as well as advocacy for Diversity, Equity and Inclusion (DEI) and other social causes. Apart from that, it’s also important to communicate the company's mission, values, and impact regularly to employees, involve them in decision-making processes, and highlight how their work contributes to these goals.These strategies address key priorities for younger generations, fostering a supportive and engaging work environment that enhances both productivity and well-being.3. Implement Formal Leadership Coaching and Mentoring Programs Implementing formal leadership coaching and mentoring programs helps Gen Z and Millennials feel valued and supported, enhancing their commitment to the organization. Here are some things to consider when implementing these programs: Focus on development: Prioritize skill-building (communication, collaboration) over traditional leadership styles and incorporate discussions on purpose, social responsibility, and ethical leadership which the younger generation are passionate about.Collaborative approach to mentorship: When implementing mentorship programs, match mentors and mentees carefully based on personality, goals, and leadership styles. Ensure that mentors are trained to take a collaborative approach to mentorship, utilizing open dialogue and regular, specific feedback. Flexibility and customization: Offer program options with varying time commitments and consider incorporating technology for online learning modules or progress tracking.Evaluation and adaptation: Regularly track program outcomes to ensure they align with the objective and create a safe environment for open communication and expressing ideas to facilitate regular feedback and adapt the program to the employee's changing needs.Not only do these strategies help enhance younger employees’ commitment to the organization, but it also helps equip them with the skills and knowledge they need to become successful future leaders in the future.The Future of Work: A Collaborative EffortEngaging Gen Z and Millennials isn't just about keeping up with the times; it's about investing in the future of work. These generations bring a unique set of skills, perspectives, and a drive for positive change.This requires a shift in perspective. It’s not just about offering interesting perks or trendy office spaces. It’s about recognizing their strengths and catering to their needs and the key lies in collaboration. Employers should listen to the needs and aspirations of the MZ Generation, and these younger workers, in turn, should be open to adapting and learning within the workplace.By creating an engaging and supportive work environment, companies can unlock the full potential of Gen Z and Millennials to ensure the future workforce that is innovative, productive, and dedicated to making a difference.To view more findings from the latest ManpowerGroup Employment Outlook Survey, which includes Singapore employers’ hiring plans across 9 industry sectors for the third quarter of 2024, AI adoption, and more, download the full report here. For more tips and tricks on managing your workforce, view our management resources here.Other related articles: The True Purpose of Work Revealed: 98% of Southeast Asians Want Meaning at WorkA generational shift: How Singapore’s Millennials and Zoomers are reshaping the workplace
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Building a People-First Strategy for AI Implementation
1 July 2024 This report aims to demystify Artificial Intelligence (AI) for workers and employers by exploring the state of AI adoption at work, sentiments around it, and opportunities for bridging AI and tech skill gaps. Jump to full report. Key findings: According to ManpowerGroup’s Q3 2024 Employment Outlook Survey, more than half of global large enterprises with more than 5,000 employees (52%) are currently using AI. Across industries and global regions, survey respondents believe AI-based technologies will positively impact business performance and employee training, recruiting, onboarding, engagement, and diversity.Within the next few years, AI-based technologies are likely to be deployed in global workforces in a variety of ways, including objective performance analysis, customized skill building, and autonomous AI assistants. By 2030, the capabilities of AI and automation in the workforce will complete the shift from task-specific applications to interconnected agents with more sweeping responsibilities and increasing power. However, the speed of adoption en masse depends on factors such as regulatory and ethical environment. To build a people-first AI strategy, choose implementations that make sense for your business and select appropriate partners.Since ChatGPT was introduced to the market in late 2022, generative AI offerings are progressing at a rapid pace. Generative AI can generate text, images, or other media by learning the patterns and structure of input training data and delivering new data with similar characteristics.The development of generative AI is a logical linear progression from the chatbots of the 2000s and 2010s. In the coming years, we will see generative AI use cases emerging across all industries, AI democratization expanding accessibility and impact among our workforces, and far greater integration into both major and minor