The global aerospace and defense industry faces rapid technological advancements and geopolitical challenges. Manufacturers are turning to AI and automation to boost efficiency, but the complexity of global supply chains demands highly skilled talent during an era of growing talent scarcity. Geopolitical tensions are driving reshoring and near-shoring, necessitating a transformative approach to workforce management that balances technical proficiency with strategic agility. This ManpowerGroup Global Insights report explores the critical implications for employers and workers alike: How are organizations adapting to manage a globally distributed workforce? What impact could geopolitical shifts have on industrial labor and supply chains? How will emerging technologies redefine workforce dynamics in Industrials?In this new era, agility is essential. While automation drives efficiency, the need for highly skilled talent—especially in cybersecurity and advanced manufacturing—remains urgent. Though organizations can’t control global geopolitics or economic shifts, they can build a better future of work—one that drives innovation, controls costs, and boosts productivity.Download the full report below to explore the top workforce opportunities in aerospace and defense—and how to futureproof your talent strategy. ​

​SINGAPORE (24 JUNE 2025) – ManpowerGroup today released its Global Talent Barometer 2025, Volume 1, a robust new tool offering unparalleled insights into workforce sentiment across 19 countries. ​The overall Global Talent Barometer score in Singapore of 64% was derived from three key indices: Well-Being (63%), Job Satisfaction (55%), and Confidence (74%). The report, which gathered data from 507 workers in Singapore between March 14 and April 11, 2025, reveals a complex landscape of employee well-being, job satisfaction, and confidence in the rapidly evolving world of work. ​In Singapore, employees continue to find their work meaningful and purposeful, feel more aligned with their organization’s values, and are more confident compared to 2024. However, they also report experiencing higher daily stress and lower job satisfaction, with the younger generations—Gen Z and Millennials—feeling the most stressed and dissatisfied. ​Gen Z continues to experience the highest levels of daily stress, while Millennials report the sharpest decline in job satisfaction, despite both generations noting increased support for work-life balance. ​“Our data shows that people continue to expect work to offer them more—more flexibility, more balance, and more opportunities to grow,” comments Ms. Linda Teo, Country Manager of ManpowerGroup Singapore. “Even so, one in four Singaporean workers feel they don't have enough opportunities to achieve their career goals at their current employer. This highlights the importance of continuous skill development—not just to build capability, but to show organizational commitment to people’s futures.” ​​​KEY SINGAPORE FINDINGS ​​Well-Being ​Workers in Singapore continue to find their work meaningful and purposeful (75%) as well as feel aligned to the organization’s values (72%). Stress levels have gone up, with half of the workforce (53%) reporting they experience moderate to high levels of daily stress. Gen Z reports the highest daily stress across all generations (62%), despite increased support for work-life balance. Gaps in values alignment between essential workers (49%) and executive and senior-level management (89%) are considerable. ​Job Satisfaction The Job Satisfaction index declines 9 percentage points since 2024, driven by a 13 percentage-point drop in job security and an 11 percentage-point decrease in job satisfaction. Millennials report the largest drop in job satisfaction—a decrease of 21 percentage points—the sharpest drop of any generation. Despite 50% of managers bracing for possible job loss in the coming 6 months, 66% of employees continue to believe their managers have their backs.  ​Confidence ​Employee confidence rises 1 percentage point since 2024, driven by a reported increase in career development (+5pp), and experience and skills (+8pp). One in four Singaporean workers (25%) report lacking opportunities for promotion or movement to achieve their career goals at their current employer. Gender inequality persists in 2025, with women reporting fewer career moves and promotions—69% of men report having opportunities for promotion or movement within the organization, while only 58% of women say the same. ​“In Singapore’s fast-paced and diverse economy, it’s vital for employers to reimagine work to build resilience and involve people as active partners in shaping the future. Now is the time to listen, engage, and act. These insights help us better understand what matters most to workers in Singapore—and how we can build a more sustainable, human-centered world of work," Ms. Teo says. ​​Global Workforce Snapshot: Confidence Up, But So Is Stress ​Now at 68% overall, up 1 point from 67% last year, the Barometer reflects responses from more than 13,700 workers across 19 countries. The findings reveal a global workforce in flux: ​82% say their work is meaningful (up 2% from 2024) Overall confidence rose to 76% (up 2 points) Job satisfaction dropped to 62% (down 1 point), highlighting the growing divide between workers' skills and their workplace experience Only 65% feel secure in their jobs over the next six months (down 6 percentage points from 71%) 49% report moderate to high daily stress, with middle managers reporting the highest levels (82%) followed by Gen Z (56%) ​The Global Talent Barometer introduces new metrics, including the Well-Being Index, Job Satisfaction Index, and Confidence Index, providing a holistic view of workforce sentiment globally. These innovative indices offer employers unprecedented tools to measure and understand employee sentiment, enabling more effective strategies for talent management and workplace improvement.  ​To view the complete results of the Global Talent Barometer 2025, Volume 1—Singapore Report and Key Findings, visit: https://www.manpowergroup.com.sg/global-talent-barometer-singapore ​​# # # ​ABOUT THE GLOBAL TALENT BAROMETER  ​The ManpowerGroup Global Talent Barometer measures worker well-being, job satisfaction, and confidence. around the world. The Talent Barometer leverages independent survey best-practices and statistically significant samples to create a powerful tool to better understand what workers want globally. The research aims to improve the future of work through deeper understanding of key drivers of workforce sentiment today.  ​METHODOLOGY   ​Survey responses were collected from 13,771 workers across 19 countries from March 14 to April 11, 2025. All the data is weighted to match the worker population in each country by gender, age and region, and all countries are weighted to be equal.   ​COUNTRIES SURVEYED  ​Australia, Canada, France, Germany, India, Israel, Italy, Japan, Malaysia, Mexico, The Netherlands, Norway, Poland, Singapore, Spain, Sweden, Switzerland, United Kingdom (U.K.), and the United States (U.S.). ​FORWARD-LOOKING STATEMENTS  This press release contains forward-looking statements, including statements regarding labor demand in certain regions, countries and industries, economic uncertainty, and the use and impact of AI. Actual events or results may differ materially from those contained in the forward-looking statements, due to risk, uncertainties and assumptions. These factors include those found in the Company’s reports filed with the U.S. Securities and Exchange Commission (SEC), including the information under the heading “Risk Factors” in its Annual Report on Form10-K for the year ended December 31, 2024, whose information is incorporated herein by reference. ManpowerGroup disclaims any obligation to update any forward-looking or other statements in this release, except as required by law. ​ABOUT MANPOWERGROUP SINGAPORE ​Established 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 MANPOWERGROUP ​ManpowerGroup® (NYSE: MAN), the leading global workforce solutions company, helps organizations transform in a fast-changing world of work by sourcing, assessing, developing, and managing the talent that enables them to win. We develop innovative solutions for hundreds of thousands of organizations every year, providing them with skilled talent while finding meaningful, sustainable employment for millions of people across a wide range of industries and skills. Our expert family of brands – Manpower, Experis, and Talent Solutions – creates substantially more value for candidates and clients across more than 75 countries and territories and has done so for more than 75 years. We are recognized consistently for our diversity – as a best place to work for Women, Inclusion, Equality, and Disability, and in 2025 ManpowerGroup was named one of the World's Most Ethical Companies for the 16th time – all confirming our position as the brand of choice for in-demand talent.

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

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

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

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

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

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

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

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

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

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

​The global Financials & Real Estate sector is facing a wave of change as disruptive forces alter its global landscape. Economic pressures, shifting labor dynamics, digital advancements and evolving regulations are changing how organizations operate and compete. As a result, companies in the industry are examining workforce strategies and rethinking business priorities that balance transformation, cost savings and reduced risk. This ManpowerGroup Global Insights report examines how these megatrends will impact the future of work in the financial sector. How will accelerating AI adoption impact the future of finance? Will return to office mandates help the commercial real estate sector rebound? How are industry leaders handling the accelerated pace of change? Download the full report for the latest industry trends in Financial Services and Real Estate for employers to consider in 2025. ​​​

​In 2025, 83% of employers in Singapore report difficulty finding the skilled talent they need, increasing 4% from 2024’s survey (79%). This figure has doubled since 2019 (41%). Employers in the Transport, Logistics, and Automotive sector face the most difficulty finding skilled talent (91%), followed by Communication Services (90%), and Information Technology (88%). SINGAPORE (23 JANUARY 2025) – Even as employers in Singapore maintain cautiously optimistic approach towards hiring in Q1 2025, rising talent shortages present a significant challenge to recruitment efforts, according to the latest ManpowerGroup Global Talent Shortage Survey. ​Despite a stable hiring demand (a Net Employment Outlook of +25%), 83% report difficulty finding the skilled talent they need in 2025, increasing 4% from 2024’s survey (79%). This figure has doubled since pre-COVID-19 (2019: 41%). ​To address the ongoing talent scarcity, employers in Singapore are focusing on three main actions, including upskilling & reskilling current employees (39%), increasing wages (28%), and targeting new talent pools (27%). ​“Singapore has long grappled with falling birth rates and a rapidly ageing population which cumulates in a shrinking workforce. Coupled with factors such as rapid technological advancements demanding specialized skills, and a widening gap between available skills and employer needs, talent shortage has seen a significant increase since 2019,” says Ms. Linda Teo, Country Manager of ManpowerGroup Singapore. "This underscores the need for employers to adapt by investing in upskilling and targeting new talent pools to navigate talent scarcity and remain competitive.” ​Key Findings: Majority of sectors in Singapore see an increase in talent shortage in 2025: Employers in six of nine sectors report experiencing more talent scarcity than a year ago. Talent shortage most acute in Transport, Logistics, and Automotive sector: Those in the Transport, Logistics, and Automotive sector report the most difficulty finding skilled talent (91%), followed by Communication Services (90%), and Information Technology (88%). IT & Data skills continue to be the most difficult to find: The top three skills employers in Singapore report as the most difficult to find are IT & Data (38%), Engineering (28%), and Operations & Logistics (23%). Skills related to ESG and green economy remain in demand: Demand for Sustainability/Environmental skills and ESG Risk/Advisory/Governance skills form a collective 41%. Top skills demanded in 2025 Top skills demanded in 2024 1. IT & Data 2. Engineering 3. Operations & Logistics 4. Sustainability & Environmental 5. Sales & Marketing 6. ESG/Advisory Risk, & Governance 7. Human Resources 8. Manufacturing & Production 9. Administration & Office Support 10. Front Office & Customer-Facing 1. IT & Data 2. Engineering 3. Sustainability & Environmental 4. ESG/Advisory Risk, & Governance 5. Operations & Logistics 6. Sales & Marketing 7. Manufacturing & Production 8. Front Office & Customer-Facing 9. Administration & Office Support 10. Human Resources ​ “Within the Transport, Logistics, and Automotive sector, shifts in trade routes along with the normalization of shipments transiting Singapore drove hiring intentions to an all-time high in Q1 2025, leading to the increase in demand for talent with strong operations and logistics skills," says Ms. Teo. “Rapid advancements in technology create a constant demand for specialized IT and data skills. With more companies investing in emerging technologies such as AI and quantum computing, demand outpaces the ability of traditional education and training programs to keep up.” ​She further comments, "In line with growing demand for action to address climate change, skills related to sustainability and environmental is likely to continue remaining high as employers search for the talent they need to achieve their sustainability goals.” ​To view the full Singapore Findings of the 2025 Talent Shortage Survey, visit: www.manpowergroup.com.sg/talent-shortage-2025.

Singapore’s Labor Market a Source of Consistency Amid Uncertainties: Latest ManpowerGroup Employment Outlook Survey ​Singapore’s Net Employment Outlook (NEO) for Q1 2025 is +25%, weakening 4% compared to both Q4 2024 and year-over-year. Across the sectors, the Transport, Logistics, and Automotive industry report the strongest outlook of +67%, the strongest hiring sentiment in Singapore and globally. 74% of employers report having reached and are getting closer to gender equality, an improvement from 55% in 2024. 3 in 5 organizations (61%) are on track with their pay equity initiatives, improving 6% when compared to the same time last year. ​​SINGAPORE (10 DECEMBER 2024) – Hiring sentiments in Singapore remains relatively stable as employers maintain a cautiously optimistic approach, reveals the latest ManpowerGroup Employment Outlook Survey. ​Out of the 525 employers in Singapore surveyed about their hiring plans for the next quarter, 45% plan to hire, 20% anticipate a decrease in their staffing levels, while 34% do not expect any change. The Net Employment Outlook (NEO) after seasonal adjustment is +25%, weakening 4% from both last quarter and 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 Transport, Logistics, and Automotive. The sector records an NEO of +67%, rising 22% from the previous quarter and 26% since the first quarter of 2024. This places Singapore first globally for the sector, beating the global average by 43 points. In fact, Q1 2025 sees the highest NEO recorded in Singapore’s Transport, Logistics & Automotive sector since tracking began in Q1 2010. ​“Amid geopolitical tensions and uncertainties, Singapore's role as a safe and reliable hub in Asia is becoming increasingly important. Shifts in trade routes arising from geopolitical concerns as well as the normalization of shipments transiting Singapore are expected to drive job creation in the Transport, Logistics, and Automotive sector,” comments Ms. Linda Teo, Country Manager of ManpowerGroup Singapore. “Despite a slight slowdown in hiring intentions from the previous quarter, the local labor market remains resilient, serving as a source of stability and consistency during these uncertain times. Given that the survey was conducted in October 2024, just before the U.S. presential elections, employers are likely practicing cautious optimism."    ​Besides employment outlooks, the Singapore report also shed light on strategies and progress on diversity and inclusion, and more. ​More companies have reached and are getting closer to gender equality: 74% of employers report having reached and are getting closer to gender equality, an improvement from 55% in 2024. More organizations are on track with their pay equality initiatives: 3 in 5 organizations (61%) are on track with their pay equity initiatives, improving 6% when compared to the same time last year. Employers reveal top strategies they have in place that are helping drive progress in gender equality in recruitment and retention: These include effectively supporting employee well-being (43%), building trusting relationships with teams (43%), and measuring the use and impact of flexibility policies (41%). ​​Ms. Teo adds, “We're witnessing a positive shift in the corporate landscape, with more companies than ever committed to gender equality. Organizations recognize that diversity and inclusion are not just moral imperatives; they're also smart business strategies. By creating diverse and inclusive workplaces, organizations can unlock innovation, improve decision-making, and enhance their bottom line.” ​Employment Outlooks Across the Asia Pacific ​Hiring managers across the Asia-Pacific countries anticipate the second strongest regional Outlook (27%), remaining unchanged from the previous quarter, but decreased by 3 percentage points when compared to the same time last year. India (40%), China (29%), and Singapore (25%), continue to report the strongest Outlooks in the region.  The most cautious Outlooks were reported by employers in Hong Kong (6%). The strongest Outlook globally for the Transport, Logistics, and Automotive industry vertical was reported by employers in Singapore (67%). Employers in China reported the highest Outlooks for both Financials and Real Estate (53%, tied with employers in Belgium) and Healthcare and Life Sciences (47%). ​​To view complete results for the Q1 2025 ManpowerGroup Employment Outlook Survey, visit: www.manpowergroup.com.sg/meos. The next survey will be released in March 2025 and will report hiring expectations for the second quarter of the year. ​​​ABOUT THE SURVEY ​The 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. ​​SURVEY METHODOLOGY ​The methodology used to collect NEO data has been digitized in 42 markets for the Q1 2025 report. Survey responses were collected from October 1-31, 2024. Both the questions asked, and the respondent profile remain unchanged. The size of the organization and sector are standardized across all countries and territories to allow international comparisons. ​​FORWARD LOOKING STATEMENTS ​This 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 SINGAPORE ​Established 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 MANPOWERGROUP ​ManpowerGroup® (NYSE: MAN), the leading global workforce solutions company, helps organizations transform in a fast-changing world of work by sourcing, assessing, developing, and managing the talent that enables them to win. We develop innovative solutions for hundreds of thousands of organizations every year, providing them with skilled talent while finding meaningful, sustainable employment for millions of people across a wide range of industries and skills. Our expert family of brands – Manpower, Experis, and Talent Solutions – creates substantially more value for candidates and clients across more than 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.

Executive SummaryJapan’s new Freelancer Protection Act (FPA) took effect in November 2024. Formally entitled the “Act on Ensuring Proper Transactions Involving Specified Entrusted Business Operators,” the law should bring welcome clarity to the legal status of freelancers and provide them with some much-needed protections, including some of a type that apply mostly in employment relationships, The new law will also increase the compliance burden and risks for companies using freelancers. Note that ManpowerGroup is not a law firm. This Alert is provided to facilitate understanding the services offered by our Japanese operations. Please consult with an attorney if you have any questions about employment law in Japan. What is a freelancer? The FPA defines a “freelancer” as an individual or corporation with only a single director and no employees that engages in outsourced activities. This definition is clearly intended to exclude SMEs with multiple employees or corporate officers from the scope of the law. However, guidance from the FPA’s principal regulator, Japan’s Fair Trade Commission (FTC) notes that freelancers who rely on the help of cohabitating family members (who are not corporate officers of the company) or the occasional part-time employee will not lose their status. Of course, merely describing an arrangement as “freelancing” will not make it so even if the “freelancer” meets the definitional criteria; if it is functionally an employment relationship, the law will treat it as such. The scope of “outsourced activity” covered by the FPA is broad, including manufacturing, content creation (programming, video, text, pictures, etc.) and the provision of services. This would mean both platform-based food delivery workers and lawyers handling trials for corporate clients as solo practitioners would be freelancers.  Duties of users of freelancersMost of the FPA is directed at users of freelancers, which are essentially any businesses that use them but are not freelancers themselves. The underlying assumption is that freelancers have less bargaining power compared to the companies that use them. A similar assumption underlies the Subcontractor Protection Act.[1] This is an existing law that protects subcontractors from abusive commercial practices by general contractors, in particular delays in getting paid. Some freelancers may also be subcontractors for purposes of that law. However, the FPA extends additional protections to freelancers, as well as imposing duties on a broader range of businesses who use them.[2]For example, the FPA mirrors the Subcontractor Protection Act by prohibiting the imposition of payment terms longer than sixty days on freelancers.[3] There is an exception for contractors who are further outsourcing all or a part of a job to a freelancer, in which case payment is required no later than 30 days from the contractor being paid. The FPA requires that when engaging a freelancer, a business must identify in writing (which may include e-mail or text messages) basic information about the engagement, including:Identification of the client and freelancerDate of engagementNature of engagement (deliverables or services required)The date and place of delivery of deliverables or servicesThe amount of compensation to be paid and payment date​In addition to protecting freelancers from excessively long payment terms, the FPA also prohibits users of freelancers from engaging in various other abusive practices such as:Refusing to accept deliverables or services for reasons that are not the freelancer’s faultReducing the compensation paid to freelancers for reasons that are not the freelancer’s faultSetting prices unreasonably low compared to prices for similar services or deliverablesForcing freelancers to use services or purchase items unless there is a valid reason for doing so, such as to ensure uniformity of output or improve quality of deliverablesRequiring freelancers to provide money, services or other benefitsRequiring the freelancer to make changes or redo deliverables when the need to do so is not the freelancer’s fault. All of these protections reflect the assumption that users of freelancers will generally be larger business concerns with greater bargaining power that can be used abusively. ​Employee-style protectionsThe FPA differs from the Subcontractor Protection Act in that it also extends certain protections to freelance workers that are typically associated with the employer-employee relationship. First, the FPA imposes requirements on the content of advertisements soliciting freelancers that are similar to those that apply to job listings. Second, users of freelancers will have certain obligations with respect to those who are pregnant or have child-rearing or other caregiving responsibilities. If the freelancing arrangement is of an ongoing nature, the business user must make reasonable accommodations for the freelancer’s situation if requested to do so by the freelancer. If the engagement is not of a continuing nature, the business user must at least make efforts to consider what accommodations might be possible.Third, users of freelancers must have measures in place to prevent harassment and other similar behavior directed at the freelancer which negatively impact the freelancing arrangement or their working environment, and to enable freelancers to raise their concerns about such behavior if it occurs. Canceling a freelancing contract or taking similar retaliatory actions against a freelancer raising such concerns is prohibited. Finally, freelancers in an ongoing arrangement must be given at least thirty days’ prior notice of the termination or non-renewal of their contract, subject to certain exceptions when doing so is not possible. During the notice period the freelancer may request an explanation of the reason for termination or non-renewal and the business user is obligated to disclose their reason.​EnforcementThe dual character of the protections in the FPA makes enforcement complicated. The provisions on payment and other terms can be enforced by raising a complaint to the FTC. Potential violations of the “employment” style provisions, however, should be reported to the Ministry of Health Welfare and Labor (MHLW). Both ministries are empowered to conduct investigations, demand information and issue recommendations and orders for improvement. The Small and Enterprise Agency can also become involved in certain problem situations. There are minor criminal and civil fines for failing to comply with an order or providing false information in response to a demand. The most likely-used sanction will probably be the “name-and-shame” power that seems increasingly common in Japanese regulations. ​Compliance issues and solutions The FPA will require companies that rely on freelancers to establish at least a minimalist compliance system to use them without unintentional violation. Regulatory guidance issued with the law suggests that such violations may easily occur. For example, deducting a bank transfer fee from a payment to a freelancer will constitute an abusive “reduction in compensation” unless the freelancer has been notified at the time of the engagement. Similarly, businesses that use freelancers to create content should be clear to specify in their terms of engagement that transfer of intellectual property rights are included in the deliverables and reflected in the compensation. Unilaterally declaring the intellectual property rights to belong to the freelancer user risks being deemed an abusive practice.Just casually inquiring to multiple freelancers about their interest in possible engagements risks violating the FPA requirements on solicitations. Soliciting freelancers through technology platforms is also subject to these requirements. Finally, one interesting area where both the FPA and related regulatory guidance are silent is their applicability to freelancers working from abroad for companies in Japan. The ability to work from anywhere is one of the growing attractions of freelancing, but it remains to be seen whether freelancers abroad are protected by the FPA. From a compliance standpoint, the safe assumption should be that they are. ManpowerGroup works with a broad range of freelancers and takes pride in providing compliant workforce solutions to clients in Japan and globally. If you have any questions about this Alert, please contact: [email protected]. ​[1]The official title is the Act against Delay in Payment of Subcontract Proceeds, etc. to Subcontractors.[2]The Subcontractor Protection Act generally only applies to large general contractors whose capitalization exceeds certain thresholds depending on their line of business. [3] An exception is that in the case of contractors who are further subcontracting outsourced work to freelancers, the payment deadline is no later than thirty days from when the primary contractor is paid.​​​HR compliance is often a complex subject, and ensuring that your organization meets regulations, especially across various countries, can be challenging. At ManpowerGroup, we offer a variety of HR compliance services. Whether you need assistance locally in Singapore or regionally, we are here to help. See here for more details: https://www.manpower.com.sg/employers/our-services-manpower/compliance-services​​​

​More firms are giving out bigger bonuses and increments in 2024/2025 ​89% of employers plan to award bonuses averaging more than 1 month in 2024/2025.Employers in the Energy and Utilities sector are intending to give out the most bonuses going into 2025, with 100% of those surveyed planning to give out at least 1 month and more. 4 in 5 employers (82%) plan to increase salaries by 3% or more in 2024/2025.Employers in the Transport, Logistics, and Automotive sector expect to give out the most increments going into 2025, with 91% looking to increase salaries by 3% or more in 2024/2025.​SINGAPORE (2 DECEMBER 2024) – Employers in Singapore intend to give out bigger bonuses and salary increments, despite the uncertain economic landscape reveals ManpowerGroup’s latest survey on salary and bonus plans.​Out of the 525 employers in Singapore surveyed about their salary and bonus plans for 2024 going into 2025,89% of employers plan to award bonuses averaging more than one month in 2024/2025 — an increase of 5% when compared to 2023/2024(84%). ​When it comes to salary increments, more than 4 in 5 employers (82%) in Singapore plan to increase salaries by 3% or more in 2024/2025, setting aside factors such as industry, company performance, economic outlook, and individual performance.​“Amid higher inflation, employers are calibrating their compensation strategy to help employees cope with the higher cost of living as well as to remain competitive in attracting and retaining talent. Even while the global economy remains uncertain, many companies are still awarding bonuses to acknowledge employees' efforts throughout the year,” comments Ms. Linda Teo, Country Manager of ManpowerGroup Singapore.​KEY FINDINGS ON BONUSES​More employers are giving bigger bonuses more than one month: 35% of those surveyed plan to dispense between one to one and a half months of bonus in 2024/2025, while 12% look to distribute more than one and a half months of bonus. The figures increased by 8% and 5% respectively when compared to 2023/2024.Fewer employers awarding smaller bonuses of one month or less: 42% of employers intend to award one and a half months of bonus, while 11% report they will be awarding bonuses of less than 1 month — a decrease of 8% and 5% respectively when compared to 2023/2024.Sectors giving out the most bonuses: Employers in the Energy and Utilities sector plan to give out the most bonuses going into 2025, with 100% of those surveyed planning to give out at least 1 month and more. Followed by the Transport, Logistics, and Automotive sector (98%), and Communication Services sector (94%).​KEY FINDINGS ON SALARY INCREMENTS​More employers are giving bigger increments of 5% or more: 20% expect to increase salaries by between 5% to 7% in 2024/2025, while 6% plan to increase salaries by more than 7% — an increase of 1% and 3% when compared to 2023/2024.Fewer employers are giving smaller increments of less than 5%:18% intend to increase salaries by less than 3% in 2024/2025, while 56% of employers look to increase salaries by between 3% to 5% — a decrease of 4% and 1% respectively when compared to 2023/2024.​Sectors with the most increments: Employers in the Transport, Logistics, and Automotive sector expect to give out the most increments going into 2025, with 91% of those surveyed planning to increase salaries by 3% or more in 2024/2025. Followed by the Communication Services sector (90%) and the Healthcare and Life Sciences sector (87%).​ManpowerGroup surveyed 525 employers in Singapore on their 2024/2025 salary and bonus plans. The survey was conducted alongside the Q1 2025 ManpowerGroup Employment Outlook Survey which will be released on 10 December 2024.The results of the Q1 2025 ManpowerGroup Employment Outlook Survey can be viewed here on 10 December 2024: www.manpowergroup.com.sg/meos.​Download Report​​​​FORWARD LOOKING STATEMENTSThis press release contains forward-looking statements, including statements regarding salary and bonus 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.

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ManpowerGroup's Inaugural Global Talent Barometer Singapore Report: 41% Think of Changing Jobs, with 3 In 4 Confident of Securing New Roles​​SINGAPORE (12 NOVEMBER 2024) – ManpowerGroup today released its Global Talent Barometer, a robust new tool offering unparalleled insights into workforce sentiment across 16 countries.​The overall Global Talent Barometer score in Singapore of 66% was derived from three key indices: Well-Being (63%), Job Satisfaction (64%), and Confidence (73%). The report, which gathered data from 530 workers in Singapore between April 15 and May 10, 2024, reveals a complex landscape of employee well-being, job satisfaction, and confidence in the rapidly evolving world of work.​In Singapore, the workforce exhibits a unique duality, showing one of the highest likelihoods of changing jobs in the next six months (41% low job satisfaction) while simultaneously expressing the strongest confidence in their current skills to secure new roles (72%). ​“This dual nature presents a unique challenge and opportunity for businesses underscores the need for employers to foster positive work environments and continuous learning opportunities to retain top talent,” comments Ms. Linda Teo, Country Manager of ManpowerGroup Singapore. “By understanding and addressing the root causes of dissatisfaction and bridging the gap, organizations can both retain top talent and attract new talent to drive innovation in an increasingly competitive market.”`​​KEY SINGAPORE FINDINGS​Well-BeingNearly half (48%) of all employees grapple with daily stress, highlighting a critical well-being challenge for employers. People experiencing less daily stress are twice as likely to remain in their current roles, emphasizing the importance of stress management in talent retention strategies. Employees feel a sense of meaning and purpose in their work (75%), yet there’s room for improvement in company culture alignment, with 69% of employees feeling connected to their company’s vision and values. Job SatisfactionA significant retention risk looms, with 41% of all workers – and a staggering 53% of young professionals – considering a job change within six months, despite 64% expressing job satisfaction.While 69% trust their manager has their best interests in mind for career development, only 52% report they are unlikely to voluntarily leave in the next six months, indicating a potential disconnect between employees and leadership. Despite reporting higher well-being and work-life balance, 43% of hybrid workers are considering job changes, challenging conventional wisdom about flexible work arrangements. ConfidencePeople feel capable in their roles, with 73% expressing confidence in their skills. However, almost a quarter (21%) see a ceiling in their current workplace, citing insufficient opportunities for career goal achievement. This ceiling is most prominent among white collar workers, with 32% reporting a lack of opportunity within their organizations. Though 67% believe their organization offers chances to gain new skills, less than half say they’ve received skills training (44%) and mentoring (41%) in the past six months. One in four Gen X workers (26%) feel they lack opportunities to reach their career goals at their current organization. “Today’s employees seek more than just a stable paycheck; they yearn for meaningful work, personal growth, and a supportive work environment where they can contribute their talents,” Ms. Teo says. “Today’s workforce demands more. They want balance, growth, and a more human workplace. It’s up to us to listen and respond.”​​GLOBAL HIGHLIGHTSMexico stands out with 89% of workers finding high levels of meaning and purpose in their work, while The Netherlands leads in overall workforce well-being at 73%. Nordic countries Norway and Sweden demonstrate strong job security, with 80% and 71% of workers respectively feeling secure in their positions for the next six months. However, these nations also face challenges, with fewer perceived opportunities for development and promotion (48% in Norway and 53% in Sweden), and lower trust in managers (57% in Norway and 57% in Sweden). France records one of the lowest Well-Being Index scores at 61%, suggesting significant challenges in work-life balance and job satisfaction. The United States displays robust overall sentiment, achieving a Confidence Index of 79%, with 73% of workers feeling secure in their jobs over the next six months. The Global Talent Barometer introduces new metrics, including the Well-Being Index, Job Satisfaction Index, and Confidence Index, providing a holistic view of workforce sentiment globally. These innovative indices offer employers unprecedented tools to measure and understand employee sentiment, enabling more effective strategies for talent management and workplace improvement. ​To view the complete results of the 2024 Barometer, visit:https://www.manpowergroup.com.sg/global-talent-barometer-singapore​​ABOUT THE GLOBAL TALENT BAROMETERThe ManpowerGroup Global Talent Barometer measures worker well-being, job satisfaction, and confidence. around the world. The Talent Barometer leverages independent survey best-practices and statistically significant samples to create a powerful tool to better understand what workers want globally. The research aims to improve the future of work through deeper understanding of key drivers of workforce sentiment today.​METHODOLOGYSurvey responses were collected from 12,062 workers across 16 countries from April 15 to May 10, 2024. All the data is weighted to match the worker population in each country by gender, age and region, and all countries are weighted to be equal.​​COUNTRIES SURVEYEDAustralia, Canada, France, Germany, Italy, Japan, Mexico, The Netherlands, Norway, Poland, Singapore, Spain, Sweden, Switzerland, the United Kingdom, and the United States of America.​​FORWARD-LOOKING STATEMENTSThis press release contains forward-looking statements, including statements regarding labor demand in certain regions, countries and industries, as well as economic uncertainty. Actual events or results may differ materially from those contained in the forward-looking statements, due to risks, uncertainties and assumptions. These factors include those found in the Company's reports filed with the U.S. Securities and Exchange Commission (SEC), including the information under the heading “Risk Factors” in its Annual Report on Form 10-K for the year ended December 31, 2023, whose information is incorporated herein by reference. ManpowerGroup disclaims any obligation to update any forward-looking or other statements in this release, except as required by law. ​​ABOUT MANPOWERGROUP SINGAPOREEstablished in 1995 in Singapore, ManpowerGroup works with a range of manufacturing, resources, mining, transport and logistics, government, blue chip investment and retail banks, IT vendors and outsourcers, telecoms service providers and infrastructure, utilities and engineering services companies. In Singapore, the ManpowerGroup suite of solutions is offered through Manpower®, and Talent Solutions. More information on ManpowerGroup Singapore is available at: www.manpowergroup.com.sg​​ABOUT MANPOWERGROUPManpowerGroup® (NYSE: MAN), the leading global workforce solutions company, helps organizations transform in a fast-changing world of work by sourcing, assessing, developing, and managing the talent that enables them to win. We develop innovative solutions for hundreds of thousands of organizations every year, providing them with skilled talent while finding meaningful, sustainable employment for millions of people across a wide range of industries and skills. Our expert family of brands – Manpower, Experis, and Talent Solutions – creates substantially more value for candidates and clients across more than 75 countries and territories and has done so for more than 75 years. We are recognized consistently for our diversity – as a best place to work for Women, Inclusion, Equality, and Disability, and in 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.​

Discover how gaming trends are reshaping the future of work in this ManpowerGroup Global Insights report. Uncover the pivotal technologies poised to revolutionize industries, understand their impact on work practices, and anticipate their influence on the global workforce. With the gaming industry leading the charge in technological innovation, organizations can tap into this realm to identify and nurture the essential tech skills driving digital transformation amidst talent scarcity.​​Download Report​​

Our Working to Change the World Plan - and its three pillars - is embedded in our business strategy – caring for the Planet, amplifying our impact on People & Prosperity, and adhering to strong Principles of Governance with new awareness and urgency.  ​Planet: Tracking progress vs pledges By committing to change and encouraging our people, partners and clients to do the same, we are making measurable, incremental progress towards our environmental goals. Progress is our top priority.​​People & Prosperity: Creating Global Impact, One Job at a Time​Advances in technology and human ingenuity are opening new doors of opportunity for people around the world, provided they have the necessary skills. ​As a global organization spanning more than 70 countries, with local presence in thousands of communities, and a vast network of employees, associates, candidates, clients and partners, we create global impact, one job at a time. ​Together we are on a journey to help millions of people develop skills, build knowledge and apply their talents to accelerate the adoption of new technologies across industries to improve their lives and impact the planet. For good.​Principles of Governance: Trust, Transparency, and Accountability​Trust, transparency, and accountability are foundational to delivering on our purpose and our promise to create value for all stakeholders. We are committed to running a responsible and transparent business, setting high ethical standards for our industry and supply chain, and embracing corporate governance best practices.​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​

​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 tostatistics 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 latestQ3 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 toManpowerGroup’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 responsibilitywhen 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 indifferent countries had different prioritiesin 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 theWorld HR Congress 2024on 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 Kleinsaid, 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, 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

​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.

