​Employers Gain Confidence in Q4 2024, with Businesses in Financials and Real Estate Leading the Way: Latest ManpowerGroup Employment Outlook Survey​Singapore’s Net Employment Outlook (NEO) for Q4 2024 is +29%, improving 9% from Q3 2024, but weakening 7% year-over-year.Across the sectors, the Financials and Real Estate industry report the strongest outlook of +64%, the strongest hiring sentiment in Singapore and globally.More than 7 in 10 Singapore employers believe they hold the power in negotiations. 92% of organizations in Singapore do not have the talent they need to meet their Environment, Social, and Governance (ESG) goals.Nearly half (47%) of companies in Singapore have formal LGBTQIA+ inclusion strategies, and another 25% are developing them.SINGAPORE (10 SEPTEMBER 2024) – Hiring sentiments in Singapore gain momentum as employers gain confidence, reveals the latest ManpowerGroup Employment Outlook Survey.​​Out of the 525 employers in Singapore surveyed about their hiring plans for the October to December period, 46% plan to hire, 17% anticipate a decrease in their staffing levels, while 36% do not expect any change. The Net Employment Outlook (NEO) after seasonal adjustment is +29%, growing 9% from last quarter, but weakening 7% year-over-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 in eight of nine sectors expect to increase headcount, with the most competitive sector being Financials and Real Estate, with a NEO of +64%, rising 49% from last quarter and 18% since the fourth quarter of 2023.“The growing emphasis on quantum and artificial intelligence (AI) technologies within financial institutions is anticipated to fuel job creation in Singapore's Financials and Real Estate sector,” comments Ms. Linda Teo, Country Manager of ManpowerGroup Singapore. “Overall, the fourth quarter of 2024 signaled a gradual improvement in the labor market. That said, we are at a tipping point where the economy and job market could either move towards recovery or face a further slowdown. Given Singapore’s open economic landscape, it remains to be seen if hiring optimism will continue amid global uncertainties.”Hiring sentiments gain momentum as employers gain confidence in Q4 2024: Singapore’s NEO for Q4 is +29%, increasing 9% from Q3 2024, but down 7% year-over-year. While 8 out of 9 sectors report positive hiring outlooks, hiring sentiments are weaker in 3 sectors compared to Q3. Singapore’s Financials and Real Estate sector ranks first globally: The sector beats the global average NEO by 32 points, reporting an Outlook of +64%, an improvement of 49% from Q3 and 18% year-over-year. Besides employment outlooks, the report also shed light on Singapore employers’ sentiment on the Gen Z workforce, strategies for retention and diversity and inclusion, as well as the ESG skills gap.Balance of power still favors employers: More than 7 in 10 employers in Singapore believe they hold the power in negotiations. This includes matters regarding pay (75%), working location (78%), and flexible hours (68%).Singapore employers believe Gen Z employees feel stressed despite being supported in personal well-being: Even as 84% of employers believe Gen Z employees are supported in work-life balance and personal well-being, 69% perceive their Gen Z workforce as feeling stressed daily.Employers prioritize work-life balance as they focus on worker retention: As they focus on increasing worker retention, employers in Singapore are working to increase work-life balance (61%), train managers to better support workers (50%), and reduce worker stress (48%).Employers are implementing various measures to better support their LGBTQIA+ workforce: Top three measures include hiring to increase diverse representation (57%), implementing company-wide diversity education and training (56%), and implementing non-discrimination policies (53%).​"While employers may believe they hold the power in negotiations, as the competition for skilled talent intensifies, employers may need to rethink their negotiating tactics,” Ms. Teo says. “Employers who want to attract and retain skilled talent should be willing to demonstrate flexibility and a willingness to meet the needs of their employees so they can position themselves as employers of choice.” ​Employment Outlooks Across the Asia Pacific Hiring managers across the Asia Pacific countries anticipate the second strongest regional Outlook (27%), an increase from the previous quarter (+4%) but decreased when compared to the same time last year (-5%). India (37%), Singapore (29%), and China (27%) continue to report the strongest Outlooks in the region. The most cautious Outlooks were reported by employers in Hong Kong (8%). The strongest Outlook globally for the Financials & Real Estate (64%) industry vertical was reported by employers in Singapore. To view complete results for the fourth quarter 2024 ManpowerGroup Employment Outlook Survey, visit: www.manpowergroup.com.sg/meos. The next survey will be released in December and will report hiring intentions for the first quarter of 2025.​ABOUT THE SURVEY 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 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 2024 ManpowerGroup was named one of the World's Most Ethical Companies for the 15th time – all confirming our position as the brand of choice for in-demand talent.​SURVEY METHODOLOGYThe ManpowerGroup Employment Outlook Survey is the most comprehensive, forward-looking employment survey of its kind, used globally as a key economic indicator. The Net Employment Outlook 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.​FORWARD LOOKING STATEMENTSThis press release contains forward-looking statements, including statements regarding labor demand in certain regions, countries, 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 SEC, including the information under the heading "Risk Factors" in its Annual Report on Form 10-K for the year ended December 31, 2023, which 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 2024 ManpowerGroup was named one of the World's Most Ethical Companies for the 15th time – all confirming our position as the brand of choice for in-demand talent.