aspects of traditionally human roles.Furthermore, generative AI isn’t the only game in town. Advanced automation and talent intelligence are critical AI-based technologies in the market today that have the potential to transform the way we work.However, none of this should be alarming. The development and deployment of artificial general intelligence – i.e. technology that can teach itself without human input, with the ability to do most cognitive tasks as well as, or better than humans – is still a distant reality.In their current state, AI-based technologies aimed at workforce operations still require substantial human oversight, and most organizations are deciding in real time how to use AI effectively for many business purposes and problems. This report provides a snapshot of the current state of AI integration, as well as forecasts about the value new AI-based technologies are likely to bring to workforce operations and human resources by 2030 and beyond.Full ReportDownload Report
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Navigating the AI Revolution: Insights and Strategies for a People-First Approach
25 June 2024 Throughout history, humanity has navigated seismic shifts brought about by revolutionary advancements. From the agricultural revolution, which transitioned us from hunter-gatherers to settled farmers, to the industrial revolution that mechanized production and reshaped societies, each wave of innovation has tested our adaptability and resilience. Today, we find ourselves on the brink of another transformative era – the Artificial Intelligence (AI) revolution. No longer a distant concept, AI is here, actively redefining the way we work, communicate, and innovate.In my role as the Global Brand Leader for Experis, a global leader in IT Professional Resourcing and IT Services, I've seen firsthand the revolutionary impact AI is having across industries and the employment landscape. Much like the steam engine powered the Industrial Revolution, AI is now the catalyst for a new wave of exhilarating yet challenging change.Our new report “Building a People-First Strategy for AI-Powered Workforce Productivity," takes a deep dive into the AI revolution, examining its profound impact on jobs, businesses, and society. Powered by insights from the ManpowerGroup Employment Outlook Survey of over 40,000 employers across 42 countries, we've gathered critical data on the strategies and mindsets necessary to thrive in the AI era.Riding the Wave of ChangeIn the fast-paced, ever-changing technological landscape of today, what once seemed like a distant whitecap now feels like a tidal wave growing larger every second. This wave is set to crash onto the shores of your industry, transforming everything in its path.Our research reveals that nearly half (48%) of companies have already adopted AI technologies, a significant increase from 35% just a year ago. This rapid uptake spans industries and regions, from healthcare in North America to manufacturing in Asia.Yet, the full scale of this revolution is still unfolding. By 2027, a staggering 81% of employers worldwide are expected to have AI tools deeply integrated into their operations. This projection highlights the urgent need for businesses and individuals to prepare for a future where AI is not merely a tool but a core component of the work ecosystem.Debunking Myths: AI’s Real Impact on JobsAI and jobs – a topic rife with fear and uncertainty. Will robots replace humans? Will millions be jobless? It's time to debunk these myths.Our research paints a different picture. Over half of employers (55%) expect AI and machine learning to create more jobs in the coming years. Instead of replacing us, AI might offer opportunities in roles we haven't yet imagined. And on the flip side, only about a quarter of employers (24%) believe AI won't have any impact on job growth, and an even smaller fraction (18%) anticipate staff reductions. AI is like a pebble tossed into a pond, creating ripples that touch every aspect of the workplace. While it won't be smooth sailing for everyone – some roles will evolve or even vanish – there's a silver lining. That’s where upskilling and reskilling will take on an even more prominent role. AI is expected to be an ally rather than an adversary, with seven out of ten employers anticipating the technology will aid in their upskilling and reskilling efforts. By investing in training and development, we can equip our people to adapt and thrive in this new era.Overcoming Hurdles to AdoptionLet's face it – bringing AI into the fold isn't always a walk in the park. Our survey shows a substantial 72% of employers believe AI will significantly boost their business. But there are significant challenges that organizations face when integrating these technologies into their workflows.First, the cost. One-third of employers (33%) we surveyed cited high costs as a major obstacle to AI adoption. Implementing AI can indeed be a significant investment, particularly for smaller businesses. However, the long-term benefits of AI frequently outweigh these initial costs.Next, privacy and regulations. With data constantly in motion, 31% of employers are concerned about security and compliance. Equally as challenging is the skills gap as nearly one-third of employers (31%) have reported a