​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.

​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 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

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

​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 People are beginning to acknowledge how much technology and innovation have improved the world of work — it’s no longer accurate to think of “human vs. automation.” Most workers (63%) say technology has made work better. In fact, 63% percent of frontline workers are excited about the job opportunities technology creates, with workers in executive or senior roles (74%) and American employees (71%) reporting feeling most positively about technology in the workplace. ​The challenges now lie with organizations, who need to use the power of technology to rehumanize — not dehumanize — the workplace. As work during the pandemic showed, less than half (46%) of employers believe in-person brainstorming generates the most creative ideas. That’s in line with what people reported since their main motivations to come back to the office are for social interaction (39%) and efficient collaboration (26%). ​As tech helps to remove barriers and borders to work and accessibility, employers must recognize the benefits of augmenting their workforce with tech. Doing so will open up a world of possibilities to find new, and exciting ways of working in the coming years. ​Competitive Drivers Skilled workers have always been highly sought-after, but today the demand is more acute than ever, with 75% of companies globally reporting difficulty recruiting. In ManpowerGroup Talent Solutions’  (TWI), the top three overall markets for skilled talent are the United States, Singapore, and Canada. Meanwhile, the Netherlands and Switzerland fell out of the top 10 markets, primarily due to aging workforces. ​Additionally, one of the three most important strategies for growth is managing geopolitical risk, and 90% of companies are planning to invest in onshoring or nearshoring manufacturing facilities as they seek to de-risk supply chains with alternative sourcing. In an increasingly borderless world of work, staying competitive in a digital-first global economy, access to highly skilled talent is a distinct competitive advantage. And organizations will need to meet that talent wherever they are. ​Technology May Be the Great Enabler, Humans Are Still the Future Humans have always adapted to new technologies and better ways of doing things. As the saying goes, history repeats itself. And the pandemic taught us again that we can make extraordinary progress if we come together — it is the combination of innovation, technology, and human ingenuity that will help us overcome the biggest challenges. ​Now, as we embark on a New Human Age people are utilizing technology and digital tools to enhance human connections, be more productive, and live more meaningful lives. By equipping people with the skills to leverage technology, we can create a future of work that is closer to what workers of the future want; it is how we will build a path for all to increase prosperity for the many, not the few. 

​Any type of big change can cause stress, especially if it’s a disruption in our normal routine at work. After a year where many people transitioned to remote work, now many organizations are gearing up to again make major changes –– whether that’s returning to offices, instituting formal flexible work arrangements or even making remote work permanent. And, according to a recent Forbes article, half of the U.S workforce is under stress. Here are ways businesses can help employees manage the stress associated with these transitions.​Understand work's impact on mental health The same Forbes article references a disturbing finding from a research study on mental health: 55% of the respondents reported that Covid-19 has had a negative impact on their mental health. This is not good news, especially since organizations today acknowledge a profound connection between an individual’s work life and their mental health. Organizations that support their employees not only improve employee engagement, but also increase workforce productivity. ​Foster open dialogue A lot can change in a year, so make sure that managers have open conversations with their team about what they want going forward for career development, work arrangements and work-life balance. At different stages in people’s lives, they can work longer or shorter hours, take on more or less responsibility, or need more flexible hours. Rather than assume, check in with career conversations, encourage them to assess their needs and truly listen. ​Re-create connection If a team has been working remotely for a year, some colleagues may feel disconnected from each other. To reverse the social distancing of the past year, managers can encourage connecting beyond the usual project meetings and emails by planning for social outings when it is safe to do so again as well as taking action on other tips to help combat burnout. ​Transparent and frequent communication Finally, when stress and uncertainty are on the rise, transparent and frequent communication on future plans, timelines and processes will help create peace of mind and even mitigate rumors. Good leaders will involve their teams in the discussions of how best to move forward through actions such as employee surveys and focus groups. While the uncertainty of what the post COVID work world will look like can create stress, organizations can take tangible steps to support their workers and keep workforce productivity going strong.

​The traditional work standard of “9 to 5”in an office setting is becoming a thing of the past due to the rise of the gig economy, which has seen exponential global growth since the beginning of the pandemic. Today, more than 150 million workers are engaged as gig workers – or independent contractors – in North America and Western Europe, with expectations of this number to double by 2023.1For organizations managing this expanding contingent workforce, a Statement of Work(SoW) is a vital framework to help provide value, shift risks and control costs. Here’s how a SoW works and why it’s crucial to help businesses thrive in a post-COVID-19 world:​Access Skills, Pay for Tangible OutcomesOver the past year, the global economy has seen the biggest digital transformation and reallocation of skills since World War II, shifting from aviation and hospitality to driving, retail, healthcare, IT and cybersecurity at an unprecedented scale.2As companies bring in gig workers with specialized skills, more are using Statements of Work (SoW), binding legal contracts that outline work to be completed in the form of deliverables and milestones, with clearly set timelines and their respective payment schedules and parameters. ​In a growing hybrid workplace, accessing the skills you need instantly while driving compliance and cost savings and mitigating risk is vital. SoWs allow organizations to focus on paying for tangible outcomes, removing the spotlight on an individual’s skillsets. That means skills can be accessed quickly with more flexibility, which increases overall efficiency and reduces costs. With these benefits, it’s no surprise that companies have increased spending annually with the US investing at least 60% of its budget on contingent labor and other countries increasing service procurement spend at a slower pace.3​“The ‘job for life’ is dead. You don’t hire for people anymore; you hire for services and outcomes and a Statement of Work provides that flexibility and that agility,” says Kayleigh Kuptz, co-founder and COO at Deployed, a UK-based Statement of Work authoring platform. According to Kuptz, companies that develop and implement SoWs can identify exactly what work needs to be done and look for who can do the work most efficiently. This makes more sense as needs shift from permanent staff members with job descriptions to flexible, service-based, output-based work.​Emphasize Collaboration, Not LocationGone are the days when companies focus on one individual to deliver work. It’s now the age of collaboration in which a variety of specialized experts work together to help bridge the gap between the skills you have and the ones you are lacking. Equally as important, the growth of the remote workplace has removed physical location as a barrier to finding the best talent. But with workers often spread among multiple regions with different managers and budget categories, there’s potential for confusion and disorganization. SoWs can help teams work together seamlessly to avoid scope creep, improve communication and ensure accountability every step of the way.​“Success in leadership and business begins with clarity,” says David Dye, a leadership and employee engagement consultant at Trailblaze Inc., a consulting firm in Denver. He notes that the clear roles, outcomes, and expectations outlined in SoWs help everyone avoid misunderstanding and ensure that everyone knows what to expect from the employer, as well as what is expected from them.4​Reduce Risk, Avoid Compliance IssuesWhen the pandemic turned the world upside down in early 2020, it also turned nearly every business – large and small – on its head. However, many organizations were able to get creative and adapt quicker than others. Financial services company Achiko, was in the midst of expanding into buy now, pay later services on its mobile payment app when COVID-19 hit and disrupted the market and international travel. That’s when the company pivoted its technology to launch TemanSehat, an app which offers incentives for people to get tested for COVID-19 and lets them make payments and keep records to test results used for workplace check-ins. The adoption of telehealth has exploded from 11 percent of consumers using it in 2019 to 46 percent in April 2020.6​Companies that have successfully made these massive shifts depended significantly on their ability to quickly access new teams with specialized capabilities. Having an SoW in place enabled them to not only focus on the outcome but also to minimize the risk of misclassifications of employees and to avoid mistakes with benefit plan eligibility and compensation. ​An SoW also helps reduce large overhead costs and exposure to non-compliance with employment laws or tax regulations. For example, SoW’s can help HR and procurement professionals more effectively manage the private sector rollout of IR35, the UK’s anti-avoidance tax legislation designed to tax 'disguised' employment at a rate similar to employment, As the law adds further requirements to assess the status of any contingent labor hired, a clearly defined SoW can ensure that the responsibility for determining IR35 status and ensuring the appropriate amount of tax is deducted lies with the outsourced agency vs end-hirers.7​Choose the Right MSPToday, one in four SoW projects completed by suppliers are not completed on time or on budget. This usually happens when projects are not well-defined or when there’s limited visibility of SoW activity in the organization and limited data surrounding cost savings. That’s why it’s important to work with a managed service provider like TAPFIN that understands how to optimize buying channels, manage project scopes and provide actionable insights and drive quality through advanced reporting during the entire SoW process.​Refer to this Transform Talent podcast and contact [email protected] to learn how Talent Solutions’ TAPFIN’s SoW management can bring value and results to your organization.​​Referenceshttps://hbr.org/2018/03/thriving-in-the-gig-economyhttps://manpowergroup.com/sustainabilityEverest Group – Tackling the Global Pandemic: Contingent Workforce Management (CWM) State of the Market Report 201https://www.nfib.com/content/resources/legal/is-a-statement-of-work-right-for-your-small-business/https://techcrunch.com/2021/04/01/how-sosv-backed-achiko-pivoted-from-financial-services-to-health-tech-during-the-covid-19-pandemic/https://www.mckinsey.com/industries/pharmaceuticals-and-medical-products/our-insights/healthcare-innovation-building-on-gains-made-through-the-crisishttps://www.brooksonlegal.co.uk/news/is-a-statement-of-work-the-answer-to-ir35-in-the-private-sector/8SAP Fieldglass: “Services Procurement Insights 2019: The Big Reveal’

​The step beyond getting women into your organization is to help them reach leadership  Women are getting in the door, but what happens once they are in the door? A quick look inside organizations struggling with the issue of developing women leaders can be instructive.  ​In 1950, the labor force participation rate of women in the US was around 34%. The US Department of Labor projects that by 2025, it will climb to nearly 60 percent.   ​The data is clear. Companies with women at the top perform better. In fact, companies with the most female officers have financial returns that are 34% better. Companies that are successful in moving more women into leadership roles take seven clear steps, which are outlined in ManpowerGroup’s Seven Steps to Conscious Inclusion report:  ​Change yourself first. Believe it or don’t bother. Change must be authentic. If not, people see it as a fad that’s here today, gone tomorrow.   ​The CEO needs to own the issue. Gender parity cannot be delegated to HR. For commitment to be authentic and aligned with business strategy, change must flow from the top and be demonstrated by the leadership team. HR can help support it.   ​Ask, why not? Instead of saying, “she doesn’t have the experience,” ask, “what do we need to make it work?” Challenge assumptions.  ​Hire people who value people. If we hire people who value people they will figure out how to optimize all human potential, including women. They will be open to strategies that support balancing the integration of work and home, measuring success on performance and quality of output, not presenteeism. They will support people to plan and manage for career ‘waves’ not ladders.   ​Promote a culture. Generic programs do not work. The last three decades prove this. Programs don’t change behaviors and don’t improve the numbers. They can even breed complacency, rewarding activity not the results. Accountability sits with senior leadership and decision makers to promote a culture of Conscious Inclusion. ​Be explicit: women when and where? Simply increasing female representation will not shift the needle. Women and men must be represented at all levels and in every business unit. Leaders must know exactly where they need women to be. Looking at macro numbers is not enough; it results in “pink ghettos” instead of P&L and staff roles.   ​Set outcomes. In business, it is about outcomes and what you want to achieve. Every hiring and promotion decision can be justified but if that isn’t moving closer towards the tipping point then Conscious Inclusion and gender parity just won't happen. Articulate a talent legacy - how things will change and what it will look like by when. Plan for it as if it were a strategic business priority or investment. Change takes time, focus and discipline.  ​It may seem like a challenging to-do list. But anything with a worthwhile outcome has always been hard work.   

​A key theme of the World Economic Forum this year was women’s leadership equality. “You have to make it socially unacceptable not to have equal representation at all levels.”  ​With these strong words, ManpowerGroup CEO Jonas Prising explained why gender equity is so important. He was speaking at a panel at Davos in the context of women only holding 25% of leadership roles despite making up more than half the workforce.  ​Organizations need to take an active role in sponsoring and promoting women to leadership. Here are steps that organizations can take to increase women in leadership.  ​Understand women’s workforce needs  There is overlap in what men and women want from work, including a competitive salary and challenging work. But according to ManpowerGroup’s research on what workers want, women’s needs differ. ​Organizations can attract and retain women in leadership by helping achieve balance for the long run. For women, work must come with flexibility. They continue to do most of the emotional labor and unpaid work at home – balancing work around commitments, according to the Organisation for Economic Co-operation and Development. This means flexibility is critical.  ​Move beyond intent  Good intentions may be a starting point, but they’re not enough. The next step is practicing Conscious Inclusion, or the capacity of people to make decisions, do business and to think and act with the conscious intent of practicing inclusion. Leaders are responsible for implementing ways to support inclusive leadership, and everyone in the organization can educate themselves with the benefits of conscious inclusion.   ​Provide structure for women to grow  Technology has the ability to facilitate lifelong learning. This not only allows women to upskill and remain relevant throughout their careers but allows them to do so in an environment that offers the flexibility needed to successfully balance work and home. Organizations that support this will become talent magnets for high-performing women.  ​At Davos, leaders were in agreement that achieving women’s parity is not “someone else’s job” –– it’s everyone inside an organization. This is especially true for leaders who can act now with not just words, but intent.

​The tech industry has a problem. ​Despite growing rapidly in recent years, and only accelerating due to the pandemic, the participation of women in technology remains disproportionate compared to their male counterparts. According to projections from Gartner, worldwide IT spending is projected to total $4.6 trillion in 2023, an increase of 5.1% from 2022. Yet, women make up just 28% of the tech industry workforce and only 14% of software engineers. ​This disparity comes despite the increasing demand for tech talent. According to ManpowerGroup’s latest Talent Shortage Survey, 78% of employers in the tech industry report not being able to find the talent they need. And too often, the tech industry is focused only on technical skills, when others including critical thinking, reasoning, creativity, and more, matter just as much. With demand for tech and IT only growing, why can’t we get more women in the industry? Megan Smith, former U.S. Chief Technology Officer has a suggestion. ​“We need to change the narrative around women in tech from one of scarcity to one of abundance,” Smith says. “There is no shortage of talented women, just a shortage of opportunities and support.” ​Invest in Education, Experience, and Exposure Women need better support and resources for career development and advancement. Companies should invest in training and mentoring programs that target women and provide them with the skills and networking opportunities they need to advance in their careers. ​During the Women in the Post-Pandemic World of Work session at the World Economic Forum’s 2023 Annual Meeting in Davos, Switzerland, ManpowerGroup’s Chief Commercial Officer and President of North America Becky Frankiewicz said whether we call it mentorship, sponsorship, or even friendship, it's critical to support women. ​“I've been the benefactor of many, many women and men who have invested in me, who took bets on me, who saw things in me that I didn't see in myself,” Frankiewicz says. “We were asked recently by our leadership team to reflect over the last year on what's our proudest accomplishments. And without thinking, I said, ‘Enabling a team to achieve things they didn't know they could’ because, to me, that's what helps us unlock in ourselves things that we don't see.” ​Solutions for Bridging the Gap Achieving gender equity in tech is crucial not only for creating a more diverse and inclusive workforce but also for promoting innovation and driving economic growth. Here are some strategies that can bridge the gap and accelerate the path to equity:Addressing Biases in Hiring: One of the significant barriers to achieving gender equity in the technology industry is biased hiring practices. Unconscious biases can prevent women from being hired, promoted, and even recognized for their work. To combat this, companies should implement strategies like blind screening, using gender-neutral language in job descriptions, and utilizing diverse hiring panels to eliminate bias. Providing Opportunities for Professional Development: Professional development opportunities can help women in the technology industry gain the skills, knowledge, and experience necessary to advance in their careers. Companies can provide training, mentorship, and networking opportunities to help women develop the skills and confidence needed to succeed in the technology industry.Supporting Work-Life Balance: The tech industry is known for its long working hours and intense work culture, which can make it challenging for women, and men alike, to balance work and family responsibilities. Companies should provide flexible work arrangements like work-from-home, part-time or reduced hours options, and generous parental leave policies, to help women achieve work-life balance.Creating a Supportive and Inclusive Work Culture: Companies need to create a supportive and inclusive work culture that values diversity and fosters collaboration. This can be achieved through initiatives like employee resource groups, diversity and inclusion training, and policies that promote work-life balance and mental health support.Fixing the Gender Pay Gap: The gender pay gap is a persistent problem in the tech industry. To address this, companies should conduct regular pay audits and ensure that women are paid fairly and equitably. Additionally, companies can create transparency around pay and promotions, providing clear guidelines for how these decisions are made.Increasing Diversity by Providing Access to Digital Technology: In developing countries, and lower-income communities in developed countries, access to tech is often limited which creates a digital divide. As a result, women in these areas are unable to participate fully in tech, limiting their opportunities for education and economic growth. By offering affordable computers, access to the internet, etc., more women will be able to get started with STEM and tech programs and have more resources to pursue education or career opportunities. There is no one-size-fits-all solution to this problem. But what we can’t do is accept the status quo and wait for things to sort themselves out. The time for action is now. And by acting, we can create a more inclusive and welcoming culture, providing access to education and training, and empowering women to become leaders in the industry. In doing so, not only will we be helping women, but we will be able to improve the tech industry, making it more fair, equitable, and sustainable at the same time.

​As the world emerges from the COVID-19 pandemic, work will look forever transformed. The changes that 2021 brings will include faster digitization across industries as well as adaptations to this new reality. In newly-released research on how the pandemic has impacted tech and skills, Skills Revolution Reboot: The 3R’s--Renew, Reskill, Redeploy. ManpowerGroup highlights key trends related to the impact of COVID-19 on digitization and the future of jobs and how digitization is transforming work.​Digitization Fuels FlexibilityIn the past, many workplaces may never have even considered making meetings virtual, as long as everyone could reserve a conference room. But social distancing forced companies to adopt video meeting technologies, making it largely irrelevant where employees physically reside. These new ways of working have also led to the rise and acceleration of individual choice. More than ever people want flexibility, choice and the best hybrid remote and office work.​Winners Take AllCompanies are accelerating their digitization and automation as a result of the pandemic – 38% are speeding up while 17% have put plans on hold. Automation will increase workforce headcount for new jobs with those companies digitizing the most are also creating the most jobs. In fact, 86% of employers that are automating plan to increase or maintain their headcount; compared to just 11% of employers who plan to reduce or hold plans to automate.  ​The New Digital GiantsSuperstar organizations like Amazon that were making fast progress on digitization before the pandemic are already emerging stronger. Those already investing more in digitization, workforce skills and innovation are capturing a greater market share, pulling away from peers and benefiting employees and customers as the way we work, consume, learn and socialize shifted to remote almost overnight. In short, the most digital-focused companies are succeeding.​Digitization Comes in WavesWhile larger organizations (250+ employees) plan to digitize more and hire more, there are growing trends among businesses of all sizes toward digitization. Larger organizations plan to automate Production and Manufacturing functions first, followed by Admin, IT and Front Office, whereas smaller companies are more likely to be digitizing to transform support functions, customer-facing and Finance. Sectors that were slow to automate before the pandemic are catching up and doubling down. ​In the report, ManpowerGroup also provides organizations with a practical roadmap around strategies to attract, develop, engage and retain the best talent necessary to succeed as digitization continues to transform work.

​The COVID-19 shock has come at a time when the jobs market is already going through a period of transformation and upheaval. The fourth industrial revolution, characterized by increased digitization and automation, means the skills required by the jobs of the new decade are very different to what was needed five or ten years previously. The pandemic accelerated this change. For people and businesses, negotiating these short-term shocks and long-term trends is challenging. As firms adjust to the post pandemic economy, many will look to make efficiencies and ensure they use their employees’ skills most effectively.​In a climate of economic uncertainty, and with a jobs market experiencing a period of radical transformation, outplacement is an increasingly important tool to help employees and firms adjust. The fluid pairing of workers with jobs also performs a vital role within the efficient performance of economies.​The future of outplacement will combine data-driven insight and emotional intelligence in a two-pronged ‘Tuning Fork’ evolution. Outplacement needs to adapt for the vital role it will play guiding individuals and organizations through the pandemic recovery, helping create a confident, agile and valuable workforce, able to face the challenges of the years ahead.​To learn more about how outplacement is adapting, download our latest whitepaper, “Careers in Transition: How will outplacement evolve to help companies and workers respond to upheaval?” ​​

​As more companies are welcoming employees back into the office, they are faced with a range of reactions – excitement about finally being able to interact in person with colleagues, eagerness for a change of pace, apprehension about juggling schedules, and worry about long commutes.​While the sudden shift home for many employees in 2020 could not be planned in advance, the return to the office is one that can be more planful – and many companies have developed comprehensive plans to support returning employees. ​By now, many organizations have designed and communicated guidelines across the range of all-remote to all in-person. Communicating a policy, celebrating the return to the office, and then leaving it up to individual teams to figure it out is not a recipe for success. Especially in the tightest talent market in years, organizations need to make sure they aren’t driving their best talent away. Instead, they need a comprehensive plan to recharge their talent as they return to the office.​Establishing the playbook for your team in the hybrid environment Leaders have a window of opportunity as teams are transitioning into a new working model to be intentional about setting expectations and boundaries that will shape how people engage with each other. Start by reminding the team about why their work is important and then enable the team to define how they will work to achieve shared goals regardless of whether they are in-person, all-remote or hybrid.​Establishing and reinforcing the “why”Individuals have an inherent desire to find meaning in their day-to-day work. But the pandemic years have made many employees focus on surviving through the turmoil and uncertainty rather than focus on the “why” of their work. Now that a new normal is on the horizon, what better time to regain that clarity by helping employees connect the dots between their role and its contribution to the broader goals of the organization. ​Invite a customer to share how the work of the team made a positive difference in their life. One of our clients, a greeting card company, showed a video of family members reading a greeting card from a loved one and sharing why it was meaningful to them. It was a beautiful reminder of how meaningful the client’s work can be.​Finding the happy place between team and individual needsWorker flexibility is no longer a privilege, but an expectation. While work/life integration is now a fact, not every employee is skilled in having constructive conversations about how to articulate their individual needs, and not every manager has pivoted towards an accountability mindset.​Speak openly about how you synchronize different elements of your personal and professional life and invite others to do the same. Make sure coordination, sharing and collaboration occur, but also be flexible regarding requirements that work must be done in a certain time and place. Rather than gauging performance based on observed activity, focus on outcomes. ​Aligning on team normsOften, teams are expected to just start working. But differing expectations about when and how people show up can lead to misunderstandings and frustration. Decisions that are seemingly mundane – like when to turn on your camera, or how to make sure someone who is joining remotely can be included in an in-person conversation, or how to remind someone that they are on mute – can have a significant impact on individual perceptions and team dynamics. ​Facilitate team norms discussions where team members discuss how inequities can emerge in a hybrid setting, share individual work preferences and jointly create a set of shared norms. Then make sure you uphold or adjust these norms over time. This will enable a more trusting and positive microenvironment. ​Defining mutual support mechanismsWe are hearing repeatedly that our workforce is feeling burnt out. Month after month of taking on more, adjusting to new realities and simply surviving has taken a toll on people. But employees are still hesitant to ask for help even when they need it the most. ​Incorporate elements related to mutual support in your norms by creating a channel to express when an employee is approaching their limit with a commitment from other team members to support them through those moments in good faith.​Add creativity and authenticity to the experienceTo break through the noise of corporate messaging, flipping the script on what voices to feature could be a great way to build connectivity and enhance experiences. There is no better time to do it when you are transitioning to a new working model.​For those who are back in person, create a “wall of stories” where employees can share stories and photos about how their organizational purpose was reflected in something they did. We’ve had clients who had a physical wall at the entryway of their manufacturing facility or work site, but this can just as easily be done in virtual space — an internal website or an application like Microsoft Whiteboard, Google Jamboard, or Miro. Team chats, used to celebrate milestones, achievements and share tips can also be a powerful virtual water cooler.​As we re-enter the in-person world or venture into a new era of hybrid work, companies have a unique opportunity to reset how they do things and enable their teams to be better than ever.Right Management has been helping organizations evaluate, develop, mobilize and transition their talent for over 40 years. Let us help you develop your own plan to thrive in the new next.

​The CHRO of a client once told me that her biggest concern after a reorganization wasn’t in the design itself but that the organization had to change its way of working afterwards. We had developed an elegant operating model, achieved targeted cost savings, secured alignment across the senior executive team, supported the announcement with a global roadshow, and analyzed pulse survey responses. It was a textbook reorganization that checked all the boxes, but I often wonder if the people in the organization truly changed how they worked at the ground level as the CHRO had alluded to or if the work just stayed the same with different reporting lines.  ​Reorganizations – particularly those that require reductions in force – are necessary, but highly disruptive. Many people experience them multiple times during their careers, and these experiences can leave scars that last for years. The change itself creates stress for individuals leading to a threefold increase in negative feelings towards colleagues.1Nearly three times as many workers also express distrust of leadership and a belief that there are ulterior motives underlying the announcement.1And in the rush to achieve short-term cost controls, more than half of companies report a reduction in long-term productivity.2We have all seen this movie before – after the initial rush of communication and individual farewells, the rest of the organization is left confused and disengaged.  ​There is a better alternative. Business leaders need to adopt a new paradigm. In order to change the trajectory of their business and organization, their focus should no longer be on reduction in force, but on revitalization in force. The process starts long before the announcement day and extends beyond the time that impacted employees have changed roles or left the organization.  ​We recommend four distinct steps for leaders to follow. ​Organizations who rewire work from the ground up increase the success of their transformation by 30% or more through increased efficiency and increased effectiveness.​ Prepare your leaders for announcement day and beyond. Develop a message that is future-focused and will resonate with employees at all levels. Certainly, an artful balance of clear messaging, empathy and vision is needed to support tough moments, though what is even more important is the ability to lead the organization through change long after announcement day. For months and years after the initial change, the most successful leaders maintain resolve around principles and behaviors to prevent backsliding.  Leverage the signaling value of talent selection. What talent is chosen to stay or leave during a reduction in force is an indicator of what the organization values. I once worked with an organization with a large international footprint that had selected an executive team that was highly qualified but all from the U.S. They had inadvertently signaled that global talent was not valued. Often talent decisions are made quickly and based off heuristics and perceptions. Define the role first, then leverage data-driven assessments to find the best fit for that role. Consider also how selected talent will be perceived for the organization’s ability to recognize potential, invest in diversity, leverage experience and other lenses that are important to drive the business. Always treat employees who are asked to leave with respect. Not only is it the right thing to do, but everyone is watching and thinking “that could be me next.” Always communicate tough messages with empathy in an individual setting to impacted employees in advance of telling others. Ensure they hear that the work they have done is valued and will be maintained with a transition plan. Be sensitive to how communication is handled to peers and colleagues. Conduct an exit interview to understand their point of view and potentially pave the way back into the organization in the future. Help them chart a path for their future careers, whether it is in another role in the broader organization or through outplacement. Encourage them to leverage available resources to support their futures. The self-discovery, career coaching and networking tools provided through outplacement help displaced talent find roles that are often a better fit for them than the ones that they left.  Invest in the people who will drive the business forward. Too often, organizations are so focused on the up-front parts of change, that they lose sight of the most important part of the future – the people who remain. These workers are often asked to not only cover their existing workload but also the work of those who are no longer in the organization. Interfaces with other functions may have been disrupted with no new plan for who to work with. Managers might have different structures and team members than they did in the past. Too often, business leaders assume that everything will just work itself out, but this leads to disappointment, low morale and protective behaviors that ultimately hurt the business in the long run.  ​Organizations should focus on three ways to invest in their people after a reduction in force:  Support the individual. Every person will interpret a change in different ways. Their history and context will color how they see the present and future. Help them pivot from lamenting the loss of the past to embracing the possibilities of the future. Show them how the organization is making tangible changes that will impact their day-to-day work in a more positive way.   Drive team alignment. Resourcing challenges often emerge from organizational change. It is up to the teams to evaluate what work needs to continue, change and most importantly, stop. Successful leaders engage the team to redefine what needs to be done, ensure they understand who does what work, articulate where they need to collaborate with other teams, and establish ways for them to support each other when challenges arise.  Reorient towards the future with career conversations. While discussing career growth and pathways may be the last thing on the minds of leaders during a reduction in force, it is one of the most powerful tools for retention and engagement for the individuals who remain. These conversations not only build confidence that they are valued in the near term, but also help individuals see a path forward that they can authentically look forward to.  ​With change comes opportunity. Revitalize your workforce by helping your people achieve the clarity needed to drive the business onward.  

