​APME Maintains Stable Hiring Outlook Amid Global Uncertainty in Q3 2025· The Net Employment Outlook for Q3 2025 in Asia Pacific and the Middle East (APME) is +28%, remaining the same as Q2 2025 and up 7 points from Q3 2024.· Employers in U.A.E. (+48%), India (+42%), and China (+28%) report the strongest Outlooks in the region, with U.A.E. also ranking first globally, beating the global average by 24 points.· The Information Technology sector leads hiring intentions (+38%), followed by Financials and Real Estate (+31%) and Industrials and Materials (+29%).· Larger organizations demonstrate the strongest hiring intentions, with companies of 5,000+ employees reporting the strongest Outlook (+39%).· More than 6 in 10 (63%) companies in APME report increasing their investment in task or process automation.​SINGAPORE (10 JUNE, 2025) – The latest ManpowerGroup Employment Outlook Survey reveals a strengthened hiring Outlook across APME for Q3 2025, with a Net Employment Outlook (NEO) of +28%. This remained the same compared to the previous quarter and represents an increase of 7 points year-over-year.​The Survey, which gathered data from over 12,434 employers across 10 APME countries and territories, indicates a stable and resilient labor market, where businesses remain committed to talent investment even amid global economic headwinds.​“Despite global trade headwinds, hiring sentiment across Asia Pacific and the Middle East remains firm. This consistency reflects employers’ cautious confidence in navigating a complex global landscape and underscores the region’s resilience, adaptability, and strategic focus on long-term growth. Notably, the U.A.E. leads the world in employment Outlook, exceeding the global average by 24 points—a testament to its economic agility, policy stability, and sustained investment in innovation and infrastructure,” said François Lançon, Regional President, Asia Pacific & Middle East, ManpowerGroup.​Besides employment Outlooks, the APME report also shed light on the main reasons for staffing increases and decreases. 40% of employers in the region cite company expansion as the top reason for staffing increases, followed by new ventures requiring new roles (30%), and tech advancements needing more expertise (30%). On the flip side, economic challenges (36%) and the need to adapt to market changes (30%) are the top reasons for workforce reductions.​The report also explores how an aging workforce, uncertainty, and automation are influencing HR strategies.· Hiring in the Face of Trade Uncertainty: Global trade uncertainty is shaping hiring decisions for 59% of companies in APME, with the impact particularly pronounced among employers within the Communication Services sector (65%), and the Transport, Logistics, and Automotive sector (65%).· Bracing for the Silver Shift: 54% of companies in APME report that workforce aging and the retirement of experienced talent are shaping their HR strategies—most notably in the Communication Services sector, where 65% report an impact, followed by the Transport, Logistics, and Automotive sector (61%).· APME Employers Gear Up for a Tech-Driven Future: More than 6 in 10 (63%) companies in APME report increasing their investment in task or process automation, with the IT sector (75%) leading the way. At the same time, 74% of employers expecting automation to bring the biggest changes to IT and data-focused roles over the next five years.Used internationally as a bellwether of labor market trends, the NEO is calculated by subtracting the percentage of employers who anticipate reductions in staffing levels from those who plan to hire.​HIRING INTENTIONS BY REGIONAsia Pacific and the Middle East (APME):· U.A.E. leads global hiring confidence with an Outlook of +48%, followed by India (+42%).· The strongest Outlook globally for the Transport, Logistics, and Automotive (+64%), Energy and Utilities (+57%), Consumer Goods and Services (+50%) industry verticals were reported by employers in the U.A.E. Highest hiring intentions in the Financials and Real Estate industry vertical was reported by employers in India (+43%).​The Americas:· Employers in the Costa Rica (+41%), Brazil (+33%), and U.S. (+30%) reported the strongest hiring intentions across the regions for Q3.· However, Argentina reports the lowest global Outlook at +3%.· The strongest Outlooks globally for both the Healthcare and Life Sciences and Industrials and Materials industry verticals were reported by employers in Costa Rica (+62% and +47%, respectively).​Europe:· The Netherlands (+30%), Ireland (+29%), and Norway (+26%) report the strongest hiring intentions in the region.· The strongest Outlook globally for the IT industry are reported by employers in Norway (+60%), and Communication Services in the Czech Republic (+57%).To view the complete results for the Q3 2025 ManpowerGroup Employment Outlook Survey, including regional and country data, visit: www.manpowergroup.com.sg/meos-apme. The next survey will be released in September 2025 and will report hiring expectations for the fourth quarter of the year.​# # #​About the SurveyThe ManpowerGroup Employment Outlook Survey is the most comprehensive, forward-looking employment survey of its kind, used globally as a key labor market indicator. The Net Employment Outlook (NEO) is derived by taking the percentage of employers anticipating an increase in hiring activity and subtracting from this the percentage of employers expecting a decrease in hiring activity.​Survey MethodologyThe methodology used to collect the data for the Employment Outlook has been digitized in 42 markets for the Q3 2025 report. Survey responses were collected in April 2025. The question asked and the respondent profile remains unchanged. Size of organization and sector are standardized across all countries and territories to allow international comparisons.​About ManpowerGroup ManpowerGroup® (NYSE: MAN), the leading global workforce solutions company, helps organizations transform in a fast-changing world of work by sourcing, assessing, developing, and managing the talent that enables them to win. We develop innovative solutions for hundreds of thousands of organizations every year, providing them with skilled talent while finding meaningful, sustainable employment for millions of people across a wide range of industries and skills. Our expert family of brands – Manpower, Experis, and Talent Solutions– creates substantially more value for candidates and clients across more than 70 countries and territories and has done so for more than 75 years. We are recognized consistently for our diversity – as a best place to work for Women, Inclusion, Equality, and Disability, and in 2025 ManpowerGroup was named one of the World's Most Ethical Companies for the 16th time – all confirming our position as the brand of choice for in-demand talent. For more information, visit www.manpowergroup.com, or follow us onLinkedIn, Facebook, and Bluesky.​Forward-Looking StatementsThis press release contains forward-looking statements, including statements regarding labor demand in certain regions, countries, and industries, economic uncertainty, and workforce trends. Actual events or results may differ materially from those contained in the forward-looking statements, due to risks, uncertainties, and assumptions. ManpowerGroup disclaims any obligation to update any forward-looking or other statements in this release, except as required by law.