lack of employees with necessary AI skills as a major barrier to adoption. Again, upskilling and reskilling are the keys here.Unlocking AI’s Potential: Five Strategies for SuccessAI adoption isn't just about integrating cutting-edge technology; it's about fostering a culture where your workforce thrives alongside it. Here are five strategies that can help:Upskill and Reskill the Workforce: Scale upskilling and reskilling initiatives to equip employees with the necessary skills to work alongside AI-based technologies. Redesign Jobs Based on Human Talent: Use AI to enhance human capabilities in job redesign efforts. Remove Barriers: Overcome challenges like high costs, privacy concerns, and lack of AI skills by establishing AI governance policies and investing in workforce development. Foster Optimism Across All Levels: Engage employees at all levels to create a positive attitude and buy-in for AI-based technologies. Ensure Ethical Practices: Set up an AI council to discuss the tech's usage and develop a policy aligned with regulations.Putting People FirstAmidst the AI excitement, it's crucial to remember the heart of your organization: your people. After all, they're the ones who will be working alongside these intelligent systems day in and day out.Interestingly, AI optimism varies quite a bit depending on where you sit in the organizational hierarchy. According to the research, 69% of senior leaders are gung-ho about AI, while only 57% of frontline workers share that same level of enthusiasm. It’s understandable – leaders focus on strategic benefits, while those on the ground worry about day-to-day impacts. But here's the thing – if you want your AI adoption journey to be a success, you need to bring everyone along for the ride. That means involving and supporting employees at all levels, from the C-suite to the factory floor. This involves more than just training; it's about actively engaging your workforce in the process, soliciting their input and feedback, and addressing their concerns head-on. As Jonas Prising, ManpowerGroup Chairman & CEO, so eloquently puts it, “Now is the time to prioritize upskilling, reskilling, and job redesign to build a brighter future of work.” In other words, if you want to create a future where humans and machines can work together in harmony, you need to invest in your people. That means providing them with the skills and support they need to thrive in an AI-powered world. But it's not just about individual employees – it's about creating a culture of innovation and continuous learning. When your workforce feels valued, supported, and empowered to experiment with new technologies, amazing things happen. They'll be more likely to embrace AI as a tool to augment their capabilities, rather than a threat to their livelihoods.Embracing the FutureThe AI era is here, bringing a world of opportunities for organizations ready to embrace change. By putting people first and implementing the strategies outlined in this report, you'll be well-positioned to harness the power of AI and create a future-ready workforce.The journey ahead is an exciting one, filled with the potential for increased productivity, more meaningful work, and enhanced human-machine collaboration. As AI continues to evolve and integrate into our workplaces, we'll see a shift towards a more innovative, creative, and adaptable workforce – one that is empowered to achieve remarkable things.Download your copy of “Building a People-First Strategy for AI-Powered Workforce Productivity”now and start unlocking the full potential of AI for your organization.This article was written by François Lançon, President of Asia Pacific and Middle East (APME) Region & Experis Global Brand Leader,.
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ESG and why it matters to HR: Here are the answers to 4 common questions
20 May 2024 The world is transitioning towards an economy that is both fair and sustainable. According to ManpowerGroup’s Global Insights report “The Greening World of Work”, green is the future. 70% of employers globally say they are currently or planning to actively recruit for green jobs or skills. The battle for talent has already begun and it’s imperative for HR and business leaders to ensure their organization doesn’t fall behind. In Southeast Asia, Jobs That Make Sense x Manpower survey report titled “The Quest for Meaning at Work” revealed that today’s talent are increasingly seeking roles that transcend traditional financial incentives. Southeast Asian employees are now looking to align their personal values with their professional endeavors, and a big part of it involves the ability to make an impact when it comes to environmental, social, and governance (ESG) issues. With that in mind, let’s explore 4 common questions HR and business leaders have about ESG to shed light on if it is here to stay, how organizations can implement it, and how HR’s role will evolve in line with it. Is ESG just a buzzword or is it here to stay? From a business perspective, many countries have already implemented mandatory ESG reporting. For instance, in the United States, New York Stock Exchange (NYSE) rules also require listed companies to publish codes of corporate behavior and ethics. Closer to home, in 2016, the Singapore Exchange also established a