​As we assess the global jobs market more than one year since the start of the COVID-19 pandemic, it is clear the environment is in flux. Over the next five years, 43% of businesses expect to reduce the size of their workforce, yet, over the same period, 34% of businesses plan to expand their workforce. With increased digitization and automation across industries, more and more companies are either planning for, or are in the midst of major transformations. ​An organizational transformation impacts the entire workforce. It affects those leaving due to redundancy, the managers who must deliver the difficult news, and the remaining employees. Most know that exiting employees benefit when a company provides outplacement services. It takes a jobseeker at least 23 weeks to land a new role on average in the U.S., but this gap shrinks significantly when career transition services are used. Lesser known and discussed is how outplacement also fosters confidence and morale among the employees who remain.  ​Here are three ways outplacement will help you support your entire workforce during and after organizational transformation.  ​Pilot a smooth landing for exiting employees  Did you know it’s more difficult for a commercial jet pilot to make a smooth landing when the aircraft is empty?3The same can be said about an employee exiting a job with no outplacement  assistance, especially as unemployment rises and more support is needed to find open positions. According to Kaye Owen of Lloyds Banking Group, workers who are currently facing redundancy seem to be in a much higher emotional state of stress due to the global pandemic and its aftershocks.4Outplacement alleviates some of this stress by helping those leaving the organization do so with confidence and positivity.  ​This confidence comes from an outplacement provider’s ability to help workers find new roles more quickly. Artificial intelligence and machine learning are rapidly evolving in the outplacement space to help exiting employees land on their feet more quickly. Right Management, for example, leverages specialized experts to prepare workers in transition for their next steps. Those who are “matched” to expert career coaches.5​Using outplacement services to pilot a smoother landing for exiting employees shows your company cares about its employees’ mental health and future success. Helping workers prepare for what’s next also maintains positive relationships should your organization need to re-hire these individuals in the future. ​Motivate remaining employees to stay put “What happens with the remaining employees?” should be one of the questions you ask before executing an organizational transformation. During and after a transformation, the employees who remain often experience ‘survivors’ guilt,’ or lack of motivation and engagement due to ongoing uncertainty, burnout from taking on more work, and/or anxiety that their jobs are in danger too.  These stressors often push workers to leave the organization. In fact, a 1% decrease in the size of your workforce can lead to a 31% increase in turnover the following year.​Demonstrating outplacement support, providing situational coaching, and talking about the changes in an open manner encourages trust among the remaining workforce. The jewelry company Pandora attributes the success of its recent transformation to simplifying its overarching goal to one core KPI—like-for-like sales—so that it was easily understood and remembered by all employees. Pandora made sure remaining employees had opportunities to connect to the organization’s new strategy and objectives through internal town hall meetings and weekly emails during the transformation. Asking for the entire workforce’s buy in opens the door to moving forward positively throughout the transformation and after it is complete. ​Coach leaders and managers to communicate better  Communicating difficult messages is no easy feat, especially for line managers who may not be used to the responsibility. As part of an outplacement program, look to support managers and leaders in delivering consistent and fair communication across all levels of employees. ​Right Management has been the outplacement partner to a major retailer for over 11 years. To support the retailer through multiple downsizes, training was provided to the leaders and managers who would deliver the notification message to affected employees. By sharing best practices on how to communicate the changes, the retailer mitigated legal risk while also offering invaluable support to its managers and leadership team. ​Transparency and steady communication are key to a successful transformation, and it’s important to think about the lasting impact on the entire workforce. Providing adequate support now will mean a more engaged and productive workforce once the transformation is over and lower your organization’s risk of losing top talent in the future.  ​For the full story, download our latest white paper, Careers In Transition: How will outplacement evolve to help companies  and workers respond to upheaval?​http://www3.weforum.org/docs/WEF_Future_of_Jobs_2020.pdfhttps://www.bls.gov/news.release/empsit.t12.htmhttps://www.boldmethod.com/learn-to-fly/aerodynamics/why-its-hard-to-land-smooth-in-empty-jets/ManpowerGroup Careers in Transition: How will Outplacement Evolve to Help Companies and Workers Respond to Upheaval? Whitepaper, 2021 https://workforce-resources.manpowergroup.com/management-and-retention/5-questions-to-ask-before-implementing-an-outplacement-programhttps://hbr.org/2018/05/layoffs-that-dont-break-your-companyhttps://www.bcg.com/en-us/publications/2020/four-phases-and-three-journeys-of-successful-transformation

​During the pandemic 1.7m women left the U.S workforce and did not come back – and the trend is replicated in many countries globally. Burnout, layoffs in roles overrepresented by women (hospitality, retail), and women taking on more of the work at home, all mean gender parity in the workforce stands at 62.9%. the lowest level registered since the World Economic Forum’s (WEF) Global Gender Gap Index began in 2006. As we found in ManpowerGroup’s 2023 workforce trends report, The New Human Age, women want work to work for them. In order to do that, organizations need to reimagine when, where and how work gets done, offer pay equity, and advance reskilling, all of which will not only bring women back, but help ease the global talent crisis. To find practical solutions to reverse this trend ManpowerGroup’s Becky Frankiewicz, brought together an all-star, all-women lineup of leaders including Cisco’s Francine Katsoudas, Women Political Leaders’ Silvana Koch-Mehrin, and moderator Nadira Tudor for a session on Women in the Post-Pandemic World of Work during WEF’s 2023 Annual Meeting in Davos, Switzerland. From autonomy and flexibility, to opportunities for learning and mentorship, the passionate panel shared personal stories and practical guidance to accelerate gender parity.   ​Here are several ways that employers and individuals can help women succeed in the post-pandemic world of work: ​1. Listen. Women are Asking for Companies to Do More While no one was spared from the effects of COVID-19, the impact on women has been disproportionately high and more severe. But before we can solve any problems Frankiewicz says we need to address and understand how women are currently feeling about 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.” ​2. Realize We Need to Go Back to the Future, Not the Past One reason why more women haven’t come back is that they want to come back to not only a different workplace but a different way of working. To do that and make work more appealing, Katsoudas cautions that companies who expect their people to work the way they did before will be challenged to reengage their workforce. ​“We all have to figure out how to make the office a magnet, not a mandate. The way we do that is by focusing on the work. We make it really clear that for this particular type of work, we're best when we're together. When we tell our people that they come in. They want to feel like the culture works for them,” Katsoudas says. “If we are asking them to come in, sit in front of their computer and do e-mail, women and men alike are going to say, ‘I can do that from home.’ And we all know better now.” ​3. Trust – Flexibility / Hybrid are Hot Topics, its Autonomy that Matters Most We’ve witnessed a working revolution – which has meant different things for everyone. To bring women back into the workforce, and empower them, we have to take advantage of the tools at our disposal such as flexibility, and not just hybrid working. In order to do that, a foundation built on trust will be key according to Koch-Mehrin.  ​“You trust. You trust the people, you trust that they want to do the job, and you trust them to do the job. It doesn't matter if they sit at an office desk, or if they sit at home, or if they even sit somewhere else. What matters is to get the job done and to deliver on it,” says Koch-Mehrin. “COVID really gave insight to all of us that nothing is granted, and we can adapt and do things completely differently to what we thought we would do.” ​4. Invest in Education, Experience, and Exposure Women need better support and resources for career development and advancement. Companies should invest in training and mentoring programs that target women and provide them with the skills and networking opportunities they need to advance in their careers. ​Whether we call it mentorship, sponsorship, or even friendship, Frankiewicz advises people to support each other. “I've been the benefactor of many, many women and men who have invested in me, who took bets on me, who saw things in me that I didn't see in myself,” Frankiewicz says. “We were asked recently by our leadership team to reflect over the last year on what's our proudest accomplishments. And without thinking, I said, ‘Enabling a team to achieve things they didn't know they could’ because to me, that's what helps us unlock in ourselves things that we don't see.” ​5. Take a Whole Person Approach Recognizing that taking a holistic approach to support women at work is crucial for creating a more inclusive, supportive, and equitable working environment. This approach addresses not just the individual needs of women, but also the systemic barriers and biases that they face. ​Understanding the whole person, their needs, struggles, and what they were going through, is something Cisco focused on early in the pandemic according to Katsoudas. By doing so, it helped inform their research with the female quotient that shows when women feel resilient in their home life that shows up in work and vice-versa. ​“We have to feel comfortable talking about the whole person, and not just the work part of what we do, says Katsoudas. “In doing that, we help everyone navigate through this next stage until we find the magic way for all of us to work.” ​The post-pandemic world of work presents new challenges for women, but it also provides an opportunity for employers to create a more equitable and supportive workplace.  Women want to be treated as equals and given the same opportunities as men. This includes equal pay, flexible work arrangements, representation in leadership roles, and support for career development. By addressing these issues, companies can create a more inclusive and equitable workforce for everyone. 

​Amidst the growing digitization of work and the workforce, ManpowerGroup’s latest report reveals that although technology may be the great enabler, humans are still the catalyst to the future. Learn more about the key forces and trends impacting the future of work, along with insights on how employers can attract and retain talent in this new age. ​​​​

​For companies to gain and retain talent today, they must shift their focus on how to ensure comfort and productivity among their staff, regardless of where and when they work.COVID-19 has shifted the state of the workplace – perhaps for good in some cases. Over the past year and a half, organizations and employees have learned that, in many situations, jobs can be done efficiently regardless of one’s physical location. This has led a number of companies to adopt a hybrid or remote work setup as their new normal, especially after observing impressive productivity rates and high employee satisfaction. According to ManpowerGroup’s 2021 Employment Outlook Survey, over half (59%) of employers are planning to offer flexible work options for the long-term, with 20% offering the option to work remotely 100% of the time and 39% planning to support remote work some of the time.How can companies continue to evolve in this new normal to attract and retain workers in both the short and long term? One of the most important factors is for organizations to understand the unique motivations of employees and ensure that they feel seen and heard when it comes to how, when and where they want to work.  ​From Roamers to Homers – new work personalities emerge Seven new workforce personas are emerging post-pandemic, each with different needs that range across a spectrum of management, physical space, technology and socialization issues, [2] according to Grantley Morgan, Global Practice Lead and Vice President of Talent Solutions Consulting at ManpowerGroup. Understanding more about these personas can help organizations better adapt to create a more collaborative and productive work environment. ​The RoamersThe Roamers are typically in leadership or field-based roles that require frequent travel. Hence their name, many Roamers split their time drifting between the office, various client locations and third spaces (e.g., coffee shops). Balancing work with health, well-being and family is important to them and especially so post-pandemic. What they want: Companies can help Roamers feel a sense of security as they constantly settle into new locations to get their jobs done efficiently. This can be done by helping them manage traveling between workplaces by providing club-based access to flexible workspaces as well as creative options like Marriott’s work-from-anywhere day pass that enables employees to find quiet workspaces in destinations around the world. [3]​The NomadsThe Nomads have a goal of balancing their life and work goals while having fulfilling experiences and meeting new people. Nomads tend to thrive in environments that help fuel their extroverted personalities, and they feel more productive simply by being in the presence of others. What they want: Nomads prefer a more flexible, work-from-anywhere set-up such as hubs and third spaces akin to Spotify's new model which allows workers to first choose a remote, hybrid or office-based model, then select which country and region they want as their base with support available for relocation and paid co-working members. ​The InventorsThe Inventors appreciate in-person collaboration done safely. While technology has proven itself to be a useful workaround for client communication and team collaboration, especially during these times, Inventors are more likely to miss the office as a creative social hub. They would rather stick to the traditional methods of work rather than solely rely on their digital devices. ​They also appreciate spaces that encourage serendipitous innovation, learning and team-building in a way that technology can’t replicate for the majority of us. What they want: Companies can cater to Inventors by offering a “hoteling” approach, a reservation-based seating where employees reserve a workspace before they come to work in an office. This enables small group meetings to occur safely. ​The First-TimersThe First-Timers are those who have very recently entered the workforce or feel like they have missed out on important parts of the onboarding process due to remote working. They believe that real, person-to-person connection is vital to kicking off a successful career. What they want: To make First-Timers feel more at ease and confident in their careers, even for the time being, companies can designate physical spaces for in-person training and other learning opportunities. ​The CommutersThe Commuters, previously committed to a traditional five-day work week, now expect greater flexibility in the workplace from their companies – particularly upper management and key decision makers.  What they want: Satisfy Commuters by adding satellite office spaces close to where your employees live, i.e., decreasing the amount of time they need to commute to and from work each day. Another solution is to adopt a more versatile model that allows workers to travel to the office only a few days a week instead of every day. Telecommunications company Vodafone created a zonal approach to workspace design that features dedicated spaces for different types of work. [4]​The Front-linersThe Front-liners, considered “pandemic heroes” by many, include those who work in supply chain, manufacturing, healthcare and other essential services. While their lines of work may involve advanced technologies, people in these industries must still perform their jobs in-person rather than solely behind a screen. ​What they want: Since they’ve been on the frontlines throughout the pandemic, Front-liners desire technologies such as bespoke apps like Beekeeper which enable workers to give and receive information without needing direct access to corporate systems. These tools improve the workplace experience and help alleviate health concerns as workers reacclimate to public transit and crowded places. ​The HomersThe Homers are masters of routine who prefer a fixed work location that provides them with better control of their schedules, productivity levels and deliverables – like a static home office. Homer's keen focus is a result of minimal disruption and having the ability to remain in the same place.  What they want: Companies can consider offering workplace benefits packages to Homers with state-of-the-art equipment and tools to make the at-home workspace comfortable and efficient. ​No matter where one falls on the employee persona spectrum, it’s the responsibility of businesses to respond to their workers’ needs. Small companies and large corporations alike can benefit from embracing a more fluid workplace structure, as it helps provide an even balance and greater satisfaction among workers without negatively affecting the bottom line – especially in today's fluctuating economy. ​Read Working Anywhere, Anytime during the Big Resurgenceby Grantley Morgan for additional insights on these workplace personas. To learn more about how ManpowerGroup can help your organization adapt to the remodeled global work environment and to read more on this topic, visit the Future of Work.​References[1] https://go.manpowergroup.com/meos#%20[2] https://preview.shorthand.com/nHPktdq8cpI1z6WQ\[3] https://workanywhere.marriott.com/?scid=96b2ed49-30d6-4226-8f75-bf5c04343308&dclid=CKOK44nNhfACFVQAiwodOioJ8A[4] https://www.linkedin.com/pulse/future-ready-reimagining-our-office-spaces-leanne-wood/

​Organizations can build their brand by focusing on the hiring experience – which has positive or negative ripple effects.The experience of hiring an employee is just the start of a journey. Even if a job candidate isn’t hired, the process starts to create a perception of your company in other people’s minds.  More than half of potential employees say that a negative hiring experience makes them less likely to buy a company’s products or services in the future, according to findings published in  Add to Cart: Candidates are Consumers, Too. There’s a ripple effect too: 61% would tell others about a negative hiring experience, while 50% say the negative experience of a friend would make them less likely to buy a product or service from that company. This is why it’s important to pay attention to the impact that hiring experiences can have on future purchase decisions. But the hiring process can be used positively, too. Here are 5 ways organizations can strengthen their employer brand, along with examples of how ManpowerGroup has helped organizations implement these recommendations.  Make a case for investment It’s important that HR teams quantify the impact that employer brand has on sales, and vice versa. This can demonstrate that HR teams help solve broad business problems, not just talent problems. Example: A fashion retailer who planned on entering a new market required significant investment in order to fill a large number of job openings, while simultaneously establishing its brand in the region. We worked with them to develop effective and consistent messaging, and implemented a comprehensive marketing plan to introduce the retailer to the public – encompassing broadcast media, organic social messaging, advertising and more. The outreach reached more than 200,000 people across the duration of the campaign. In total, 100% of vacancies filled, and the communication push impacted a far greater population.  Help overwhelmed recruitersMany HR teams are overwhelmed by requisition loads and administrative burden. This takes their focus away from brand building. Expanding headcount in HR functions or providing support through outsourcing can ensure their employer brand gets the focus it deserves. Example: A large financial services and retail banking company turned to ManpowerGroup Solutions when they had a backlog of hundreds of priority requisitions that needed to be addressed immediately. They decided to outsource this to our team, and we designed a solution for these hard-to-fill, specialist roles, with a significant emphasis on innovation. We used cutting-edge CRM technology, social media, events and name generation research to clear the backlog of 100+ priority requisitions within six months of program launch. Be Transparent One of the key things that job seekers look for from a potential employer is transparency in salary, job description, opportunities for advancement and culture. In fact, 42% of candidates say that a lack of employer-employee trust has a negative impact on their purchase behavior. There are plenty of low-cost, practical tactics to ensure ongoing transparency in the recruitment process, such as responding to job applications with feedback and surveying existing employees to find out what they really think about your organization.  Example: A global renewable energy company was hiring across 46 countries, and had inconsistent processes and candidate communications, which led potential candidates to feel that they lacked transparency. By conducting a thorough region-by-region review of their entire recruitment process, we were able to address the challenges that had emerged from their decentralized recruiting processes. Internal HR experts were transitioned to focus on operational efficiency and employee relations, to ensure that the internal employer brand is consistently advanced. Employer branding initiatives were redesigned and relaunched, working with local stakeholders and in local languages. By improving its transparency, the company now enjoys a stable global recruitment strategy, which has enabled 6,300 hires in two years. Cultivate the Consumer Talent Pool Lots of companies are investing in talent communities, which look to engage rejected applicants for future job vacancies and build relationships with passive candidates. Your customers already understand and interact your products and services. In many cases, they will share your core values too, and could make ideal new recruits. With this in mind, it’s important that marketing, sales and HR teams come together, to incorporate HR messages into broader brand communications, to entice these individuals into your talent pipeline. Example: A telecommunications giant faced a number of recruitment and retention challenges, and needed to find a more sustainable source of talent. By making their marketing and talent acquisition efforts more integrated, they were able to target existing customers with recruitment marketing messages. They were able to use their marketing spend for the dual purposes of cultivating customers and candidates, and they have been able to grow both their talent pool and their potential customer base as a result. Pose as a Secret Shopper Secret shoppers have been used in the retail industry for decades. The same tactic can easily be applied to the hiring process, to help HR executives understand first-hand what the hiring experience is like. From glitches in your online application process, to insensitive automated replies, much can be learned by walking in the shoes of the people you wish to attract. Example: An institute of higher education was experiencing low job applications, even though they had invested in a number of targeted marketing activities to promote their job opportunities. By auditing their approach through secret shopping, we found that there were a number of technical issues with their application process, such as broken links and page timing. On top of this, their systems were unable to parse data from uploaded CVs, and there were an exhaustive number of application pages. The secret shopping system can weed out these seemingly hidden problems from the organization, which are readily apparent to those in the system.  Want to learn more about the impact of positive or negative hiring experiences on buying behavior? Download the whitepaper  Add to Cart: Candidates are Consumers, Too. ​

​Structure, boldness, lack of boundaries, and a win-win mentality are all signs of a robust, sustainable career culture that will help businesses attract and engage talent. ​In the changing world of work, the only job security lies in professional mobility. A new “contract” is needed in which career development is embedded in culture, so organizations can enhance competitive capabilities at the same time individuals can enhance their professional skills and employability. Here are the key characteristics of a culture of career development.  ​Structure and accountability A career development culture has a management framework designed to facilitate an individual’s career growth. It is not just a loose collection of resources. A career culture provides a structure to align career goals to business needs to competencies valued by the organization and to available opportunities. ​This requires clear paths for advancement, growth for specialists who want to advance but not necessarily to leadership, talent assessment to identify workforce skills and focus career development, processes to create connections between career aspirations and specific business needs and leadership accountability to achieve team members’ career aspirations.  ​Win-win opportunities Leaders need to learn how to identify intersections where business objectives meet individual career aspirations in order to create win-win opportunities for growth. The skills acquired in a project should be well-aligned to the needs of the organization while enabling the individual to advance toward career goals. Given an opportunity to take on more career projects, employees are more likely to be engaged in work and loyalty to the organization will increase.   ​Understanding that talent doesn’t belong to a department or an organization In a seeming paradox, to keep a valued employee longer, managers may need to talk about where an employee sees herself working next. When a manager is open to discussing career development, the discussion moves to a deeper, more meaningful level. ​This is a foreign idea for managers who don’t even want to let a talented team member work outside their own department, much less outside the organization. This mindset needs to change to one in which leaders actively support career growth for the employee no matter where it leads.  ​Allowing employees to fail In a developmental culture, employees are given assignments that test their strengths and skills. They are allowed to fail and to learn from that experience without retribution. This is particularly critical for high-potential talent who need stretch assignments. ​Cycling people through different roles and exposing them to a variety of challenges will accelerate their growth and flexibility. This approach involves risk and some leaders may fail, but an agile organization makes quick adjustments. A culture in which vulnerability is accepted is a sign of maturity. It enables people to perform to a level that may even surprise them.

​How can employers attract and retain talent by helping workers to thrive?What does it mean to thrive at work? The answer will vary, but since the pandemic, many have re-evaluated their work and life priorities. The conclusion? Today’s workers want more. They want to be empowered to grow, nurture their mental fitness and physical well-being, find meaning and purpose in their work, and define success on their own terms. After two years of surviving, people want to thrive. Amid the highest talent shortage in 16 years, employers must listen, rethink and act to attract and retain the very best talent. We asked over 5,000 workers from around the world (Australia, France, Italy, United Kingdom and United States) what they need to thrive at work. We then took it a step further by partnering with leading behavior change technology company Thrive to help employers turn insights into action to ensure both organizations and individuals alike are resilient and primed to succeed:1. Pushing the Flexibility Frontier: Understand What Flexibility Means for All.The recent rapid adoption of hybrid and remote working paved the way for many workers to redefine work with more control, choice and flexibility. It’s this flexibility, in many different forms, that will be the lasting legacy of the pandemic, with almost all workers (93%) now saying that they need flexibility to thrive at work. But what does flexibility at work mean? We’re not just talking about knowledge workers being able to work remotely and flex their schedule around other priorities; workers across all sectors and job roles are asking for more flexibility. What we heard is that workers want more control:  45% would like to choose start and end times, while 35% want to choose where they work based on their daily needs and 18% would work a four-day work week for less pay to achieve better balance. There is no one-size-fits-all solution but by offering choice and flexibility employers will succeed in attracting and retaining talent.2. Rewriting The Rules of Leadership: Prioritize Trust and SupportWorkers are looking for more when it comes to their relationship with work and their employers. Mutual trust, a supportive environment and meaningful work are essentials for workers to thrive, and they are willing to vote with their feet to get it. Leaders today need to combine meaningful, purpose-driven work (important to 70% of workers) with a strong culture of trust right across the organization as workers say both trusted colleagues (79%) and leaders (71%) are central to thriving at work. To achieve this, organizations must equip managers and leaders with the right skills to manage empathetically and effectively, providing guidance, support and coaching to nurture potential and enhance the employee experience.3. Thriving – The How To… : Respond to Women and Men’s Differing NeedsIn the wake of the pandemic, women and men have differing priorities and flexibility needs. Overall, flexibility at the start and end of the day (49% women; 42% men) is more important than extra vacation time (33% women; 39% men). Working for organizations with shared values (69% women; 65% men) that provide mental fitness support (60% women; 54% men) are also key factors. Employers who take steps now to offer both women and men the flexibility they need to thrive will have the greatest chance of attracting and retaining the best talent from the widest pool.4. Forging A Family Friendly Future: Support Parents’ PrioritiesThe collision of home, work, and school life over the past two years has led parents to reassess and reprioritize their lives. Flexibility tops the bill when it comes to what parents want, particularly choosing when they start and finish work, but that’s not all. Parents have tuned in to the importance of balance, well-being and belonging at work, and they are willing to walk to get it; in recent months parents have left their jobs in greater numbers than non-parents. It’s critical that employers listen to working parents and offer the flexibility they need to thrive, including opportunities for career progression (75%); and to learn new skills (73%); with help to stay healthy (56% want fitness resources; 54% want healthy food options).5. Fighting Burnout, Building Mental Fitness: Move From Awareness to ActionMental well-being is no longer a ‘nice to have;’ an effective strategy to promote mental fitness is increasingly critical to business success. One in four (25%) workers now actively want more mental health support from employers to protect against burnout. However, despite growing awareness of the importance of managing mental wellbeing, 38% of workers have not used mental health resources at work or are unaware that these exist. A powerful step employers can take is to destigmatize conversations around mental health, raising awareness and putting support in place. ​Mental health concerns won’t be solved overnight but it’s important for employers to create work environments where mental health is better understood, acknowledged and protected for the long-term well-being of their employees.The future of work is far from certain, but a resilient and thriving workforce is critical for organizations to successfully navigate intensifying talent shortages and the ongoing repercussions of the pandemic. Workers are asking for more flexibility and, ultimately, more choice. The employers who are willing to stop, listen and take action to provide what workers need to thrive will reap the rewards. 

​Co-authors:Ruth Harper, ManpowerGroup, Chief Communications & Sustainability Officer Dr. Aaliya Yaqub, Thrive, Chief Medical Officer​In recent years we’ve seen a shift in people’s attitudes toward work. Where work was once thought to define who we are and how we fit in the world, work now needs to “work” for our whole lives. So, what do we really want from work? Increasingly we want to be empowered to grow, nurture our physical and mental well-being, connect to our sense of meaning and purpose, and define success for ourselves.  When we asked workers what would help them thrive, 93% said flexibility was important - with 45% saying they would like to choose start and end times to thier working day.  Workers across different sectors and professions today want more choice over when, where and how they work. Andpilotprograms have shown that giving people more flexibility leads to a happier and more productive workforce. Getting this right makes sense for individuals and for businesses. With talent shortages at a 16-year high and 75% of employers struggling to fill roles, the pressure is on to meet workers’ needs. ​So, What Do Employers Need To Do? Creating the right environment for people to thrive requires both empathy and trust. Shaping the culture of an organization has traditionally been a “top down” responsibility, led by People/HR teams, but in reality managers are at the forefront of workplace culture. Over half of employees who quit their jobs during the pandemic didn’t feel valued by their organization or their manager, or felt they didn’t belong. Managers are having daily conversations with workers about balancing their responsibilities, managing their days around childcare or elderly care, and ensuring they feel fulfilled and rewarded. ​One of the most effective ways managers can help workers (and themselves) to feel more in control of their lives is by introducing Microsteps: small, science-backed steps that build sustainable healthy habits. These actions can help managers to support a thriving workforce. ​Here Are Four Ways to Help Managers and Employees Thrive: 1. Shift from a workplace-centric to a human-centric culture Work needs to be a place of psychological safety, where employees feel they can be honest without being judged. Equipping leaders and managers with the right skills to manage empathetically will enhance the employee experience. ​More than ever, it’s important for managers to create an environment where authentic connections are possible, and where people feel comfortable bringing their whole selves to work — whether they’re in an office, working remotely, or in a hybrid workplace. Listening to people and showing that their views are of value builds trust and enhances connections with colleagues. One Microstep for managers to try is opening your next meeting with a personal question rather than a work-related one. Asking simple, direct questions about the other person shows respect and forges a deeper connection. ​2. Redefine management It’s rare for people to have the innate ability to manage, but these skills can be learned. Helping managers develop their skills will enable them to better support people’s mental well-being and individual work needs.  ​Workers most impacted by the pandemic are those on the front lines – in retail, factories, and hospitals. With high levels of burnout across the board, managers have a role to play in encouraging positive behaviors to support well-being. Finding moments throughout the day to recharge and connect can have a big impact. Managers need to encourage these moments; it can be as simple as encouraging employees to take a walk outside during a break, take an actual lunch break, or focus on their breathing during a moment of stress instead of reaching for their phone.  ​3. Measure performance by output, not hours As Adam Grant, Professor of Management and Psychology at Wharton School, University of Pennsylvania and Thrive Board Member recently pointed out, “We should think of tasks that need completion ... rather than hours.” To help workers thrive, greater flexibility must lead to a focus on what is achieved, rather than how, where or when it’s done. ​For managers, acknowledging that presenteeism is not a measure of business success lends greater trust to individuals. Giving people flexibility enables them to maintain focus at work, helping to enhance productivity. ​Managers can support this by encouraging employees to set “focus time” for deep work (and let others know by putting it on their calendars). They can encourage ending meetings 5 or 10 minutes early to allow everyone the time back to recharge and avoid virtual fatigue. And they can lead by example, by letting team members know when they step away from work — to be with family, to attend an appointment, or to sign off for the day. This shows that recharging isn’t a reward for working hard and burning out — it’s a part of work that allows us to avoid burnout and achieve our best performance.   ​4. Emphasize purpose-driven, meaningful work The connection between purpose-driven work and thriving at work is clear. Nine out of ten employees would accept a pay cut to do more meaningful work. How can managers help? They can bring an organization’s purpose to life by encouraging workers to look after themselves and the world around them; it starts with small steps that build connections between organizations and employees. ​Starting meetings by asking workers how they’re feeling and what they’re grateful for acknowledges people’s purpose and what matters to them. Offering time out for volunteering demonstrates a commitment to doing good and having a positive impact on society. ​Organizations have a responsibility for workers’ well-being and ultimately their ability to thrive. Leaders and managers have a huge impact on those around them. Role-modeling their own healthy behaviors and acting as champions for others’ well-being gives employees permission to take care of themselves and those around them, and in doing so helps to sustain a thriving workforce. ​To learn more about what workers want and what employers need to do now to ensure both organizations and individuals alike are primed to succeed, visit: https://go.manpowergroup.com/whatworkerswant

​How can organizations empower people to grow, nurture their mental fitness and physical well-being, have flexibility, find meaning and purpose in their work, and define success for themselves? ​ManpowerGroup researched and analyzed responses from over 5,000 frontline, corporate, and call center workers, as well as job seekers, across five countries (Australia, France, Italy, United Kingdom and United States) to learn what it means to thrive at work. And we’ve partnered with leading behavior change technology company Thrive to help turn those insights into action to ensure both organizations and individuals alike are resilient and primed to succeed. ​Download the results to understand more about what workers want and what employers need to do now to ensure both organizations and individuals alike are primed to succeed.​Download Infographic Download Report​

A vast majority of global organizations recognize that strengthening workforce diversity, equity, inclusion, and belonging (DEIB) is vital to their long-term success, with 95% saying they want to improve workforce diversity over the next 12 to 18 months.[1] However, businesses are at different stages along the journey and widespread agreement on how to accomplish DEIB objectives can be difficult to achieve.According to Coqual, a global nonprofit, one of the major hurdles in accomplishing DEIB goals is addressing the common refrain, “What about me?” Focusing on one identity group, such as Black or Latinx employees, can make others feel it comes at the cost of their own wellbeing and career growth opportunities. The ultimate goal in implementing an effective DEIB strategy is to create a culture of belonging in which every employee feels they have a central role with equal access to opportunities. [2]Building a strong DEIB culture takes time and commitment. Here are four steps to consider on the journey.​Understand what DEIB really meansThe first step is to understand the roles of diversity, equity, inclusion and belonging and how they interact with each other as core principles. For instance, having a diverse team does not guarantee every employee will be treated fairly or feel respected or welcomed. But companies that navigate DEIB effectively are more likely to have employees with higher job satisfaction, increased trust levels, and feel more engaged. [3]While many organizations understand the value of DEIB, most still struggle with the belonging part of the equation since it can be harder to define, according to Dr. Syneathia LaGrant, VP of Global Learning & Development for ManpowerGroup. “Much more than a feeling, belonging represents the intentional ways a company ensures that it is actively seeking out and engaging diverse employee voices.”Dr. LaGrant notes that onboarding offers a critical opportunity to foster belonging. Instead of just a basic “tick the box” orientation style, companies should demonstrate from Day 1 how much they value an employee’s perspective. “Shift the language from, ‘Welcome to the company’ to ‘We’re so glad you choose us. We know you could have taken your talent anywhere.’”​Set realistic, multi-year DEIB goalsWhile most organizations have good intentions when it comes to planning DEIB initiatives, some find it hard to move beyond the occasional social media post reacting to a recent tragedy instead of creating real, substantial change. One way to drive this forward with accountability is to set and measure goals.“Doing the right thing is important for companies, but leaders also need to look at the ROI that DE&I brings, says Ashish Kaushal, CEO of HireTalent and co-founder of Consciously Unbiased. “Manage your DEIB goals like you would for any business unit.”In 2020, global IT powerhouse Accenture did just that by publishing a series of ambitious goals to become a gender-balanced organization and diversify its workforce significantly by 2025. The company has pledged to increase its Black, Hispanic, and Latinx employee base in the U.S., UK, and South Africa by at least 60% over the next few years. To accomplish these goals, Accenture developed a robust set of best practices and focused on key actions including a focus on skills vs. education, prioritizing recruitment in urban areas, weighing internal goals against external benchmarks, and building their own pipeline. [4]Ellyn Shook, chief leadership and human resources officer at Accenture, notes that it’s important to look beyond the numbers. “Every organization must work to understand what representation truly means for its people. Without a vibrant culture that supports and sustains the desired change, there’s a very real risk of creating an atmosphere of divisive diversity.”​Embrace the challenges of DEIBWithout leadership buy-in to diversity, organizations are doomed to struggle. The good news is that 75% of organizations are aware that more diverse and inclusive decision-making teams will help them exceed their financial goals. [5] Keeping pace with the extreme shifts in the economy and workforce requires establishing a solid leadership framework that helps executives assess and meet challenges head-on. This can be done by focusing on areas of impact, including creating a more inclusive culture and supporting employee career growth.Having a well-constructed foundation also helps companies address a top diversity challenge: attracting diverse candidates. [6] In many cases, this issue stems from aspects of the hiring process and application criteria that are not aligned with diverse candidates’ needs, according to Liz Wessel, CEO and co-founder of WayUp, a New York City-based jobs site and resource center for college students and recent graduates.[7]Companies need to review every aspect of their recruiting process from avoiding biased language in applications and job posts to scheduling fitting interview times, which can impede engagement with certain candidates.  DEIB training and specialized tools for managers can help reduce inherent biases. But it’s also crucial to establish inclusive policies and support structures to address all workplace interactions from childcare and health and wellness to persons with disabilities.​Engage outside expertise in DEIB outcomesWhen starting any new initiative, it’s important to enlist outside experts who can help your organization overcome primary challenges and set metrics. Eighty-four percent of human resources leaders are open to receiving external help to build their DEIB culture.​Because DEIB impacts every part of an organization, conducting research at the outset, including examining the current employee experience, is crucial. This kind of analysis can be time-consuming and may require a consultant who can view your current structure from an objective perspective. External experts can also help refine your current recruitment process and language as well as updating assessments that don’t filter out neurodiverse candidates. All of this will help companies build a stronger pipeline of diverse candidates.[8]​To learn more about building a DEIB culture, read the Future of Work Report II: Who Will Do the Work?​References​​1.Everest Group Future of Work Report – Who will do the work 20222.https://hbr.org/2021/06/what-does-it-take-to-build-a-culture-of-belonging​​3.https://www.15five.com/blog/diversity-equity-and-inclusion/​​4.https://hbr.org/2021/06/how-to-set-and-meet-your-companys-diversity-goals​​5. Leading with Impact Framework, ManpowerGroup 2021​​6. Everest Group Future of Work Report – Who will do the work 2022​​7.  https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/8-diversity-recruiting-mistakes-how-to-avoid-them.aspx​​8.https://www.helioshr.com/blog/diversity-equity-and-inclusion-hr-leaders-guide-to-dei​​