​Singapore Employers Show Resilience Amid Global Trade Uncertainty: Latest ManpowerGroup Employment Outlook Survey​Singapore’s Net Employment Outlook (NEO) for Q3 2025 stands at +24%, weakening by 3 points from Q2 2025 and strengthening by 4 points year-over-year.Across the sectors, the Healthcare and Life Sciences industry report the strongest Outlook of +43%, the strongest hiring sentiment in Singapore.Company expansion drives Q3 staffing increases in Singapore, with 43% reporting company expansion as the top reason for staffing increases.Global trade uncertainty is shaping hiring decisions for almost 7 in 10 (69%) companies in Singapore.More than 6 in 10 (64%) companies in Singapore report increasing their investment in task or process automation.​SINGAPORE (10 JUNE 2025) –Hiring sentiments in Singapore remain relatively steady, as employers demonstrate resilience amid global trade uncertainty, according to the latest ManpowerGroup Employment Outlook Survey.​Out of the 525 employers in Singapore surveyed about their hiring plans for the next quarter, 43% plan to hire,19% anticipate a decrease in their staffing levels, while 38% do not expect any change. The Net Employment Outlook (NEO), after seasonal adjustment, is +24%, weakening by 3 points from Q2 2025 and strengthening by 4 points when compared to the same time last year.Used internationally as a bellwether of economic and labor market trends, the NEO is calculated by subtracting the percentage of employers who anticipate reductions in staffing levels from those who plan to hire.​Employers across all sectors report a positive Outlook, with the most competitive sector being Healthcare and Life Sciences, recording an NEO of +43%. Despite a 6-point decrease in hiring expectations since the previous quarter, the sector has remained among the top three most competitive sectors in Singapore since Q1 2025.​Employers in Singapore continue to cite company expansion (43%) as the primary driver of staffing increases, followed by the need for skills to stay competitive (30%). On the flip side, economic challenges (42%) and the need to adapt to market changes (30%) are the top reasons for workforce reductions.​“Employers in Singapore are showing resilience amid global trade uncertainty, maintaining a steady employment outlook of +24%. While the overall outlook has softened, a closer look reveals a more nuanced picture. Employers are holding on to their talent while strategically investing in future-proofing their workforces, adopting a wait-and-see approach to the global trade environment. This underscores a shift toward greater workforce agility—aligning talent investments with evolving market dynamics,” comments Ms. Linda Teo, Country Manager of ManpowerGroup Singapore.​Besides employment Outlooks, the Singapore report also explores how an aging workforce, uncertainty, and automation are influencing HR strategies.​Hiring in the Face of Trade Uncertainty: Global trade uncertainty is shaping hiring decisions for 69% of companies in Singapore, with the impact particularly pronounced among employers within the Transport, Logistics, and Automotive sector (81%).Bracing for the Silver Shift: 58%. of companies in Singapore report that workforce aging and the retirement of experienced talent are shaping their HR strategies—most notably in the Communication Services sector, where 76% report an impact.Singapore Employers Gear Up for a Tech-Driven Future:More than 6 in 10 (64%) companies in Singapore report increasing their investment in task or process automation, with the IT sector (74%) leading the way. At the same time, 80% of employers expecting automation to bring the biggest changes to IT and data-focused roles over the next five years.​Ms. Teo adds, “Singapore’s employers are demonstrating foresight—not merely reacting, but strategically preparing for the future of work. This is reflected in a dual focus: managing demographic shifts and accelerating investment in automation.”​Employment Outlooks Across the Asia Pacific​Leading globally with an Outlook of 29%, with modest improvements year-over-year.India (42%) leads regional confidence, ranking second globally, while China (28%) and Singapore (24%) continue to show solid hiring intentions.Hong Kong (8%) and Japan (15%) remain more cautious.​To view complete results for the Q3 2025 ManpowerGroup Employment Outlook Survey, visit: www.manpowergroup.com.sg/meos. The next survey will be released in September 2025 and will report hiring expectations for the fourth quarter of the year.​# # #​ABOUT THE SURVEYThe ManpowerGroup Employment Outlook Survey is the most comprehensive, forward-looking employment survey of its kind, used globally as a key labor market indicator. The Net Employment Outlook (NEO) is derived by taking the percentage of employers anticipating an increase in hiring activity and subtracting from this the percentage of employers expecting a decrease in hiring activity.​SURVEY METHODOLOGYSurvey responses were collected from April 1-30, 2025. Size of organization and sector are standardized across all countries and territories to allow international comparisons.​FORWARD LOOKING STATEMENTSThis report contains forward-looking statements, including statements regarding labor demand in certain regions, countries and industries, and economic uncertainty. Actual events or results may differ materially from those contained in the forward-looking statements, due to risks, uncertainties and assumptions. These factors include those found in the Company's reports filed with the U.S. Securities and Exchange Commission (SEC), including the information under the heading "Risk Factors" in its Annual Report on Form 10-K for the year ended December 31, 2024, whose information is incorporated herein by reference. ManpowerGroup disclaims any obligation to update any forward-looking or other statements in this release, except as required by law.​ABOUT MANPOWERGROUP SINGAPOREEstablished in 1995 in Singapore, ManpowerGroup works with a range of manufacturing, resources, mining, transport and logistics, government, blue chip investment and retail banks, IT vendors and outsourcers, telecoms service providers and infrastructure, utilities and engineering services companies. In Singapore, the ManpowerGroup suite of solutions is offered through Manpower®, and Talent Solutions. More information on ManpowerGroup Singapore is available at: www.manpowergroup.com.sg​ABOUT MANPOWERGROUPManpowerGroup® (NYSE: MAN), the leading global workforce solutions company, helps organizations transform in a fast-changing world of work by sourcing, assessing, developing, and managing the talent that enables them to win. We develop innovative solutions for hundreds of thousands of organizations every year, providing them with skilled talent while finding meaningful, sustainable employment for millions of people across a wide range of industries and skills. Our expert family of brands – Manpower, Experis, and Talent Solutions – creates substantially more value for candidates and clients across more than 75 countries and territories and has done so for more than 75 years. We are recognized consistently for our diversity – as a best place to work for Women, Inclusion, Equality, and Disability, and in 2025 ManpowerGroup was named one of the World's Most Ethical Companies for the 16th time – all confirming our position as the brand of choice for in-demand talent.