comply-or-explain ESG reporting framework which requires listed companies to comply with national ESG reporting standards or to provide detailed reasons for why they have not. From an HR perspective, having a strong ESG agenda is useful when looking to attract and retain good talent. Sam Haggag, Head of Manpower and Director of Sales, APME, ManpowerGroup, pointed out, “In our recent survey of Southeast Asians on the meaning at work, we found that 77% will consider a company’s reputation for social responsibility when considering pursuing a career with them. “The question is not ‘should we embrace ESG’, it's about how fast we can embrace it.” It’s clear that ESG is here to stay. However, it’s not enough to just do ESG for the sake of reporting or to have it in your employer branding to attract talent. Almost half of Southeast Asians underscore the necessity for businesses to demonstrate genuine action and adherence to their environmental and social commitments. For ESG to be genuine, it cannot be run by just one department, it must be embedded and owned by everyone in the organization. One way to ensure ESG is embedded in the organization is to get each leader to own an aspect of ESG. For example, a CFO can oversee sustainable financing. The key to this is getting leaders to look at how they can push ESG in areas they are in charge of and are passionate about. ESG can be costly to implement, how can we justify the cost versus benefit of it? While the implementation of things such as solar panels to reduce emissions can be costly, it’s important to recognize that these can help the organization to save money in the long run, especially as countries across the globe double down on climate action. For instance, Singapore increased its carbon tax in 2024 to S$25 per tonne of emissions from S$5 a tonne previously. On the topic of cost versus benefit, Haggag said, “One way to look at ESG is to use it to make the organization more sustainable, effective, and cost-efficient so that the money saved can be reinvested into other areas of the business.” Not every ESG initiative needs to be costly. Examples of ESG initiatives that reduce emissions while saving cost include being mindful of business travel and only traveling when it’s essential, as well as moving into a smaller office space and implementing flexible work arrangements. Haggag also gave an example of how organizations can create a positive environmental impact while fostering inclusion, killing two birds with one stone. “In many organizations, we often have meetings where multiple parties within the organization are required to attend. Instead of using separate vehicles to get to the meeting venue, ridesharing can help reduce emissions while also fostering a sense of inclusion among co-workers.” With so many aspects of ESG, how can my organization get started? Typically, our first thought when we look at ESG is about the environment. However, there’s more than that. ESG also has a S, which is the social aspect and a G, which is the governance aspect. For example, Diversity, Equity, and Inclusion (DEI) would fall under the social aspect of ESG. Whereas fostering trust, transparency, and accountability with internal and external stakeholders would be a focus of the governance aspect of ESG. In fact, many things HR already does can be thought of to fall under the social aspect of ESG. These include employee wellbeing, learning and development, employability and income prosperity. Haggag said, “There are so many things that we can do in ESG and it’s easy to get lost. We need to look at which areas matter most to our employees and focus on that.” When it comes to the areas that matter the most to employees, it’s important to understand the context for different markets. We found that employees in different countries had different priorities in their search for meaning. Notably, Singaporeans cared more about societal impact and Filipinos were looking for both societal and environmental impact. Whereas over in Thailand and Vietnam employees advocated for the active promotion of diversity, equity, and inclusion (DEI). Once HR and business leaders understand the areas that matter to their employees from a localized perspective, they can implement effective ESG initiatives that not only benefit the environment and society, but also help the organization attract talent. How will my role as an HR leader evolve in line with ESG? The role of HR has undergone many evolutions over the years - from the early years of providing administrative support with tasks such as recruitment and payroll to being the strategic business partner it is today. As we move towards a greener economy, Haggag foresees that more of the HR community will become Chief Sustainability Officers for the organizations. That said, he stressed, “We need to be clear that HR are not the owners of ESG, but a change agent and a major strategic partner to the business when it comes to ESG. Ultimately, for ESG to work, it needs to be everyone’s initiative. It must make sense to everyone in the organization, from CEO to receptionist.” The above contains insights gained during a panel discussion which ManpowerGroup participated in at the World HR Congress 2024 on the topic of the Strategic Role of HR in Driving ESG Initiatives Within Organizations.