​Flexibility is today’s workplace watchword with 32% of global companies leveraging contingent workers to fill the labor shortage gap and save on costs. In fact, 73% of organizations expect to increase their hiring of contingent workers within the next 12 to 18 months.[1] This is especially good news for companies in markets with aging populations, as more Gen Zers and Millennials are choosing these types of flexible work arrangements.[2] Organizations that want to create a more agile and flexible workforce should focus on strengthening their DEIB programs to be more competitive. That’s especially important with younger talent who want to work for organizations with similar values to their own.[3] Here are four ways to create a diverse and inclusive flexible work environment.​Analyze data to set benchmarks“What matters is measured, and what is prioritized and communicated gets done,” says Jonas Prising, Chairman and CEO of ManpowerGroup. That’s certainly true when it comes to workplace diversity. It is vital for organizations to review both qualitative and quantitative data to evaluate their contingent workforce diversity metrics as well as to identify potential gaps and opportunities. Human resources and finance departments can share real-time numbers on diversity representation but talking to people face-to-face can unveil actual experiences—both good and bad—and identify processes that need to be improved.​For example, through these conversations, companies may learn that human resources must update onboarding materials to ensure key contingent worker data is captured accurately. To do this properly, it’s important that organizations design all of their processes with belonging in mind from the beginning, according to Syneathia LaGrant, VP, Global Learning & Development at ManpowerGroup. For example, don’t limit people to a single checkbox when self-identifying information like their gender, race, and ethnicity. Qualitative input, such as career goals, interests, and experiences can also communicate to leaders why people apply for roles—and why others don’t—as well as why contingent workers’ tenures tend to be shorter than other positions.4​Engage diverse recruiting and onboardingOne silver lining of the COVID-19 pandemic is that it has provided a once-in-a-generation opportunity to reimagine the workplace. And the hiring process is a key place to start. Recruitment, retention, engagement, and performance are all closely linked – so improving diversity in any of these areas will naturally improve performance in all of them. Combining diversity with flexibility makes an organization even more competitive as it creates an attractive employer brand that appeals to today’s top talent.5​Qualified contingent workers should be carefully considered during the hiring process as they offer unique, diverse talent pools. For example, many moms who are returning to the workforce after a hiatus to raise children or care for loved ones are choosing remote and contingent work because of the flexibility these options offer. Recruiting contingent workers can help improve gender, age, and racial diversity within a company. It also brings a high level of experience, maturity, and commitment to organizations.6​Global firm Dow Chemical has discovered that retirees are another source of contingent talent, according to Mark Bachman, global director of Dow’s HR Center of Expertise. The company recently launched Dow Network, a social networking site on which all employees, including retirees, can post their profiles and communicate with each other. Retirees who are interested in short-term work are funneled through the company’s temporary employment vendor to find opportunities that best suit their skill sets and needs.7​Organizations that work with diversity-focused staffing partners can build a more DEIB-friendly recruiting and onboarding process to reduce decision-making biases, provide training with increased awareness around potential language and cultural barriers, and support coaching that strengthens inclusive leadership.​Ensure access to career developmentIt may seem counterintuitive to provide career development opportunities for workers who are not part of an organization’s full-time team, but in fact, it’s a smart move. Competition for contingent talent is intensifying, and organizations need to look at providing resources for these contract workers to stand out in the marketplace, according to Lori Chowanec, Managing Director of Client Engagement at Talent Solutions TAPFIN. This is especially true with a growing segment of contingent Gen Z workers who are using freelance opportunities to expand their experiences and strengthen their skillsets in a variety of areas.​By 2030, workers under 35 will make up 75% of the global workforce and will drive the gig boom across generational lines.8 Understanding their motivations will be key and one of the top workplace desires of Gen Z workers, in addition to a fair work-life balance, Chowanec notes, is for companies to care about their well-being including career development. By providing coaching and technologies that enable people to confidently accomplish their jobs, organizations will positively stand out in contingent workers’ minds and even convert some to full-time employees over time.​Give contingent workers a voiceTapping into the ideas and experiences of the contingent workforce doesn’t just enhance corporate culture, but it can also positively impact business performance. Contractors value two-way communication just like their full-time counterparts, so it is important to provide them with a sense of ownership by engaging them in feedback and decision-making within the organization.9  Organizations can accomplish this by leveraging managed service providers, which, in addition to recruiting and hiring contingent team members, also help companies train and communicate with them during their time at the firm.​There are several major benefits of a flexible and diverse workforce. With a strong commitment to recruit, engage, and train contingent workers, organizations can reap long-term rewards of increased performance and profitability. To learn more about how to create an agile contingent workforce, read the Future of Work Report II: Who Will Do the Work?​References​​1. Everest Group Future of Work Series #2, 2022​​2.https://www.bls.gov/spotlight/2018/contingent-workers/home.htm​​3. ManpowerGroup What Makes Workers Thrive Survey, December 2021​​4.https://spendmatters.com/2021/07/14/diversity-equity-and-inclusion-how-can-companies-make-dei-work-for-traditional-and-contingent-workers/​​5.https://www.innovativeemployeesolutions.com/blog/why-your-diversity-and-inclusion-efforts-need-to-include-contingent-workers/​​6.https://www.womenbacktowork.org/blog/2019/8/12/contingent-workforce-amp-diversity-5-strategies-to-create-a-culture-of-inclusion​​7.https://www.shrm.org/hr-today/news/hr-magazine/pages/3tyler-planning%20for%20contingent%20workers.aspx​​8. Deloitte​​9.https://eightfold.ai/blog/manage-contingent-workers/​​

​The pandemic gave us a small glimpse into what happens when we stop commuting to work. Can this translate to a long-term solution?​​More than two years into the pandemic we can start to debrief on the lessons learned from COVID and its impact on the world of work. And one area that is ripe for disruption is our commute.During the peak of COVID, lockdowns provided an incredible opportunity to see what would happen to the environment if our daily commute was reduced or even eliminated. Driven in large part by lockdowns and more remote work, the drop in emissions marked the largest decline on record as less people drove to, from, and for work. Global greenhouse gas emissions plunged by roughly 2.4 billion tons in 2020, a 7% drop from 2019.However, the retreat was short-lived. By the end of 2021 emissions not only rebounded, but they surpassed pre-pandemic levels. Global energy-related carbon dioxide emissions rose by 6% in 2021 to 36.3 billion tons, their highest ever level, as the world economy rebounded from the pandemic and pivoted towards new ways of working. All of this begs the question, could COVID help usher in an era of working greener and more sustainable?What We LearnedOur pandemic experience taught us that many, though admittedly not all, jobs can be performed successfully utilizing more flexible schedules and working locales. Whether it’s fully, a hybrid model with time spent in office and working remote, a 4-day workweek, or any number of other situationships, we learned that not only can flexible work work, employees are craving the ability to move away from traditional working models.  In ManpowerGroup’s recent report, The Great Realization:  A Look at the 2022 Labor Landscape, we explored the Reinvention of Work by Workers – Flexibility, Location, and Purpose.The top three most important work flexibility factors cited were:  Ability to choose start and end times (45%)  More vacation days (36%) Having fully flexible workplace options (35%) Reboot the CommuteIt’s that flexibility that can play an important role in companies empowering their employees to not only work the way they want to but help play what could be a vital role in cutting down on greenhouse gas emissions. A typical passenger vehicle emits about 4.6 metric tons of CO2 per year and the transportation sector accounts for the largest share of greenhouse gas emissions.  ​There are methods all of us can use to take small, but consequential steps towards being part of the solution. From biking to walking to public transit to carpooling and beyond, there are options available to reboot your commute on those days you commute to work.  Already, our people are taking steps to make an impact. For example:  In France, we found it was a struggle to fill vacancies in temporary roles due in large part to candidate transportation challenges (lack of car ownership, limited access to public transit in rural areas, etc.). To create a solution for our employers and candidates,ManpowerGroup partnered withBlaBlaCar, the world’s leading long-distance carpooling platform. This allowed us to provide ridesharing/carpooling services to ManpowerGroup associates, temp workers, and candidates resulting in a greater ability to connect clients with the labor force they needed while also reducing our carbon footprint.With 160 locations, ManpowerGroup Germany wanted to be a pioneer in climate action and saw commuting solutions as an area for opportunity.In order to achieve ManpowerGroup’s climate goals,Germany partnered with mobility manager Belmototo create strategy and provide a range of commuting and transit options - from leasing and car subscriptions to bikes and electromobility. And the two partners are already discussing ways to expand this relationship to provide more solutions.To accelerate ManpowerGroup’s sustainability journey and our efforts toward reaching Net Zero by 2045 (or sooner), this month we launched a pilot with our own employees, and associates, to understand their commuting habits and how we can encourage more sustainable ones. France, Germany, Italy, Norway, Spain, and the UK are participating in the pilot where we will capture data from our people to better understand their current commuting routine, but also their view of commuting, and how we as a company can better support our people and our environment at the same time.  We believe what matters is measured, and what is prioritized and communicated gets done. To deliver on our validated science-based emission reduction targets and reach ourNet Zero goal, we have five priorities:  ​🔌Electrify our fleet💡Boost use of renewable energy✈️Reduce business travel🤝 Engage suppliers to reduce impact🚲 Decarbonize commutingWe have an opportunity to treat every day as Earth Day and by doing so, we can reduce our own carbon footprint and leave the planet in better shape for future generations.  ​Learn more about how ManpowerGroup is delivering on these Climate Action priorities:www.manpowergroup.com/sustainability.​

​The pandemic exposed weaknesses that many companies may not have even known they had. The global talent shortage, the need to scale up tech operations quickly to accommodate remote work and other digital operations, and managing the rising demands from people looking for more from their professional lives, have shaken many businesses to their core. Forcing most to reflect, regroup and reset as they seek a new and more sustainable path for the future.  As we continue to navigate thenew reality, organizations are taking a much harder look at places where they were left exposed and identifying opportunities to reduce or mitigate risk or otherwise use this time as a way to reboot their operations for a leaner, more efficient future.  In ManpowerGroup’s latest report, The Great Realization: Accelerating Trends, Renewed Urgency– we take a closer look at the top trends companies need to know as they hit the reset button.  Trend #1: From Net Zero to Net Positive  Transparency around Environmental, Social, and Governance (ESG), the rise of stakeholder capitalism and the convergence of standards and reporting is creating greater urgency for companies to take the lead. 2 in 3 organizations report ESG as a crucial focus for their organization, while 60% of companies are tying ESG goals to their purpose. Focus on climate action has entered the mainstream with many businesses making commitments towards a Net Zero future, though the next frontier will be S – a company's social impact. Success will come when the S is about People & Prosperity – becoming creators of talent at scale, championing diversity, equity, inclusion and belonging and improving employability and prosperity for all. For more information about ManpowerGroup’s ESG efforts, download the Working to Change the Worldreport.Trend #2: Optimizing Workforce Via Strategic Talent Management  New, nimble operating models and people practices will emerge to respond to transformations in the market – from digital technologies to changing consumer preferences. The ability to turn data into meaningful insights will be critical to manage human capital risks, including the responsible integration of gig, freelance and contract workers. 68% of companies cite “consolidation of staffing suppliers” as a workforce management strategy currently in place in their organization. Vendor consolidation and resiliency will be at a premium to mitigate uncertainty and manage workforce risk.Trend #3: Businesses Emerge as Most Trusted  The fracturing of trust towards the government and the media has put employers in the driver’s seat to become the most trusted source of information. Embracing a values driven agenda becomes a net positive for attracting and retaining talent. In fact, 7 in 10 workers say having leaders that they can trust and follow is important to them, and 2 out 3 people want to work for organizations whose values are the same as theirs. Employees are increasingly demanding “empathetic” action with expectations from all sides of the political spectrum that CEOs will lead the way. The role of business will continue to broaden into areas from advocating for racial equity to championing vaccination and voting rights. Trend #4: New Definition of Risk and Resiliency  As the pandemic continued to impact our lives, we heard more and more about the fragility of the global supply chain. Even before COVID hit, the strength of the supply chain was being questioned due to factors such as climate change, evolving consumer demand, and the global talent shortage. Over half of organizations are currently assessing their extended supply chains (e.g. third parties, sub-contractors) in order to reduce risks, nearly 40% plan to do so in the next two years. In order to reprioritize risk, organizations are rethinking their logistics strategy. Mono suppliers and vertical supply chains are out, and circular, networked, regional, resilient, and sustainable are in. Supply chain resilience and vendor consolidation will be at a premium to mitigate uncertainty and manage risk. Now is the time to embrace a shared vision of tomorrow. The sudden transformation of how business is done is going to have a lasting effect. As we’ve learned, some of these changes are closer to what workers wanted all along; flexibility, work-life balance and more. The trends known were coming are here and their adoption is accelerating as a result of the pandemic. Companies are becoming increasingly sophisticated as they are forced to adapt and hit the reset button while driving innovation that will sustain operations for years to come.  For more information about the key trends in the 2022 labor landscape, download ManpowerGroup's report, The Great Realization: Accelerating Trends, Renewed Urgency.

​The massive workplace shift that has occurred over the past couple of years has many people seeking new opportunities that will empower them to grow in their careers while at the same time offering flexibility they may have not previously experienced. Successful companies understand that providing career advancement pathways for employees is crucial to recruiting and retaining talent.However, while most firms understand the value of the development of their internal staff and promoting from within, many are deluding themselves about their capabilities. Over 88% believe they have strong career management programs in place, but in truth, most employees have never experienced them. In fact, only two in five workers say they have career conversations with their managers annually, and one in five workers never engage in these types of one-on-one conversations. [1]While individual performance does play a major role in career growth, managers should play a key role in advocating for employees. Team leaders are responsible for offering support and providing constructive feedback to help employees realize their full potential. Here are three ways to equip leaders at all levels within your organization with the means they need to take charge of their careers.​Clearly understand workers’ goals and strengthsA key step in ensuring a productive, happy workforce is having a solid understanding of every team member’s career ambitions, needs, strengths, and pain points. Engaging in frequent, open, one-on-one discussions with team members is an essential way to assess where they want to be and where they may be struggling. It’s also important to have faith in workers’ capabilities and create an environment that welcomes ideas, demonstrates respect, and encourages collaboration.Global technology company Hewlett Packard (HP) strongly believes that its world-renowned, innovative products are a direct result of its talented and diverse workforce. HP’s leaders and managers are advocates of empowering their staff to grow and develop at exceptional rates and fostering them to grasp opportunities that will create a better future for individual workers as well as the brand. [2] Antonio Neri, President and CEO of HP, started his career at a call center in Amsterdam and eventually advanced to the highest role in the organization – all within the course of 25 years.“I challenge you to look at the complete person when you’re considering a new hire. Even if that person doesn’t check all the boxes, dig deeper,” Neri advises. “You may find a spark – in their personality, skill set or experience – but most importantly passion and attitude that could ignite a successful career.” [3]​Create a culture of career developmentWhile many companies conduct annual performance evaluations, it’s time for leaders to move beyond these and provide more ongoing career development opportunities for employees. Whether working with human resources or an external expert like Right Management, organizations can leverage specialized tools to support the effort from customized education modules to technology portals and one-on-one coaching.Global software giant Adobe offers a variety of educational resources on the company's practices for all new recent college graduates or individuals entering the workforce. The program is called Accelerate Adobe Life. Adobe employees receive regular check-ins, performance reviews, and training programs before starting their new positions. Additionally, employees are offered benefits such as educational reimbursement and leadership development courses. These benefits empower entry-level employees to achieve continual growth and advancement in the company from the beginning. Donna Morris, Executive Vice President of Customer and Employee Experience at Adobe, believes it is extremely important for those in the early stages of their career to understand there is a path for growth and career progression for everyone. [4]​Leverage resources and technology to enable career mobilityWhen people feel they are ready to search for a new role, they may not realize that moving to an entirely new company isn’t the only option. In fact, over 40% of people are unaware of available job opportunities within their own organizations, yet 51% of workers know of current openings at other organizations. [5] This is a result of companies not being fully transparent about available positions or leaders not informing qualified team members.To retain talent pools and counteract turnover, companies need to be more candid about how team members can make departmental shifts. They can do this by including job postings in internal company newsletters or communication portals. Managers should also be encouraged by senior leaders to spread the word about openings and be alert to current team members who could fit into new internal roles."Many people leave their employer because they’re not sure they can advance their career, even though they’d like to stay,” says Dan Shapero, Vice President of Talent Solutions at LinkedIn. “That’s a problem that’s solvable with the right technology and cultural mindset.” [6]Tools that use AI to support career searches for individuals can be helpful, especially for large organizations where opportunities can sometimes be hard to identify.  HR software like RightMap™allow organizations to map out the competencies needed by the organization for current open, and future roles. Benchmark your workforce against these competencies and align employees with the roles that best match their skill sets. [7]It’s estimated that companies can retain about 38% of their employees who would have otherwise departed by promoting them for a new role that fits their needs and meets the firm’s qualifications. [8] Nevertheless, some firms say that they don’t have all the information they need to understand the vital skills within their current talent pool. [9]“There is a real need for greater transparency about what opportunities are available and what skills are untapped internally across organizations,” explains Amy Smyth, Head of the European Centre of Excellence for Career Management at Right Management. [10]Organizations that take the time to understand employee goals, help them take control of their own career growth, and make them aware of internal opportunities are setting themselves up for long-term success.To learn more about how to encourage workers to assertively navigate their career paths while providing them with the right resources, visit Right Management.​References:​[1] Uncharted Territory Report, ManpowerGroup 2021​​[2]https://www.themuse.com/advice/companies-committed-to-career-growth​​[3]https://www.hpe.com/us/en/newsroom/blog-post/2021/05/lessons-learned-from-25-years-at-hpe-from-call-center-to-ceo.html​​[4]https://ripplematch.com/journal/article/companies-that-offer-exceptional-professional-development-programs-for-entry-level-employees-f53abebf/​​[5] Uncharted Territory Report, ManpowerGroup 2021​​[6]https://www.cornerstoneondemand.com/resources/article/5-reasons-hr-should-look-inside-company-when-hiring/​​[7]https://workforce-resources.manpowergroup.com/development/wondering-how-to-attract-the-best-talent-focus-on-the-talent-you-already-have​​[8]https://www.cornerstoneondemand.com/resources/article/5-reasons-hr-should-look-inside-company-when-hiring/​​[9] Uncharted Territory Report, ManpowerGroup 2021​​[10] Uncharted Territory Report, ManpowerGroup 2021​

​What started out of necessity during the pandemic, with people around the world demanding better working conditions, more health and safetyprotections, increased compensation (especially for essential work under incredibly stressful times), and greater work-life balance, has rapidly become the new normal. Employees in every industry, in every corner of the world are taking their professional lives into their hands in ways that few could’ve imagined just a few short years ago. ​​ManpowerGroup’s latest report, The Great Realization:  A Look at the 2022 Labor Landscape finds this year is shaping up to be one of the most transformative years in recent history with workers in line to benefit greatly. Five key trends are driving the employee experience, and employers better take notice.  ​​Trend #1: The Reinvention of Work by Workers – Flexibility, Location, and PurposeWhen people thrive at work, everyone benefits. In ManpowerGroup’s recent What Makes Workers Thrive survey of workers around the world, we found competitive pay and workplace flexibility ranking near the top of people’s wish list. The top three most important work flexibility factors were: ​​Ability to choose start and end times (45%) More vacation days (36%)Having fully flexible workplace options (35%)​​​People in all roles – from the production line to the corporate office – will demand greater flexibility, fair wages, and more autonomy as a norm, redefining “essential” for work and for workers. Thus putting individual choice in reach for the many, not just the few. A heightened focus on a values-driven agenda, empathetic leaders and a culture of trust will become a net positive for attracting and retaining talent and engaging remote teams. People will choose to leave jobs as nearly half (49%) of all workers would move to an organization for better well-being. ​​Trend #2: Mental Fitness Prioritized – Prevention Will Be Better Than the CureWe all are sick of hearing about the pandemic.  But the reality is COVID-19 has fundamentallyexposed the growing mental health crisis affecting all workers across the labor force. Employee burnout is a growing bottom-line issue, 43% say their employer is not doing well on taking the issue of employee burnout seriously and actively taking steps to prevent it. Our research found 3 in 10 workers want employers to offer more mental health days to combat and prevent burnout. ​​Mental fitness will be increasingly prioritized, expanding traditional health and safety exponentially. A mass movement to break the stigma of silence will require employers to be explicit about their increased duty of care-protecting mental health as well as wealth, employability and well-being. Expect growing calls to action on burnout prevention as people expect organizations to look at benefits and policies, culture and leadership that helps build resilience and boost mental fitness.  ​​Trend #3: The Decoupling of Work and Home ContinuesLike flexibility, hybrid and untethered work models are becoming increasingly in-demand by people intent on retaining the pandemic’s silver lining and reshaping their own new world of work: balancing home and work, valuing flexibility, interaction, collaboration and human connection in a way that works for them. Even people who want to work remotely, 4 in 10 want flexibility to choose the working situation that suits them best. That goes beyond giving someone the opportunity to have a hybrid schedule but affording them the freedom to build hybrid schedules that fluctuate based on professional and personal needs.  ​​Hybrid and/or flex work will depend greatly on role and function as well as on the sector. For example, between 51% (finance) and 29% (manufacturing) will work a hybrid mix of remote and onsite.This hybrid paradox will continue while we practice and perfect flexibility that works for all.  ​​Trend #4: Culture Matters – The Attraction and Retention Tool That Eats Strategy for Breakfast“What is your company’s culture like?” is a common question candidates ask during the recruitment process. Culture is a key factor not just for new hires, but also for long-term, contingent, freelance, and gig employees as well. As companies work to attract more of these workers (many of them remote), culture will be a key factor for both recruitment and retention. Our research reveals that 3 in 4 workers want to feel motivated and passionate about their work, and 7 in 10 believe the work they do is important and want their contributions to be recognized by management. ​​This increased focus on reshaping company culture to build trust, retain remote teams and energize the employee experience will call for an Employee Value Proposition(EVP) that brings a sense of purpose and well-being plus empathetic leadership for a digital world. In this era of talent scarcity, the best employers will realize firsthand that without investing in and evolving company culture, they will struggle to execute their strategy and need to prepare to lose talent to companies that will. ​​Trend #5: The Rise of Voice and ActivismPiggybacking with culture is the need for companies, if they haven’t already, to take a stance on important social issues. 2021 saw workers stand up, speak up and walk out across industries. Louder demands for raising wages, flexible working, broader benefits and climate action are being galvanized via social media, with or without trade unions. Employees and customers want to spend their time and money with organizations that act as stakeholders: global citizens, pillars of the community and environmental stewards. The data reveals the rising significance of this trend as 64% of employees want their daily work to help better society and 2 in 3 workers want to work for organizations with similar values to their own. ​​Theafore mentioned trends are not the end all be all for the coming future in the labor market. Employees want employers to offer more programs and initiatives focused on prioritizing well-being while also providing flexibility, competitive pay, engagement, good working conditions and opportunities for skills development and career advancement. Shared values matter too, especially on socio-economic issues. But if employers do not understand these trends or ignore what workers want, they run the risk of falling far behind.  ​​For more information about what workers want and other key trends, download The Great Realization: A Look at the 2022 Labor Landscape.​

​In the tech world, all eyes are on Apple each year as it announces its newest launches and updates to its current line of MacBooks, iPhone and watch. The company has become the epitome of disruptive innovation and how ubiquitous technology has transformed our lives.Yet, there’s something timeless about each Apple launch: A single person standing on stage, telling a story. Today, Apple CEO Tim Cook builds off the legacy of Steve Jobs, who became legendary for his personality and stage presence.The Cook and Jobs presentation skills demonstrate that no matter how digitized we become as a society, there’s always a place for human communication skills – even at the world’s most technologically advanced companies.In fact, the 10 most in demand professional skills in the world reflect the need for human soft skills, including sales representatives and professionals such as project managers and researchers, according to ManpowerGroup’s latest report on the talent shortage.In our increasingly digital world, here are skills that still matter for professionals.Managing Expectations“The future is a concept — it doesn’t exist,” said author and philosopher Alan Watts. For businesses, this ambiguity about the future is more than a thought exercise. It requires understanding how to navigate change when you’re not sure where the changes will come from. Leaders with communication skills will be able to guide others when there is no roadmap. That means making decisions on the fly, the ability to adapt to evolving circumstances, and then sharing your reasoning to others to get them to follow.Delivering InspirationThe artist Michelangelo once said: “Lord, grant that I may always desire more than I can accomplish.” It’s a human – and timeless – quality to seek inspiration and motivation, and look for it in others. You can call it stage presence, charisma or just je ne sais quoi. No matter what “it” is, there is a palpable energy that can come from someone who is an engaging communicator. We share our social orientation in brain circuitry with all other mammals, so this is a deep-seeded biological need that can’t be replaced by technology. Human communication needs the motivation of the human touch, and that will never go away.Suggesting ImprovementImagine your next job performance review is with a robot. You’d get a PDF with all of your deficiencies, delivered to you with cold efficiency, with highlighted sections to work on. Doesn’t sound fun, does it? As much as we dread performance review, human communication helps us become resilient and improve. Others can see our blind spots that we don’t see, and also equip us with coping strategies and teachable skills.Overall, it’s true that digital trends continue to expand and play a larger and larger role in the world of work. But if you’re feeling uneasy or out of place because of technology, the answer may be in thinking more traditionally – and reclaiming your humanity.​​

​Remote work, online ordering, and curbside pickup are just some of the lasting impacts of the pandemic as every company has now become a digital business. More than 80% of employers have accelerated digitization in response to COVID-19, and consumers and employees alike now expect tech to make the way they live and work easier.The right blend of tech and talent is now front and center. Acute skills shortages continue – in logistics, IT, cyber security, software development, data analysis and more – creating new urgency for organizations to upskill their people so they can translate data into insights, make data-driven decisions and combine the best of human and machine learning.The latest ManpowerGroup trend report, The Great Realization: A Look at the 2022 Labor Landscape, breaks down the key trends that will unfold over the coming months and years and that story wouldn’t be complete without a closer look at the impact of tech acceleration.Trend #1: Human vs. Robot – Hyperconnecting Human Strengths  As every aspect of life becomes more tech enabled, we must strengthen the connection people have with work and colleagues for improved productivity and creativity. Machine learning and workforce data will enable prediction of potential performance, matching of individuals to ideal opportunities and will help people know themselves better than they ever did. 1 in 3 organizations plan to invest more in AI technology including machine learning over the next year, which will enable people to specialize in human strengths – in empathy and honesty, judgement and creativity, coaching, compassion and more.Trend #2: Closing the Chasm – From Digitization to Adoption at Speed Advanced technologies are increasingly impacting how companies transform business models, enhance customer and employee experiences and become moredata-driven. To meet the growing need, 1 in 3 organizations plan to build out internal capabilities in e-commerce and digital trade platforms, big data analytics, cloud computing, cyber security and IoT. But investing in and even deploying technology and innovation is the easy part. Digital-led transformation alone is no differentiator. Human capabilities and having the right culture enterprise-wide to execute are key to tech adoption, speedy ROI and continuous transformation. ​Trend #3: New Dawn of Sustainable Tech Organizations are responding to calls from a variety of stakeholders-investors, customers, employees, board members, governments, industry regulators and NGOs to act as good global citizens andusing technology to reduce emissions, transform supply chains and nudge consumer behavior. As tech giants compete to be the first to open up the metaverse the blending of the digital and physical worlds will emerge as one of the most important new trends, creating new opportunities to reimagine hybrid meeting and working with less environmental impact. ​Trend #4: Using AI to Increase Diversity and Reduce Inequities  An increase in understanding of neurodiversity means artificial intelligence must have in-built benevolence filter in diverse talent, not filter out the atypical. Organizations will recognize the value of machine learning match and predictive performance so we can help people know themselves better than they know themselves, charting a pathway of employability, equity and increasing prosperity.Despite increased investment in AI technologies across industries, 1 in 5 organizations cannot find enough AI and machine learning specialists for roles that require these skills. The full potential of AI cannot be realized until the right amount of skilled labor comes into the workforce, thus making it imperative for organizations to continue to invest in upskilling and reskilling in this high growth job and talent demand area. ​Trend #5: Win-Win = When Wage Gains Are Paid For by Productivity Organizations seek to balance higher wages with productivity growth. And policy makers prefer this dynamic because there are no current or latent inflationary pressures as the potential of the economy expands. Technology will unlock producing more with existing inputs or producing the same with fewer inputs.​Trend #6: Smart People Analytics Will Enable Data-First Decisions  Providing a seamless and scalable digital experience for employees will require changes in technology infrastructure, management practices and employee and customer engagement models. Workforce and talent data/analytics will be front and center in leveraging data and analytics to identify match for a role and predict potential performance.76% of organizations with more than 100 employees rely on assessment tools such as aptitude and personality tests for external hiring. Employers will have even more data to manage and draw insight from as increased employee led data sharing and aggregation. The pandemic has changed the game. But the biggest mistake that business can make is thinkingtheir “return to normal” will be a return to the way things were. Those ways are over. Digitization means companies can now work faster, and in new, exciting ways that not only help them better compete in the marketplace but also provide their customers with the digital experience they’ve come to expect.  Walt Disney once said, “We keep moving forward—opening up new doors and doing new things—because we're curious. And curiosity keeps leading us down new paths. We're always exploring and experimenting.” Be forward thinking and you’ll be able to create a better workplace environment for your people and while improving customer experiences, thus ensuring better outcomes for your business.For more information about tech acceleration and other key trends, download ManpowerGroup’sTheGreat Realization: Accelerating Trends, Renewed Urgency- A Look at the 2022 Labor Landscape.