​AI is rapidly advancing, but the human touch is still essential. Organizations must invest in both AI technology and human capital to navigate the future of work successfully.​The future vision of Artificial intelligence (AI) is one where machines can think and act like humans, tackling complex tasks with efficiency and accuracy.​OpenAI recently shared a set of metrics comprising five levels which allows it to track the progress toward building AI capable of outperforming humans. These levels are: ​Level 1: Conversational AI focused on language processing and understanding. This allows AI to use conversational language with people with examples including ChatGPT, Google Gemini, Claude, and Meta AI. Level 2: Reasoning AI, referred to as ‘reasoners’ that have reached human-level problem solving and can process information, analyze data, and make logical deductions. Level 3: Autonomous AI, referred to as AI ‘agents’ that can operate independently, making decisions and taking actions without human intervention.Level 4: Innovating AI that goes beyond problem-solving. AI ‘innovators’ can come up with new concepts and solutions, contributing to research, development, and creative processes. Level 5: Organizational AI is the final stage which involves AI ‘organizations’ that can carry out the work of a whole organization, with no human intervention.Amid the evolving landscape of AI, the human touch is still necessaryIt is estimated that the current state of AI is at level 1, on the cusp of reaching level 2.​According to ManpowerGroup’s report “Building a People-First Strategy for AI Implementation”, in its current state, AI based technology aimed at workforce operations still require substantial human oversight, and most organizations are still deciding how to use AI effectively for many business purposes and problems. ​While speaking at a recent Singapore Human Resources Institute (SHRI) event, Joyce Bijl, Business Development Director, APME, ManpowerGroup points out that even with the advancement of AI, we still need human beings. ​Tapping on an example of many of us may be familiar with – AI customer service chatbots, she presents some food for thought, “AI may be proficient in technical matters and efficient in providing immediate support. However, there are situations where we would rather be talking to a human representative.”​To illustrate this point, she shares an example of losing baggage while traveling which can be a stressful and emotional experience. In such a situation, human representatives can provide better support and reassurance to customers in distress due to their ability to offer empathy, navigate complex tracking processes, and provide personalized solutions. ​While AI may not be able to replace humans, that doesn’t negate the fact that AI technology is rapidly advancing and becoming more integrated into our daily lives and workplaces.​In fact, according to the ManpowerGroup Q3 2024 Employment Outlook Survey, nearly half (48%) of companies said they have already adopted AI and 33% of organizations who are yet to adopt the technology are planning to roll out AI tools in the next three years. This will increase the global average use of these applications to 81% of employers worldwide by 2027.​Navigating the challenges of AI implementation in Singapore​While implementing AI, employers in Singapore face challenges such as high cost of investment (42%), workers lacking the skills to use AI effectively (36%), and concerns around privacy and regulations (35%). Other challenges include a complex implementation process and resistance to change from employees and business leaders.​Bijl says, “Our research found that 39% of workers expressed negative feelings about AI like nervousness, confusion, and panic. We also found that optimism about AI varies by seniority level, with office workers as well as middle and senior management being significantly more optimistic compared to office workers.”​This perception gap points out areas organizations should focus on when implementing AI. She says, “We need to consider what this does to our company culture and why there’s such a big perception gap.”​She encourages employers to ask themselves the following questions when deciding to implement AI: ​What is our current IT infrastructure like?How can we develop our current IT infrastructure to include AI? Does our AI strategy consider risk management, law, and ethics?Do we have a proper change management plan in place? How have we have been communicating with employees?What skills do we need for successful AI implementation in the long term?How can we ensure workers have the skills needed to use AI? What can we do to support every employee through the transition? ​"For AI implementation to be effective, as leaders we should think how we can support workers in preparing themselves for AI and as employers we must ensure we take care of every employee, from the C-suite to the factory floor,” Bijl says. ​Beyond technical skills: The human factors of future-ready employees​Despite having a set of metrics to track AI’s progress and experts predicting it would take between 10 to 50 years to reach level 5, the reality is — we don’t know with certainty where we are going with AI. In such a situation, how can organizations future-proof their workforce? ​Bijl says: “With every new wave of technology, there is often a sense of unease and uncertainty about the future. In such scenarios, employers and employees need to make sure that we are adaptable. Instead of focusing only on the hard skills like programming, employers should look towards shifting mindsets and developing agile and resilient employees.”​To develop resilient employees who can embrace changes and quickly bounce back from setbacks, it’s crucial for organizations to build a culture of innovation, experimentation and risk-taking which involves: ​Giving teams the autonomy to make decisions and take risks.Creating a safe environment where employees are not afraid to fail and learn from their mistakes.Allocating resources for experimentation and research.Recognizing and rewarding employees for their innovative ideas and contributions.​“In Singapore, there’s still a tendency for people to be risk averse. To build such a culture requires leadership to set the right tone and put the right metrics in place to help drive it,” says Bijl.​An underlying factor in creating a culture of experimentation is psychological safety which requires leaders to create a supportive environment, encourage open communication, set clear expectations, ensure accountability, and lead by example.​While the onus is on employers to create a culture that enables innovation, keeping up with the evolving landscape of the modern workforce requires employees to have a change in perspective.​In today’s age, where we're likely to see many workplace transformations, it’s no longer about lifelong employment, it’s about lifelong employability. Individuals hoping to thrive in the future of work should be ready to make these 8 changes: ​Be willing to step out of comfort zones and embrace a risk-taking mindset. Develop entrepreneurial thinking, transitioning from being a doer to a problem solver.Build and leverage professional networks.Learn and gain skills across various domains to enhance adaptability.Embrace diversity and multi-generational collaboration.Develop a strong personal brand by excelling in their field to ensure they stand out.Practice self-awareness and authenticity, as well as understanding the purpose in their work.Practice empathy, active listening and understanding context.​As AI continues to evolve, it is crucial for organizations and individuals to embrace the opportunities and address the challenges to harness the power of AI to drive innovation, improve efficiency, while remembering that at the heart of our organizations are people.​The above contains insights gained during "Future of Work: Workforce Resilience & AI Skills" event, exclusively sponsored by ManpowerGroup, and co-organized by SHRI and SkillsFuture.​Download our whitepaper “Building A People-First Strategy For AI-Powered Workforce Productivity” to find out more about bringing your workforce operations and human resources by 2030 and beyond.

​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 business​Outsourcing 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 outsource​Despite 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 provider​Selecting 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 solutions can deliver the results you need to win.​​

​This ManpowerGroup Global Insights report focuses on the Industrial sector and the top 5 trends influencing the industry and its workforce today.​​​Download Report

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-being​For 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 Effort​Engaging 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​

​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 Report​​Download Report

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,.

​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.

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 REPORT​DOWNLOAD 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

​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 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, 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

​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.

​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.

​Step into any classroom where young girls are immersed in coding, and you'll immediately sense the vibrant energy of untapped potential. The sheer joy and creativity as they construct websites and design games from scratch are nothing short of inspiring. These brilliant young minds possess boundless talent, ready to dream up groundbreaking innovations if we nurture their passions early on. I still remember an exploratory course I took coding graphics (0’s & 1’s) on an Apple 2E in the 6th grade!​Tragically, many girls have experienced a gradual erosion of confidence due to outdated gender norms and subtle signals suggesting their skills aren't valued in technical fields. By the time they reach adulthood, these discouraging biases have often eroded their career aspirations, resulting in a loss of diverse ideas and perspectives for all of us.​But here's the good news: we're no longer accepting the status quo. Across the tech industry, a fervent conviction is sparking real action and investment to dismantle barriers for women. Flexible work arrangements, remote opportunities, mentoring programs – these innovations are swinging doors wide open. And the proof is in the new data from ManpowerGroup’s, “World of Work Outlook for Women in 2024” report:​• 65% of employers acknowledge that technology has made them more flexible, paving the way for women's advancement.• 62% observe IT hiring pools becoming more gender-diverse, thanks to emerging recruiting methods.​While celebrating this hard-won progress is crucial, we must recognize that statistics about inclusion only take us so far. To truly unleash potential for generations to come, we must transform technology cultures from the inside out.​This requires a brave, honest introspection. Identifying and addressing lingering biases. Engaging in uncomfortable yet crucial conversations. Tirelessly challenging the status quo. It's about walking the walk of inclusive values, not just talking the talk. I’m grateful (and lucky) I’ve had incredible mentorship throughout my career from male and female executives, who were invested enough to both challenge and support me. They helped me grow and learn from the tough lessons and failures along the way. And they helped me build confidence and continue to pursue my leadership goals to become a Chief Information Officer (CIO), in a time when there weren’t many female technology executives to seek out for advice.​As a woman in tech leadership, I am personally committed to being a catalyst for change by:​• Mentoring young women as they navigate STEM paths.• Sponsoring employee resource groups and programs to empower women.• Advocating for cultures of belonging (and watching out for unintended, yet outdated boys' clubs).• Speaking out against discrimination at every turn.• Ensuring diverse talent recruiting for technology positions​Together, we can construct a vibrant reality where girls' love for technology is continually nurtured, not dismantled. A reality where they pursue their passions unbounded by gender stereotypes, and their voices confidently resonate in decision-making rooms.​This International Women's Day, I extend an invitation to every leader to join me in accelerating equality through deliberate, daily choices:​• Leverage technology solutions to implement flexibility and open doors for women.• Scrutinize cultures vigilantly and uproot any biases.• Visibly champion women through sponsorship, mentoring, and unwavering vocal support.​We stand at an exhilarating tipping point. The road ahead is still long and winding, but progress has unstoppable momentum. With purpose and innovation propelling us forward, there's no limit to how high we can elevate women and the technology world as a whole. So let's keep marching forward, empowering tomorrow's barrier-breakers with each step. Their futures have never looked brighter.