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The True Purpose of Work Revealed: 98% of Southeast Asians Want Meaning at Work
25 April 2024 Singapore (25 April 2024) - 98% of Southeast Asians (SEA) say that meaning at work is important to them and more than half (53%) of them are planning to take action to achieve it. Released today by job platform Jobs_that_makesense Asia, and global recruitment agency Manpower, the study polled largely working adults as well as a smaller group of tertiary students (17%) poised to enter the workforce.The report, titled: “The Quest for Meaning at Work", is the very first Southeast Asia-focused research survey on the pursuit of meaning at work. The report explores the responses of 2,023 participants from six key Southeast Asian countries and aims to define what meaningful work means to today’s workforce.When looking for a new job, nearly half of the respondents (45%) have identified salary and financial stability as their top priority. And one in three respondents said that maintaining a positive work-life balance is becoming increasingly important for professional fulfillment. Significantly, the pursuit of a high salary is not driven by the quest for material wealth but rather by the aim to provide comfort and security for one’s family.Unfortunately, the report shows only one in five (21%) of SEA respondents is “very satisfied” with the level of purpose in their current role, demonstrating a significant opportunity for organizations who want to set themselves apart in the tight talent market. SOUTHEAST ASIA (SEA) FINDINGS:98% of participants surveyed from six key SEA countries indicated that having meaning at work was important to them. Only one in five (21%) of SEA respondents indicated they currently feel “very satisfied” with their current level of meaning at work.More than half of SEA respondents expect their companies to take a leading role in promoting sustainability initiatives. They also advocate for the creation of more positions dedicated to Environmental, Social and Governance (ESG) responsibilities and the provision of learning programs for employees that focus on societal impact and sustainability.While the majority (86%) of SEA respondents believe that any job can contribute to the betterment of society and the planet, 53% of them are contemplating a career change to actively pursue this purpose. Impressively, 84% of those who have already made the transition report high levels of satisfaction.The significance of a company's reputation, particularly in social responsibility, has become a critical factor for job seekers. In fact, 77% of SEA respondents indicate that a company’s reputation in these areas significantly contributes to their decision to pursue employment with them.Respondents expect their companies and employers to balance improvements in workplace conditions with a commitment to broader societal well-being. More than seven out of ten respondents agreed enhancing working conditions with flexible hours, comprehensive health insurance and equal pay (74%), and advocacy for Diversity, Equity, and Inclusion (DEI) and other social causes (72%) are actions organizations could implement to enhance their meaning at work. Jobs_that_makesense Asia CEO, Ms Léa Klein said, over the past three years, we've witnessed a significant shift in this area.“We are seeing a distinct shift towards integrating sustainable practices into various job roles, which is a positive development.” “To meet our region's sustainability targets by 2030, we must accelerate the momentum we are seeing in this space. The workforce is increasingly committed to sustainability and DEIB practices, necessitating the expansion of sustainability-driven roles and upskilling programs. By mainstreaming sustainability across all levels of companies, these positions will become the new norm, ensuring the success of the entire region," Ms Klein said.ManpowerGroup’s Regional President of Asia Pacific and Middle East, Mr Francois Lancon, said this research is closely aligned to ManpowerGroup’s vision that meaningful and sustainable employment has the power to change the world. “It is encouraging to see the findings of this report align to our own core belief that meaningful work is a key driver of employee happiness, health and productivity,” Mr Lancon said. “Today, as the acceleration of automation, a greater focus on ESG, and the emergence of generative AI reshapes industries and economies, organizations have more ability than ever to create opportunities for people to engage in purposeful and fulfilling work.” “While Manpower is committed to identifying and building talent with the right skills to succeed in these new roles, business leaders must have the courage to create opportunities that deliver the type of meaning today’s workforce craves,” Mr Lancon said. READ THE REPORTDOWNLOAD PRESS RELEASEABOUT JOBS_THAT_MAKESENSE ASIAJobs_that_makesense Asiaserves as the Southeast Asia arm of Jobs_that_makesense, a platform committed to nurturing careers that drive societal and environmental progress. Since its inception in 2020, Jobs_that_makesense has operated a job board facilitating access to opportunities within the green and social sectors. It also documents the local sector landscape and lists curriculum programs, empowering professionals to embark on purposeful careers. Over the past three years, Jobs_that_makesense has attracted over 2 million visitors annually, enabling them to explore diverse opportunities. Additionally, it has assisted more than 7,000 green and socially driven companies in connecting with talented individuals. For more information about Jobs_that_Makesense, visitwww.jobsthatmakesense.asia.ABOUT MANPOWERManpower®, part of the ManpowerGroup® (NYSE: MAN) family of companies, is a global leader in contingent staffing and permanent resourcing, providing companies with strategic and operational flexibility and creating talent at scale. Our talent agents and specialized recruiters leverage data-driven insights to assess, guide and place people into meaningful, sustainable employment, and our PowerSuite®tech platform enables assessment and matching to predict performance potential. Our Manpower MyPath®skilling program provides rapid skills development at scale with on-the-job training, market-based certifications, and coaching for roles in growth sectors. In this constantly shifting world, our flexible workforce solutions provide companies with the business agility needed to succeed. For more information about Manpower, visit www.manpower.com.sg