​To #BreakTheBias ManpowerGroup is calling for more companies to respond to What Women Want at Work – new data shows autonomy, career progression and feeling motivated/passionate about the work they do matters most. ​​​

​New research from ManpowerGroup reveals that while 86% of companies are measuring gender parity, most are looking purely at pay equity (often driven by regulation), with far fewer measuring the number of women in traditionally male-dominated roles and the number of women in senior leadership positions.​

​The new hybrid work environment has its pros and cons for women and people of color. Organizations that want to create and maintain successful hybrid teams, need to establish and enforce DEI policies. As companies continue to evaluate hybrid work scenarios to determine the most effective long-term solution, it’s clear that one area to examine more deeply is how this new environment will be impacted by gender and ethnicity. While employees agree that there are many benefits to remote work, there are also potential disparities to consider and only 13% of company leaders are thinking about them. [1]Organizations that want to create a thriving hybrid work environment should address biases and implement policies that promote diversity, equity and inclusion early in the process to ensure equal development and advancement opportunities. And while companies may implement diversity plans to create a more vital workplace – feelings of inclusion and belonging are key indicators of how these plans impact individual employees. Here are a few ways to make sure all employees – regardless of their gender or ethnic background – feel a sense of belonging in the workplace and have a fair shot at career success. ​Mind the Gender Gap Over the past couple of years, it’s become clear that work is something you do, not a place you go. Working women around the globe have experienced benefits from this new mindset with the majority saying they would prefer to work remotely post-pandemic. The increased flexibility has helped balance the multiple roles that many women manage daily including work, childcare and domestic responsibilities. [2]On the flip side, remote work also brings the new pressures of “being constantly interrupted by their demanding and impatient ‘mini bosses’ aka children,” said Marris Haddad, VP of customer success at 321 Ignition, a website platform for car dealerships. Haddad's days are spent juggling meeting preparation and virtual networking with homework support, resolving sibling fights, laundry and other jobs. [3]For remote workers who balance multiple roles, leaders can help prevent misunderstandings by creating clear policies that outline individual performance and team communication expectations. For example, when a new hire from a different country – and therefore, in a different time zone – is unable to respond to emails immediately on a Monday morning, some managers may inaccurately label the late response as procrastination. To counter this, leaders must provide training on how to support and collaborate with remote workers. These methods can be as simple as not requiring video on conference calls or improving flexibility with various schedules. ​Beware of Proximity Bias  The old saying “out of sight, out of mind” becomes a real concern for employees when some are in the office and others are remote. Companies must be vigilant to avoid “proximity bias,” which occurs when employees within close physical proximity to their team are perceived as harder working and more committed than their remote counterparts. This often results in more attention and success for onsite workers.  According to Ali Shalfrooshan, a UK-based occupational psychologist at PSI Services, these biases are a natural instinct, but they don’t always result in accurate judgments and can lead to overlooking qualified individuals who are working remote. One example of this phenomenon occurred when remote workers at a Chinese travel agency showed higher performance levels but did not receive the same performance-based promotions as the company’s In-house staff. [4]At first glance, remote work seems like it would create a level playing field for all genders on which people are judged more for what they produce and what they do and less for managing impressions and appearances, according to Tomas Chamorro-Premuzic ManpowerGroup’s Chief Innovation Officer. But that’s not always the case, he adds. Data shows that when companies move to a hybrid model, men are typically the first to return to the office and sometimes it’s because they see an opportunity to exploit politics. This causes problems because women are then going to be disadvantaged by not being “in the right place at the right time.” [5]Because of this, women may pay the price of being overlooked for prime work assignments and promotions. That’s why it’s important for companies to make a conscious effort to establish policies that treat all employees the same – regardless of gender – and avoid penalties for any remote workers by capping the number hours that all employees are able to work in office. [6]​Make Room for Advancement Whether team members work remotely or on-site, they should receive mentoring and coaching to support their growth and performance. The good news is that 89% of workers want more remote learning skills development and career coaching. Leaders who want to create a successful inclusive environment will ensure that these training opportunities are equally accessible to all workers.  This kind of inclusivity may seem elusive to women who have taken on most of the responsibility for childcare and other domestic duties over the past year. [7] During the pandemic, only 9% of women working remotely with children at home received a promotion compared to 34% of men. Black and Asian-American workers are also at a disadvantage, as only 9% have taken on additional leadership roles compared to 15% of white workers. [8]  For these reasons, organizations need to provide career coaching that pairs team members with the right mentor – someone with whom an individual can relate and learn from so they can build the necessary skills that will lead to promotions.To create a brighter, more inclusive future of work, organizations need to clearly communicate that the team’s success is based on the quality of output, not on how many hours are spent in the office or online. Managers should be in regular contact with all employees to discuss how they are achieving their goals and schedule formal performance evaluations in which everyone is held to the same standards. To learn more about how ManpowerGroup is working with companies to create more diverse, equitable and inclusive teams, visit the Future of Work research.​References[1]https://www.propmodo.com/hybrid-work-is-making-gender-inequality-worse/[2]https://www.ringcentral.com/us/en/blog/when-gender-inequality-in-the-workplace-goes-remote-4-challenges-women-face-in-the-wfh-2-0-era/[3]https://www.bbc.com/worklife/article/20210804-hybrid-work-how-proximity-bias-can-lead-to-favouritism[4]https://workforce-resources.manpowergroup.com/the-transform-talent-podcast/a-conversation-about-working-in-the-new-normal-with-tomas-chamorro-premuzic-season-1-episode-1[5] Future of Work, Everest Group 2021[6]https://grow.acorns.com/how-the-hybrid-work-model-could-affect-women/[7]https://www.qualtrics.com/blog/inequitable-effects-of-pandemic-on-careers/[8]https://workforce-resources.manpowergroup.com/blog/getting-noticed-for-a-career-promotion

​The global talent shortage that began before COVID-19 entered our lexicon has only accelerated thanks to the pandemic. Companies that can successfully manage the labor market have a competitive advantage over other organizations that are falling short in the battle for talent.  With 69% of employers around the world reporting they cannot find the workers with the skills they need, the recent ManpowerGroup report, The Great Realization: A Look at the 2022 Labor Landscape, finds whoever holds the talent holds the future.  The talent shortage challenge is a complex issue with no easy answers. Several factors are at play, including: Shifting demographics (including shrinking birth rates)  Reduced mobility across borders The rise in early retirees  Lower workforce participation due to “The Great Resignation” Women leaving the workforce Though these are far from the only factors, they are contributing significantly to a growing threat to businesses in every sector - talent is scarce and everyone is looking for the needle in the haystack.  But behind every challenge lies opportunity. Now is the time for organizations to get even more creative in attracting, recruiting, upskilling, reskilling and retaining valued workers. Already, we find companies stepping up to meet the challenges head on. The ManpowerGroup Employment Outlook Survey for Q4 of 2021 found, over 30% of businesses plan to increase wages to attract and retain talent and 1 in 5 employers plan to offer more benefits such as additional vacation time. It's a start, but more will need to be done.  As we continue exploring the top 20 trends shaping the world of work in 2022 and beyond, we take a closer look at 5 trends for how to navigate talent scarcity.  ​Trend #1: Skills Scarcity Is Driving Employer Creativity  With more than half of all workers (58%) needing new skills to get their jobs done, the skills revolution is in full force. Reskilling and upskilling will become non-negotiable for individuals and organizations as roles continue to require more skills than before, with both tech AND human capabilities most in demand. As the need for soft skills, including adaptability, communication, teamwork, and more take on increased importance, employers will need to ensure their people are constantly being provided opportunities to improve their skillsets. Invest in people and they’ll pay dividends for business  ​Trend #2: The End of the Generational Era – No More Boomers, Millennials, or Gen Z?  By 2030, people under the age of 35 will make up 75% of the workforce. The generational divide that has segmented the workforce will continue to dissipate until dissolving completely in less than a decade. On our way to that point, people of all ages will demand even more personalization while resenting being boxed, labelled, and pitched against one another. Younger workers are set to swell the workforce and as inflation rises and savings dwindle, the pandemic-exiteers will likely return to drive the gig work boom across generational lines. To bridge the talent gap, will organizations need to hire? integrate? workers from every generation to comprise their workforce mix. Plan accordingly.  ​Trend #3: From She-cession to She-covery  People from all walks of life have been hit hard by the pandemic. But it’s been especially damaging to women. According to Deloitte’s Women @ Work: A Global Outlook 2021 report, 51% of women are less optimistic about their career prospects than before the pandemic, with 57% saying they plan to leave their current job within two years. Progress that was made in closing the gender gap has hit the brakes with women leaving the workforce at alarming rates. Mass exoduses from sectors typically dominated by women - education, healthcare, and hospitality – coincide with rapid growth in tech, logistics, and sales where women are under-represented.  As women are increasingly getting more college degrees, producing more valedictorians and getting higher GPAs than men in STEM, it will be the employers who provide choice, flexibility and performance-over-presenteeism that will attract and keep the best and brightest, all while driving the skills and growth agenda.  ​Trend #4: Diversity, Equity, Inclusion, and Belonging – Progress, Not Pledges  Actions speak louder than words and people are no longer content with lip service and empty promises in the realm of diversity, equity, inclusion, and belonging (DEIB). Though more than 30% of companies already deploy D&I training programs, continued polarization along lines of politics, race, identity and age means organizations will increasingly be asked to take positions on social issues. All stakeholders – investors, regulators, customers and employees – will expect even more transparency around progress, not just pledges, and will be held accountable. Organizations will need to visibly action diversity, equity, inclusion and belonging so everyone is able to benefit from economic recovery, tech advancements and climate justice.​Trend #5: Sense and Sensibility – The Future of Work Must Work for FamiliesRethinking the future of work needs to be as much about family and care as it is about tech, robotics and machine learning. In ManpowerGroup’s What Makes Workers Thrive survey conducted in December 2021, nearly 1 in 4 workers are looking for employers who provide benefits such as parental and caregiving leave. Employers who provide caregivers (across all genders) with choice – flexibility and performance over presenteeism – will attract and keep the best and brightest. To win the war for talent, employers will need to reexamine and rethink how they accommodate the priorities of their workforce. The global talent shortage is reshaping the game for workers and employers alike. As we continue to move towards a new normal, understanding the issues shaping What Workers Want and meeting those needs is the key to solving today’s talent shortage problem. Companies that are able to go beyond what they’ve previously done for their employees will be able to weather the storm and successfully recruit the best people for their organizations.  For more information about Talent Scarcity and other key trends for 2022, download The Great Realization: Accelerating Trends, Renewed Urgency - A Look at the 2022 Labor Landscape. 

​As organizations are being tested at all levels, leaders are needed now more than ever to navigate uncertainty.With the spread of COVID-19, organizations are tasked with navigating uncertainty in their business, while shepherding a workforce that has anxieties and questions. The good news is that powerful leadership now can exert a positive force like never before. Here are ways that leadership skills can bolster an organization for today’s new normal. ​Lead from the frontAn organization’s workforce health, safety and wellbeing must be protected. In times like these, employees will look to leaders for clear guidance and practical steps to navigate this pandemic. Frequent, clear communication is key. Providing ongoing reassurance and sharing medical advice and guidelines from reputable sources is very important to keep teams safe and ensure business continuity. In addition to following the instructions you receive from governments and medical bodies, have your own remote working, tech, travel, meeting and operational policies adapted to this changing environment.  A comprehensive list of best practices to maximize safety can be found here.​Be available –– virtually Leadership needs to remain visible and approachable, and that includes heightening virtual availability if necessary. Many online meeting tools like Microsoft Teams and Skype for Business make it easy for an employee to schedule a brief virtually drop in to ask work questions –– or just to chat. Virtual pop-ins and meetings are important for setting the tone for leadership, especially if the workforce is remote.  ​Take control through innovation Even if organizations don’t know exactly what the next week will bring, they can start thinking about changing for the months and years to come. Grit and persistence are some of the traits of an innovative culture, and they are needed to face some of our biggest problems. When we are in uncharted territory, leaders should surround themselves with experts and take time to stay informed of the latest trends, challenges and opportunities facing their organization and how to communicate those needs quickly throughout the workforce. In these times of uncertainty and turmoil, businesses need to be guided with a steady and reassuring hand, and yet pivot and be agile when the situation demands it. 

​With employee attrition at an all-time high, employers are struggling to find out what workers want.  The answer, for many, is greater meaning, purpose, and fulfillment in their careers. It’s a widespread phenomenon we’re calling the Great Reawakening.One way that companies can meet this challenge head-on is by providing a line of sight to a career that allows employees to learn, grow, and have a positive impact. Call it upskilling, training or career pathing, companies that meet these needs will not only drive productivity and retention of their current talent, but help to attract the best talent in the market.   ​Stop Just Throwing Money at Today’s WorkerMany hiring managers make the mistake of thinking that it’s all about money. Americans now have trillions more in savings than they did before the pandemic, so they may be less concerned with salary.  And throwing money at an enhanced talent search is bound to be equally fruitless—the candidate that matches your pre-pandemic job description may not exist in a post-pandemic world.   Instead, consider what makes today’s worker feel energized and engaged. In a Gallup report, 87% of millennials said that opportunities for growth and development were very important considerations for job satisfaction. 67% of other age groups felt the same.  If current and potential employees see a clear career path to learn, grow, and be connected to impactful and meaningful work, they will feel motivated and far more likely to stay. This necessitates alignment between individuals’ career goals and an employer’s approach to creating career growth opportunities.    ​5 things you can do to boost employee career growth Here are some ideas to help you build a career development strategy that will attract and retain talent. These ideas go hand-in-hand with enhanced onboarding and improved recruiting.Broaden your definition of career growth:Ensure that your organization has a broad definition of career growth beyond just promotions. Think of ways workers can grow in role, grow in function, redeploy across functions, even grow outside. Today, careers are much more of a lattice than a ladder. And it is important to even consider development outside of the organization, like the benefits that can come from volunteering in the community on boards or committees.Empower employees to own their career:When employees take ownership of their career, they feel a sense of purpose and belonging. Encourage them to explore their strengths and values and how they align these to the organization. Ensuring employees have mechanisms for getting feedback like 360 tools and career assessments can help. It is also important to teach employees how to network across the organization. Train leaders as career coaches:All managers should be expected to act as career coaches, using powerful questions to help employees explore their connection to their work. Questions such as, “What gets you excited at work?” “What is your dream job?” “How can I support you in making progress toward it?” Through coaching, managers can help employees uncover deeper meaning and purpose as well as grow for the future. These coaching conversations will also make employees feel heard and valued.  If managers are reluctant to adopt this role or are still learning how to coach, enlist certified career coaches. Enlist technology that enables career mobility:HR competency software such as RightMAP™ allows you to map out the competencies needed by the organization in the future, benchmark your workforce against these competencies, and align employees with the roles that best match their skillsets. These tools use AI to support career pathing for individuals, which can be especially helpful in large complex organizations where opportunities may be hard to identify.  Accelerate careers of underrepresented groups:Business Resource Groups (BRGs) are one way to foster inclusiveness and enhance professional growth, but they may not be enough on their own. Consider establishing a mentorship program within the BRG or through another formal program or informal network. It is also important to provide mentors with the support they need to understand their role and the specific ways they can support their mentees. Those companies will successfully navigate the Great Reawakening and cross the finish line as winners in the greatest talent contest in history. Right Management has been helping organizations evaluate, develop, mobilize and transition their talent for over 40 years. Let us help you thrive in the new next.

More than ever before, the year 2020 has solidified the important role Human Resources plays in growing today’s organizations. The global pandemic and social movements highlighting inequities helped companies refocus on what’s most important to employees: health, upskilling and transparency. Those looking to have the right talent today, and for the future, are beginning to implement these themes into their talent sustainability strategy, and HR is in the lead.​The majority of executives (71%) strongly agree that HR plays a vital role in establishing the right culture, and 7 in 10 HR professionals have a strategy in place to design an employee experience that mirrors the customer experience. [1] This signifies the emergence of a new employer/employee relationship—one where the employer assumes a greater responsibility for employee health and wellbeing and sees employees as consumers within the organization. Companies also now have vast amounts of workforce data—from email and computer usage to AI performance analysis. Workers are increasingly comfortable with being monitored, but they expect employers to be transparent and communicative with them to create a sense of trust.  ​Here are several examples of how HR leaders around the world are capitalizing on these new themes in talent sustainability to position their organizations for growth in 2021 and beyond.  ​Theme #1: HealthJust as they created new procedures around social distancing and temperature checks to keep employees healthy and safe, HR pros are now prioritizing employees’ emotional wellbeing to lessen feelings of isolation, anxiety and stress. This isn’t just to retain existing employees but also to recruit the right talent, as energized employees are 6X more likely to work for companies that focus on health and wellbeing. [2] Companies have turned to HR to implement Centers for Disease Control and Prevention (CDC) safety protocols to protect workers, including limiting gatherings, separating workstations, contract tracing, scheduling more workspace cleanings, and encouraging the use of face masks, just to name a few. [3] These efforts must continue to not only minimize transmission of the coronavirus among staff, but also to foster employee trust and peace of mind that the workplace is a safe place. ​On-demand, professional coaching sessions also are moving the needle in supporting employee health and wellbeing. Global accounting firm PwC recently started to provide access to professional coaches who are available to discuss anything that may be causing employees stress. [3] These kind of sessions provide an invaluable opportunity to listen, learn and understand what workers want and how to support their needs, opening the door to a more resilient workforce. ​Theme #2: Upskilling/reskilling As 65% of the jobs Gen Z will perform don’t even exist yet, [4] it should come as no surprise that today’s businesses are racing to reskill employees. The need to train and develop new skills to grow the talent pipeline has only intensified as companies were forced to pivot, some multiple times, throughout the COVID-19 pandemic and the tidal wave of digital transformation that came with it. ​Walmart is a great example of this, having evolved its in-house upskilling program over the years. The Walmart Academy was created in February 2016 to provide needed training to 8,000 new managers, then to the whole workforce—2.2 million employees. Today, the retail giant has 201 academies inside Walmart Supercenters and modular classrooms in store parking lots. In 2019, the training integrated with virtual reality (VR) and saw retention increase 10%. The company also says its upskilling effort resulted in the promotion of 215,000 employees in just one year. [5]​“Whether it be soft skills or technical skills, upskilling and reskilling is tied to employees’ desire to continuously learn,” says Marceline Beijer, vice president of Talent Solutions at ManpowerGroup. “Teaching employees new, relevant skills can provide peace of mind and even happiness, knowing their skillsets won’t become obsolete. It truly can put not only your employees but your entire company in a position of power in 2021 and for years to come.” ​Theme #3: Data transparency Workers in 2021 are calling for more transparency from their employers about their wellbeing and productivity on an individual level as well as around environmental and social issues on an organization level.  ​To build employee trust and prevent turnover, HR teams must be prepared to answer new questions from employees about data ownership. For example, HR is now responsible for gathering health data to prevent the COVID-19 spread. As new HR technology continues to be introduced to monitor and improve employee performance, HR professionals are tasked with being the gatekeepers of this data as well. An empathetic and ethical approach is crucial here. ​Empathetic leadership will also be needed as employees, customers and communities demand organizations to act as global citizens and environmental stewards. Diversity and inclusion are key to preparing for the future of work.  ​“This is one area HR leaders themselves should focus on upskilling,” says Beijer. “We are seeing a remarkable rise in ESG [environmental, social and corporate governance], and as the voice of employees, HR needs to have a seat at that table.” ​Employees will remember how their employers empathized with them throughout the pandemic. As we move into 2021, organizations that focus on trust and transparency, wellbeing and upskilling will be ahead of the curve in keeping existing employees happy, and attracting new talent post-pandemic. For more insights on these and other trends in talent sustainability, tune into The Transform Talent Podcast.​​Referenceshttps://home.kpmg/xx/en/home/insights/2019/11/the-future-of-human-resources-2020.htmlhttps://www.mercer.com/our-thinking/career/global-talent-hr-trends.htmlhttps://www.mckinsey.com/industries/pharmaceuticals-and-medical-products/our-insights/how-us-companies-are-planning-for-a-safe-return-to-the-workplace#ManpowerGroup Skills Revolution Study, 2018https://www.shrm.org/hr-today/news/hr-magazine/summer2020/pages/upskilling-benefits-companies-and-employees.aspx

​Remote work, virtual collaboration and other ways to continue the “new normal” of business while social distancing will continue for the foreseeable future. Some organizations will be transformed entirely as they see how Work from Home and Work from Anywhere policies will become the norm for not just safety, but also providing the flexibility and productivity that employees want from a career. ​In this new environment, businesses will need to help their workforce learn and grow with the soft skills needed to excel. This benefits both employers and employees, with79% of employees who are offered free training like their jobs versus only 61% who are not offered training. Many of the methods that develop employees in the physical workplace can be adapted to remote work. Here are ways to help employees build soft skills in our new normal. ​Cultivate Learnability In unpredictable times, we can at least be certain that workers will need to continue to learn new skills and abilities while on the job. In order to meet these new challenges, learnability--the desire and ability to continually learn and grow throughout one's career--is necessary. Cultivating a culture where employees feel like they are constantly learning will not only help motivation, it will also build the soft skills that require constant development.​Make it measurableThe expected average timeframe required to upskill workers varies across countries, and ranges from 83 days for companies located in Switzerland, to 105 days for companies located in France. So measuring progress is key. Measuring a goal can take the form of both inputs and outputs. If the goal is to improve leadership throughout the organization, for example, a manager may set a goal of employees posting in a new company chat system as an input metric. ​Set accountabilityOutput metrics are often associated with performance reviews, which play a part in developing soft skills. But companies can also create output metrics to set accountability. For example, a manager can rate leadership ability before and after a training activity such as joining a committee at work.Another logical question for companies is where training for soft skills will come from, especially with a limited or overextended workforce.  On-demand coaching is one way to provide effective soft skills training in today's environment. For example, RightCoach helps organizations build leadership skills, increase employee engagement and improve retention through on-demand, situational coaching. RightCoach's proven technology platform simplifies participant experience with easy–to-use, on-demand, self-service scheduling.​COVID-19 has created a dramatic landscape where workplaces need to nurture and support employees, and developing their skills is more important than ever.  

​Differentiating and diversifying workforce strategies to access the right combination of skills, workforce mix, and labor markets has never been more important and challenging. The previous article, Total Workforce Index Addresses Organizational Challenges Most Impacted by Lack of Growth Talent, examines the business challenges most impact by growth talent and how to leverage market intelligence tools like the Total Workforce Index (TWI) to stay competitive.This article takes a look at three key opportunities uncovered in the latest 2021 TWI analysis and how organizations should respond. Whether an organization’s strategy shapes retention and development of existing talent or plots optimal pathways to new sources of talent, data from the Total Workforce Index can de-risk workforces across more than 200 key factors that relate to the Workforce Supply, Cost Efficiency, Regulation and Productivity in 75 markets around the world.Analysis of the TWI categories reveals three types of labor markets, each with strengths and weaknesses.Mature markets: These 20 markets are home to the largest contingents of growth talent (average 40% skilled workers) and have infrastructures to support upskilling and reskilling; exposed to wage inflation.   Incubator markets: There are 16 high-potential markets for Digital Services, Advanced Manufacturing and Clean Energy technologies and they  provide an opportunity to balance skilled labor with cost competitiveness.   Emerging markets: These are 31 markets with a rising Gen Z/millennial workforce (50% or greater share of total labor pool) but a shortage of skilled talent due to low rates of tertiary education and they require long-term investments.   TWI data and insights reveal three key opportunities amidst today's labor market realities, which are impacted differently by market type.  Opportunity #1: Elevate Learning as a Core Benefit in all Labor Markets  Recent ManpowerGroup research shows workers want learning and reskilling opportunities—meaning companies looking to hire or retain workers should make learning part of their benefits package. The ability to secure talent needed for growth, especially in Emerging markets, is likely to depend increasingly on compensation strategies and skills development offerings.​For employers willing to step into the role of educator in Emerging markets, the long-term payoff could surpass Mature markets. If it takes money to make money, investing in your talent could be the greatest investment an organization can make.    Emerging markets have half the number (20%) of highly skilled workers as  Mature markets (40%) with only 19% of workers aged 25+ having a tertiary education as compared to 39% in Mature markets.​ Opportunity #2: Segment Incubator Markets to Hedge Wage Inflation in Mature Markets  Incubator markets hold the potential to supply highly skilled growth talent to specific fast-growing industries at cost-competitive rates while contributing to longer-term talent sustainability.Opportunities have been identified in three industries: Digital Services, Advanced Manufacturing and Clean Energy. R&D inflows for Incubator countries suggest governments are co-investing to build growth capabilities in these sectors. At the same time, the generational mix indicates a long-term payoff for companies choosing to invest in Incubator markets.Advanced Manufacturing Incubator Markets have a young (39% Gen Z/millennials), highly skilled workforce (33%) with an average monthly wage nearly half ($2,314) that of Mature markets.Targeted investments in Incubator markets will meet the defining talent challenges of the post-pandemic age – namely, accessing industry-specific growth talent in high-potential markets at competitive rates. These are possible medium-term investments that have the potential to bring access to new markets and skills that can boost growth in existing markets.    Opportunity #3: Integrate Contingent Labor as an Essential Strategic Sourcing Channel  Contingent labor is now an essential sourcing option for companies looking to diversify their skills mix and power their digital shift with growth talent.Demand for contingent work has increased by 9% in the past year [1], continuing a trend visible in TWI data since 2013. Within that, highly skilled contingent work is especially being utilized in Mature markets.    In Mature markets, 40% of contingent work is among highly skilled.In fact, rather than undermining permanent work (as previously feared), contingent labor now augments permanent work and offers access to highly skilled workers who are increasingly  moving to contingent work in their search for increased flexibility and autonomy post-pandemic.   How to Seize the OpportunitiesMarket intelligence tools such as the Total Workforce Index(TWI) have become a go-to intelligence source that has proven to be a difference-maker in a company’s ability to execute growth strategies.Organizations can also conduct customized analyses with the weightings for data adjusted to factors that drive growth uniquely within a specific industry and market(s). The opportunities for customization are extensive. Download the 2021 summary report or visit the TWI website to explore the data and rankings. Reach out to the Talent Solutions Consulting team to learn more about customizing the TWI for your organization.​References[1]  Gartner Talent Neuron May 2021

​Among the various core ingredients of talent and career success, few personal qualities have received more attention in the past decade than emotional intelligence (EQ), the ability to identify and manage your own and others’ emotions. Importantly, unlike most of the competencies that make it into the HR zeitgeist of buzzwords, EQ is no fad.​In fact, thousands of academic studies have demonstrated the predictive power of scientific EQ assessments vis-à-vis job performance, leadership potential, entrepreneurship and employability. Moreover, the importance of EQ has been highlighted beyond work-related settings, as higher scores have been associated with relationship success, mental and physical health, and happiness.​All this is good news for people with higher EQ. But what can those with lower scores do to improve their intrapersonal and interpersonal skills? Is it possible to increase your own and others’ EQ beyond its natural levels? While Goleman and other popular writers argue that (unlike IQ) EQ is malleable and trainable, EQ is really just a combination of personality traits. Accordingly, it is not set in stone; it is largely heritable, shaped by childhood experiences, and fairly stable over time.​This does not mean that the effort put toward sculpting emotionally intelligent behaviors is a waste of time. It simply means that focus and dedication are required. The same goes for helping others to act with EQ when they are not naturally inclined to do so. Here are five critical steps for developing EQ:​Turn self-deception into self-awarenessPersonality, and thereby EQ, is composed of two parts: identity (how we see ourselves) and reputation (how others see us). For most people there is a disparity between identity and reputation that can cause them to ignore feedback and derail. Real self-awareness is about achieving a realistic view of one’s strengths and weaknesses and of how those strengths and weaknesses compare to others’. For instance, most people rate their own EQ highly, yet only a minority of those individuals will be rated as emotionally intelligent by others. Turning self-deception into self-awareness will not happen without accurate feedback, the kind that comes from data-based assessments such as a valid personality tests or 360-degree feedback surveys. Such tools are fundamental to help us uncover EQ-related blind spots, not least because other people are generally too polite to give us negative feedback.​Turn self-focus into other-focus Paying due attention to others is tantamount to career success. But for those with lower levels of EQ, it’s difficult to see things from others’ perspectives, especially when there is no clear right or wrong way forward. Developing an other-centric approach starts with a basic appreciation and acknowledgement of team members’ individual strengths, weaknesses, and beliefs. Brief but frequent discussions with team members will lead to a more thorough understanding of how to motivate and influence others. Such conversations should inspire ways to create opportunities for collaboration, teamwork, and external networking.​Be more rewarding to deal withPeople who are more employable and successful in their career tend to be seen as more rewarding to deal with. Rewarding people tend to be cooperative, friendly, trusting and unselfish. Unrewarding individuals tend to be more guarded and critical; they are willing to speak their minds and disagree openly but can develop a reputation for being argumentative, pessimistic, and confrontational. Although this reputation helps enforce high standards, it’s only a matter of time before it erodes relationships and the support for initiatives that accompany them. It’s important that these individuals ensure an appropriate level of interpersonal contact before tasking someone or asking them for help. Proactively and frequently sharing knowledge and resources without an expectation for reciprocity will go a long way.​Control your temper tantrumsPassion and intense enthusiasm can easily cross the line to become moodiness and outright excitability when the pressure’s on. Nobody likes a crybaby. And in the business world, those who become particularly disappointed or discouraged when unanticipated issues arise are viewed as undeserving of a seat at the grown-ups’ table. If you’re one of many people who suffer from too much emotional transparency, reflect on which situations tend to trigger feelings of anger or frustration and monitor your tendency to overreact in the face of setbacks. For example, if you wake up to a bunch of annoying emails, don’t respond immediately — wait until you have time to calm down. Likewise, if someone makes an irritating comment during a meeting, control your reaction and keep calm. While you cannot go from being Woody Allen to being the Dalai Lama, you can avoid stressful situations and inhibit your volatile reactions by detecting your triggers. Start working on tactics that help you become aware of your emotions in real time, not only in terms of how you experience them, but, more important, in terms of how they are being experienced by others.​Display humility, even if it’s fakeSometimes it can feel like you’re working on an island managed by six-year-olds. But if you’re the type of person who often thinks, “I’m surrounded by idiots,” then it’s likely that your self-assured behaviors are seen as being arrogant, forceful, and incapable of admitting mistakes. Climbing the organizational ladder requires an extraordinary degree of self-belief, which, up to a certain point, is seen as inspirational. However, the most-effective leaders are the ones who don’t seem to believe their own hype, for they come across as humble. Striking a healthy balance between assertiveness and modesty, demonstrating receptiveness to feedback and the ability to admit one’s mistakes, is one of the most difficult tasks to master. When things go wrong, team members seek confident leadership, but they also hope to be supported and taught with humility as they work to improve the situation. To develop this component of EQ, it is sometimes necessary to fake confidence, and it’s even more important to fake humility. We live in a world that rewards people for hiding their insecurities, but the truth is that it is much more important to hide one’s arrogance. That means swallowing one’s pride, picking and choosing battles, and looking for opportunities to recognize others, even if you feel you are right and others are wrong.​While the above recommendations may be hard to follow all the time, you will still benefit if you can adopt them some of the time. Much as with other coaching interventions, the goal here is not to change your personality but to replace counterproductive behaviors with more-adaptive actions — to build new habits that replace toxic tendencies and improve how others perceive you. This is why, when coaching works, it invalidates the results of a personality test: Your default predispositions are no longer evidenced in your behaviors.

​With 43% of employees saying they won’t return to a 9-5 office schedule, leaders who learn to build a new hybrid environment combining flexibility and structure will meet the challenges of the future.​With COVID-19 vaccinations underway around the world, countries are lifting restrictions and companies are developing roadmaps for what the return to work looks like. As 43% of employees say there is no going back to a traditional 9-5 mode [1], many business leaders are evaluating a new hybrid model that includes both remote and in-office work.Ideally, hybrid work involves the best of both worlds, combining sociability and structure with flexibility and autonomy. Kissflow, a provider of digital workplace services with offices in the U.S. and India, held organization-wide feedback sessions which led to a hybrid model consisting of three weeks of working from anywhere and one week of office-based work.[2] The UK offices of accounting firm PricewaterhouseCoopers took a slightly different approach with its 22,000 staffers, splitting the week between their home and office with the expectation that employees spend 40-60% of their time with colleagues.[3] Time will tell whether these trial configurations will be successful. But leaders are fully aware that they need to work harder than ever to ensure that expectations are clear and opportunities for collaboration and community building are abundant.Here are four steps your organization can take to develop a playbook for remote work success.Identify roles suitable for remote workAs the pandemic continues, one thing is clear: most employees value the flexibility, productivity and work-life balance they’ve experienced with remote work– and don’t want to lose it. But not every role is a good fit for work-from-home. For example, many workers in healthcare and educational organizations as well as those within the retail and hospitality industries need to be present onsite. Organizational roles fall into a framework of suitability for remote work [1] from manufacturing and technician positions that require physical presence to customer service and marketing, which can easily adapt to remote.Leaders need to carefully examine each role to decide which ones are best suited to continue off-site and only move ahead with a hybrid work environment if an optimal number of roles can work remotely.Define clear expectations and benefitsThe conventional work schedule – 9 a.m. – 5 p.m., five days a week – may be shifting for now, but what, exactly, is the new norm? As businesses scramble to figure out whether they want to incorporate a 3-2-2 model (i.e., three days in the office, two days working remotely and two rest days) or another form, leaders need to set expectations around performance outcomes, team milestones and deliverables that consider team members’ flexible schedules and time zones.Remote work has also escalated the need for employee development, as greater distance and fewer face-to-face interactions heighten the need for stronger communications and morale-building. Employers and workers would benefit greatly from on-demand virtual coaching that creates a culture of resilience and helps build community.Prepare for potential pitfallsThe challenges inherent in transitioning to a hybrid model are on full display at Apple, where employees are currently battling with leadership about remote work policies and timing for the return to the office. Common hybrid work issues that organizations like Apple are dealing with include employee engagement, sustaining culture, ensuring well-being, IT security challenges as well as team building and recruiting.[4]Prudential Financial is also working with its 42,000 employees to manage remote work expectations, including ensuring that all staffers opt for Mondays and Fridays as their work-from-home days. The company has been redesigning its offices to repurpose conference and collaboration spaces to further encourage employee engagement. Rob Falzon, Prudential’s Vice Chair, also insists that video capabilities should be extended throughout the offices so remote team members don’t feel left out.[5]Another pitfall to consider is the gender divide that a hybrid work environment has the potential to create. If businesses set up a schedule to allow remote work, but do not cap the number of days employees come into the office, they could create a system that hurts women and impacts diversity, equity and inclusion efforts. This is mainly because, statistically, women are more likely to prefer remote work to help them balance childcare responsibilities.[6] Remote work will contribute positively towards leveling the workforce playing field for men and women – but only if every voice is heard – whether it’s in the office or via a video call, according to Annette Polaszewski, CEO of Interprefy, a fully remote software company where women make up a slight majority.[7]Provide support structuresAside from the many benefits of remote work, employees cite the top challenges as managing distractions, loneliness, collaboration and communication.[8] That’s why organizations need to make sure they evaluate and update HR and IT processes carefully and frequently for long-term success. HR leaders should lead the development of innovative strategies, including video chat software, phone systems, messaging channels like Slack or an intranet channel. The key is finding that delicate balance between radio silence and constantly reaching out to employees with texts and emails. Hybrid work environments will not be sustainable without investments in collaboration software, such as document sharing portals and more information security controls.All the state-of-the-art tools won’t help if organizations don’t provide leadership training opportunities that help managers empower employees to continue skill-building and career development, no matter where their office is located. Learn more about how ManpowerGroup Talent Solutions can help your organization deploy a global talent strategy and a future-ready hybrid work environment.​​​[1]Work, Reimagined: ManpowerGroup Research Reveals What Workers Want Post COVID-19, August 2020[2]https://www.bbc.com/worklife/article/20200824-why-the-future-of-work-might-be-hybrid[3]https://www.theguardian.com/business/2021/jun/18/office-hybrid-or-home-businesses-ponder-future-of-work[4]Everest Group – Future of Work Series – Where will work be done, 2021[5]https://www.villageworkspaces.com/companies-struggle-with-hybrid-work-plans/[6]https://www.axios.com/the-gender-divide-remote-work-men-women-childcare-4fc29dba-4e1c-4e96-9cf3-64db61ba23e5.html[7]https://www.c-mw.net/how-remote-working-is-helping-balance-the-gender-inequality-scales/[8]https://www.statista.com/statistics/1111401/challenges-of-working-remote-2020/​​

​The chronic stress of facing uncertainty day after day is taking a mental toll, and 2020 is set to be one of the most stressful years in history. Workers are suffering from burnout and loneliness as they manage remote work, affecting morale and productivity. In fact, a recent survey by Oracle found that the pandemic has propelled workplace stress, anxiety and burnout.  ManpowerGroup Chief Talent Scientist, Tomas Chamorro-Premuzic, shares his top leadership tips around how managers can better support their teams. Check-in regularly with the teamMake an effort to schedule time in your colleague’s schedules that includes time for asking “how are you feeling?” A 21st-century leader needs to act as an employee coach and be willing to proactively reach out to employees to check on their emotional well-being. “A leader needs to act as an employee coach and be willing to have open and honest conversations where they can check in with their employees to see what their stress levels are and help support them manage these.”Be aware of manager stress levels Self-awareness helps managers understand how their own stress levels can impact the team. When someone is stressed, they tend to focus on themselves and are unable to care for or support others. Managers need to see themselves in the eyes of others, so to help grow self-awareness, make it easier for the team to provide managers with constructive feedback in a structured way.Practice self-care outside of workSleep well, eat well and exercise. If managers put their own well-being at the center of their daily routine, it will not only help manage their own stress levels but better support the team and their struggles during this pandemic. The goal should be not eliminating stress, but learning how to manage it with a balanced and supported environment. “And while it’s important to have a solid culture, creating a totally stress-free environment with no problems won’t help build a resilient team,” Chamorro-Premuzic said. The silver lining is that stress itself isn’t the enemy, if understood and managed effectively. As Chamorro-Premuzic said, “Some people see stress as a negative, but actually it can lead to many successes. In the workplace, resilience is often built through some form of stress or hardship.” In 2020, this rule is being put to the test like no other time in recent history, but it can be used to come together as stronger teams in the future.​

​The rules keep changing as digital transformation sweeps the workplace. The pace of disruption is accelerating, and it is impacting leaders. Today, a combination of personal traits that stay relevant over time and emerging digital skills can help business leaders become the digital leaders of the future. The good news is experience and soft skills can help lead through digital transformation. Here’s how to nurture the right skills to stay current in the workplace.  ​Nurture Timeless Soft SkillsCertain skills never go out of style even as digital changes impact the rest of the workplace. The powerful combination of brightness, adaptability, endurance and drive are the enablers and solid foundation for effective leaders. These attributes are predictive of future success. ​Develop Learnability and CuriosityIn a world of rapid frequent disruption new skills emerge as fast as others become obsolete. What you know is less important than what you can learn. Digital leaders need to be role models by seeking out different experiences, unusual perspectives and by being open to fresh ideas.​Acquire Digital Skills and Expertise Leaders must also have an understanding of the technical skills required to effectively transform their business. They should surround themselves with experts and take time to stay informed of the latest trends, challenges and opportunities facing their organization. ​Don’t Stand Still Digital transformation is not a one and done. Change is dynamic, so agility and continuous adaptation is essential. Feedback is important to informing what steps leaders should take. Throughout your career, plan to innovate, experiment and learn fast. Tomorrow’s environment is just beginning. 