​The pros and cons of contract or contingent staffing versus permanent hires.In today's rapidly changing business environment, finding the right workforce mix is crucial for organizational success. The blend of contract, contingent, and permanent employees can significantly impact your company's efficiency, flexibility, and bottom line. Understanding the differences between these types of workers and how they fit into your workforce strategy is essential.Let's explore what each type entails and how to determine the best mix for your organization.​Understanding Workforce Types​Permanent EmployeesPermanent employees are the backbone of any organization. They are hired for long-term employment and typically receive benefits such as health insurance, retirement plans, and paid time off. These employees are deeply embedded in the company culture and are often seen as the primary contributors to the organization's core goals and objectives.​Pros:Long-term commitment and loyaltyIn-depth knowledge of the company and its operationsStability in the workforceCons:Higher cost due to benefits and taxesDue to more intense hiring process, there’s less flexibility in scaling the workforce up or down quickly.Contract WorkersContract workers are hired for specific projects for a fixed period. They usually possess specialized skills that are needed for short-term tasks. These workers might be freelancers, consultants, or part of an agency.​Pros:Cost-effective for short-term projectsAccess to specialized skills without a long-term commitmentFlexibility to scale workforce based on project needsCons:Limited loyalty to the companyLess integration into company culture (i.e., less organizational knowledge)Potential for higher turnover ratesContingent WorkersContingent workers can include temporary workers, freelancers, and consultants. They may or may not have fixed end dates, and are often hired through staffing agencies. Contingent staffing provides organizations with the flexibility to adjust their workforce according to business demands.​Pros:Highest degree of flexibilityHigher hourly rate balanced by savings on benefitsQuick adaptation to changing market conditionsCons:Potential challenges with engagement and loyaltyIncreased management complexityRisk of knowledge gaps in the workforceDetermining the Right Workforce MixA recent Dayforce executive surveyreveals that 80% of respondents globally said their organization uses contingent workers—and 65% expect their organization's use of these workers to increase in the next two years. The supply of contingent workers has increased as well. The number of workers identifying as “occasionally independent” more than doubled from 15.8 million in 2020 to 36.6 million in 2023.To determine whether your workforce would benefit from adding temporary staff, it’s important to evaluate your company’s unique needs and goals.​Here are some factors to consider:Assessing Business NeedsStart by identifying your organization's short-term and long-term goals. Determine which roles are critical to achieving these objectives. Consider the following questions:What are the core functions that require permanent staff?Are there specific projects that need specialized skills?How quickly do you need to scale your workforce in response to market changes?Evaluating Cost ImplicationsUnderstanding the financial impact of each workforce type is essential. Permanent employees come with higher costs due to salaries and benefits. Contract and contingent workers, on the other hand, might save on costs but could require higher hourly rates.Balancing Flexibility and StabilityA successful workforce strategy balances the need for flexibility with the desire for stability. Consider maintaining a core group of permanent employees for essential functions while utilizing temporary staff for projects and peak periods.Considering Company CultureCompany culture plays a significant role in determining the right workforce mix. Permanent employees often help sustain and build culture, while contract and contingent workers bring fresh perspectives and skills. Striking the right balance can enhance innovation and maintain a cohesive work environment.Real-World ExamplesIn the tech industry, companies like Google and Microsoft leverage a mix of permanent and contingent staffing to drive innovation. Permanent staff focus on core product development, while contingent workers bring specialized skills for specific projects.Healthcare organizations often rely on a blend of permanent staff and contract workers, such as traveling nurses and medical specialists, to address fluctuating patient demands and specialized care needs.Implementing Your Workforce StrategyOnce you've determined the ideal workforce mix for your organization, it's time to devise a management strategy. Incorporating temporary workers into the workflow is a complex issue that spans multiple business units and geographies. Approaching the task with siloed management breeds uncertainty about which tasks to allocate to external contributors, and how to manage workers that may come from different sources. Managing a diverse workforce requires clear policies and procedures. Training managers to handle different types of workers and fostering collaboration among all employees will help maintain productivity and morale.Tips To Make It Work:A cross-functional steering committee– This is a strategy utilized by Cisco, among other companies. The committee includes representatives from all functional areas, including finance, human resources, information technology (IT), and operations, and includes representatives from various business units. This team provides strategic guidance, resolves policy issues, and helps standardize the approach to managing contingent