​ManpowerGroup’s 2024 World of Work Outlook for Women report examines the progress, persistent gaps, and opportunities for employers 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.Download Report​

​As our latest Global Talent Shortage report demonstrates, the skills gap affecting the vast majority of employers and industries is very real and durable.While some of the shortage is due simply to demographic, technological, and macroeconomic factors, talent acquisition leaders must actively seek to change a system that no longer works as it once did. Necessity is the mother of invention, and now is the time to set aside established patterns and processes. Embracing new ways of thinking will enable employers to forge ahead with generative artificial intelligence (AI), the emerging green economy—and whatever other breakthroughs are around the corner.With that, here are some obvious recommendations to consider:Stop! It’s an old joke: A person complains to their doctor about the sharp pain they experience when they hit their thumb with a hammer. “So, stop doing that,” the doctor advises. When it comes to talent, then, those who complain about their inability to find it may benefit from stopping to look for it in the same old places. For example, stop insisting on the same universities, the same degrees, the same old hard skills and qualifications. It isn’t working. There aren’t enough candidates that check all those boxes, and the competition for those who do is absolutely bloodthirsty. If you are trying to find a date by always visiting the same bar, at some point you need to realize that it’s time to go somewhere else, and a new strategy should always start with the abandonment of the old, obsolete strategy.Already today, and especially tomorrow, what you know is less important than what you are able to learn. We’re all reimagining our jobs on the fly due to artificial intelligence and other innovations. Recruitment must reflect this new reality, hiring on present and future potential for tomorrow’s roles, rather than past performance or talent for yesterday.Upgrade your mindset. This is, of course, the corollary; once you take the brave step of rejecting the old ways, you make room for new approaches. You are able to focus on potential, on the future. What soft skills will candidates need in order to succeed? What departments and industries are they working in now that, while not an obvious fit, might help fill the skills gap?One example of this skills adjacency can be found in the world of computer gaming, where we have found that nearly two-thirds of employers plan to consider gaming skills in future hiring, and no wonder: creativity, critical thinking, problem-solving, leadership, and collaboration can all be demonstrated, and to some degree harnessed, in the rich and challenging universe of games. Combine these soft skills with gamers’ obvious comfort with technology, and you’ve got a huge and heretofore overlooked talent pool.Another increasingly important, though usually neglected, factor is a candidate’s value system. We know that younger workers, more than their older counterparts, like to feel their employer has a mission to which they can contribute. We know young workers feel strongly about sustainability issues. So as companies and industries increasingly tackle green initiatives (more about these in a moment), CHROs and other leaders should seek candidates to whom climate change and sustainability are important. To truly achieve these steps, organizations should take a long-term approach to pre-skilling emerging talent. This involves identifying critical thinking, creativity, collaboration, communication, and emotional intelligence as key skills to develop before they are absolutely required on the job. Dedicated pre-skilling programs, rotational assignments, project-based learning, and partnerships with education providers can cultivate these human skills in the talent pipeline.Forward-looking companies will treat pre-skilling as an investment, not an expense. Though establishing this initiative requires effort and resources before skills are needed, it pays dividends through more adaptable talent who can learn continuously as needs evolve.Embracing the New ToolsHow can organizations transition from old ways of thinking to address the skills gap creatively? This question serves as a perfect segue to the growing role of AI in talent identification. When utilized effectively, AI can broaden the pool of potential candidates, making the hiring process more inclusive. However, it's crucial to ensure that AI complements human interaction rather than dehumanizes it. To achieve this, organizations should harness AI's capabilities for providing candidates with feedback, enhancing their self-awareness regarding their career development, and making the hiring process more candidate-centric.Even more importantly, special attention and care must be applied to sanitizing the training data that AI ingests so it neither replicates nor scales human biases. While AI has faced legitimate accusations of bias in certain instances, it's essential to acknowledge that human hiring managers and recruiters are inherently biased as well. They tend to favor candidates who resemble them, a challenging bias to overcome, as managers naturally wish to claim their hires as the cream of the crop.As an alternative approach, consider training AI algorithms to prioritize attributes like hard and soft skills and values that the company should have, rather than fixating on past hiring criteria. In essence, AI can be optimized to identify qualities that may have been overlooked previously. This brings us back to the importance of changing your thinking and reengineering your habits.At ManpowerGroup, we have extensive experience meeting with and evaluating jobseekers. Generative AI is one of the tools we use, and it’s instructive that when we do, candidates often don’t realize it. Correctly managed, generative AI can be more personable than other recruiting processes. Today, after all, jobhunters typically shotgun out hundreds, even thousands, of resumes in hopes of pleasing a mysterious algorithm. More often than not, they hear nothing back. That’s worse than impersonal—it’s cruel.Contrast this with a well-designed generative AI system. The algorithm is tuned to uncover soft and adjacent skills that may help fill a need in the hiring company. It is empathetic and curious. When candidates don’t make the cut, the generative AI provides feedback as to why, helping them improve their interviewing skills.Case in Point: The Green RevolutionWe are fortunate to be early in a period that will allow—even force—forward-looking employers to put all this advice into practice.The rising green economy is a beautiful cauldron of innovation and adaptation. Whether you’re talking about vertical farms, offshore arrays of solar panels, or the infrastructure needed for electric vehicles, there are not only jobs but companies and even industries that don’t exist yet—but will soon. And the green revolution isn’t just for born-digital organizations; due to regulatory pressures, consumer demand and the simple desire to do the right thing, leaders in all industries face challenges around sustainability.On the skills front, what all this means is that job categories we have yet to consider will crop up and will do so quickly. Obviously, there is no existing pipeline for credentialed workers to fill these positions. That means CHROs and other leaders will have to think outside the box to find the skills they need.Reskilling needs to happen in tandem with technology adoption—gradual implementation paired with reskilling opportunities maximizes human potential. Cross-training displaced workers into related roles retains institutional knowledge. Investing in reskilling today ensures critical talent transitions are supported.​Looking AheadDigital transformation, changing attitudes toward sustainability, demographic trends, and workers who want to feel like they’re not just making widgets have created interesting times. It’s understandable for business leaders to bemoan what they view as a dearth of qualified candidates. But those who stop looking at credentials and start studying potential will lead the way and gain a lasting competitive edge.