​There’s a huge amount of digital advancement that’s coming into the workforce today. The only way that organizations can be well prepared for this future of work is by upskilling and expanding, acquiring skills to stay relevant and preparing to think about what the jobs of the future will look like.To do that, managers need to start talking. Research by Right Management found that two-thirds of managers are failing to support their employees’ career development. But as we think about developing the workforce of tomorrow, career conversations today are crucial.One of the ways to enable a learning culture is by involving managers. We know from research that in an organization, managers set the tone and model the behavior that learning is a priority.Organizations need to invest in employee development for their workforce to be better prepared for this future. It’s not just for today, it’s preparing for tomorrow.​Embedding career conversations into a company’s organizational cultureThere are two main benefits to having regular career conversations: They help enable a learning culture, and there is a direct correlation with higher employee engagement and productivity. In a Right Management survey, 82% of respondents said they would be more engaged in their work if their managers would have regular career conversations with them.If managers are not having their career conversations, employees are not going to see growth and they won’t know what opportunities to explore. Organizations will lose those employees because they are not in sync with their aspirations. Managers play an important role to really take ownership of their career.There is a positive relationship to employee engagement and career conversations on a regular basis. You have higher productivity and engaged employees, because workers are thinking about becoming a better version of themselves. When employees actively think about career aspirations, then productivity, engagement and higher retention is the outcome.​Stages of the career journeyOne way to visualize a career is through the idea of learning journeys. A new employee has a learning journey, and so does someone who has been at the organization for 10 or 20 years. They just have different training needs at different times.The softer skills are important, but at certain stages learning is also around functional and technical abilities that need to be absorbed on the job. What thinking about careers as a learning journey can accomplish is mapping and integrating softer skills and technical skills over time, and visualizing how that will come together.What a manager can do is help employees understand where they are in the learning journey for their career. In the short term and the long run, that benefits everyone.

​Over the last few years, many notable businesses have started to phase out traditional performance reviews. Dell, Accenture, GE, New York Life and Adobe – to name a few – have all moved toward frequent check-ins, touchpoints and coaching for employees.There is good reason for the transition, as shorter cycles between feedback creates more flexibility and actionable goals for both managers and employees. But before a company rushes to join the annual review-free ranks, it’s important to consider strategies to maximize frequent feedback. Here are strategies to consider when making the switch to continuous feedback loops.​Discuss short- and long-term career goalsThe annual performance review may ask where employees wants to end up in one, two or five years. The shorter review cycle provides an opportunity to consider not just job titles, but rather roles and projects within an organization. For example, an employee may want to explore learning a specific job skill for a shorter period of weeks or months, and then reflect and consider how that skill fits into larger future goals. Career conversations can offer opportunities to discover a wide range of skill sets in the short term that may fit into longer-term career goals.​Be flexible – as necessaryIt can be readily apparent early on in a project if performance metrics will be met, exceeded or fall short. The same is true of employee performance. The benefit of a frequent check ins with managers means that goal metrics can be adjusted. A manager should be cautious of adjusting the goalposts too much, but with buy-in from an employee a goal can become dynamic over time. Adjusting upward, downward or deciding to stay the course will be more motivating than a static goal off in the distance.​Consider autonomy, mastery and meaningThe core principles of motivational goal setting still apply. Companies need to abandon the binary choice of moving up or moving out, and allow lateral moves into specialty areas. Check-in should celebrate growth by identifying skills that employees have mastered. Finally, reviews should provide insight into how contributions align to the strategic goals of the business. Reminding employees of autonomy, mastery and meaning on a regular basis will increase motivation for the long term.​Rethinking performance reviews is a healthy practice. But the replacement system needs to adapt to the new format, rather than become a series of mini annual reviews. With careful thought to the goals of performance management, a new method that benefits managers, employees and the company can emerge.

​After a year of navigating the COVID-19 pandemic, it’s not uncommon for employees to face stress and a feeling of hitting the wall –– or multiple walls along the way. The current stage may prove extra difficult as teams feel both close to the end but with a long road still ahead before a sense of normalcy returns. At this stage in the pandemic, employers need to have a comprehensive strategy for identifying signs of burnout and supporting employees that may be facing difficulties. Here are ways that organizations can mitigate employee burnout and foster resiliency in the workplace. ​Plan ahead for flexible arrangementsOne source of stress for employees may be how their work arrangements change –– or don’t change –– as a result of vaccinations and returning to work. Communicate now with teams about their preferences and how you may be able to accommodate their needs in the future, whether that’s working from home, hybrid or a return to a physical location to reduce isolation and increase collaboration. Don’t assume all employees have the same preference, but listen and talk through solutions. ​Discuss training and education Anyone can feel stuck in a rut when they’ve been in their home for a year, and that can extend to a sense of sameness in a work routine. Even if promotions aren’t available right now, it’s still helpful to initiate career conversations, discuss training and upskilling, and look to future opportunities. Knowing that growth can come through on the other side of the crisis can help build motivation and resiliency. ​Provide self-care and health optionsKnowing this can be an isolating time, many organizations are offering support through HR and partnerships with outside services, including online mental health counseling. Managers should make sure they are well versed in these offerings and provide them proactively and regularly to employees, especially before employee wellbeing declines. ​Remind employees to take breaksOne of the simplest interventions can also be one of the most effective –– regularly reminding and encouraging employees to take breaks, disconnect and take their vacation time. The digital always-on culture of working where you live can easily lead to burnout if there aren’t boundaries put in place -- and a supportive management system to encourage them. Finally, know that working toward combating burnout is going to take regular practice over the coming months, as the world economy isn’t out of the woods in COVID-19. Organizations should stay vigilant in protecting not just their employee physical health, but also their mental and emotional health as well. 

​An agile workforce is the only way to succeed in the future of work.The employees you hire today may soon have to perform jobs that don’t even exist yet. That’s a challenge when entire groups of their workers need to be retrained, moved or otherwise be adaptable to change. The rapid pace of technological change is also shaping workforce agility to now emphasize leveraging the best blend of people and technology.A workforce is agile when it can quickly shift amid the forces of change--An agile workforce is defined as “the division of tasks into short phases of work and frequent reassessment and adaptation of plans.” For employers, having and keeping an agile workforce is worth its weight in gold. Here are ways that organizations can take an agile approach to workforce planning:​Develop for the long term It takes significant resources to recruit, onboard and train employees from an external source. And even then, there’s no guarantee that person will work out. Proactively identify individuals early on to nurture and develop into leadership roles. Consider implementing a development program to help boost the internal talent pipeline for the future and move quickly when you need to fill a top role.  ​Help staff with their own goals Helping move talented individuals up in the organization can mean that others need to move around or out of the organization. This could mean helping people find relevant lateral moves in the business that aligns with everyone’s goals. It could also mean helping people explore their opportunities outside the organization—from furthering their education, to a change in industry, or even retirement. Agile workforce means helping everyone achieve their career and personal goals.​Increase employee engagementAn agile workforce is an engaged workforce – one that is ready to jump at opportunities. A simple management tweak can help increase engagement, with 82% of today’s employees saying they would be more engaged in their work if managers conducted meaningful career conversations with them on a regular basis. Through the implementation of an effective career management strategy, organizations will create a more engaged workforce and a more agile business.Because the global digital revolution is changing the landscape, business leaders cannot be certain about what may be around the corner, which is why investing in keeping an agile workforce now is more important than ever. Agile businesses will have an advantage – and keep an advantage – as the world of work continues to change.

​Diversity has been a business watchword for many years. However, in 2020  many organizations had to take a hard look at how they defined diversity and practiced inclusion and be honest about their progress, even while they expanded their understanding of the term. Inclusion encompasses a wide variety of aspects in the quest to broaden talent pools, including neurodiversity. In a new episode of The Transform Talent Podcast, hosts Roberta Cucchiaro and Dominika Gałusa talk with Kate Griggs, Founder and CEO of Made By Dyslexia, about closing the growing skills gap for Gen-Z, the generation expected to bear the worst impact of workplace shifts due to the pandemic. Here’s why the link between dyslexia and the in-demand soft skills such as creativity, persuasion, collaboration, adaptability and emotional intelligence is so important now.​The need to think differently As Griggs shared, in an era of automation where facts can be Googled and spelling can be corrected at the touch of the button, it’s creativity, imagination and intuition that sets us apart from machines, and that’s Dyslexic Thinking. Dyslexia is literally a different way of processing information, and with that different way of thinking comes a pattern of strengths; creativity, innovation, and big picture thinking. The latest Future of Jobs Report published by the World Economic Forum highlights how exactly these social and emotional skills are the top in-demand competencies for the next five years. For organizations, understanding and valuing dyslexic thinking and neurodiversity can be an opportunity to bridge the skills gap of the future.​A range of abilities As businesses tackle a variety of problems, they need people who have exceptional skills in certain areas. As Griggs explained, that is true of people with dyslexia, who have “spikes” of skills they have highly developed to succeed in the world. In other words, if some with dyslexia excel in the area of a soft skill like public speaking, he or she may double down in practicing that skill in order to be especially high performing in that area. “What dyslexics also tend to do, if they really focus on their strengths, is hone in and become much better at them,” Griggs said. “So, a lot of people refer to them as superpowers, which is a nice way of thinking about it.” ​Value cognitive diversity Along with neurodiversity –– different ways of processing thought –– Griggs prefers the term cognitive diversity, or diversity of thought. Teams shouldn’t all think the same way. With the recruitment process, inclusion means screening in rather than screening out with standardized barriers to entry. People with dyslexia may have brilliant ideas that will be filtered out at the first step if assessments aren’t rethought to include diversity, which can be overlooked in traditional reviews of resumes. An example of being inclusive for cognitive diversity comes from the UK Government Communications Headquarters, that has been targeting dyslexic and neurodiverse people in their recruitment strategy as the dyslexic workforce is particularly good at connecting the dots, simplification, seeing the bigger picture as well as work as a team.​The Value of Dyslexia report shows how dyslexic thinking produces creativity that won't be able to be replaced by automation. Inclusion is critical because workforces are more productive when people feel like they can bring their talents to a team and belong –– and produce important results. Hear more on the podcast. 

​“Schooling doesn't assure employment but skill does.”― Amit Kalantri, Wealth of Words​Pay attention to the news stories about the hiring challenges facing companies around the world and a common narrative emerges. Loads of jobs, in virtually every industry, but a lack of talent hampering recruiting efforts. ​And the situation appears even more daunting in the tech sector given the competition for talent. Why? Because every company is now a tech/digital company. If they hadn’t already, the COVID-19 pandemic accelerated efforts to adopt and deploy new technologies to help businesses pivot and stay afloat over the last year and a half. ​According to our latest report, Stack It Up: Tech Skills in Demand, we found tech-related jobs make up more than 50% of the top 20 in-demand roles. Some examples of the most in-demand tech jobs include: Data analysts and scientists AI and machine learning specialists Big data specialists Digital marketing and strategy specialists Digital transformation specialists Information security analysts Software and application developers Database and network professionals ​While the search for qualified talent checking those skills’ boxes is ongoing, and an uphill battle, getting talent with the necessary tech skills is just one side of the coin. ​It’s not enough to just have the right technical skills anymoreThose roles are in demand at companies across a variety of sectors, from financial and professional services to healthcare to retail and e-commerce, government to logistics, advanced manufacturing, and more, and job functions. And when you couple that with the growing need for human soft skills to effectively execute these roles, demand for talent is going to continue to skyrocket and finding the right combo of skills is increasingly competitive. Some of the top soft skills that are desired are:  Analytical thinking and innovation Active learning Complex problem solving Critical thinking and analysis Creativity Leadership and social influence Resilience/stress tolerance/flexibility Reasoning/problem solving/ideation Emotional intelligence Persuasion and negotiation​As tech evolves towards 5G driven by the rapid rise in remote and mobile work, and demand for cybersecurity and cloud engineering continues at pace, the future profile of talent is morphing. ​Two-thirds (64%)of companies do not have the skills required to implement their digital transformation strategy and capitalize on growth potential. What’s an organization to do?​Build, Buy, Borrow and Bridge Changing workforce dynamics and the acceleration of tech adoption are forcing organizations across all industries to redesign their workforce composition and rethink their skills mix. Companies want to be employers of choice, achieve the first-mover advantage on scarce and in-demand talent, and ensure a durable competitive edge in the market.​Companies must develop sophisticated, competitive workforce strategies to Build, Buy, Borrow and Bridge to ensure they have the specialized IT talent and increasingly in-demand skills their organizations need. What do the 4 B’s entail? We’re glad you asked:BUILD- Invest in learning and development to grow your tech talent pipelineBUY- Go to external market to find the best tech talent that cannot be built in-house in the timeframe requiredBORROW- Cultivate tech talent outside the organization, including part-time, freelance, contract and temporary workers to complement existing and emerging skillsBRIDGE - Help people move on and move up to take on new tech roles and acquire new technical and soft skills inside or outside the organization​How Experis can helpTo maximize the return on digital investments companies need a forward-looking skills agenda: infusing a digital mindset in the workforce and making technical and soft skills development the focus of training and hiring programs.  ​As a global leader in IT professional resourcing, project solutions, and managed services specializing in Business Transformation, Cloud and Infrastructure, Cybersecurity, Digital Workspace and Enterprise Applications, Experis supports companies to build a skilled talent pipeline with the powerful combination of in-demand technical and soft skills that are critical for business success. ​Our team has the data, insight and expertise to bridge the tech talent and skills gap with leading IT professional staffing (permanent and contract), innovative training and data-driven workforce solutions. ​To learn more about Experis, visit: www.experis.com.sg​

Across the globe, every workforce has been affected by the changing working conditions in a pandemic. Workers on the front lines face real physical health concerns, while remote workers face isolation that can lead to mental health challenges and burnout. In response, organizations have learned how to cope and adapt to help their employees. According to a new report from the World Economic Forum, business leaders can care for the health and wellbeing of employees as we start the new year in the following ways. ​Adapting to the expansion of remote work The future of work has already arrived for a majority of the online white-collar workforce. Eighty-four percent of employers are set to rapidly digitalize working processes, including a significant expansion of remote work—with the potential to move 44% of their workforce to operate remotely. To address concerns about employee well-being, 34% of leaders report that they are taking steps to create a sense of community among employees online and also looking to tackle other challenges posed by the shift to remote work.[1]​Providing upskilling and technology mastery Developing and enhancing human skills drives economic success, individual wellbeing and societal cohesion. That said, the past decade of technological advancement has also brought about the looming possibility of mass job displacement by technologies. What is needed is a revolution in education, and in continually training the workforce for transitions. The coming decade will require purposeful leadership to fulfill human potential, which leads to a confident and productive workforce.​Creating frameworks for human capital Over time, a business may lose sight of just how valuable employees are to the organization, so the International Business Council of the World Economic Forum recommends creating a set of metrics and framework to track the value of human capital. A successful workforce investment strategy includes identifying workers being displaced from their roles, managing the displacement, funding reskilling and upskilling, motivating employee engagement in this process and tracking the long-term success of such transitions.Ultimately, the World Economic Forum asserts that “no firm can prosper for long if it proves damaging to the social fabric around it.” In a time of extraordinary challenges, the success of a workforce is the success of the organization.​1.The Future of Jobs Report 2020, World Economic Forum​

​One bad experience can tarnish a brand’s reputation. That’s true of a product failure or poor customer experience.  For organizations, how candidates are treated in the job application process also creates a feedback loop that can be positive or negative. A recent episode of the Transform Talent podcast outlined how organizations can minimize negativity for job applicants who don’t get hired, and even enhance their reputation through a thoughtful job process.  ​Have a plan for non-hiresIn any hiring pool, up to 98% of those who apply aren’t going to be selected for the role. And the more popular the brand, the more people will likely apply and be disappointed. That means the vast majority of those who have touchpoints with your organizations will not hear what they want, or even have a lasting negative impression of your brand. Organizations can get out in front of this by preparing a communication plan with timeliness, respect and that values the intelligence of the applicant. Putting a plan in place to communicate with each applicant will help mitigate negative perceptions.  ​Be responsive  The biggest thing a company can do with candidates is simple: Be upfront. Companies create self-inflicted damage if they do not communicate with an applicant at all, especially if candidates spent hours applying. “Some of the worst stories is just candidates not getting any information," says Daniel Birkholm, CEO & Co-founder of candidate feedback platform Talenthub.io. “The least you can do as a company when a candidate applies for a job, is getting back to them.”  ​Enhance the application process  Organizations go a long way to make sure customers have a positive experience with their products, whether that’s building an easy-to-navigate website or providing quick responses to questions from customers. Job candidates are also potential (or current) customers, so putting the same care into the job applications process can also enhance (or detract) from a brand reputation. “Things from the ease of use when you apply to the transparency during the process, the expectations setting” are all important to candidate perceptions, says Birkholm.  ​Provide VIP treatment to finalists  The candidates that make it to the final round –– but just aren’t the right fit at the moment –– have the most potential affinity and fit for your organization. They may even come back to fill another role in the future. Because of this, these elevated candidates require even more personal treatment, which may include personal feedback. One company, for example, gave vouchers for shopping to all of its finalists, in recognition of the value and time they provided.  For more strategies, read more in the ManpowerGroup Talent Solutions report Add to Cart: Candidates Are Consumers, Too. The report sheds light on how negative hiring experiences can change future purchasing decisions, as well as help employers more effectively attract and retain the best candidates.

A commitment to diversity and inclusion takes deliberate steps beyond willingness and words. ​For many years, hiring and maintaining a diverse workforce has become a moral imperative for businesses. Now it’s also an economic necessity as businesses face a record high global talent shortage. In today’s war for talent, the strongest businesses will also be the most diverse and inclusive. ​Fostering a diverse workforce takes more than words and a willingness to grow. It takes deliberate actions and a strategy from business leaders. Below are steps that businesses can take to become more inclusive now and into the future. ​Use assessment for hiring and promoting The traditional ways of building and promoting a workforce based on gut instincts can be riddled with unconscious bias. A more equitable way to level the playing field is to assess candidates with data. “Science-based assessments are the most accurate and reliable tool for placing the right person in the right job,” says Dr. Tomas Chamorro-Premuzic Chief Talent Scientist at ManpowerGroup. “As well as testing technical skills, assessments measure human strengths that are critical predictors of success such as how rewarding someone is to deal with, their ability to do the job and their willingness to work hard.” Businesses have a long way to go on this front, with only 49% of workers globally have been assessed, according to ManpowerGroup research, Closing the Skills Gap: Know What Workers Want. Furthermore, 81% of those who have been assessed report higher job satisfaction versus 65% of those who have not. ​ Offer schedule flexibility For hiring and promoting women into leadership, this is especially key. Workers want flexibility — and that means all things to all women and men. This can mean nontraditional work hours with flexible start and end times that counter the rush hour, options to Work from Home (WFH) or Work from Wherever (WFW), condensed four-day work weeks or five-hour workdays that peak productivity and preserve the weekend, and parental leave that balances family and care and can be worth more than pay. Especially in the digital age, work can get done in so many ways. Productivity beats presenteeism. Businesses can attract top talent by asking what type of schedule works best for them. ​Provide training for growth The next generation of leaders are already in the workforce. But are businesses training and preparing to create more diversity at the top of their organizations? By 2050, there will be no racial or ethnic majority in the United States—diversity will be the norm. If an organization wants to be competitive in this landscape 30 years from now, they need to start thinking about creating a more inclusive culture through mentorship programs, hiring beyond traditional talent pools and widening their pipelines, and preparing for the new future of jobs. ​Click here for more resources on diversity and inclusion. ​

​The past year demonstrated that organizations need to deepen their understanding of diversity as well as how to make diversity and inclusion an institutional reality. Organizations that thrive in a fast-changing world will have a workforce with diversity of background, skills and perspectives. Here are ways organizations can approach and foster diversity.   Plan for the future By 2050, the demographic make-up of the United States will look very different than it does today — diversity will be the norm. Talent in all its diversity is the most potent competitive differentiator. If you want your organization to be competitive 30 years from now, start by assessing hiring practices, creating mentorship programs and leveraging diverse talent pools. Use assessment to increase diversity The traditional ways of building and promoting a workforce based on gut instincts can be riddled with unconscious bias. A more equitable way to level the playing field and increase diversity is to assess candidates using data. Businesses have a long way to go on this front, with only 49% of workers globally have been assessed, according to ManpowerGroup research. Furthermore, 81% of those who have been assessed report higher job satisfaction versus 65% of those who have not. Neurodiversity: The need to think differently Creativity, imagination and intuition sets us apart from machines. That’s Dyslexic Thinking. Dyslexia is a different way of processing information, and with that different way of thinking comes a pattern of strengths, creativity, innovation, big picture thinking. For organizations, that means understanding and valuing how dyslexia and neurodiversity can be an opportunity to bridge the skills gap of the future.  Provide opportunities for women Women have been disproportionately affected by both social and economic crises due to the pandemic, and over-represented in job losses across industries including retail, leisure and hospitality. At the same time, there is a clear opportunity for women to reskill and upskill in growth sectors including information technology, operations and logistics. Women are an untapped talent pool which could be re-skilled or upskilled for many of the jobs of tomorrow. Ongoing measurement of your diversity and engagement efforts and involving employees in that process is essential to ensure you are moving the needle. Achieving diversity, inclusion and equity takes time but by taking proactive steps today your organization can achieve  a series of wins along the way.

​At ManpowerGroup, we believe businesses have a responsibility to be a positive contributor to societal change. That means intentionally building diverse and inclusive workplaces and hiring the best employees based on talent without discrimination. Not only is this the right thing to do, but studies repeatedly show that inclusive practices have a positive impact on your bottom line. Being an ally to LGBTQ+ colleagues is as simple as remembering the power that words at work have to make people feel welcomed, valued and included. ​Here is a guide to pronouns in the workplace and tips on how to promote an inclusive work culture. You can also download a PDF copy of the guide here. ​​​​​​

​Pride Month is widely recognized as a time to celebrate diversity and inclusion and show allyship to members of the lesbian, gay, bi, trans and queer (LGBTQ+) community. For organizations and businesses around the world, it’s also a reminder that we need to hit the accelerator on making workplaces welcoming for all. ​Across the hundreds of thousands of clients ManpowerGroup works with globally, we are helping our partners align their ambitions with clear, actionable plans to hire more inclusively and keep the diverse talent they hire. Here are 10 ways to start (Also be sure to download the LGBTQ+ Inclusive #WordsatWork Guideto learn about proper pronoun usage and more):​Do your research. Start with the United Nations Human Rights Office’s Standards of Conduct. Reflecting the input of hundreds of companies across diverse sectors, it offers guidance on how to respect and support the rights of LGBTQ+ people in the workplace, marketplace and community. Develop an effective -and global- corporate diversity, equity, inclusion and belonging (DEIB) policy. Your policy should articulate your commitments and clearly reference sexual orientation, gender identity and expression, and sex characteristics/intersex status. It should also explain your company’s responsibilities and employees’ responsibilities and outline what will happen if that policy is violated. Multinational companies must also have a cohesive global implementation strategy—mindful that concepts of equal rights and fair treatment of LGBTQ+ people may not be well-institutionalized in many markets or regions.Ensure buy-in from employees and management, including commitments to take the DEIBstrategy forward. Expand employees’ soft skills in empathy by exposing them to other points of view and perspectives. Regularly train them on DEIB, ensure they’re familiar with your policy, and consider incentivizing leaders by hardcoding their commitments into performance frameworks. Leverage technology to establish best practices.The DEIB technology now exists to support your company with policies and practices, provide timely analytics, identify and reduce bias, introduce greater transparency and visibility, and support employee training. Download the World Economic Forum’s Diversity, Equity and Inclusion 4.0 toolkit to explore all the opportunities and accountabilities now afforded by tech. Create a culture of conscious inclusion. A welcoming workplace is one where people with different demographic and psychological backgrounds feel seen, heard and valued—not by blending in, but by providing a different perspective to reduce the homogeneity of attitudes, values and beliefs. This also keeps groupthink and decision-making biases in check. If your organization is serious about allyship and equal opportunity for LGBTQ+ employees, you must go beyond programs. To truly change culture, take proactive steps to promote a diverse pool of candidates for senior leadership and board positions, and train and incentivize managers and employees on what it means to be inclusive.  Appoint leaders with these three characteristics. A change in culture starts from the top. If your organization is serious about itsDEIBpolicy, start by building a diverse leadership team within your organization. Make sure people with higher levels of curiosity, humility and courage are not overlooked. Ideally, you want leaders who demonstrate a passion for learning, humility to admit when they make mistakes and courage to act boldly and speak out against injustices. Build an LGBTQ+support network. For pro-LGBTQ+ policies to be effective in attracting and retaining LGBTQ+employees, your company’s efforts should have high visibility. For example, support efforts by LGBTQ+ employees to create their own staff groups and extend the same opportunities to them for extracurricular activities as you would to any other group. Take it to the community. Partnerships with local LGBTQ+ groups, such as youth centers, community centers, advocacy groups and charities, exhibit long-term commitment to LGBTQ+ employees. This can also help your company better understand the challenges those employees face, informing your corporate policymaking and providing a way for your company to support positive social change. Listen, apologize and learn from your mistakes. Odds are that you will make mistakes along the way. If you’ve been called out for a microaggression or an act of exclusion toward an LGBTQ+ colleague or employee, it’s important to respond with compassion, concern and humility. Make the other person feel heard, sincerely apologize and don’t make it about you. Set targets and track your progress. Your company’s key decision-makers should receive regular progress reports on DEIB efforts, including updates on employee experience and engagement levels. Assign a senior-level officer to oversee and direct DEIB initiatives, education and training. What gets measured gets done.​At ManpowerGroup, we believe businesses have the responsibility to be a positive contributor to societal change. That means intentionally building diverse and inclusive workplaces and hiring the best employees based on talent without discrimination. Not only is this the right thing to do, but studies repeatedly show that inclusive practices have a positive impact on your bottom line.​To learn about the power of language to foster an inclusive workplace, download the LGBTQ+ Inclusive #WordsatWork Guide.​​

​For many workers, there has never been a time for greater flexibility and autonomy in their work lives, as the COVID-19 pandemic forced a sudden shift in the world of work. Many workers would like to see some changes to become permanent. Here’s how organizations can view and support empowerment of their workforce, to the benefit of all.The ability to chooseThere has been no one-size-fits-all for workers when it comes to working from home full time, a hybrid model or remaining in a physical workplace. Organizations should work with HR and with individuals to determine the best balance of work and home responsibilities for individuals and organizations alike. Employers will increasingly redesign and revalue the workplace for the best blend of “heads down” remote work along with “heads up” collaboration and creativity. Meanwhile, the continued growth in the gig and freelance economy will continue to redefine what it means to be an employee or worker as well as increase worker choice.The importance of physical and emotional healthWhen the COVID crisis began, all focus shifted on keeping people physically safe. But as the months continued on it became clear that the workforce also needed mental and emotional support, especially with growing isolation. This requires a greater role for HR, with more duty of care and leadership that can empathize and understand the needs of their workforce. An always-on digital lifeThe increased adoption of social networking sites and virtual communities means that workers’ digital footprint and daily interactions have expanded –– from Slack to Twitter to email and back again. This has enabled an always-on digital presence, often blurring the lines between personal and professional development activities. For organizations, this can mean helping their workforce to adapt, understand their roles and responsibilities, and share ways to help employees switch off and disconnect. Transparency and equityToday, workers want more from their employers, including security, sustainability of skills, work-life blend and wellness​. They also expect more from the values of their organization such as acting as global citizens and environmental stewards along with other social goals and metrics. Employers that show they are committed to both their workforce along with their customers and shareholders will be able to attract, retain and support the best talent. Employers and employees are evolving and moving into the future together, and it takes both groups to communicate, understand and adapt to each other’s needs. Moving forward, organizations need to be prepared for and understand the fundamental shake-up of the old work order –– and be ready to take bold, innovative and effective action. ​Download ManpowerGroup's Top 21 Trends in 2021 Full Report or Infographic for more information on the major forces of demographic shifts, rise of individual choice, growing client sophistication, technological revolution as well as emerging trends shaping the workplace and workforce of the future.