work across the board.Clear Communication– Ensure that all employees understand their roles and how they contribute to the organization's success. Open communication fosters a sense of belonging and engagement, regardless of employment status.Continuous Evaluation– Regularly assess your workforce strategy to ensure it aligns with business goals. Adjust your mix of permanent, contract, and contingent workers as needed to respond to changing market conditions and organizational needs.In Closing …Finding the right workforce mix is essential for businesses aiming to remain competitive in today's dynamic environment. By understanding the strengths and weaknesses of permanent, contract, and contingent staffing, organizations can tailor their workforce strategies to meet their unique needs. Balancing flexibility, cost, and company culture will help create a workforce that drives success and innovation.Incorporate these insights into your workforce planning, and you'll be well on your way to building a team that can adapt and thrive in any market condition.​Ready to optimize your workforce strategy? Whether you need the flexibility of temporary staff or the long-term commitment of permanent employees, Manpower Singapore can help you find the perfect fit. Explore our services to discover how we can support your business:Contingent Workforce ManagementTemp & Contract RecruitmentPermanent Recruitment

The outlook for the global consumer goods sector in 2025 is uncertain. At the macro level, we are in the midst of a fundamental reordering of the global economic status quo.​Meanwhile, consumer goods leaders will need to navigate day-to-day challenges such as supply chain disruptions, inflationary pressures, and shifting consumer preferences towards sustainability and digital engagement. This Global Insights World of Work research examines the impact on the future of work as organizations prioritize agility, innovation, and workforce transformation. ​This report explores critical questions for global brands:​How are they reimagining their digital transformation strategies to accelerate innovation? How are global trends like geopolitical uncertainty and AI adoption reshaping the future of retail? And what steps can business leaders take to future-proof their strategic workforce planning amidst accelerating change?Download the full report to discover five key trends, from ramping up reinvention and the CX transformation to integrating sustainability and smart talent shopping.Download Report

​Today’s conversations about sustainability beg the question: what is the workforce that will get us to more sustainable companies, communities and economies? The green jobs that got us to where we are today with environmental improvement were necessary for the progress we have achieved, but alone they are not sufficient to get us where we need to go and can go next. ​To address the question of who needs to be involved to achieve a more sustainable future, we must adopt a broader perspective. ManpowerGroup’s research into the sustainability workforce not only builds on the foundation of green initiatives but also envisions a wide range of roles that enhance our collective sustainability progress, from climate health to innovation and bio-inspired business.​• What is the work of sustainability and how is it driven by organizations and employers who see opportunities as well as responsibility?• How can companies integrate sustainability into their core business strategies to not only address environmental concerns but also drive new business, employee engagement and retention across multiple generations?​• What new roles and skills will be essential in the evolving sustainability workforce to ensure the successful implementation of green business transformation?​• In what ways can sustainable brand leadership serve as a competitive advantage in attracting top talent and enhancing consumer loyalty?​​Download the full report for five key sustainability trends to look out for, a future cast on jobs and skills, as well as actionable tips on building a workforce that helps your organization thrive in a sustainable future. ​Download Report

​ManpowerGroup’s 2025 World of Work Outlook for Women report examines the progress, persistent gaps, and opportunities for employers, in Singapore and Globally, as women represent an increasingly significant portion of the workforce.  ​It leverages data from more than 40,000 hiring managers around the world to learn more about the current state of gender gaps and what organizations of all sizes are doing to address them.​Key Findings Include: ​Employers around the world are continuing their long-term efforts to address workforce gender gaps. In Singapore, initiatives to improve representation in frontline management, middle management, and PMET roles are showing the most progress. In Singapore, efforts to increase the number of women in senior leadership roles are proving more difficult with the smallest year-over-year increase. Across industries worldwide, organizations with on-track initiatives to recruit and retain women report less difficulty with global talent scarcity. Employers in Singapore and Globally remain committed to building a more inclusive workplace, only 7% say they currently have no initiatives. ​Download Report​

More than 4 in 5 employers in Singapore are having difficulty finding skilled talent. If you’re among them, a compelling EVP may be the answer.​​An Employer Value Proposition (EVP) refers to the unique set of benefits and values that an organization offers to its employees—and just as importantly—to prospective employees. The concept of an EVP is not new, yet its importance has never been more pronounced.​The Competition for TalentOur research shows that 83% of employers in Singapore—and 74% of employers worldwide—report difficulty finding skilled talent. This finding is based on our global survey of over 40,000 hiring managers across industries. This number has changed very little in the last three years and is unlikely to improve in the current climate. Why?​Two reasons: New technologies require new skills, and the workforce is playing catch-up. With the rapid pace of technological innovation, this is getting more and more difficult. The population is aging. Baby boomers are retiring and there aren’t enough younger workers coming into the workplace. (For a closer look at what this will mean, see Will Baby Boomers Break the Workforce ?).