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The True Purpose of Work Revealed: 97% of Singaporeans Want Meaning at Work
25 April 2024 Singapore (25 April 2024) –97% of Singaporeans say that meaning at work is important to them, and more than half of them (51%) are planning to take action to achieve it. Released today by job platform Jobs_that_makesense Asia, and global recruitment agency Manpower, the study polled largely working adults as well as a smaller group of tertiary students (33%) poised to enter the workforce.The report, titled: “The quest for meaning at work", is the very first Southeast Asia-focused research survey on the pursuit of meaning at work. The report explores the responses of 2,023 participants from six key Southeast Asian countries and aims to define what meaningful work means to today’s workforce. 494 in Singapore participated in this survey. When looking for a new job, nearly half of the Singapore respondents (48%) have identified salary and job stability as their top priorities. And one in three respondents said that maintaining a positive work-life balance is becoming increasingly important for professional fulfillment. Significantly, the pursuit of a high salary is not driven by the quest for material wealth but rather by the aim to provide comfort and security for one’s family.Unfortunately, the report shows that only one in five (20%) Singapore respondents is “very satisfied” with the level of purpose in their current role, demonstrating a significant opportunity for organizations who want to set themselves apart in the tight talent market.SINGAPORE FINDINGS:97% of Singapore respondents indicated that having meaning at work was important to them. However, only one in five (20%) of Singapore respondents indicated they currently feel “very satisfied” with their current level of meaning at work.More than eight out of ten Singapore respondents agreed that enhancing working conditions with flexible hours, comprehensive health insurance and equal pay (82%), advocacy for Diversity, Equity, and Inclusion (DEI) and other social causes (65%), and creating more opportunities dedicated to Environmental, Social, and Governance (ESG) (56%) are actions organizations could implement to enhance their meaning at work.Limited availability of green and social-driven job opportunities (33%), the need to balance personal life responsibilities with professional aspirations (20%), and lack of skills and experience (15%) are the top three challenges Singapore respondents face in their quest for jobs with purpose.Seven in ten (73%) Singapore respondents indicated that they take into consideration the company’s reputation for social responsibility when deciding to work for them.SOUTHEAST ASIA FINDINGS:98% of participants surveyed from six key SEA countries indicated that having meaning at work was important to them. Only one in five (21%) of SEA respondents indicated they currently feel “very satisfied” with their current level of meaning at work.More than half of SEA respondents expect their companies to take a leading role in promoting sustainability initiatives. They also advocate for the creation of more positions dedicated to ESG responsibilities and the provision of learning programs for employees that focus on societal impact and sustainability. While the majority (86%) of SEA respondents believe that any job can contribute to the betterment of society and the planet, 53% of them are contemplating a career change to actively pursue this purpose. Impressively, 84% of those who have already made the transition report high levels of satisfaction. The significance of a company's reputation, particularly in social responsibility, has become a critical factor for job seekers. In fact, 77% of SEA respondents indicate that a company’s reputation in these areas significantly contributes to their decision to pursue employment with them. Respondents expect their companies and employers to balance improvements in workplace conditions with a commitment to broader societal well-being. More than seven out of ten respondents agreed enhancing working conditions with flexible hours, comprehensive health insurance and equal pay (74%), and advocacy for DEI and other social causes (72%) are actions organizations could implement to enhance their meaning at work.ManpowerGroup’s Country Manager for Singapore, Ms Linda Teo, said that the report’s insights will help employers in Singapore come up with better strategies to realign their business objectives to individual aspirations, setting the stage for a more inclusive and sustainable business model.“Whenever the topic of meaning at work is discussed, Gen Z usually comes to mind. However, the report shows that it’s not just Gen Z who wants to work in jobs that combine passion with purpose, but workers across different age groups.”Ms Teo added, “Notably, the report reveals that majority of Singapore believe that having more flexibility in their work improves their working conditions, giving them greater job fulfillment. Employers who have been slow to roll out flexible work arrangements should take note or risk falling behind in the race for talent.”ABOUT THE METHODOLOGY The survey was conducted across six countries (Singapore, Malaysia, the Philippines, Indonesia, Vietnam, and Thailand), offering participants the choice to respond in English, Thai, or Vietnamese. A total of 2,023 individuals took part in the survey, which was administered in March 2024. Respondents represented diverse sectors and demographics, spanning from small to large organizations, encompassing both nonprofit and corporate sectors. The majority of participants hailed from the for-profit industry.READ THE REPORTDOWNLOAD PRESS RELEASE ABOUT JOBS_THAT_MAKESENSE ASIAJobs_that_makesense Asiaserves as the Southeast Asia arm of Jobs_that_makesense, a platform committed to nurturing careers that drive societal and environmental progress. Since its inception in 2020, Jobs_that_makesense has operated a job board facilitating access to opportunities within the green and social sectors. It also documents the local sector landscape and lists curriculum programs, empowering professionals to embark on purposeful careers. Over the past three years, Jobs_that_makesense has attracted over 2 million visitors annually, enabling them to explore diverse opportunities. Additionally, it