ManpowerGroup's new Global Insights white paper, Building Competitive Advantage with A People-First Green Business Transformation, explores the impact of the green transition on the future of work for employers and workers. Download Report

​ManpowerGroup's 2024 workforce trend report outlines 4 key forces impacting the future of work, along with 14 trends that are accelerating along with key insights and takeaways to help you stay ahead.Download Report

​The foundation of the global green business transformation is a skilled and innovative workforce. This ManpowerGroup Global Insights report examines the top trends business leaders should consider as they consider the future of work and the green economy.• What are the key drivers of the global green business transformation?• What can business leaders do to accelerate their ESG performance and competitive advantage in the market?• How can businesses future-proof their operations by embracing the transition to a green economy?• How will these trends impact workforce planning and workers?Download Report​​​

The people we impact, the planet we love, and the communities we live and work in drive ManpowerGroup’s commitment to meaningful and sustainable employment.Explore our Working to Change the World plan in the new ESG report.Download Report

​The future of work will be shaped by the accelerating pace of change and persistent talent scarcity, which is good news for workers. Employers are increasingly open to non-traditional candidates who may have gaps in employment that have impacted their careers. This will create more opportunities for seniors with invaluable work and life experience and individuals with e-sports and gaming skills. It also means green business leaders will need to apply the same sustainability mindset to their human resources.​Download Report​​

​It’s no secret that the last several years have left us all reeling as we adapt to new ways of working and living. After spending so much time apart, we must be more intentional than ever about building and fostering connections and relationships with our family, friends, and work colleagues.Now, as we continue to emerge from the shadows of the pandemic, which has reshaped the way we work by blurring the boundaries between personal and professional lives, the importance of building connections in the workplace has become more apparent than ever before.Here are five simple, yet effective ways you can build connections at work and beyond:​1. Be AuthenticWhat makes someone stand out from the crowd? It's authenticity. Authenticity is the secret sauce that adds flavor to your connections, making them compelling and long-lasting. Dare to be your true self, for authenticity attracts like-minded individuals and paves the way for honest conversations and shared experiences. Embrace your quirks, passions, and idiosyncrasies. It's genuine connections that stand the test of time.​2. Promote TrustTrust is the foundation upon which robust relationships are built. Trust, like a delicate plant, requires nurturing and care to flourish. Take the time to actively listen to your colleagues, offer a helping hand, and follow through on your commitments. When trust blooms, the work environment can truly grow. Trust ensures people feel comfortable sharing ideas, collaborating, and seeking guidance and help, leading to increased creativity and productivity.​3. Invest in the Power of Small GesturesChances are you’ve heard the old adage, “It's the little things that matter.” In the realm of workplace connections, this couldn't be more appropriate. Small gestures have the power to brighten someone's day, create a ripple effect of positivity, and nurture camaraderie. A thoughtful note, a sincere compliment, or a simple act of kindness can leave an indelible mark, making someone feel valued and appreciated. Don't underestimate the impact of those seemingly insignificant gestures—they possess the power to transform workplace dynamics. Nothing is trivial when it comes to kindness.​4. Seek Common GroundImagine working alongside a colleague who shares your passion for movies, sports, cooking, reading, thrifting, or any other of the endless possibilities of leisurely pursuits. Connecting over shared interests can bridge the gap between professional and personal spheres, creating an organic bond that extends beyond the confines of the office. Take the initiative to explore common ground, whether through team-building activities, after-work outings, or even casual conversations during the day. By nurturing connections beyond the office, you'll unlock a treasure trove of shared experiences that contribute to a vibrant and cohesive work culture.​5. Embrace Diversity and InclusionIn today's diverse workplace, fostering connections means celebrating and embracing our differences. Just as we advised embracing authenticity, by fostering an inclusive environment where diverse voices are not only heard but valued, we unlock the full potential of our teams. Embrace diversity by actively seeking out different opinions, engaging in open dialogue, and promoting an atmosphere of respect and understanding.In the post-pandemic world, building connections is an essential ingredient for success and well-being and goes a long way in helping people thrive at work. It enables us to overcome challenges, collaborate effectively, and support one another in times of uncertainty. When we prioritize connections, we unlock the potential for collective growth, resilience, and long-term personal and professional success.

​This ManpowerGroup Global Insights report examines the key trends impacting the Financials and Real Estate industries and the impact it will have on its workforce.​​