​What Can an Employer Value Proposition Do?The Employee Value Proposition (EVP) is the heart of a company's employer brand, essential for distinguishing the organization in a crowded job market. For example, imagine your company as a box of cereal on a store shelf. What makes it stand out among all the other options? You might be offering the best oat flakes on the market. But if your audience is looking for corn puffs, it’s not going to work. ​In other words, find out what the “customer” wants.​Crafting an Effective EVPBefore you can begin to create an EVP, you need to determine what your target audience is looking for. Of course, you shouldn’t do a complete reset just to align with current trends, but getting a read on what people want is crucial. ​Here are key steps in developing a compelling EVP:​Research and AnalysisA natural place to start is with your current staff. Delve deep into their aspirations and motivations. Conduct surveys and interviews with employees to learn what they appreciate about working for your organization and what areas need improvement. This qualitative data can reveal hidden strengths and areas of opportunity within your existing employment offering. Don’t forget about exit interviews. ​Secondly, analyze competitors’ offerings (pay, benefits, culture, etc.) to identify potential gaps or the unique advantages your organization offers. Understanding the competitive landscape helps in positioning your EVP to highlight what sets your organization apart.​Define Your Core ValuesAlign your EVP with your company's mission and values. Clearly articulate what makes your organization unique and why it is an employer of choice. Think tangible benefits as well as the intangible qualities that define your culture. Ideally, your employee research should reflect awareness of these values. ​If there seems to be a disconnect between your stated values and actual practices, this is a good time to address and remedy the situation.​Components of a Strong EVPA robust EVP includes several components that collectively define the employment experience:​Compensation and Benefits: Competitive salaries, health benefits, retirement plans, and bonuses are fundamental. Ensure that your compensation package is not only attractive but also equitable and transparent.Career Development Programs: Opportunities for growth, training programs, and clear career progression paths are vital. Workers are increasingly looking for roles that offer continuous learning and professional development opportunitiesWork Environment: Company culture, work-life balance, and the quality of the physical or virtual workspace significantly impact employee satisfaction. A positive work environment fosters creativity and productivity. Company Reputation: How your organization is perceived in terms of ethics, stability, and innovation affects its attractiveness to potential employees. A strong reputation can be a powerful motivator for job seekers. Social Responsibility: Corporate social responsibility initiatives and your company's impact on society and the environment resonate with employees who want to work for socially conscious organizations. This component can be a deciding factor for many candidates.​Communicating your EVPTo CandidatesPutting your EVP front and center will require you to update, or even overhaul, your recruitment process. Consider all these touchpoints:​Career Website: Highlight your EVP prominently on your career page. Use engaging visuals, employee testimonials, and clear messaging about what makes your company unique.Social Media: Leverage platforms like LinkedIn, Instagram, and Twitter to share stories, achievements, and behind-the-scenes content that reflect your company culture and values.Job Descriptions: Ensure your job postings clearly articulate your EVP. Mention benefits, growth opportunities, and any unique aspects of your workplace.Employee Advocacy: Encourage current employees to share their positive experiences on social media and review sites like Glassdoor. Authentic voices can be very persuasive.Recruitment Marketing: Use targeted ads and content marketing to reach potential candidates. Highlight your EVP in blogs, videos, and other content formats.Onboarding: Reinforce your EVP during the onboarding process to ensure new hires feel welcomed and understand the company’s values from the start.Events and Webinars: Host or participate in industry events, webinars, and career fairs. Use these opportunities to communicate your EVP directly to potential candidates.​To EmployeesCommunicating your EVP to current employees is an important way to bolster engagement and lower turnover (more on that below). Their satisfaction and advocacy are also crucial for attracting new talent.Here are some ways to spread the word.​Internal Newsletters and Intranet: Regularly share updates, success stories, and highlights that reinforce your EVP. This keeps employees informed and connected to the company's mission and values.Town Hall Meetings: Use these gatherings to discuss company achievements, future goals, and how the EVP plays a role in the organization's success. This fosters a sense of community and shared purpose.Recognition Programs: Highlight employees who embody the company's values and contribute to its success. Recognizing their efforts publicly reinforces the importance of the EVP.Training and Development: Offer programs that align with your EVP, such as leadership training, skill development workshops, and career advancement opportunities. This shows a commitment to employee growth and development. For tips on this, read How to Improve Employee Morale Through Learning.Surveys and Feedback: Regularly solicit feedback from employees about their experiences and perceptions of the EVP. Use this information to make improvements and show that you value their input.Employee Resource Groups (ERGs): Support ERGs that align with your EVP. These groups can help foster a sense of belonging and provide a platform for employees to connect over shared interests and values.Celebrations and Events: Host events that celebrate company milestones, cultural diversity, and other aspects of your EVP. These gatherings can strengthen the sense of community and shared purpose.​Making it WorkIn short, your EVP should be an important part of virtually every internal or external company communication.Make sure your messages are clear and consistent across all platforms, from job descriptions to social media and leadership communications. Ensure that your messaging is authentic and reflects the real experiences of employees within your organization. By sharing stories and testimonials, you can provide a more relatable and engaging depiction of your workplace culture.