has assisted more than 7,000 green and socially driven companies in connecting with talented individuals. For more information about Jobs_that_Makesense, visit www.jobsthatmakesense.asia. ABOUT MANPOWERManpower®, part of the ManpowerGroup® (NYSE: MAN) family of companies, is a global leader in contingent staffing and permanent resourcing, providing companies with strategic and operational flexibility and creating talent at scale. Our talent agents and specialized recruiters leverage data-driven insights to assess, guide and place people into meaningful, sustainable employment, and our PowerSuite® tech platform enables assessment and matching to predict performance potential. Our Manpower MyPath® skilling program provides rapid skills development at scale with on-the-job training, market-based certifications, and coaching for roles in growth sectors. In this constantly shifting world, our flexible workforce solutions provide companies with the business agility needed to succeed. For more information about Manpower, visit www.manpower.com.sg
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Women at Work 2024: Closing the Gender Gap
13 March 2024 Closing the Gap: Assessing the State of Gender Equity and Women at WorkAs we celebrate International Women's Day, it's a time for both reflection and action. We've made progress, but let's be real – the numbers still tell a story of inequality. Only 5.8% of Fortune 500 CEOs are women. Less than a third of executive committee members at major companies are female. And the equal pay? Well, currently women around the world earn 77 cents for every dollar earned by men.But amidst these hard truths, there are glimmers of hope shining through. ManpowerGroup's new “World of Work Outlook for Women in 2024“ report shows that some industries are stepping up and making real strides towards gender equity. Consumer Goods & Services, Financials & Real Estate, Communications Services, Health Care & Life Sciences, and Information Technology are leading the charge and showing us what's possible. As Becky Frankiewicz, ManpowerGroup's President, North America Region and Chief Commercial Officer, puts it, “In a world of talent shortages, we need everyone contributing to employment in a meaningful way. Bringing women into the workforce with an equal playing field is an economic imperative, not a nice-to-have. Knowing what women expect and need is the foundation for building equity. Actively upskilling, empowering allyship, leveraging technology to enable flexibility – this is how we unlock potential and growth, both for women and organizations.” The Business Case for EquityMomentum towards gender equity isn't just a feel-good movement. It's backed by powerful economic forces. Research shows that achieving gender equity could inject a staggering $12 trillion into the global economy over the next decade. And studies prove that when leadership teams are diverse, innovation soars, driving up profits and resilience. So, organizations have a choice to make – do they want to be at the forefront of this evolution, realizing the full potential of women? Or do they want to risk becoming irrelevant as their competitors reshape around inclusive talent strategies? Tech as a CatalystThe new report highlights some promising changes on the horizon. Over a third of employers confirm that flexible working policies are the most effective way to retain and attract diverse talent. And that's not all - leadership development, inclusive culture, coaching and mentoring, and academic partnerships are also top initiatives. And let's talk about technology – it's playing a huge role in advancing gender equality. 65% of employers say new tech has helped them be more flexible, 62% report it's diversifying their IT talent pipelines, and 52% say AI-based tools are helping them recruit the best candidates, regardless of gender. Systemic Barriers RemainBut let's be real - there are still significant disparities deeply embedded in our systems. Just over half of the companies surveyed report that their pay equity initiatives are on track, while the rest are lagging behind or have no initiatives at all. And when it comes to expanding the number of women candidates, it varies by role – administrative and operational positions are leading the way, but Science, Technology, Engineering, and Mathematics (STEM) and top-level management? There's still a long way to go. Steps To ProgressSo, how do we unlock the full potential of women in the workforce? The report lays out some key opportunities: Empower Women’s Allyship – Guide young women’s career journeys early on. Facilitate mentorship and sponsorship programs for women led by senior executive female allies. Leverage An Internal Talent Marketplace – Implement AI-based talent marketplaces matching women’s skills and aspirations to projects, gigs, and leadership opportunities enabling professional growth. Focus On Upskilling and Reskilling – Offer AI-enabled and virtual upskilling and reskilling to suggest personalized courses. Host tech academies to ensure women develop high-demand digital fluencies. Keep Flexible Benefits – Survey staff to shape policies supporting work-life harmony. With growing return-to-office plans, maintain caregiving benefits and hybrid remote options to retain women. Support Diversity, Equity, Inclusion, and Belonging (DEIB) – Embed DEIB goals into operations with executive support, clear KPIs, tools, and training that build capabilities across all levels. The Road AheadThis International Women's Day, as we celebrate the progress made, let's also confront the hard truths head-on. The road to true equity remains long and winding, with stubborn barriers and biases continuing to block women's paths. But here's the good news...we know what works. ManpowerGroup's “World of Work Outlook for Women in 2024“offers a comprehensive blueprint for unlocking women's full potential in the workforce. By implementing the report's key recommendations – from progressive policies and allyship programs to skills-based hiring and diversity-driven technologies – organizations can take concrete steps towards creating cultures where women thrive. So the question becomes, what role will each of us play? The insights are clear, the tools are within reach, and the time for action is now. Change won't happen overnight - we know that. But every small step we take brings us closer to a future where women can thrive at work without barriers or bias.