​When it comes to competing for top talent, healthcare and life sciences companies face myriad challenges. One challenge is the pressing need for IT and data professionals, which are common in all sectors—as ManpowerGroup’s Q2 2023 Employment Outlook Survey demonstrates. To take just one example, healthcare and life science companies are leveraging artificial intelligence and machine learning (AI/ML) in many applications, such as the development and patenting of new drugs and the improvement of consumer portals that play a vital role in telemedicine treatment. The challenge here is that, as Chief Human Resource Officers (CHROs) are sorely aware, nearly all businesses in all industries are also eager to hire AI/ML skills. The competition is fierce.Other challenges are more industry-specific. In healthcare and life sciences today, including pharmaceuticals and medical device makers, divestiture and spinoffs are common. Pharmaceutical companies are exploring divestitures of non-core business units— think of this as a shift from Big Pharma to Focused Pharma. In some cases, it is easier for the large pharma clients to invest and buy research than it can be to do it themselves. Along similar lines, multiple healthcare giants are spinning out their consumer-focused health organizations. Notable examples include Kenvue and Haleon, which until recently were the respective consumer divisions of J&J and GSK.The great news about all these spinoff companies is increased focus and job creation. The challenge, for their CHROs and other leaders, is that these jobs need to be filled! The newly created businesses must start from scratch in creating an employer brand, anchored on a distinctive corporate culture that attracts and retains top candidates. And once again, the high-level skills required are in demand in every industry and every region.In fact, if there’s one point I find myself advising most often to clients and other business leaders, it’s this: recalibrate your sense of who the competition is. Whether you’re looking for your next AI genius or production worker, you’ll need to think outside the industry box. Those AI developers have attractive offers from the finance, automotive and aerospace sectors. And the production candidates? In their minds, manufacturing and packing your masks or drugs may be little different than making cardboard boxes, or picking and packing consumer electronic products or widgets. Their skills are in demand, and you need a compelling narrative if you are to land and retain them. Indeed, you’ll need more than a narrative—in spite of layoffs of high-skill staff at tech firms, competition means prospective employees are looking for, and getting, very attractive compensation. One trend I see in Millennial and Gen Z workers is greater willingness to change employers for a bump in salary. Make no mistake: these professionals whose skills you need so badly will jump ship for a $5,000 raise. You need to know the landscape, have a compelling employer value proposition —and be prepared to compete.​Grow your own talent During a recent trip to Japan, I was able to study that nation’s hiring and retention practices, many of which other regions would do well to explore. For example, Japanese businesses are truly committed to growing their own talent. Companies are constantly scouting universities for employees; the battle for students with sought-after skills is intense! Japanese businesses know that hiring workers straight out of university is an excellent way to instill the corporate culture in receptive minds.That nation’s employers also genuinely believe in continuously upskilling and reskilling these employees. I can’t stress enough the wisdom of this approach; it helps CHROs address several of the big-picture trends from our World of Work industry outlook: Upskilling/reskilling helps current employees fully leverage emerging technologies, a key factor for healthcare and life sciences firms committed to digital transformation. As telemedicine continues to grow, upskilling/reskilling offers a growth path for the current workforce, and has the potential to reduce burnout and turnover. With the global supply chain under pressure, scaled upskilling/reskilling is needed to ensure newer manufacturing workers are properly trained in Good Manufacturing Practice, safety and regulatory compliance. Reading the room As I’ve noted, many of the most sought-after employees for healthcare and life sciences companies are Millennials or Gen Zers. In addition to competitive pay, these workers have a unique set of values and priorities that CHROs, hiring managers, and organizations must cater to if they are to compete.These generations have a well-documented set of values and priorities that are changing the very nature of corporate employment. In recent research, we found that today’s workers value flexibility, managers who are supportive coaches rather than taskmasters, and a team they like and trust. Work/life balance and mental wellness, not scaling the corporate ladder, are their watchwords.These traits are true across geographies and genders, but it’s important to note that women represent 70% of the global healthcare workforce, so businesses must offer a differentiated Employer Value Proposition to attract and retain them.Today’s workers also seek employers whose values align with their own. They want to feel they’re having a positive impact and working for an organization that they believe is a “force for good.” This is a powerful tool for CHROs in the healthcare and life sciences industries—which, after all, are by definition contributing to a better world.With this, one way to compete is to ensure that your corporate values align with prospective employees’ in the environmental, social and governance arena. ESG is of growing importance to the people you’re seeking to attract. At ManpowerGroup, we’re proud to be in tune with this shift in consumer values. It shows in our commitment to Net Zero, and we put our values into practice every day—such as during the planning of a recent international meeting with a key customer, when it was deemed wasteful to fly five representatives in for a single (important!) presentation; in the end, a pair of us flew while the rest of the team attended via Microsoft Teams. Women in the workforce is also a trait that we align with well in Healthcare and Life Sciences as we have committed to having 50% women in leadership by 2025.I believe this is an example of the detail-oriented thinking that’s required of life sciences and healthcare leaders seeking to compete for a finite pool of talent.The Healthcare and Life Sciences Industries are in constant shift, the ability to know the current trends- for both companies and those they seek to employee is critical to compete.​About the AuthorAmanda Stelle is a Vice President and General Manager of Global Sales at ManpowerGroup, a global leader in workforce solutions and human resources services. She leads the Healthcare and Life Sciences vertical globally, bringing thought leadership as well as innovative and customized solutions that help clients adapt to the rapidly changing world of work and war for talent. Prior to her current role, Amanda was a Vice President of Client Solutions at ManpowerGroup Talent Solutions, where she was responsible for MSP strategic sales, innovation, solution design, market intelligence, and leading the sales team in North America. She also held various leadership roles at Mindlance and Yoh, a Day & Zimmermann Company, where she managed branch operations, P&L, sales revenue, customer relationships, and business development. Amanda holds a bachelor’s degree in communications from the University of Kansas. She is passionate about creating value for clients and candidates through workforce insights, best practices, and innovative solutions. She is also an active member of several industry associations and networks, such as Staffing Industry Analysts (SIA) and Women in Technology International (WITI). Amanda lives in the Kansas City Metropolitan Area with her dog, Cooper and has two grown children. She enjoys traveling, volunteering, reading and lake time in her spare time.