​The Role of EVP in Employee EngagementA well-crafted EVP not only attracts talent but also enhances employee engagement. When employees feel valued and aligned with the company's mission and values, they are more likely to be motivated, productive, and loyal. An effective EVP ensures that employees understand their role in the broader organizational mission, fostering a sense of purpose and belonging. Additionally, a strong EVP can be a catalyst for building a cohesive organizational culture that thrives on mutual respect and shared goals. This alignment between personal and organizational values is crucial for maintaining high levels of employee morale and reducing turnover rates.​Real-World Examples of Successful EVPsIn an oversaturated job market, a distinct EVP sets your organization apart from competitors. Here are a few examples of organizations that have successfully implemented EVPs that resonate with their workforce and attract top talent.​Google: Known for its innovative work environment and extensive employee benefits, Google emphasizes creativity, collaboration, and personal growth in its EVP. The company's focus on fostering an inclusive culture and providing opportunities for professional development has made it a highly desirable employer.Salesforce: With a focus on social responsibility and community engagement, Salesforce attracts employees who are passionate about making a positive impact in the world. By aligning its EVP with its core values, Salesforce has created a workplace culture that appeals to socially conscious individuals.Unilever: Unilever's EVP highlights career development and sustainability, appealing to employees who value growth and environmental stewardship. The company's commitment to sustainability and ethical business practices has positioned it as an employer of choice for those who prioritize corporate responsibility.​Regularly Update Your EVPThe job market and employee expectations are constantly evolving. Regularly review and update your EVP to ensure it remains relevant and competitive. Incorporate feedback from employees and industry trends to refine your proposition continually. This proactive approach signals to employees and candidates alike that your organization is adaptable and committed to meeting their needs.​Anticipating Future TrendsAs the job market continues to evolve, organizations must anticipate future trends and adapt their EVPs accordingly. Factors such as remote work, digital transformation, and changing workforce demographics will continue to influence what employees value and expect from their employers. Staying ahead of these trends requires a proactive approach to workforce planning and EVP development. By anticipating changes and adjusting your EVP to reflect emerging priorities, you can maintain a competitive edge in attracting and retaining talent.​Need help crafting your EVP?Manpower has a highly tailored set of research-backed insights and services to meet employers wherever they are in shaping their employer value proposition. Contact us for details.​For other ways to tackle high turnover, read How to Reduce Employee Turnover and Raise Productivity.​

Story InsightsWhat do we want work to be once AI grows up?:This question could not be timelier as global leaders convened at the World Economic with the transformative power of GenAI a significant focus.Redefining Human Value:The challenge isn't just keeping up with technological advancements—it's redefining how we value human work in an AI-driven world.Trust: The Bridge Between Technology and Humanity:Once trust is established, companies can nurture a more human-centered workplace.The Future of Work:With thoughtful leadership and a commitment to ethical practices, the future of work can be a space where technology enriches the human experience, rather than replacing it.​What do we want work to be once AI grows up?Global leaders convened at the World Economic Forum in Davos under the theme of Collaboration for the Intelligent Age. With the transformative power of GenAI a significant focus, a leadership panel hosted by ManpowerGroup asked: “What do we want work to be once AI grows up?” This question could not be timelier.​Redefining Human Value in the Age of AI: The Future of WorkThe nature of work is undergoing a profound transformation. Driven by rapid technological advancements and economic uncertainty, the global labor market is evolving at an unprecedented pace. According to the World Economic Forum’s Future of Jobs Report 2025, by 2030, 22% of today’s jobs will be either created or displaced due to structural changes. Among the fastest-growing skills will be AI and big data.However, this seismic shift is not just about numbers. It’s about the very essence of work and human value in a future increasingly dominated by AI. While employers strive to navigate this landscape, a staggering 39% of existing skills are projected to become obsolete within just five years. The challenge isn't just keeping up with technological advancements—it's redefining how we value human work in an AI-driven world.​The Philosophical Shift: Human Fulfillment in a Digital FutureAmid these enormous changes, ManpowerGroup’s panel, The Meaning of Work in the Age of AI, delved into the philosophical and practical implications of the new work era. Key questions arose: How will we measure human value when AI takes over more cognitive tasks? Can work still provide purpose and fulfillment if machines are capable of doing so much of what we once did?Becky Frankiewicz, Chief Commercial Officer and President of North America at ManpowerGroup; Dr. Athina Kanioura, EVP and Chief Strategy and Transformation Officer at PepsiCo; and Francine Katsoudas, EVP and Chief People, Policy, and Purpose Officer at Cisco, explored these questions, offering a glimpse into the future of human identity in the workplace.​Trust: The Bridge Between Technology and HumanityA key point of consensus from the panel was that the fundamental question of what work will become in an AI-driven future cannot be answered with the conventional metrics of productivity and efficiency. As AI increasingly handles cognitive tasks, we must expand our vision of work. This shift is inherently unsettling for many, and the panelists acknowledged the deep fears surrounding job displacement.As Frankiewicz put it, “The future of work is in our hands—the visions we cast, the stances that we take. As work becomes more digital, how do we make sure it also becomes more human?” For Frankiewicz, the key lies in redefining the value of human work—not just in terms of productivity, but in terms of what makes work meaningful.Katsoudas echoed this sentiment, stating, “Behind everything we’re talking about is an element of trust.” For Cisco, building that trust involved creating a workplace environment centered on well-being, as evidenced by their daily quizzes on employee sleep patterns and overall health. Once trust was established, the company could nurture a more human-centered workplace. This balance between technological progress and human value is crucial as we move forward.