​​The year 2020 was a year unlike any other. The job market was already in upheaval when the pandemic struck, disrupting the way people worked almost overnight. Outplacement was immediately elevated in importance, playing a major role in helping businesses, workers and economies transition and recalibrate into this new normal.  The sudden change in workplace operations meant many businesses immediately drove new efficiencies through shifts to create more flexible working arrangements, including allowing staff to work remotely. Employees needed to quickly adapt to enabling technologies such as video conferencing software to remain productive and stay connected to teams and clients. For many HR professionals, this also resulted in difficult decisions in order to right-size the workforce.  Outplacement is now even more important in helping employees make a successful transition in a fluctuating job market. Here are three ways outplacement is evolving to help both companies and their workers respond to the disruption of an ever-changing economy: ​Employ better data for improved outcomes Flexible and remote working arrangements mean employees need to be even more prepared for transition. In the last few years, workers who participated in outplacement programs increasingly switched jobs across industries but also between different job roles. Globally, 49% of candidates who went through outplacement programs found a new role in a different industry [1]. This is the highest proportion of people changing industries in the last eight years.  This growing culture of career mobility requires organizations to be equally agile to keep up in real-time. For employers, positive ROI and solid outcomes are increasingly important outplacement metrics. This requires better data to understand where jobs are located and how they can be accessed. Tools such as Total Workforce Index can help organizations build a data-driven approach that integrates market insights into the outplacement process. Kaye Owen, a senior deployment manager at Lloyds Banking Group in the UK, says that the rapidly changing market has required their team to significantly alter their approach. “We’ve found over the last four or five years that it’s a lot more strategic now, and there’s a real acknowledgement of the importance of trying to identify the skills of the future.” Data – and the ability to sift and accurately analyze it – is an important part of that evolution and these demands will only continue to grow. Tune up your emotional intelligence Human resources leaders were already focused on the well-being of their workforce prior to the pandemic. But displacement caused by the pandemic escalated the intensity as workers faced  career transitions and remote workers became increasingly isolated. When COVID-19 hit, Swiggy, India’s largest online food ordering and delivery platform, felt the impact with layoffs of about 1,100 employees. Like many other organizations across the globe facing similar difficult situations, Swiggy’s HR department provided support to employees to help them find other positions. But they also took the additional step of training their HR team on “emotional intelligence,” including how to have meaningful conversations, build confidence and prepare candidates for interviews, according to Girish Menon, Swiggy’s VP of human resources. [2] “Employees need the ability to bounce back, and our team is trained to support them.”  More organizations realize how important it is to ensure employees depart with a positive view of the company. Providing one-on-one coaching gives them an opportunity to have honest conversations about the things that concern them and learn how they can take the next step on their career path. ​Future-proof employees By 2025, automation and a new division of labor between humans and machines will disrupt 85 million jobs globally in medium and large businesses across 15 industries and 26 economies. [3]Workers riding this wave of massive change face a new urgency in this reskilling revolution. Employees, from orientation through exit strategy, need help to identify opportunities and align their transferable skills. They also need to be agile and adaptable in planning their next career move. The most innovative companies recognize this and are adopting workforce career management solutions for scalable career development. For example, American Express launched a career counseling center and Unilever introduced a program that matches individuals to projects of interest to expose them to different areas and build new skills. [4]These types of initiatives will be especially necessary as employees are no longer limited by location; outplacement support must become truly global and prepare individuals to access  opportunities worldwide. Many businesses will ask employees to return to physical offices, and some will be glad to go back. However, employee expectations have changed, with only 12% of people wanting to return to full-time office work and 72% preferring a hybrid remote-office model moving forward. [5]Outplacement support that combines smart data, emotional intelligence and development opportunities for in-demand skills, will play a vital role in helping individuals and businesses navigate these changes. This will create a confident, agile and valuable workforce that is able to confidently face future challenges – anytime, anywhere. ​To learn more, download our latest whitepaper, “Careers in Transition: How will outplacement evolve to help companies and workers respond to upheaval?” ​References1 Right Management data on people moving sectors 2https://economictimes.indiatimes.com/jobs/some-companies-that-have-been-forced-to-lay-off-staffers-are-helping-them-find-jobs-elsewhere/articleshow/76235947.cms3https://www.weforum.org/press/2020/10/recession-and-automation-changes-our-future-of-work-but-there-are-jobs-coming-report-says-52c5162fce4https://www.forbes.com/sites/forbesbusinesscouncil/2020/03/18/to-future-proof-your-business-future-proof-your-employees/?sh=69abd038dd8c5 Moving beyond remote: Workplace transformation in the wake of Covid-19 - Moving beyond remote: Workplace transformation in the wake of Covid-19 | Slack​

​In our new COVID-19 reality, the world is experiencing a level of rapid change never seen before. One thing that’s clear is that digital-minded organizations with the ability to quickly assess and make insightful workforce decisions will be more likely to not only survive the crisis, but thrive.  ​However, this will be challenging for many businesses as 72% of global organizations experienced a reality check and found themselves not fully prepared from a technology perspective. [1] Now these companies are scrambling to play catch up in migrating operations and workforce to a virtual environment. With the majority of employers planning to offer flexible work options for the long-term [2], there’s no turning back the clock to pre-pandemic work styles.  ​Here’s four ways that your organization can leverage data to build a stronger team: ​Use data to predict talent potential Wouldn’t it be nice if there were a crystal ball that could ensure your next hire is a win for the company? Predictive analytics gets close by helping Human Resource professionals assess individuals with skills profiles that help determine who is most likely to succeed in a particular role. That’s crucial when the cost of a bad hire can mean up to $240,000 in expenses for companies. [1]​Remember the movie Moneyball where analytics helped the Oakland A’s select the right players to spur the team to 20 consecutive victories over a month’s time?  That success has translated to the business world with global companies such as Google, Marriott Hotels and Credit Suisse Banks. ​Credit Suisse deployed predictive analytics to identify employee churn and this information was anonymously shared with line managers to help them reduce turnover risk factors and retain  talent. The bank saved an estimated $70,000,000 a year in recruiting and onboarding costs as a result of this initiative. [2]​Make data your company's decision-making anchor When the world stopped, the hospitality industry suffered a significant impact, but take-out and delivery service saw a massive uptick in activity. Domino’s CEO Ritch Allison noted that their team had to take 60 years of standard operating procedures and transform them for digital in a matter of 6 weeks. By making a commitment to digital strategies as their new centerpiece of decision-making, Allison was able to shift the pizza giant to a contactless delivery model across the country. The key was carefully creating a unified data-driven vision for the company’s technology, innovation and supply chain teams while still making the training of Domino’s delivery experts a priority. [3]​“As we look at digital capabilities that we’re putting in place today, it’s not just to be competitive in the next couple of months. It really is to set ourselves up in what may end up being the new normal in our industry,” says Allison. So far, it’s paying off as nearly a year later, Domino’s digital sales are up 75% and they have been able to keep most of their retail locations open. ​Upskill Teams to Leverage TechnologyEven before the pandemic, companies were navigating changing technologies and the new skills that employees would need to manage them. COVID-19 has amplified the urgency for workers to develop these new ‘skill muscles’ to strengthen them and prepare the organization for future disruptions. The U.K. healthcare system, for example, had to retrain their staff within weeks to manage virtual appointments, something that occurred less than 1% of the time prior to 2020. Now doctors assess nearly 100% of patients by phone or video, with only about 7% requiring a face-to-face appointment. This has required medical staff to learn how to do safe and effective diagnosis remotely. Something that will now continue even after the crisis has passed. [4]​As organizations determine which strategies encompass the future of their business, leaders should quickly identify skills that are crucial to business recovery and focus first on those that will drive a disproportionate amount of value to the organization. ​Foster a data cultureOrganizations who ingrain data into their culture are well-positioned to create ‘SuperTeams’ - the next step in technology’s integration into the world of work. “These SuperTeams are powered by increasingly sophisticated artificial intelligence blended with the best in human skills – all working together to solve problems, gain insights and create new value for both workers and organizations,” says Dave Mancl, manager of Talent Analytics for ManpowerGroup. ​Creating SuperTeams involves a concerted effort to upskill employees on how to leverage these new tools and processes. That can be a challenge considering that only 21 percent of workers are confident in their data literacy skills, including understanding, questioning, and working with data.3 But Human Resources can play a role during recruiting by including data and metrics language in job descriptions to attract the right candidates. Employers should also improve success by reinforcing skills development through group training or one-on-one coaching and then hold employees accountable to measurable data-driven goals.  ​Organizations who integrate data to better assess, upskill and build SuperTeams will be well-positioned for future growth. ​For more insights on these and other workforce data trends, tune in to The Transform Talent Podcast.​Sources:[1] https://www.news.xerox.com/news/global-Xerox-Future-of-Work-Survey-results[2] ManpowerGroup Q4 2020 Employment Outlook Survey[3] https://www.apollotechnical.com/cost-of-a-bad-hire/#:~:text=The%20average%20cost%20of%20a,hiring%2C%20retention%2C%20and%20pay.[4] https://techhq.com/2020/01/mind-the-skills-gap-between-big-data-and-employees/ ​

​The impact of the pandemic on women is an issue for everyone in the economy, as under-representing women in the workforce deprives businesses of much-needed skills, leadership and resources. Today, it’s crucial for employers to support the women in their workforces with greater focus on changing prevailing gender dynamics in the workplace. Here are actions steps that can be implemented immediately by organizations to support gender parity.   ​Communicate the benefitsAdvancing toward gender parity in the workplace is far more than the right thing to do. The data is clear: Companies with women at the top perform better. And in the private sector, numerous studies have found that having more women in the workforce and a greater gender balance of female leaders improves productivity share performance, business results and overall economy.​Remove obstaclesRecognize the obstacles women historically face at work—lack of role models, gendered career paths, and lack of access to sponsors and influential networks—and identify ways to remove them. This starts with active listening; the best leaders ask women what they need to succeed.​Make work-from-home workAs we’ve seen over the last year, management can be done in new arrangements. Find ways to build flexibility into roles previously seen as inflexible. ​​Start with YESSuccession planning must be bolder. Instead of saying, “She doesn’t have the experience,” ask, “What do we need to make it work?” Challenge assumptions. ​​Leadership owns itTo demonstrate commitment to getting women into leadership, change must be led from the top. Leadership must also be held accountable by making progress measurable.​​Make goals measurableLeaders must know exactly where they need women to be. Looking at macro numbers is not enough. Articulate a talent legacy—how things will change and what it will look like by when. ​Focus on outputUpgrade your performance evaluation processes and metrics to ensure a focus on outputs and, crucially, do not include assessments from periods of lockdown when childcare was unavailable.​​Identify adjacent skills sets for new rolesDemonstrate how short bursts of training and upskilling can accelerate people from one job to the next.​Approach learnability as the great equalizerNow is the time to focus on helping employees develop technical skills at speed and scale, while also hiring people with learnability—the desire and ability to learn new skills. This can make a real difference in shaping a future in which everyone can be ready for high-growth roles.​​Hire for soft skillsWhen looking for those employees with learnability, look for soft skills like communication, collaboration, creativity, curiosity. These are the most valued—and the hardest to find—human strengths in today's job market and employees who have them make smoother transitions to new roles or careers.The good news is that the future that women say they want for work is closer to what research indicates all workers want—more flexible, virtual, trusting and integrated. More equal.

​Over the last year, the COVID-19 pandemic has erased hard-fought gains in gender parity at work. It’s been twice the negative impact as women have taken on both more at home while roles predominantly held by women have been downsized. At the same time, a new future is currently unfolding that needs to take into account the skills, leadership and resources provided by women.  ​Behind every setback, an opportunity can be found. Employers must meet the call to support the women in their organizations and reshape the environment of work. Here are ways to move forward with women learning new skills, advancing in leadership and stepping into a post-pandemic world. Needs to reskillThe impact of the pandemic accelerated changes already taking place for in-demand roles. Reskilling and upskilling will benefit women to meet the increased demand for cybersecurity experts, data analysts, software and app developers. In addition, new roles provide opportunities in areas such as contact tracers, distance monitors and temperature checkers are emerging as fast as others decline in aviation, hospitality and entertainment. Ask for flexibilityWomen and all parents and caretakers can leverage the last year to ask for flexibility and remote work options to continue if they are available and have provided improved balance. Millennials in particular who have caretaking responsibilities are most eager to avoid the commute and least willing to lose flexibility they have gained. As the vaccine roll-outs continue and organizations plan for the future, make sure to communicate your work preferences and how the optimal arrangements benefit everyone. Consider career progressionFor many workers, it’s been a year of coping and getting by as best as possible under the circumstances. In fact, IT workers are the only sector that do not rank “just keeping their job” as top priority. Now as we look ahead, don’t lose sight of career development, progression and advancement. Women should feel empowered to move up in their organization and ask for responsibilities and positions of authority while being supported by their organization. Value your soft skillsWitnessing the biggest workforce shift and reallocation of skills since World War II means that skills that were en vogue in 2019 might now be out of fashion. However, soft skills continue to endure and be in demand. In times of rapid transformation and uncertainty, these so-called soft skills are more important than ever in workers and in leaders. As we move forward, women can emphasize abilities such as adaptability, communication and human connection to help themselves and their organizations navigate change. ​As we progress through and past the COVID-19 pandemic, the world needs women leaders more than ever. For International Women’s Day, the time is now to focus a spotlight on the necessity of women’s impact in the workforce.  

​Behind every setback, an opportunity can be found. And while the COVID-19 pandemic has triggered a chain reaction of setbacks for women around the world, it’s also provided an opportunity to raise awareness about gender inequality in the labor market. New global research from ManpowerGroup sheds light on this, outlining how women’s career trajectories have been disproportionately impacted by COVID and why the risk of a “She-Cession” real. It’s time to advance the global conversation about why a gender-aware response to COVID is necessary. Here’s why.Equality maker or breaker? How the crisis impacts womenMen may have a higher COVID-19 fatality rate, but data indicates that women will bear the longer-term consequences of the economic and social crisis. With women’s employment 19% more at risk during the pandemic compared to men’s,[1]the dangers of occupational segregation and the informal economy have been exposed like never before.​Not only are women over-represented in many of the sectors most impacted by COVID-19—e.g., retail, hospitality, entertainment, travel and manufacturing—but they’re also more likely to work in the informal economy. This means women are far likelier to have lost their livelihood, lost income or experienced a drop in working hours.​The figures look a little different from country to country but tell a consistent global story. During the first month of the pandemic, the 740 million women who work in the informal economy lost an average of 60% of their income. This figure swelled to 81% in sub-Saharan Africa and Latin America and 70% in Europe and Central Asia, while women workers in Asia and the Pacific reported a 22% reduction in income.[2]WFH may not be working for womenWork-from-home is good for women, right? Not so fast.“It’s tempting to think that flexible work options will be a universal big equalizer for women,” says ManpowerGroup Chief Talent Scientist Tomas Chamorro-Premuzic. “Not always. Men are more likely to want to use the office for networking, women for collaborating and getting work done. Working from home could accelerate underlying inequality by further reducing opportunities for face-to-face networking.”​ManpowerGroup research found that women and men have dramatically differing attitudes about working from home and returning to a physical office post-pandemic. Women said they are more concerned about going back to the workplace and more appreciative of the office as a means of separating work from home. Meanwhile, men said they are more likely to want to be in the physical office for visibility and promotion and to say they feel relieved, happy and confident about a return to the workplace.​To prepare for a hybrid future that accommodates both remote and in-person workers, employers have to be careful to avoid a two-track workplace: men in the office, women at home, where they may miss out on informal networking and critical assignments. Such a disparity could also give rise to a new form of “presenteeism,” whereby employers make assumptions about their employees’ productivity and performance depending on whether they’re physically co-located or working remotely.​Employers can combat this by looking at the effects of remote working by level and whether or not it provides the same career benefits to the entry-level, mid-career, and executive roles. Most important is that employees are evaluated on their output and rewarded for what they actually contribute rather than for the show they put on.Unpaid domestic work and the parent trapWith more than 1.5 billion children out of school worldwide,[3]many women workers must now double as school teachers and/or caregivers while working from home. Even before the pandemic, women took on the lion’s share of responsibility in caring for loved ones and doing unpaid domestic work. Now, gender equity in the household has grown even more lopsided.​Since the pandemic began, 56% of women globally have increased the time they spend on unpaid care work (compared to 51% of men), and 60% of women report spending an increased amount of time on unpaid domestic work (compared to 54% of men).[4]​In the U.S., mothers have reported spending 15 hours more per week than fathers on household tasks and education as compared to fathers.[5] And 1 in 3 mothers has considered leaving the workforce or downshifting their career because of COVID-19.[6]​Employers must understand that remote working does not occur in a vacuum and build flexibility into roles previously seen as inflexible. By taking active steps to challenge embedded assumptions about the gender-normative roles of mothers and fathers, those norms will be less likely to drive the way managers and colleagues perceive remote working by parents and what they expect of them.​Another must for women in today’s workforce: plenty of flexibility. Women want outcomes that allow them greater control over how and when they get work done. They expect employers to accommodate One Life, where work and home are integrated, rather than part of a balancing act.Mind the leader gapOstensibly, it’s been a good year for women in positions of power. In May 2020, the number of women running Fortune 500 companies hit a new high[7](although the fine print will tell you that that means that only 7% of companies on the 2020 Fortune 500 list are run by women). Meanwhile, women leaders—from New Zealand's Jacinda Ardern to Germany's Angela Merkel—won praise for their handling of the COVID-19 crisis.​And studies have continued to prove that women are good for business. In fact, companies with the most female officers have financial returns that are 34% better, and demonstrate enhanced productivity[8], share performance[9] and business results.[10] Before the pandemic, the number of women in senior management roles globally was gradually increasing. In 2019, it had grown to 29%, the highest number ever recorded.[11] And in the U.S., which has traditionally lagged behind the global average, representation in the C-suite grew from 17% to 21% from January 2015 to January 2020. Now, female leaders in the U.S. say they are 1.5 times more likely than senior-level men to think about downshifting their role or leaving the workforce because of COVID-19-related burnout.​ManpowerGroup research is clear: When it comes to ascending to leadership positions, women aren’t looking for favors, just a level playing field. To accelerate the rise of women in leadership positions, employers can start by putting policies into place that directly address those things that established female leaders have said were the greatest obstacles throughout their career: lack of role models, gendered career paths, and a lack of access to sponsors and influential networks.[12]​2021 finds the workforce at an inflection point and many employers unsure about what steps they need to take to ensure gender parity within their own organization. In this new reality, ManpowerGroup is partnering with employers to help them commit to paying greater attention to the re-balancing of family care responsibilities and careers, to changing prevailing gender dynamics in the workplace, and to rethinking the way women work, are recognized and rewarded.​10 ways employers can progress gender parity in the new realityHelping women upskill and adapt to a fast-changing world of work will be one of the defining challenges of our time. Now is the time to reset for the new reality and make the progress the next generation of women in the workplace need to see.Know “the why.” Advancing toward gender parity in the workplace is far more than just “the right thing to do.” The data is clear: Companies with women at the top perform better.Set women up for success. Recognize the obstacles women historically face at work—lack of role models, gendered career paths, and lack of access to sponsors and influential networks—and identify ways to remove each of these. This starts with active listening; the best bosses are asking women what they need to succeed.Make work-from-home work. Understand that remote working does not occur in a vacuum. Find ways to build flexibility into roles previously seen as inflexible. Take active steps to challenge any embedded assumptions about the gender-normative roles of parents so that those norms do not drive the way managers and colleagues perceive remote working by men and women and what they expect of them.Ask “why not?”Succession planning must be bolder. Instead of saying, “She doesn’t have the experience,” ask, “What do we need to make it work?” Challenge assumptions. If we think it is possible, we can make it possible.Leadership needs to own it and measure it.To demonstrate commitment to getting women into leadership, change must be led from the top. Leadership must also be held accountable by making progress measurable.Make it count. Leaders must know exactly where they need women to be. Looking at macro numbers is not enough. Articulate a talent legacy—how things will change and what it will look like by when. Plan for it as if it were a strategic business priority or investment. True change takes time, focus and discipline.Focus on output. Upgrade your performance evaluation processes and metrics to ensure a focus on outputs and, crucially, do not include assessments from periods of lockdown when childcare was unavailable.Identify adjacent skills sets. Identify adjacent skillsets for new roles, and importantly demonstrate how short bursts of training and upskilling can accelerate people from one job to the next.Remember, learnability will be the great equalizer. Now is the time to focus on helping employees develop technical skills at speed and scale, while also hiring people with learnability—the desire and ability to learn new skills. This can make a real difference in shaping a future in which everyone can be ready for high-growth roles. Hire for soft skills. When looking for those employees with learnability, look for soft skills like communication, collaboration, creativity, curiosity. These are the most valued— and the hardest to find—human strengths in today’s job market and employees who have them make smoother transitions to new roles or careers.The good news is that the future that women say they want for work is closer to what research indicates all workers want—more flexible, virtual, trusting and integrated. More equal.​References:​​​[1]https://www.unwomen.org/-/media/headquarters/attachments/sections/library/publications/2020/gender-equality-in-the-wake-of-covid-19-en.pdf?la=en&vs=5142[2]https://www.unwomen.org/en/news/stories/2020/9/feature-covid-19-economic-impacts-on-women[3]https://faculty.wcas.northwestern.edu/~mdo738/research/Alon_Doepke_Olmstead-Rumsey_Tertilt_COVID_2020.pdf[4]https://data.unwomen.org/sites/default/files/inline-files/Whose-time-to-care-brief_0.pdf[5]https://www.nytimes.com/2020/06/03/business/economy/coronavirus-working-women.html[6]https://www.mckinsey.com/featured-insights/diversity-and-inclusion/women-in-the-workplace[7]https://fortune.com/2020/05/18/women-ceos-fortune-500-2020/[8]https://hbr.org/2019/02/research-when-gender-diversity-makes-firms-more-productive [9]https://www.cnbc.com/2019/10/14/female-leaders-may-boost-share-price-performance-credit-suisse-says.html[10]https://talentorganizationblog.accenture.com/financialservices/the-economic-case-for-gender-balanced-leadership[11]https://www.catalyst.org/research/women-in-management[12]ManpowerGroup ESG - Seven Steps to Conscious Inclusion​​

​Providing support for mental health and encouraging check-ins and downtime can help organizations enhance the benefits of a remote work environment for employees. ​The massive shift to working from home has been beneficial for employees and organizations. In a recent ManpowerGroup Future of Work survey, 8 in 10 respondents want more remote work to better balance family life. But the survey also revealed some complexities about remote work, such as the inability to leave work at the office. Here are ways that managers can accommodate working from home in a way that is beneficial and promotes balance. ​Pay attention to mental health needs ​There are a number of relaxation techniques that can lower stress, reduce the flight or flight response and help increase well-being for employees, from physical exercise to breathing practices. Organizations are providing help during these times with on-call counselors and virtual health appointments. ​Create channels for communication ​Working from home can feel isolating, but adding more video calls to the workday isn’t necessarily the antidote. Instead, managers can provide less intrusive but more timely feedback mechanisms, which include pulse surveys, peer group support and Slack or Microsoft Teams-style collaboration. Managers should use these channels to listen. ​Help manage workloads ​Organizations should understand who has additional obligations to care for children or parents, or family members that need attention. Globally, 40% of people say schedule flexibility is one of the top three factors when making career decisions, according to ManpowerGroup research. Managers can redistribute work to those who have capacity, or offer flexibility. ​Remind employees to take a vacation ​Taking time off –– even at home –– is just as crucial to employee balance today, maybe even more important than in “normal times.” Historically, the majority of North American employees don’t use all allotted vacation time. Unfortunately, overcommitment is counterproductive. Taking vacation time is a vital part of preventing burnout, maintaining job satisfaction and inspiring and motivating an employee’s best work. Encourage employees to take their deserved time off. ​Recognize generational differences​Organizations should know that there are generational differences in attitudes about working from home, with Gen Z and Boomers more eager to return to offices for networking or collaboration. For these workers, additional virtual communication can replicate opportunities. ​Ultimately, helping balance during working from home comes down to recognizing and respecting boundaries, and communicating frequently. These guidelines can enhance the experience for everyone involved.

​Over the past decades, rapid digital transformation has enabled organizations to completely reimagine the way they work and manage talent. From reliable video conferencing platforms to digital collaboration software, to ubiquitous cloud-based connectivity, and a data-centric approach to strategic decision-making powered by the synergy between artificial and human intelligence, an imaginary worker from the 1950s would surely marvel at the current landscape of work as if they were in a Black Mirror episode. ​And yet, it took a pandemic to truly accelerate this trend and transform the way most people work day to day, leveraging these foundational aspects of technology to dramatically change how we approach jobs and careers, perhaps forever. Indeed, for those with the skills to work remotely, the crisis has turbocharged an unparalleled shift toward more flexible work, and being able to live one life that better blends work and home — trends we know workers have wanted for some time.​Technology has the potential to be a great enabler, providing humans with the tools to remain emotionally and socially connected even while in physical isolation, and the crisis has been the critical catalyst for change. At the onset of this crisis, talent literally left the building, and we’re now beginning to realize that in many places, it is unlikely to come back. In what will surely count as one of the strongest demonstrations for the extraordinary human capacity for adaptability, workers of the world have been able to remain productive even in lockdown.​Humanyze, a technology firm that specializes in social sensing (led by MIT’s Ben Waber, who coined the now widely-used term people analytics), mined anonymous company e-mail, chat, and calendar data to find that working without an office has actually extended people’s working time by an average 10 – 20%, while also reducing work-related stress and negative emotions, increasing confidence and well-being, and increasing communication with close collaborators by a staggering 40%. In the early days of the pandemic, Microsoft reported a 200% increase in virtual meetings (mining their client data from Microsoft Teams), with a total of 2.7 billion meetings per day. Although virtual teams and remote work were already quite prevalent prior to Covid-19, it is likely that overall collaboration will actually increase when everyone is remote, with firms like Twitter and Square announcing their employees can work from home forever, and early indicators suggesting that business collaboration is stronger now than before the pandemic.​As we look to the new next, unsurprisingly, many people have no desire to return to the office full-time, and, by extension, be forced to live close to it, especially if it is there mostly for symbolic or decorative purposes. As our newly released ManpowerGroup global analysis shows, 8 in 10 workers want more remote work to attain a healthier work-life fusion. To be sure, we had been talking about the benefits of an agile, hybrid, and fluid workforce for some time, but the pandemic marks the formal entrance to the age of digital nomads and a personalized workforce, with five salient trends (and opportunities) to consider:​1. Technology Is Deepening Human Connections: Discussions about new technologies, such as AI, often paint a bleak and dehumanizing picture. For example, the author of Sapiens: A Brief History of Humankind, Yuval Noah Harari, has warned of the rise of a “useless class” of humans. And there are vastly exaggerated alarm bells being rung over automation. A more obvious trend so far has been that humans working with, and enhanced by, AI, almost always produce better results than humans without AI, or AI without humans. While the crisis accelerated the use of technology, which enabled the decoupling of work from a “place”, this shift was already occurring as a large proportion of organizations — large, medium, and small — made necessary investments in online collaboration tools like Zoom and Teams, growing the market for collaboration software to more than $45 billion globally (resulting in a 300% increase in Zoom’s share price since the pandemic started).​Technology is rapidly becoming more human. We aren’t simply collaborating; we are running businesses, visiting family, attending weddings, and educating our children through technology, making the virtual world more humane, forging deep digital connections that are founded on true human connectedness. The crisis has converted collaboration software to “cohabitation software,” with Microsoft reporting a 10% increase in social meetings (including “pajama day” or “meet my pet day”) during the past few months. All this allows us to exist “in the same space at the same time” together, while we determine the place.​2. Building Culture Outside the Building: Last year, when the world could not even imagine the present state of affairs, we presented our research on What Workers Want, and a Fortune 500 CEO asked us: “How do you possibly build culture when you don’t sit together”? Our response was that culture doesn’t exist within walls; it exists within people, so you have to build culture through people, wherever they sit. We could tell he was skeptical — yet the pandemic has proven that we can and must build culture from living rooms and home offices across the country. Workers knew this a while ago. It’s why people may use the exact same technology yet experience work in a very different way when they move from one company to another. Fundamentally, culture is “how we do things around here,” and it’s the sum of default behaviors, preferences, values, and decisions that make each organization a unique habitat, regardless of whether people frequent an office or not.​Now company leaders are realizing it as well. Leaders can focus on building culture anywhere by refraining from micromanaging, getting over the politics of presentism, and learning to measure what each employee actually produces and contributes to the organization with as much objectivity and data as possible. Above all, by nurturing trust and fairness in relationships with employees, leaders can upgrade the company culture even in a virtual-only world.​3. Work That Supports Life: Our ManpowerGroup research shows that the second concern after health for workers post-crisis is maintaining flexibility. Most workers want to work remotely a few days a week; they want a hybrid workplace between work and home that allows for better balance. But the office does still have a role in human connection. Companies like Ford are taking this as a moment to redesign how office space works. Others are investing in new hubs where people come together to collaborate and socialize. Gen Z employees are most positive about coming back into the office (on their terms), and they, especially, look to the workplace as a source of socialization as much as a place to network and learn. Gen X and Boomers, who are leading many companies today, enjoy the separation that the physical workplace brings in their efforts to keep work and home a bit more separate.​It’s critical for leaders to realize that while workers may still want to occasionally come to the office, few want to come in every day. For jobs that must be in-person, it’s going to be important to flex the hours to minimize the commute, flex the shift to allow parents to be part-time teachers, and flex the days to enable the workforce to work in a way that supports life.​4. Screens as the Great Equalizer: The great thing about video calls is that the boxes are all the same size — it’s a great equalizer. Prior to the crisis, we had all been in meetings where a portion of the team was in person and part was online. The online participants were primarily bystanders to the actual meeting. There was an advantage to being “in the room,” akin to being in the right place at the right time, and saying the right thing to the right person.As companies work to improve diversity, equity, and inclusion, technology provides the level playing field most groups want. Not only is it harder to engage in office politics, show-off, or manage up when you are in a Zoom call and everyone is watching, but the ability to capture, record, and analyze meetings data provides organizations with hard facts to evaluate DE&I in real-time. Diversity analytics, including a measure of how much people from different groups speak during meetings, whether they are included or excluded from the informal social networks that govern the power dynamics of an organization, and whether their ideas and comments are well-received by the group, promises to accelerate progress in a still dysfunctional area. It is a wonderful silver lining that technology and the global health crisis have sanitized a lot of the toxic politics and nepotism that corrupt the meritocratic ideal of talent-centric organizations: it is a lot harder to “pretend to work” when nobody sees you or cares about where you are.​5. Talent Geographically Unleashed: The virus isn’t confined by borders, and neither is talent in a virtual world. For years, the model has been the same; when you’re interested in hiring talent, an early question is often “Will you relocate?” On most talent plans around the world, it’s the biggest career-limiting question, as it’s restricted career advancement and company growth for decades. However, in recent years, we have seen an empowerment of skilled talent calling the shots on separating where they choose to live and where they contribute to work. Software developers experienced the earliest shift — the work followed the talent. Then, with record low unemployment in many areas of the world last year, we saw this openness to location expand into other sectors, such as banking and consumer goods.​Technology has now untethered talent from location. Talented individuals with in-demand skills in any sector now realize they can live where they choose and work where they are qualified. And employers now realize they can source “best of” talent from anywhere in the world as long as they have internet connectivity. The idea that workers have to physically move to get a job is gone, along with the costs of relocation. It’s actually quite simple: talented workers want to be free — free from geographic borders, free from physical location expectations, and free from government restrictions. As The Economist estimates, opening borders to free up talent would result in a $78 trillion increase in global GDP: “Labor is the world’s most valuable commodity — yet, thanks to strict immigration regulation, most of it goes to waste.” If technology and cultural organizational changes enable people to do their work from wherever they want, they will set talent free even with current immigration laws and restrictions, countering the recent political trend to slow down globalization in favor of nationalist policies.​***Workplace and workforce have now been separated, while work, home, and school have been brought together. Technology is moving humanity away from the office and back into homes across our nation every day. We are building culture outside of buildings, with work that supports life on a more even playing field, with talent that can come from anywhere. As we look to the future, it’s time to unleash these new way of working for the long-term, with a focus on well-being, equality, and productivity that can work for both employers and employees long after this crisis ends. It’s time to embrace the truly global talent pool that is available to drive growth, regardless of where those people call home.In short, the global talent pool has arrived, and talent is the new global currency… if businesses have the culture, confidence, and technology to tap into it.​*This article was originally posted on Harvard Business Review authored by Becky Frankiewicz and Tomas Chamorro-Premuzic. 

​If you could ask a candidate one question in your next Microsoft Teams interview, what would you ask? Here’s one to think about: Do you play video or computer games? ​You can learn a lot about someone by talking about gaming because people often inhabit the places and cultures depicted within games, much like they would at work. And their favorite games may be a good indicator about which of their soft skills will translate from a screen to IRL.​Globally, one in three people are gamers. But lately, people have been flocking to highly detailed simulated environments in even greater numbers, as the COVID-19 pandemic has left many sheltering in place and yearning for company, albeit online. When inhabiting these domains, landscapes and dusty divots, you learn how they work and see what happens when you make different choices and take different actions. You trace paths, avoid delays, collaborate, construct, learn and solve problems. It’s not the graphics that make video games real; it’s how they mirror our real-world decision making. ​Action-based gamers, for instance, tend to be interested in mastering skills, collaborating and competing as a team, whereas those who play strategy, puzzle and quiz games like StarCraft, Civilization, Pac-Man, Words with Friends or League of Legends may have honed their decision-making, planning, concentration and persistence skills. And video games like Mario Bros. provide incredible learning environments because failure is so easy. Did you fall into the very first lava pit? That’s okay. Players learn to dust off the lava and get back out there. They practice improved anticipation, rehearse better movement and—finally—advance more confidently. The ability to confront failure is a skill that’s invaluable for anyone who needs to make decisions in an endless range of different scenarios. ​Games have defined narratives—a start and an end point. Whether you’re saving the world or defeating ghosts, you have to review and assess your progress and be ready to course correct. You get rewarded for your solutions and for saving and leading others. Best of all, you get to explore the outer edges. As you practice cognitive thinking, you learn to think as an entrepreneur whose survival depends on adapting to change. ​Furthermore, you can adjust for difficulty based on performance, and as learning expands, the play gets harder, requiring more agile thinking and adaptation. ​When you play video games, you are learning how to learn—and learnability is one of the strongest predictors of job success. You also learn how to collaborate, as games are complex social systems where you engage in constructive learning together with your teammates. ​Cognitive skills are critical, and as games become increasingly social, they’re nurturing the need for foresight to be able to predict danger and success. The plot is often predicated on collaboration, with every player bringing their unique skills into the fold. You earn rewards only as teams. ​Of course, gaming is by no means a universal universe with a herd of one-trick ponies. Different video games require different skills. Some require more social perceptiveness. Others require more logical thinking. The questions recruiters might ask themselves are: What skills am I looking for? And where might this candidate have been practicing these skills online? How close are these skills adjacencies to the ones required on the job? Should I hire a Fortnite player with sharp collaboration skills or a Words with Friends Player who’s more practiced in problem-solving? ​The skills gamers acquire on their remote planet or paradise island migrate across worlds, from the game to the workplace, where critical thinking, risk-taking and open collaboration are rewarded. ​In their downtime, tomorrow’s workforce might just be helping themselves make it to the next level in their career. To learn more, download our Game To Work report.