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Breaking Down Barriers: How to Embrace Gender Equity in the Workplace
13 March 2024 First, let’s start with the good news. According to the World Economic Forum’s Global Gender Gap Report, the gap has actually been closed by 68%!But now the bad news. Despite the progress, it will still take 132 years to achieve full parity. And here’s where it gets even worse. According to data from the same report heading into 2020 (pre-pandemic) the gap was set to close within 100 years.It’s not all doom and gloom though, as some key measurables show progress is being made in countries around the world.WEF’s report finds that although no country has yet achieved full gender parity, the top 10 economies have closed at least 80% of their gender gaps, with Iceland (90.8%) leading the global ranking and serving as the only economy to have closed more than 90% of its gap. Other Scandinavian countries such as Finland (86%, 2nd), Norway (84.5%, 3rd), and Sweden (82.2%, 5th) are in the top 5, with additional European countries such as Ireland (80.4%) and Germany (80.1%) in 9th and 10th respectively. Sub-Saharan African countries Rwanda (81.1%, 6th) and Namibia (80.7%, 8th), along with one Latin American country, Nicaragua (81%, 7th), and one country from East Asia and the Pacific, New Zealand (84.1%, 4th), are also in the top 10.On the workforce front, gender gaps continue to be driven and impacted by many factors, including long-standing structural barriers, socioeconomic and technological transformation, as well as economic shocks. More women have been moving into paid work and, increasingly, leadership positions, yet globally societal expectations, employer policies, the legal environment, and the availability of child and elder care continue to impact the educational tracks and career trajectories women choose. And the fallout from the pandemic continues to disproportionately affect women as more companies engage in belt-tightening to weather any potential financial storm.Data from ManpowerGroup’s 2023 Workforce Trends report, The New Human Age, backs this up as 20% of women said the pandemic has made them want more security about their future – more important than a role reflecting their passion or values. A quarter of women (25%) are anxious about changing jobs now due to economic uncertainty and 1 in 3 women believe the current economic climate is a direct threat to their job.While incremental progress is still progress, it’s not enough and we need a broad coalition of employers to step up and make a difference. Here are some ways to help women overcome the barriers to entry, advancement, pay inequity, and more:Own Your Numbers and Measure Your ProgressWhen asked what women want at work, they were more likely than men to say equality in the workplace, regardless of age, race, or gender. Be accountable for making measurable progress and for tracking representation, hiring, and promotion outcomes.Repair Your Management PipelineOnly 19% of women report having a clear career path mapped out for them with their supervisors or organizations. Set a goal to get more women into first-level management, making it easier for more women to rise to senior leadership in your organization.Grow and Develop Your Female TalentAccording to The New Human Age, less than half of women believe their employer encourages upskilling or training and more than 40% say their manager does not recognize their skills or potential. Help employees develop both technical and soft skills, identify adjacent skill sets for new roles, and demonstrate how short bursts of training can accelerate people from one job to the next.Provide What Women WantWomen are more likely to value flexibility in locations and hours, including the option to work a compressed four-day week, and time off for mental health/well-being days.Flexibility is so important to women that The New Human Age data found 35% of women would trade 5% of their salary for a 4-day week.Gender equity is not just a women's issue; it's a human issue. While progress has been made in recent years, there is still a long way to go to achieve gender equity in the workplace. By encouraging diversity and inclusion, providing support for work-life balance, addressing unconscious bias, ensuring pay equity, and providing leadership opportunities, organizations can help women thrive in the workplace and achieve their full potential.