​Finding talent is a challenge in a time of economic uncertainty, but leaders are finding ways to do it.Anybody who reads the business news is reminded almost daily that the world’s largest technology firms continue to lay off employees in large numbers, but that doesn’t mean the market for good information technology workers is softening.Far from it—ManpowerGroup research shows the opposite is true. Earlier this year, we surveyed nearly 39,000 employers in 41 countries around the world. The findings were surprising. Even in a sluggish (at best) global economy, consider: 77% of employers across industries say they are still struggling to find the skilled talent they need. This figure is a 17-year high and actually increased 2% vs. 2022. The IT sector is still struggling with talent scarcity; 78% of IT employers reported they were still struggling to find the skilled talent they need. Employers across industries reported IT and data skills were the most difficult to find, with 27% reporting difficulty finding candidates with these skills. Hiring demand in IT remains strong. The Net Employment Outlook—the net of employers looking to hire vs. those planning layoffs—remained positive at 34% and was the highest of any industry vertical. ​CHROs, hiring managers, and IT departments worldwide don’t need to see the numbers; they’re reminded every day that identifying, recruiting, interviewing, and hiring vital tech employees is a massive challenge. In our IT World of Work 2023 Outlook, we identify seven key trends driving IT innovation and examine the effect these trends, briefly noted here, will have on the workforce: ​Digital transformation is accelerating in every industry. Artificial intelligence in its many forms (machine learning, large language libraries, chat, etc.) has exploded in ways the world is just beginning to grasp. AI in 2023 is what the internet was in 1993—with more far-reaching challenges and benefits The Internet of Things, already well established, will continue to grow at an exponential pace. Software development is being revolutionized by AI/ML and other factors, demanding increased attention to quality assurance talent. Enterprises will continue to move to the cloud, impacting businesses of all sizes in all industries. Security, security, security—it will become more important, and more difficult to staff, than ever. Automation and robotics skills will be vital as businesses seek to accomplish rote tasks via digital machines. ​With businesses needing to find talent in all these areas, it’s no surprise that many now view the entire globe as the marketplace; 55% of our survey respondents say they’re willing to hire outside their borders, with a particular focus on IT and communications. ​But this raises a fresh set of challenges. In the remote/hybrid ”gold rush” for talent, we’ve seen a big increase in “fake candidates.” These are people who lack IT skills but create impressive resumes. When it comes time for an interview, they may have a proxy feed them correct answers, or even stand in for them. Then these fake candidates become “real” employees and part of a large team that an end-client pays for. In my view, this is a significant problem that demands a solution. ​​Reasons for Hope So what are we seeing? I’ve laid out some major challenges, but don’t be daunted! ​While the statistics may look formidable, CHROs and hiring managers cannot and should not throw in the towel. Rather, they need to get creative, finding imaginative ways to fill their own talent pipeline. In my meetings with businesses of all sizes, I’ve seen some amazing solutions. Here are some reasons to roll up your sleeves and remain hopeful: ​Tech layoff jiu-jitsu. In this martial art, skilled competitors exploit their opponent’s body weight and momentum to their own advantage. As behemoth tech companies continue to shed the employees they hoarded back in the glory days of 2019, use the trend in your favor, welcoming these skilled professionals to your staff. Typically, young workers in the technology field set their sights on the Metas, the Googles, the Apples. But as those brand-name firms reduce headcount and freeze hiring, more talent becomes available to businesses that may be in less glamorous industries—but are great employers offering stability, flexible working conditions and interesting IT work. Tear up paper ceilings. In today’s environment, employers are getting more creative about hiring—and are doing more due diligence, often using the very big-data skillsets that are so challenging to find. The days of simply hiring by degrees and credentials are over. In IT, creative hiring often takes the form of looking beyond degrees to skills and traits. I recently spoke with a senior executive whose assistant had upskilled into a cybersecurity position within the company. The employee had no background in security, or even IT, but the savvy employer identified skills (both hard and soft) that could be used to fill a key position. Partnerships work. At ManpowerGroup, we advise clients to use a multipronged, fluid talent strategy: Build (grow your own talent), Buy (hire as necessary), Borrow (cultivate third-party communities of talent), and Bridge (help employees grow into new roles with active, long-term up-skilling and re-skilling programs). In that third category of borrowing, we see many creative partnerships in IT—large enterprises partnering with technology specialists to ensure they have the skills they need. IBM and SAP are one example as they team-up to help with cloud implementations; Verizon and Cisco, too, are partnering. These are not your father’s outsourcing deals, but rather side-by-side working arrangements intended to focus in-demand tech skills where they’re needed most. ​The IT skills crunch is very real, and it’s not going away anytime soon. But resourceful CHROs are finding creative solutions that will help their businesses not only access the skills they need, but snare competitive advantage by standing out in their industry. ​About the AuthorCarolyn Balkin is a Vice President and General Manager at ManpowerGroup, a global leader in workforce solutions and human resources services. She oversees the global sales strategy and operations for the IT industry, helping clients navigate the rapidly changing world of work and talent. She has over 10 years of experience in the staffing and consulting sector, with a focus on delivering innovative and customized solutions for complex business challenges.Prior to joining ManpowerGroup in 2016, Carolyn was a Global Senior Director of Commercial Services at FIS Global, a leading provider of technology solutions for the financial services industry. She led a team of sales professionals across North America, Europe, and Asia-Pacific, driving revenue growth and customer satisfaction. She also held various leadership roles at Experis and Manpower, where she managed strategic accounts and developed new business opportunities.​Carolyn holds a bachelor’s degree in accounting from St. Bonaventure University. She is passionate about empowering people and organizations to achieve their full potential through learning, development, and career advancement. She is also an active member of several industry associations and networks, such as Women in Technology International (WITI) and the Society for Information Management (SIM). ​Carolyn lives in Buffalo, NY with her husband and two children. She enjoys traveling, reading, and skiing in her spare time. ​

​This ManpowerGroup Global Insights report examines the top seven key global trends driving IT innovation and the impact they will have on the workforce. Although many include the use of increased automation, skilled talent will continue to be the differentiator as the industry works to continue driving innovation and scaling adoption. ​Download Report​​

​As companies emerge from the impact of COVID-19 and transition to the new normal, they are making difficult choices about their workforce that reflect economic reality. Prompt and effective communication is the first step toward properly supporting employees during workforce transition--notifying them about downsizing, how it affects them, and how they can move forward in the future.​​Preparation for delivering the news A successful notification meeting depends upon managers being prepared and ready to deliver the right message at the right time, and, as a result, the employee begins to focus on moving forward. It is critical that there is a well-prepared script of the rationale to reinforce the decision that includes the right tone, style and is a reflection of company culture. The notified employee needs a clear understanding of the situation, as well as solid advice and clear direction on how to use the available resources to find a new position. A designated person may deliver information on the separation package or introduce the HR professional who will share that information with the employee. ​​Creating the appropriate tone and space No one likes to deliver or receive unwelcome news but identifying an appropriate time and space will allow everyone to work through emotions and next steps. The notification meeting should be held in a private location. It is important that a meeting agenda is shared among those delivering the news, the HR professionals and consultants to manage the process effectively. It’s also important to plan for notification of remaining employees and how they will learn of the recent separations is an important component.​​Taking the next steps For the separating employee, it’s important they know how their responsibilities will be transitioned, what any remaining time at the company will mean, and how the company will best support them in the time of transition. This will include communication of any separation package, training for employees taking over responsibilities, and further outplacement support for the employee to help start the next chapter in their careers. For businesses, changing the capacity of their workforce is always a difficult transition, whether that means scaling up or down. In both cases, preparation, training and communication is key. Being clear and direct yet communicating compassion and respect will help in the long run. For companies, willingness to help during the transition can go a long way towards minimizing the hurt of separation and help everyone get back onto the path toward recovery and growth.  ​