​Ethical Implementation: Making AI a Tool for Human AdvancementAnother crucial aspect of integrating AI into the workforce is the ethical considerations surrounding its use. At PepsiCo, AI’s implementation is treated as a strategic priority but is embedded within the company’s broader responsible business framework. “AI is not different than any other part of the business,” Dr. Kanioura emphasized. Ethical concerns, such as bias mitigation, are incorporated into their AI policies, ensuring that technology is used to enhance, rather than replace, human capabilities.The future of AI will not solely rely on technical expertise; the education system must evolve to ensure that workers are prepared for a blend of technical and human-centered skills. As Katsoudas pointed out, “You need social sciences; you need STEM; you need behavioral science.” Tomorrow’s workforce will need a diverse set of skills—technical knowledge combined with critical thinking, problem solving, and soft skills that machines cannot replicate but are essential for success in virtually every field.​The Future of Work: Human-Centric, AI-EnhancedThe panel’s discussions underscored an essential truth: The future of work will not be defined solely by what we do, but by how we do it. As AI becomes more sophisticated, the competitive advantage will belong to organizations that understand how to leverage technology to enhance human potential.Ultimately, this transformation requires a fundamental reassessment of how we measure human value in the workplace. When AI can perform many cognitive tasks more efficiently than humans, what remains our unique contribution? The answer lies in our distinctly human qualities—creativity, emotional intelligence, ethical judgment, and our capacity for forming meaningful connections.Dr. Kanioura highlighted that the beauty of AI, especially GenAI, lies in its user experience. “You do not need to understand the technology for it to enable you to make better decisions and work smarter.” Success in the transition to an AI-driven workplace will not be measured merely by adoption rates or productivity gains. Instead, it will depend on our ability to create environments where AI complements human capabilities, making work more meaningful, sustainable, and ultimately more human.As Frankiewicz concluded, “When you have AI, you’re future-proofing your skills and enabling employees to do work that is uniquely human, that’s meaningful and purposeful.” This vision of the future, where technology and humanity coexist to enhance work, promises a world where AI doesn’t diminish human value—it amplifies it.The challenge ahead is both technological and philosophical: ensuring that as AI matures, it serves human aspirations, rather than undermining them. With thoughtful leadership and a commitment to ethical practices, the future of work can be a space where technology enriches the human experience, rather than replacing it.

Singapore’s Employers Hold Steady on Hiring Amid Normalization and Uncertainty: Latest ManpowerGroup Employment Outlook Survey​Singapore’s Net Employment Outlook (NEO) for Q2 2025 is +27%, strengthening by 2 points from Q1 2025 and 3 points year-over-year.Across the sectors, the Healthcare and Life Sciences industry report the strongest Outlook of +49%, the strongest hiring sentiment in Singapore and second globally.Company expansion drives Q2 staffing increases in Singapore, with 41% reporting company expansion as the top reason for staffing increases.Employers in the Transport, Logistics, and Automotive sector were the most likely (56%) to expand their workforce in response to demands of tech advancements.Economic challenges influence workforce reductions in Singapore with 39% of employers reporting economic challenges as the main factor impacting staffing reductions.​SINGAPORE (11 MARCH 2025) – Hiring sentiments in Singapore remain relatively steady as employers adopt a balanced outlook amid normalization and economic uncertainty, according to the latest ManpowerGroup Employment Outlook Survey.​Out of the 525 employers in Singapore surveyed about their hiring plans for the next quarter, 39% plan to hire,12% anticipate a decrease in their staffing levels, while 49% do not expect any change. The Net Employment Outlook (NEO). after seasonal adjustment, is +27%, strengthening by 2 points from last quarter and 3 points when compared to the same time last year.​Used internationally as a bellwether of economic and labor market trends, the NEO is calculated by subtracting the percentage of employers who anticipate reductions in staffing levels from those who plan to hire.​For the first time since Q1 2024, employers across all sectors expect to increase headcount, with the most competitive sector being Healthcare and Life Sciences.​The sector records an NEO of +49%, increasing by 9 points since the last quarter and 13 points since the second quarter of 2024. This places Singapore second globally for the sector, beating the global average by 21 points.“Singapore’s hiring outlook reflects a stabilizing labor market, supported by stronger-than-expected economic growth in 2024. While the overall Outlook has improved,a deeper analysis reveals a shift in employer sentiment. Fewer companies are planning to increase or decrease hiring, with nearly half(49%) now opting to maintain current workforce levels. This trend suggests a dual narrative where staffing levels are either normalizing after post-pandemic adjustments or employers are adopting a cautious 'wait-and-see' approach amid global trade tensions and economic uncertainties,” comments Ms. Linda Teo, Country Manager of ManpowerGroup Singapore.“It’s also important to note that this survey was conducted from 2-31 January 2025, prior to the release of Singapore Budget 2025, which may further shape hiring plans in the coming months."​Besides employment outlooks, the Singapore report also shed light on the main reasons for staffing increases and decreases.