​The global phenomenon that has been coined The Great Resignation, where record numbers of employees left their jobs during the pandemic, has caused major ripples across a wide range of industries. Amid an economic bounce back that is increasing the demand for labor and new skills, nearly half of workers are walking away, changing their career plans.[1]Businesses that are committed to overcoming these challenges understand that workers are looking beyond pay raises to find organizations that make them feel valued. Many who left jobs during The Great Resignation have expressed that they weren’t listened to by the companies for which they worked. Millions of workers had reached a breaking point due to increased workloads and workplace-related pressures.[2]One of the root causes of workplace dissatisfaction is lack of training opportunities. Unfortunately, nearly 40% of workers report not having been offered any form of coaching by their employer, with 67% saying they do not have a written plan in place to map their professional development.[3]For companies looking to improve employee recruitment and retention, the evidence is clear that coaching makes an impact. Here are some key steps to consider when developing a coaching strategy for your organization’s team members.​Provide tools to make coaching accessibleEmployees who don’t know where to turn for career help will ultimately grow frustrated, so it’s important that human resources leaders offer coaching that is easy to access and use within the organization. From orientation through ongoing career conversations and performance reviews, workers should be equipped with everything from online learning libraries to virtual coaching platforms that enable them to build the skills they need to succeed.While executive coaching continues to be a vital way to drive development for leaders, more companies are realizing that training needs to extend beyond the C-suite to all levels to create a culture of high performance and employee well-being. Studies show that coaching not only drives engagement, but also motivates and boosts team morale. Organizations that are classified as high performing have a much stronger coaching culture when compared with other organizations.[4]​Role model a ‘permission to learn’ cultureIt’s one thing to make coaching accessible, but if it not valued by management, employees would not make it a priority for themselves. Senior team leaders need to demonstrate in a transparent way that they are dedicating time to their own development, therefore empowering employees to understand that training is not only acceptable, but also crucial to the growth of the organization. Dave Goldberg, the late former CEO of SurveyMonkey, advanced this idea by creating a ‘culture of curiosity’ in which he was at the forefront of continuous learning for himself and his team. He launched initiatives such as the Goldie Speaker Series in which he invited experts from different industries and backgrounds so everyone could learn on the same level.[5]​Build in time for developmentOne of the most prominent barriers to establishing a consistent coaching strategy for employees is a lack of time. When asked about the biggest challenge they face at work, many employees say it is an overwhelming workload. Most employees are spending less than three hours a month on professional development.[6]Human resource and organizational leaders should clearly communicate with employees at the outset of their engagement that they are committed to providing employees with the time needed to build skills and increase their value to the company.Google’s famous ‘20% Rule,’ which was kicked off by the company’s co-founders Larry Page and Sergey Brin in 2004, says that team members are encouraged to spend 20% of their work hours learning new skills and exploring other ideas and coaching opportunities.[7]This is a great example of how leaders can commit to building training into employee schedules.[8]More than 98% of leaders that have participated in Right Management Coaching have gained new knowledge and skills to empower employees and provide them with beneficial development tools.[9]If your company is seeking a solution to get you started, it’s easy to book a 30-minute or 60-minute on-demand RightCoach session.​Establish a personalized action planA key step to engaging employees in their development involves creating a personalized action plan – and helping individuals follow through with it. This task should be a collaborative effort between team members and managers, establishing concrete goals and ensuring that all assignments, timelines, and desired results are mutually agreed upon. Coaching is frequently used to assist team members as they prepare for new assignments, overcome obstacles, or improve skills and work habits. A personalized action plan may include the following:Perform self-evaluations (i.e., identify newly gained skills, assess key areas for improvement, add and refine goals, etc.).Perform peer-to-peer evaluations.Offer informational webinars and/or conferences on topics relevant employee roles and interests.Encourage employees to attend monthly networking events to build professional contacts.​Coordinate regular check-ins and evaluationsOngoing touchpoints are key to making sure goals are being met and continuously evolving. Managers should meet one-on-one with team members on a regular basis, whether biweekly, monthly, or quarterly to create practical, timely benchmarks and devise a thorough plan for what can be discussed during each meeting.Coaching programs require consistency, dedication, and energy, but time and time again, they result in more confident workers, better outputs, and employee longevity around the globe. According to the International Coaching Federation, businesses that implement coaching activities can witness 4-8 times the return on investment.[10]When coaching becomes integrated into a company’s culture and considered as continuous initiative, individual employees, teams, and the entire organization will benefit.Learn more about how your organization can strengthen its coaching strategy through RightCoach.​​[1] Right Management Employment Data 2021​​[2]https://hbr.org/2021/09/who-is-driving-the-great-resignation​​[3] Right Management Employment Data 2021​​[4]https://www.forbes.com/sites/forbesbusinesscouncil/2020/09/29/the-democratization-of-coaching-and-leadership-development/?sh=7fafbd7b7e82​​[5]https://hbr.org/2019/01/surveymonkeys-ceo-on-creating-a-culture-of-curiosity​​[6] Right Management Employment Data 2021​​[7]https://www.inc.com/bill-murphy-jr/google-says-it-still-uses-20-percent-rule-you-should-totally-copy-it.html​​[8]https://www.cnbc.com/2021/12/16/google-20-percent-rule-shows-exactly-how-much-time-you-should-spend-learning-new-skills.html​​[9]https://www.right.com/leadership-solutions/rightcoach​​[10] Primed for Success Report, ManpowerGroup 2021​​

​Many athletic coaches refer to that ‘magic moment’ when a player they’ve mentored demonstrates that they have been listening and learning—that moment when a coach knows that their work has made a difference. More business leaders are taking those same lessons to heart, understanding that coaching can positively impact the performance of individuals at every level of the organization.Today, over 65% of employees say that the coaching they’ve received improved one or more of their professional skills and has been a vital tool to help them cope with a constantly changing work environment.[1]While there is much anecdotal evidence to support the benefits of coaching, evaluating its return on investment continues to be the number one challenge of corporate coaches.[2]Amid an ongoing pandemic, a challenging economy, a shortage of talent with vital soft skills and highly scrutinized corporate budgets, human resources and organizational leaders need to ensure they have metrics in place to strengthen the case for coaching. Here are four ways to measure the value of coaching.​Agree on What Success Looks LikeThe starting point of any coaching interaction should be to develop a clear purpose that is agreed upon at the organizational level and by individual participants.Coaching conversations, whether in person or virtually on-demand, can help employees develop a plan and goals for the future and engage employees to gain momentum with the work. Determining specific desired outcomes will ultimately strengthen the employee’s growth trajectory and help the company achieve success.Lynsey Kitching, Coach for ManpowerGroup’s Right Management team, notes that coaching is all about results. “It’s all about getting tangible actions that you can take forward, take back to your business, take back to your own development.”​Align with Business GoalsGoals for coaching should include helping participants determine how their desired outcomes are aligned with business goals, whether that be profitability, company growth or instilling a more inclusive culture. Coaches should help employees determine how they are connected to the organizational big picture, what key performance indicators (KPIs) will be relevant and develop qualitative and quantitative measures to evaluate the extent to which they are impacted.[3]Global financial firm Fisher Investments kicked off their company-wide coaching by having CEO Damian Ornani broadcast his own personal career goals first. This provided transparency into organizational objectives and enabled employees to see leaders role-modelling mentoring behaviors which they are then more likely to emulate. Then, employees were then encouraged to develop their own goals in alignment and meet quarterly with managers to discuss progress. Following implementation, 99% of full-time employees set goals and 99% also completed their check-in for the quarter.[4]​Conduct Pre- and Post-360 AssessmentsOne of the most effective ways to measure coaching ROI is through pre- and post-coaching assessments, which are completed by both coaches and participants. Pre-assessments involve gathering insights about an employee’s strengths and needs, how they are perceived and what they need to do to achieve a higher performance level. This feedback can be gathered in a variety of ways, including automated online surveys or one-on-one interviews and helps set the stage for more impactful training that aligns with corporate goals. Those companies that combine coaching with training can increase company productivity by over 80%.[5]CareSource, a nonprofit-managed U.S. healthcare provider, used before-and-after surveys to track their coaching program’s success, focusing on several key metrics, including confidence, accelerated transition and retention. These surveys found that 77% of respondents credited coaching with either their or their team members’ retention and 80% attributed coaching to accelerating their transition.[6]​Measure Team ImpactAs organizations face increasingly rapid changes and shifting priorities, there has been a realization that coaching needs to extend well beyond the C-Suite to all levels of the company to ensure that employees are prepared with the technical and soft skills, such as the resilience, emotional intelligence and collaboration needed to succeed in today’s complex world.Measuring the ROI of coaching becomes more complex since it involves both collective and individual outcomes, which may or may not be compatible. Coaching methods used by Right Management address these challenges with training and evaluation that go beyond executives to impact managers and employees at every level.​References[1] Right Management Employee Data 2021[2]https://trainingmag.com/the-effective-way-to-measure-the-impact-of-coaching/[3]https://www.trainingzone.co.uk/community/blogs/kevin-oubridge/7-steps-to-measuring-roi-in-coaching[4]https://trainingmag.com/training-top-125-best-practice-performance-coaching-at-fisher-investments/[5] International Coaching Federation Data 2021[6]https://trainingmag.com/the-effective-way-to-measure-the-impact-of-coaching/

How employees leave a company is just as important as how they are onboarded. As restructuring and redeployment becomes a reality for many companies and industries, there are many reasons to invest in outplacement to help transitioning employees through their next steps. Offering outplacement services means that those in transition get professional help in identifying and preparing their next career move. Here are important questions to ask before getting started with such a program.​Why are you investing in outplacement? First and foremost, helping employees navigate their next steps after leaving the company is the right thing to do. It’s also key for maintaining trust in the employer. In today’s world of increased transparency due to social media and review sites such as Glassdoor, businesses must remember that former employees are critics and customers. Businesses must also consider boomerang workers, with the possibility that former employees represent talent for the future.  ​What do your employees really want? It’s not enough to provide employees with a financial package and send them on their way. Access to outplacement resources, including virtual coaching and training , is now more important than ever to candidates. Coaching provides the greatest benefit to candidates in transition – offering opportunity for individuals to explore their options with a qualified career coach. In fact, according to Right Management data, candidates who were “matched” to a coach in a specialized area of expertise landed 20% faster than those not matched. The focus for many outplacement discussions will be on upskilling or reskilling and highlighting areas for development that will help gain those skills and boost confidence and increase employability.​Are you communicating fairly and transparently? Communication is key for any change project, especially restructuring. Providing clarity from the outset is important to help individuals understand how they will be affected, as well as avoiding mixed messages travelling across the company. Answering difficult questions will help employees better understand the process. It’s also essential to communicate benefits of outplacement support to individuals and managers. ​What happens with the remaining employees? Organizations often focus on those exiting the business yet make little investment in those that have retained roles, despite the difficulties and increased expectations that may be placed on them. Developing an engagement strategy, including coaching and training, that covers all groups, especially those tasked with moving the organization forwards, is key. It’s critical that individuals understand the role they play and the value they bring in helping shape the path forward. ​What are you looking for in an outplacement provider? An outplacement program designed to fit all needs is likely to suit none. Instead, focus on how an outplacement provider can tailor support to suit individual challenges. Consider whether the support includes a focus on transferable skills, the technology provided and ease of access, including virtual delivery, if participants can choose from a series of topics to suit their career goals, or if it’s scalable. Choosing a provider that meets employees where they are is critical to take the next steps.   There is no doubt that the employment market has changed overnight, and with that takes careful shepherding of employees to help them navigate the stages of their journey. Now more than ever employers who need to pursue outplacement services need help making critical decisions about the future, and it starts with asking the right questions.

​Whether it's the rise of ChatGPT, the ongoing development of the Metaverse, or algorithms that impact everything from what we see on social media to how we order food, everywhere we go and everything we do is blanketed in technology. Yet, we’re discovering that if we left everything to machines and technology, we’d all get identical results, products, and activities. So, amidst the growing digitization of work and the workforce, we are seeing that humans are still the catalyst to the future.  ​In ManpowerGroup’s 2023 workforce trends report, The New Human Age, we’ve identified 14 key trends shaping the future of work and impacting today's employers and the people they employ. These include four key forces: shifting demographics, individual choice, tech adoption, and competitive drivers. The report also provides guidance on how employers can attract and retain talent in this new age. Let’s take a closer look at the forces and trends shaping the world of work in 2023 and beyond. ​Shifting Demographics The rise of the Gen Z workforce has forced organizations to take a long, hard look at how they cater to younger workforces. Employers need to adapt to the shifting expectations of Gen Zers, who will make up 27% of the workforce by 2025. Gen Z is continually raising the bar about issues ranging from diversity, equity, inclusion, and belonging (DEIB)  to climate change, with 52% of Gen Z workers saying companies are not doing enough on environmental issues. ​Despite the rise of the Gen Z workforce, with aging populations hitting retirement age every day, we are witnessing acute talent shortages and reduced labor force participation in many countries that cannot be overcome by simply employing younger people. Countries with early retirement rates, such as France and Switzerland, are finding their talent pool drying up. Yet, only 19% of hiring managers are actively looking to hire returning retirees, creating another disadvantage for older adults. This shows that focusing solely on one generational age group or demographic will severely limit a business's ability to recruit talent from a wide range of diverse and skilled talent pools. ​Individual Choice In the wake of the pandemic, people of all ages and genders are seeking employers who acknowledge and actively support a healthier work/life balance. The majority of workers (81%) say the pandemic has affected how they think about work, while three in 10 workers and nearly half (42%) of millennials want more work-life balance.  31% of workers would take another role in the next month if it offered a better blend of work and lifestyle. Yet, despite the growing importance of candidate and employee voices in the workplace today, more than six in 10 (66%) feel their employers have all the power to determine where they work. That dynamic is creating a power struggle as 64% of the workforce would consider looking for a new job if they were required to return to the office full-time. ​On issues of gender, this is paramount. In the United States alone, more than 1.7 million women left the workforce during the pandemic. As of December 2022,1 million women still have not returned. Many have new life priorities, and existing work expectations don’t necessarily fit that lifestyle. ​During the recent Women in the Post-Pandemic World of Work panel at the World Economic Forum’s 2023 Annual Meeting in Davos, Switzerland, ManpowerGroup Chief Commercial Officer and President of North America Becky Frankiewicz addressed directly what women are now looking for at work. ​“Women believe companies should be doing more. They are burned out. They're feeling undervalued and underappreciated. They want autonomy on their terms,” says Frankiewicz. “They want equality in pay, fair pay for fair work, and fair pay for the same work. And they want empathetic leaders and managers who take the time to get to know the challenges they're having both in and outside the workplace.” Work is no longer one-size-fits-all, it’s now one-size-fits-one and organizations need to understand and recognize just how different the needs are on an individual, case-by-case basis. ​Technology Unleashed