​Company expansion drives Q2 staffing increases in Singapore: 41% of employers in Singapore report company expansion as the top reason for staffing increases, followed by needing the latest skills to stay competitive (33%), and tech advancements needing more expertise (33%).Technological advancements power job creation in Transport, Logistics, and Automotive sector: Employers in the Transport, Logistics, and Automotive sector (56%) were the most likely to expand their workforce in response to demands of tech advancements, followed by those in Communication Services (36%), Consumer Goods & Services (35%), and Financials & Real Estate (35%).Economic challenges influence workforce reductions in Singapore: 39% of employers in Singapore report economic challenges as the main factor impacting staffing reductions, followed by restructuring or downsizing (36%), and automation having reduced some roles (31%).Ms. Teo adds, “Technological advancements, such as AI, are a key factor in reshaping Singapore’s workforce landscape. On one hand, the demand for specialized skills related to tech advancementsdrives job creation, prompting sectors such as Transport, Logistics, and Automotive to innovate and create new roles. On the other hand, automation is also streamlining some functions. The dual impact where some jobs are lost while new ones are created, underscores the need for businesses to prioritize upskilling and strategic planning to thrive in an AI-driven economy.”​Employment Outlooks Across the Asia Pacific​The region reports the strongest regional Outlook with 30%, showing a 3-percentage point increase from both the previous quarter and year-over-year.India leads global hiring confidence with an Outlook of 43%.The region leads in creating new roles due to tech advancements, with Taiwan (39%) and India (38%) as frontrunners.To view complete results for the Q2 2025 ManpowerGroup Employment Outlook Survey, visit: www.manpowergroup.com.sg/meos. The next survey will be released in June 2025 and will report hiring expectations for the third quarter of the year.​ABOUT THE SURVEYThe ManpowerGroup Employment Outlook Survey is the most comprehensive, forward-looking employment survey of its kind, used globally as a key labor market indicator. The Net Employment Outlook (NEO) is derived by taking the percentage of employers anticipating an increase in hiring activity and subtracting from this the percentage of employers expecting a decrease in hiring activity.​SURVEY METHODOLOGYSurvey responses were collected from January 2-31, 2025. Size of organization and sector are standardized across all countries and territories to allow international comparisons.​FORWARD LOOKING STATEMENTSThis report contains forward-looking statements, including statements regarding labor demand in certain regions, countries and industries, and economic uncertainty. Actual events or results may differ materially from those contained in the forward-looking statements, due to risks, uncertainties and assumptions. These factors include those found in the Company's reports filed with the U.S. Securities and Exchange Commission (SEC), including the information under the heading "Risk Factors" in its Annual Report on Form 10-K for the year ended December 31, 2024, whose information is incorporated herein by reference. ManpowerGroup disclaims any obligation to update any forward-looking or other statements in this release, except as required by law.​ABOUT MANPOWERGROUP SINGAPOREEstablished in 1995 in Singapore, ManpowerGroup works with a range of manufacturing, resources, mining, transport and logistics, government, blue chip investment and retail banks, IT vendors and outsourcers, telecoms service providers and infrastructure, utilities and engineering services companies. In Singapore, the ManpowerGroup suite of solutions is offered through Manpower®, and Talent Solutions. More information on ManpowerGroup Singapore is available at: www.manpowergroup.com.sg​ABOUT MANPOWERGROUPManpowerGroup® (NYSE: MAN), the leading global workforce solutions company, helps organizations transform in a fast-changing world of work by sourcing, assessing, developing, and managing the talent that enables them to win. We develop innovative solutions for hundreds of thousands of organizations every year, providing them with skilled talent while finding meaningful, sustainable employment for millions of people across a wide range of industries and skills. Our expert family of brands – Manpower, Experis, and Talent Solutions – creates substantially more value for candidates and clients across more than 75 countries and territories and has done so for more than 75 years. We are recognized consistently for our diversity – as a best place to work for Women, Inclusion, Equality, and Disability, and in 2025 ManpowerGroup was named one of the World's Most Ethical Companies for the 16th time – all confirming our position as the brand of choice for in-demand talent.

​In a time of massive workforce disruption, Gen Z remains steadfast in their flexibility, while seeking opportunities for growth and positive well-being encouraged by employers, notes ManpowerGroup’s latest Global Insights White Paper: World of Work for Generation Z in 2025. ​​Key findings include: Generation Z (born 1996-2012) will comprise approximately one-third of the global workforce in 2030. The majority of the generation has entered or will enter the workforce during a period of massive disruption – from the COVID-19 pandemic to geopolitical unrest and widespread digital transformation and automation. According to ManpowerGroup’s 2024 Global Talent Barometer Research, global Gen Zers’ current lives as “corporate Zoomers” are a mixed proposition. Gen Z workers were the most likely (47%) of all age groups to say they will voluntarily leave their current roles in the next six months, but were also the least confident they could find a new job that meets their needs. Despite some persistent concerns, employers are undertaking a variety of strategies to make their workplaces more palatable to Gen Z, including improving technology tools (76%), workforce well-being (75%), work hours flexibility (73%), increasing compensation (73%), and career development opportunities (73%). The Gen Zers of 2030 will be more accustomed to remote or hybrid professional work and frontline work infused with AI-based technologies and automation. Gen Zers are likely to amass an unprecedented number of diverse, transferable skills that they can use to redeploy into new roles as business and economic conditions continue to evolve. For more insight into how employers can keep their Gen Z pipelines moving, download the full report. ​​