​Workforces are rapidly adapting to a new normal out of necessity—and it could be here to stay.​​Flexible scheduling. Working from home. Collaborating virtually with colleagues. These were all workplace trends on the rise in recent years, as digital natives and a younger generation advanced in their careers. Globally, 40% of people reported that schedule flexibility— especially flexible start and finish times and the ability to work from home—is one of the top three factors when making career decisions, according toManpowerGroup research. Now what once seemed like luxuries or “nice to haves” in jobs are now a necessity in response to the realities of a global pandemic. The global economy is getting a crash course in digital workforce transformation, seemingly overnight. It will be a massive undertaking and difficult transition. But it’s also speeding up trends already underway. Here’s how today’s workforce is adapting and accelerating change. Digital collaboration and conferencingTools like Microsoft Teams, Zoom, Teams, Slack, Sharepoint, Basecamp and more have seen a massive surge in interest as teams work to collaborate on projects, meet in real time and coordinate schedules when not in the same physical space. In some ways, businesses have seen efficiencies grow—people can start collaborating face to face with the push of a button. As digital literacy increases, teams will better be able to determine the best means of communication and choose the most effective channels for collaboration. Leaders stepping into new rolesThe ability for leaders to foster innovation, especially during periods of significant disruption, is critical, with technology playing a major role. In the past, technology was sometimes siloed into the domain of information technology or younger workers. Now everyone must become proficient with technology, including senior leaders. The pace of disruption is accelerating, and it is impacting leaders as much or greater than anyone else in the workplace. For business leaders, embracing digital tools to connect has become crucial. Leaders must have an understanding of the technical skills required to effectively communicate with and transform their team.Rethinking the work scheduleGlobally, workers are doing their job duties remotely as shelter-in-place orders are given to those who are able to stay home. This experiment in massive work-from-home protocol gives businesses an opportunity to rethink their structure. Since digital transformation allows workers to be productive on their own time and location, organizations are seeing the value of productivity over presenteeism. A major shift in the future could be a byproduct of today’s adaptations.   Those who have been at the forefront of the digital revolution for years –– Millennial and Gen Z workers –– are leading the charge and helping others make the leap. But with everyone now needing to work together, the shifts that have been happening could now become the new normal. How prepared is your organization for digital workforce transformation? Take the Digital Evolution Pathway assessment to find out.​​

​Today’s digital workforce looks a lot different than it did a year ago, largely driven by a pandemic that caused organizations to move entire workforces to remote work virtually overnight.In a recent ManpowerGroup webinar, Technology + People = Transformation, Rajesh Gopinathan, CEO & Managing Director of TCS, Tata Consultancy Services, Jonas Prising, Chairman and CEO of ManpowerGroup, and Heather Landy, Executive Editor at Quartz,  shared insights on how the pandemic has accelerated digital transformation, the impact on skills, and how companies can find the best blend of people and technology.Here are 5 ways that the COVID-19 pandemic has ushered in an acceleration of growing disruptive tech trends.Human ingenuity + technology will endureThe pace of how quickly organizations adapted to the pandemic shows the importance of human ingenuity. In many cases, organizations shifted entire workforces to remote work in the span of a week. This was accomplished through sheer resilience and ingenuity, showing that even sophisticated artificial intelligence can’t completely replace the human element. This trend of technology interacting with human capabilities will endure. Although a lot of organizations had the capability of making the shift before the pandemic hit, the crisis initiated the change and made it happen. Organizations going through transformations should remember that it's not about the technology alone, but more importantly about the culture and how you lead and what makes you really make that step change that transforms the organization.Flexible working models for allPrior to the pandemic remote working on a full-time basis was close to 4% to 5% of the workforce.  Today, it’s about 35 - 37% of the workforce with a blending of both the offline and the online worlds likely to continue. Workforces have been able to apply human ingenuity, the ability to adapt very quickly, and combine it with technology that while it was always there, we weren't embracing it to the same degree as now---we continue to do the work and maintain the productivity, but in a completely different way. Although human beings are social creatures that like to congregate, what this pandemic has proven is that organizations can create situations enabled by technology where we can combine work life and personal life in new ways that benefits the individual so that the flexibility is available when workers wanted and when they need it and it also benefits organizations all at the same time.Continuous learning is a mustGrowing reliance on technology will accentuate the polarization of the workforce between those that have the skills and the tools to make this transition and those that don't. The need for companies  to invest in the tools and technologies to up-skill and re-skill their own workforce and create a learning culture within the organization have become even more essential. Many employers are still very unaware of the need to re-skill and up-skill their workforces, critical to growing their talent pool and their human capital in terms of skills and capabilities to execute on business strategies. The gap in training may eventually create a huge turning point in favor of a more scalable re-skilling and up-skilling effort at not only a company level, but also a nationwide level as this situation continues to evolve at such a rapid pace.Strong cultures will winIn a recent Quartz survey, 37% of respondents said that they felt their workplace culture had improved since the start of the pandemic while 15% said they felt that it had deteriorated. Companies that were already at the top of their game culture wise, employees have a favorable impression. The split suggests that building and maintaining good company culture is important, especially when workers are spread out. Organizations that do the right things in terms of increasing the rate of communication, engaging teams, and prioritizing health and safety can emerge from the pandemic with an even stronger culture. As for leadership, organizations tend to move slower with transformational changes than their own frontline talent, so it’s important to create the leadership culture that can successfully navigate today’s complex, fast-changing environment.Trust will dictate transparencyIn the personal space, people have moved a lot in terms of being willing to share information even knowingly. Today’s environment is used to transparency for good or bad, but the trust factor, what institutions individuals trust with that information, is going to determine how workers feel about sharing it. Many of the world's largest companies today are essentially the world's largest companies because individuals provide so much data for free, which is monetized by the companies. It’s how organizations manage the data that will determine how much individuals trust them with it. In the end, it will come down to individual preferences, and the trade-offs they are willing to make — which have to be built on a full understanding of what the data is being used for. Watch the Technology + People = Transformation webinar available on demand for additional insights.

​Employers need to be vigilant to keep their workforce connected and engaged.Businesses facing the COVID-19 crisis are confronting both immediate and long-term challenges for their workforce, including persistent pressures that erode morale over time. Here are ways that businesses can help improve morale when it is needed most in times of uncertainty and crisis. Create mentorship networks Social connection is especially important when workers are scattered across locations. Encourage your team to connect both for personal and professional reasons--a positive step toward supporting mental health. At the same time, it can also provide long-term opportunities, learning pathways and help people think beyond the crisis of the moment. A mentor can help younger employees identify areas for growth and development, and provide a low-stress opportunity to have career conversations. Don’t overlook reverse mentorships, whereby junior, often younger,  employees help more senior ones learn and adapt to new technology. At some point, times of uncertainty will shift back to stability, and at that point having existing mentor relationships to build off of will become even more valuable.  Encourage moments of levity In times of great crisis, leaders might feel it's hard or even inappropriate to be anything other than serious, but allowing for and encouraging moments of positivity and levity is what everyone needs from time to time, as long as it’s authentic and grounded in facts. It’s one of the most obvious factors of job satisfaction, but one of the hardest to get right, and key to creating an employee-centric work environment. This could be in the shape of virtual after work mixers, a business development day, or simply opening up communications channels and encouraging staff to share their news on your intranet or group chat. When staff gets along, they are far more likely to boost each others’ morale. Model and promote kindness Kindness has always been an important leadership trait, but it’s even more business critical in uncertain times that require empathy and understanding. In a survey of 51,836 leaders, a tiny percentage – just one in every 2,000 – were rated at the bottom quartile in terms of likability but in the top quartile in terms of overall leadership effectiveness. Kind and likable leaders will be transformative when their teams need this trait the most. Celebrate small victoriesIt’s easy to get wrapped up in routines and challenges. But even when businesses are at their most stressed – and especially then – it’s important to pause and notice the accomplishments of colleagues. As a bonus, when leaders pay attention to catching their team doing something right, they are less likely to negatively stew over their problems. The positivity will be reflected back on mood and productivity. Improving morale in a difficult environment takes work, but it’s worth it. Slowing down, paying attention to the needs of the team, and taking deliberate actions can help build momentum into a beneficial upward cycle. 

For many of us, a career is primarily a source of financial stability, and we need to get away occasionally to relax and enjoy a holiday with family, friends, or even alone.  ​But is there a way that companies can make time at work as enjoyable as being on holiday? Is it possible to create a workplace that is so engaging that people aren’t working from weekend to weekend and actually look forward to Monday morning? Sound impossible? Read on.  ​It is no secret that an engaged workforce contributes to higher financial returns. Studies have shown that companies with high employee engagement have seen a yearly positive change in operating income of over 15%, compared to companies with low employee engagement where the change is -30%.What is really interesting is that managers account for 70% of variance in employee engagement scores! So, if you are a manager, here are some strategies and tactics on how to create an engaging, career-oriented workplace. If you aren’t a manager, consider sending this article to your boss!​Work as a rewardNothing compares to the feeling of success. When organizations directly link organizational achievements to individual efforts, employees will perceive work as a source of joy. This requires several things. You have to hire and cultivate passionate, dedicated people and you have to set clear goals and performance management metrics for evaluation. When employees are held accountable for results and rewarded for their achievement, engagement levels rise.​Humanize your approachManagers have to build genuine relationships with their staff, recognizing their dreams, fears, hopes, passions, and other emotions. “Put yourself in their shoes” is a cliché but employees love managers who demonstrate empathy and provide help and encouragement when needed. Motivation also rises when employees realize their work serves a larger purpose. However it is not enough to simply remind them of the vision statement.  Instead, share stories about real people whose lives were improved because of your company’s services or products; that will touch employees’ hearts and help them realize their work is needed.  ​Grow togetherWhile organizations rely on their workforce to grow, people also aspire to grow and develop their own careers. In fact, two thirds of individual performance drivers are tied to career conversations. To create a dedicated team of employees, organizations have to ensure that a proper career plan is developed for each individual. People are far more likely to be engaged at their work when they know how they can potentially grow within the company. Moreover, it was found that building on employees’ strengths is much more effective than focusing on fixing weaknesses. People who use their strengths every day are six times more likely to be engaged on the job.​TeamingIn today’s business world, you can hardly find an activity which is done solely by one person. A huge portion of our daily work is about dealing with colleagues. In fact, interactions with colleagues are among the top factors that affect our job satisfaction. It is very important for organizations to establish and support formal, informal, digital and physical communication channels to facilitate cross-level and cross-departmental conversations. Having these conversations can foster common goals and align tactics. By emphasizing shared goals and transparent communications across multiple channels, managers can help employees become truly and happily engaged in today’s collaborative work environment.​CultureIt would be unfair to write this post without mentioning the importance of corporate culture. How can you expect a workforce to be focused and motivated if their environment is toxic, hostile, discouraging, or a combination of all? Creating a people-oriented culture that incorporates humanistic values such as respect, trust, diversity, and—yes—fun, is the foundation that enables all of the strategies listed above to flourish. Such a culture encourages innovation, guarantees safety of experimentation, and reflects corporate values in daily actions. Knowledge sharing is the norm and employees can always find a helping hand when needed. Creating such a culture is not easy, I know, but doing so is a critical step in getting your staff as enthusiastic about their careers as they are about their holidays.

​Is your employee engagement program underperforming? If so, it may be built on surveying practices popularized some 15 years ago that are still followed today at many organizations, even though these methodologies are proven to have limited effectiveness over time.Myth #1 – CensusThis is the idea that every employee should get the exact same survey. A one-size-fits-all design is said to improve efficiency and organizational momentum, while avoiding employee confusion over why people got different sets of questions. There is no academic or real-world proof that this belief is valid and, in fact, just the opposite is true.  There are dozens, if not hundreds, of examples where a more robust design provided enhanced (in quality and quantity) insights. If you have 20,000 employees and I give you a questionnaire of 40 questions, I can, in turn, provide you with insights on only 40 items. A far better design is to craft a core set of 30 to 35 questions and then create an additional 10 to 15 modules of 3 to 5 questions each.  These “modules” can be distributed on a random, geographic, or functional or experiential basis. The average survey is still only 40 questions long – but you and your leaders have now gained insights into 100 different items across the organization.Myth #2 – ConsistencyOr, as I call it, laziness. According to the consistency myth, each new survey has to match the one that went before in order to measure progress and trends reliably. On the face of it, that seems logical. Trouble is, organizations are organic not static entities. Show me a company that hasn’t changed over the course of a year, or doesn’t have new issues to deal with.  You can’t. Your survey instrument needs to change by at least 10% each wave to stay relevant to your current direction, structure, and needs, and enable you to uncover information that will be useful strategically or tactically. Again, optimized design and proper use of modules can achieve this without impacting your core survey.  You need a platform with the speed, agility and flexibility to keep up with the reality of business in the 21st century.Myth #3 – ComparabilityEverybody wants to measure themselves against the next guy and that’s why it’s easy to fall for the myth of comparability. Comparability is founded on the questionable value of benchmarking. The vendor has accumulated a database of companies whose employees have answered the exact same questions (word for word) that your employees are being asked. You are promised that you’ll gain tremendous insights by seeing how your employees stack up against the “industry-wide norm.” However, the companies in such a database are only convenience-based samples and are not representative of an industry or geography. In fact, you will learn little of value because while industries tend to be consistent, organizations exhibit tremendous variability – variability in how the culture operates, what concepts mean, how they do what they do. Convenience-based comparisons based on standardized surveys won’t help you improve. Instead, customizing your questions to your company’s unique culture, situation and needs will help you uncover your organization’s unique strengths and weaknesses to get the insights that enable meaningful change.The three C myths have gained another C-word – credibility – over the years because of the sheer number of organizations that bought into them. But, if we’re honest, we know this outdated approach to employee engagement stalls out over time and provides limited realization of business-wide benefits. A better C-word to describe it would be – common.Instead, I’d like to see companies move towards more enlightened practices that align better to changing business needs … obsess over improvement rather than comparisons … demand as much accountability from senior leaders as from front-line managers … and drive toward targeted actions that leverage organizational strength and remove the barriers to engagement.How about your company? Are you satisfied with your surveying practices? Are there other “myths” when it comes to employee engagement?

If you want to generate some positive energy in your workforce, here are three easy things you can do that can make a difference right away:Use their names.Open every conversation—whether by email, phone or in person – with your employee’s name. Not only does this guarantee his/her attention, it also reminds you that you are talking to a living, breathing person. Too many emails start in mid-sentence, as though speaking at, not to or with, the other person. Even in person, our tendency is to focus on our thoughts about the topic at hand rather than the person with us. This simple form of recognition can make a tremendous difference. It ensures that you not only have the other person’s attention, but that you make a personal connection that results in improved collaboration, respect and trust.Inspect what you expect, and expect the best.One of the vice presidents at a global organization in Minneapolis says that she expects to see courage, collaboration and curiosity in her employees. She goes out looking for these attributes every day and says that not only does she find them, but she supports them with whatever resources she can. Choose characteristics that represent your own or your company’s highest values; then go treasure hunting. In addition to encouraging both employee competency and confidence, you will build a mental library of inspiring stories to use for team building, presentations, and developing talent (including yourself).Talk about what’s going right.Fires and problems always arise, but in most workplaces on most days, the vast majority of what’s happening is that intelligent, competent people are doing their jobs capably and to the best of their ability. At the end of each day or week, review what went well and how you can build on it. Solicit your employees’ insights on what made things go right, not wrong. Regularly value their expertise and honor their contributions to your company’s continued success.​While systemic drivers of disengagement, like bureaucratic processes, antiquated systems or stressed capacity may be out of your control, these three simple ideas will help you build influence and impact where and when it’s needed most and can help you maximize the effectiveness of your team.

​Managing sudden shifts in workforce needs is critical for employers, and the smartest approach is a multi-pronged effort.The economic impact of COVID-19 has sent shockwaves through the global workforce. Some industries have seemingly slowed to a crawl or stalled altogether while other sectors have never been busier and are scrambling to hire, train and redeploy workers. Moving resources where they’re needed most is critical.There is reason to be hopeful that industries can adapt and help workers find new footing. In recent years due to a talent shortage, businesses have been working to tap certain underrated talent communities, including retirees, veterans and previous freelancers, for new roles. History has shown that building new talent communities can be done in a deliberate and effective fashion––now the scale has grown and the timetable compressed. Shift recruiting strategies to virtual Facing social distancing restrictions, many human resources departments don’t have the ability to travel and have in-person career fairs to find and hire the most qualified workers. That’s when recruiters need to shift their strategies to virtual meetings and social media messaging. This has been done before and has been shown to be effective. For example, ManpowerGroup helps Australia’s military recruitment efforts extend to remote corners of the country, literally and virtually, like in social media—where the Defence Jobs Australia Facebook page has over 510K followers. Find untapped work resources During World War II, manufacturing realized they had a huge untapped labor market that represented 50% of the population––women. That’s still relevant today as businesses can benefit from hiring, promoting and leading with women and underrepresented populations in their industries. With a little bit of training and upskilling, these untapped sources can even develop into a highly-skilled workforce. For example, ManpowerGroup and Rockwell Automation teamed up to help veterans upskill and develop into new advanced manufacturing roles.The 12-week bootcamp in industrial manufacturing prepares them for a new career as an automation technician.  Think beyond full time Filling talent needs doesn’t always mean hiring for full-time roles, and a full workforce doesn’t have to consist of all traditional 9-5 workers––especially today. Nearly 9 in 10 workers are open to NextGen work – part-time, contingent, contract, freelance or temporary. Both workers and organizations can turn to flexible employment opportunities, especially as a way to quickly meet and redeploy where work is needed.  Without a doubt, businesses are facing historic challenges in redeploying workforces, with some companies pivoting, adding staff or waiting out the storm. Leaders can also take a measure of comfort in knowing they can take steps to meet demand where it is needed most right now.

​Business IssueA leading provider of IT products and services for the global marketplace experienced challenges recruiting highly specialized workers, including contract and temporary talent. New Zealand is an extremely competitive market with “hard-to-find candidates with the right skills” being a commonly cited challenge. The company, based in Japan, had a decentralized global network for talent acquisition. They relied on recruitment agencies in many regions, but the New Zealand market proved challenging in terms of planning external recruitment spend and margin control. SolutionWith a need for everything from sourcing and interviewing to hiring and onboarding, the company outsourced its entire recruitment process in New Zealand to ManpowerGroup. The team assumed full responsibility for the recruitment of all permanent, contract and temporary staff. Through this partnership, ManpowerGroup deployed an onsite recruiting team focused on contract and permanent hires.The ManpowerGroup team built awareness of available opportunities through strategic marketing campaigns, social media and a partnership between the onsite team and the company’s global marketing and HR functions. ResultsSince the inception of ManpowerGroup’s RPO solution, the client has achieved the following results:External agency spend was reduced by 38 percent.The RPO team fills an average 200 roles annually, of which approximately 125 are permanent.Average time-to-hire has fallen from 96 days to 37.5 days for all permanent hires.Cost-per-permanent-hire was reduced by 34 percent.Cost-per-hire for contract and temporary recruitment was reduced by 28 percent.Multimedia campaigns resulted in a 19 percent increase in jobseeker traffic.

​COVID-19 and the need for safe distancing have accelerated the adoption of remote work arrangements by companies and it is likely to remain an option even after the pandemic is over. With more employees working from home, it has become harder for managers to detect the voice and facial cues of someone who needs support. There can be obvious signs of burn-out, fatigue or lack of engagement that are not picked up due to the lack of face-to-face interactions. Thus, when working remotely, managers and businesses need to be extra vigilant in checking in on team members, and being available with caring for mental health. Recognize the warning signsStress can manifest itself in a number of ways, including decreased satisfaction and commitment, lower productivity, increased personal conflicts, and a desire to disengage and disconnect. Employees may feel like they can’t admit they are burned out because it feels like a personal shortcoming or shows a lack of commitment. To get around this issue, astute managers will pay attention to changes in employees’ attitudes which may indicate a deeper issue. In a remote environment, this may mean explicitly asking employees about their mental state.  This can include, for example, encouraging connections beyond work matters.Take something off their plateHigh performers are high performers for a reason – they take on a lot, and accomplish a lot. But eventually, even the most productive person can reach a breaking point. Recognize any early signs of stress, and relieve your busiest workers of certain roles or duties that can be reassigned. Everyone has a finite amount of hours in the day, and productivity without burnout requires strategic cutting back on the activities that consume energy.Show OptimismIf managers show optimism, their teams will too. As an article in Harvard Business Review shared, optimism is powerful and contagious. Attitude starts at the top and can set the tone for a difficult project or a remote team that needs positive encouragement. Leaders who demonstrate hopefulness and confidence in the future are better able to help their team members find meaning and purpose in work, especially under stressful conditions. Using humour can be a useful mechanism to relieve tension and foster greater commitment from teammates.

The leaders that emerge in today’s crisis will help innovate to solve the problems of tomorrow. In times of uncertainty and turmoil, leadership matters even more because the leader sets the tone for how an organization responds. Businesses need to be guided with a steady and reassuring hand, and yet pivot and be agile when the situation demands it. Grit, persistence and collectiveness are some of the traits of an innovative culture, and they are needed to face some of our biggest problems. As businesses face crisis on a global level, here are a few ways leaders can step up and help to foster an innovative culture when it’s needed most.  Learnability is a must  Learning quickly is more important than ever in times of massive change. Leaders need to have not only a high IQ and EQ, they also need a high learnability. Today’s problems are so complex and multi-faceted that they require learning as fluid situations unfold. Leaders need to be role models by seeking out different experiences, unusual perspectives and by being open to fresh ideas, ever as they foster a culture of learning in their organizations.   Experimentation and communication  When we are in uncharted territory, leaders must also have an understanding of the technical skills required to effectively transform their business in times of change, such as how to suddenly shift to remote work. They should surround themselves with experts and take time to stay informed of the latest trends, challenges and opportunities facing their organization and how to communicate those needs quickly throughout the workforce.    Ability to adapt for the next crisis   Crisis and transformation does not create a once and done situation. Change is dynamic, so agility and continuous adaptation is essential. Feedback is important to informing what steps leaders should take. Leaders need to innovate, experiment and learn fast and support their teams to do the same. Tomorrow’s environment is just beginning.   

​While it’s too early to tell when businesses will reopen or in-office work will resume, the way we picture the ending can tell us a lot about leadership. As we grapple with sobering unemployment numbers and hear of economic woes in nearly every industry, leaders face a balancing act of staying calm and reassuring, while also being realists about the state of their business.The question is what role optimism plays in maintaining the health and productivity of a team. Is the weekly jobs report half-empty or half-full? Positivity improves most aspects of job performance. It’s simply easier to stay productive when you feel a sense of purpose, growth or difference making. And it’s harder to maintain a rosy outlook when it feels like all is lost.Humans are hard-wired for optimism. It seems most people would prefer a distorted view of reality than one that delivers a cold truth. When Jim Carey’s character in Dumb and Dumber asks about his chances for dating Lauren Holly’s character, she gingerly replies that the odds are about one in a million. Her answer makes him ecstatic, exuberantly proclaiming, “so you’re telling me there’s a chance!”Many of us are choosing to see the economy through Jim Carey’s eyes. We believe there will be a “v-shaped” recovery. And there’s reason to believe the changes we’re experiencing during these times will have a lasting positive impact. We’ve wanted flexible working hours. We’ve been yearning to work from home. And now that we have these things, we’re unlikely to let them go.We’re basically biased toward optimism.  As Thai Sharo, a cognitive neuroscientist at University College London, noted, “when it comes to predicting what will happen to us tomorrow, next week, or fifty years from now, we overestimate the likelihood of positive events, and underestimate the likelihood of negative events.” When it comes to seeing how the pandemic will end, our nature compels us to believe that it will all be magnificent. And why not? Reevaluating our conditions of employment in light of rapid change should have a positive effect on society.The optimists among us have pointed out how pollution levels are way down.  The canals of Venice have turned clear. Animals are flourishing in cities. And we’re all suddenly interested in baking bread. When it comes to work, we’re becoming more empathetic, more flexible, and have a newfound appreciation for essential workers. These are all genuine reasons to be optimistic.Even as we’re grappling with insecurity and rapid change, great leaders can empower us with hope. According to Tomas Chamorro-Premuzic, ManpowerGroup’s Chief Talent Scientist, the best business leaders combine internal pessimism (in order to see deficiencies and foresee problems and threats), with optimism (exuding a sense of positivity and nurturing hope in others). To be sure, this feels intuitively better than the reverse: being internally overconfident while projecting external insecurities.The best leaders are the ones rallying their employees to see the best possible outcome. If they work in sports, they’re reminding their employees of how much the world will need them when they come back. If they work in the restaurant business, they’re pointing to the indelible cultural fabric that restaurants provide to our cities and towns. Privately, they’re grappling with the unknowns of whether there will be a baseball or football season, or whether the restaurant customers will be ready when they finally switch on the open sign.No one can see how this will end. But the best leaders enable their teams to see the happiest ending. Their external optimism is encouraging them to strive for that result. Even if the odds are just one in a million. They’re telling them they have a chance.To see more on this topic from Tomas Chamorro-Premuzic, see here.

​How can I make my workplace more inclusive? While culture starts at the top, you can help take steps to make your organization fair, equitable and committed to conscious inclusion.  A diverse workplace is a healthy workplace. It’s everyone’s responsibility – and to everyone’s benefit – to help develop a workplace that is welcoming and inclusive. Here are ways everyone can help move your company forward.   Understand conscious inclusion  Conscious inclusion is the desire, insight and capacity of people to make decisions, do business and to think and act with the conscious intent of practicing inclusion. To that end, ManpowerGroup has a comprehensive survey exploring gender, generational and geographical differences in attitudes towards women in leadership. The report presents seven practical steps to reach the tipping point where women will accelerate into leadership roles. While leaders are responsible for implementing ways to support inclusive leadership, everyone in the organization can educate themselves with the principles, discussions and benefits of conscious inclusion.   Be a coach and a mentor  If you’re making your way up the ladder, it’s important to look around to see who else you can assist. One way of supporting others is to provide coaching and mentoring. Where can you give back? It is important to identify which topics require mentoring support and which require coaching. Mentors typically have specific expertise in the area in which the mentee requires support. If you have an area where you can help others, you can help the organization thrive and become more inclusive.   Plan for the future  Over time, all organizations will become more diverse. By 2050, there will be no racial or ethnic majority in the United States—diversity will be the norm. Talent—in all its diversity—is the most potent competitive differentiator. If you want your organization to be competitive 20 years from now, start thinking about how you can contribute to its inclusive culture through mentorship programs, hiring beyond traditional talent pools and widening your network.   If you are thinking about how you can contribute to an inclusive workplace, you have already taken an important first step. From there, taking action and working with others can make the goal a reality. And when an organization can innovate with multiple perspective, everyone wins.  

Welcome to the era of the millennial workforce. While this generation has been rising up the ranks, a new report from LinkedIn shows that millennials are projected to fare the best in the job market over the coming years.   Three-quarters of 2,406 U.S. hiring managers surveyed said they plan to focus recruiting efforts on millennials over the next five years, according to the report. Millennials include those born approximately between the years of 1980s to 1997, which puts them prime into some of their most productive working years.   The millennial workforce contributions also make sense in the context of their place in the global market. Millennials and Gen Zers make up roughly half the world’s population as 10,000 baby boomers retire each day, reports USA Today.   So what do millennials want? According to ManpowerGroup research, both women and men want flexible, meaningful and challenging work. They understand they have a career ultramarathon ahead of them and want to achieve balance for the long run. For women, to pursue challenging work, it must come with flexibility. They continue to do most of the emotional labor and unpaid work at home – balancing work around commitments.  ​As employers face a continued global skills shortage, millennials share in the following advantages as well as their preferences when seeking to develop their careers.   Flexibility in work arrangements  Today’s way of working may not be how tomorrow’s generation operates. According to a ManpowerGroup survey, a growing number of people are opting for alternative models over full-time permanent roles. Part-time, contingent, contract, temporary, freelance, independent contractor, on-demand online are all on the rise. This affords businesses the choice, flexibility and alternative ways of working that build resilience for less predictable futures. Younger millennials, in particular, are seeking out gig work.   Positivity and optimism  According to ManpowerGroup’s Millennial Careers: 2020 Vision report, millennials are remarkably upbeat about their careers. Two-thirds are optimistic about their immediate job prospects. Sixty-two percent are confident that if they lost their main source of income tomorrow they could find equally good or better work within three months. The majority of millennials globally see a promising future and successful careers ahead. They are the can-do, will-do generation.   Growing into new roles  Research shows that rather than having one job for life, millennials are focused on continuous skills development. Millennial talent provides organizations with employee traits like learnability and curiosity rather than a narrow set of defined “job skills.” According to Lory Antonucci, M.Ed., GPHR, Executive Talent Management Consultant for ManpowerGroup, while roles may also be actual positions (and someone’s job), they are first and foremost a combination of needed and valued skills, knowledge and outputs. Roles are about adapting to change now and in the future.  ​As we enter a new decade, both employers and job seekers will have to adopt new ways of thinking about careers. With both experience and youth on their side, millennials are in a great position to capitalize and make the most of the 2020s –– on their own terms.

The impact of the Covid-19 health crisis and lock down continues to present unparalleled challenges, including rising unemployment in many markets.   ​To prepare for a safe return to work and to restart economies around the world, ManpowerGroup has formed a HR services industry alliance and with that will make a vital contribution to helping people return safely and enabling companies adapt to the new normal. ​In a new paper, “Safely Back to Work in the New Normal”, the industry - which is the world’s largest private sector employer - calls for employers, trade unions, and NGOs to collaborate and for governments to support, stimulate and endorse these efforts.  ​Download Report​​

​As the date draws closer to 1st June 2020, preparing for the gradual re-opening of businesses after the end of the circuit breaker is top of mind for many employers. Most organizations are now at a critical juncture as they navigate a phased shift from remote work to restart operations and support their people to return to the workplace, while working within the requirements of the new physical distancing economy. Although the re-opening of workplaces differs by industry, we know that it will take large-scale cooperation and alliances to prepare. That’s why ManpowerGroup has forged a key partnership between other HR industry leaders to help companies plan a safe return to work. This week we co-published an industry report, “A Practical Guide to a Safe Restart: Best Practices for Organizations”, and call upon employers, trade unions and NGOs to join us, too. Organizations of all types and sizes can use this report to identify and apply best practices that will get them up and running in a safe, healthy and productive way. Download Report ​​​

​Remote working has become the new normal in the wake of COVID-19. How can employers support their remote employees from afar during this period? ​Despite having been around for years, not many employers offer remote work as an option. Many employers were thus unprepared for the transition to telecommuting when governments around the world enforced stay-home policies to curb the spread of COVID-19 within the communities. ​​With most businesses closed, these are challenging times for both employers and employees. Day care centers for children and seniors are closed and living at home with both children and elderly family members to care for can be taxing for working individuals. . ​Here are ways employers can support employees working to care for themselves and their dependents during the COVID-19 outbreak: ​Provide flexibility ​With kids at home and other personal commitments demanding for attention, staying focused while working from home can be challenging for employees. Employers have to recognize that employees, regardless of their gender or marital status, can be parents or caregivers. During this period, employers can support employees by allowing them the flexibility to arrange their work around their other personal commitments. For example, letting employees arrange video meetings during their children’s nap times. ​​Communicate your expectations ​Many workers are telecommuting for the first time ever and may feel lost or uneasy with the new mode of work. Moreover, working at home has blurred the lines between work and personal life, and some employees may not know when to switch off. Leaders need to communicate their expectations to employees clearly and let them know how their performance will be measured during this period to help them understand what needs to be done. Also, when setting expectations for employees, be realistic and take into consideration various life factors that could affect employees’ productivity. For instance, the Internet speed might be slower at home as family members will be accessing it to do work or home-based learning. ​Focus on output rather than screen time Similar to presenteeism at work, employees’ screen time does not equate to productivity. Don’t insist that employees have to be at their screens from 9 to 6. Leverage on the flexibility that remote working gives and let employees work at timings when they are most productive. For instance, let an employee take a longer lunch break so that they can cook lunch for their family. The employee can make up for the additional time away by working at a time when they are better able to concentrate, such as when their dependents are asleep. Free from distractions, the employee may be able to produce better quality work or get more things done than usual, benefiting the employer. ​Check-in on employees regularly It is more important than ever to connect with employees personally now that opportunities to interact at the workplace are gone. Besides team meetings, employers can also make use of video conference technology to organize virtual team events where employees gather to mingle online. Employees’ children can also be invited to participate as well, which can help young children understand that their parents are working at home even though they are not at the office. ​Employers can also connect with their workers on a personal level by having one-on-one video calls with employees. During the call, check in on their conditions and if they have any concern that they would like to share. Lend them a listening ear when needed as some may have no outlets to turn to for stress relief. This is a difficult period for many and showing empathy and support can go a long way in helping employees stay engaged and motivated. ​ Create a support group for employees in the same situation Employers can create an online platform for employees with the same situation to seek advice and share resources. For example, employers can create a group chat in communication apps for working parents where employees can share resources for home based learning, activities that parents can do with their children or seek advice from each other for parenting issues. ​With remote working becoming the new norm for now, employers have to rethink the way they manage employees and keep them engaged and focused during this challenging time. View working from home as an opportunity to discover new (and even better) ways to engage employees rather than a disruption to business as usual. Show employees that you care about them and they will reciprocate in turn.

​Global Best Practices for Getting Back to Work: #SmartRestart #PeopleFirst  As countries around the world begin to relax lockdowns, lift restrictions and plan for a return to some kind of new normal, it’s refreshing to be looking ahead to restarting our economies and reopening our workplaces. Already there are lessons to be learned from early waves from South Korea and Singapore, and now the Nordics, Spain, Italy and others planning how to ease thousands of workers safely back to work in the coming weeks.  While we scrutinize the impact of this health crisis on GDP, digest the reams of data and look ahead to formulate scenarios to minimize damage to our economies and businesses, it’s imperative we remember this crisis is all about people – about how people behave, how people react and how they respond in times of crisis.  The question we should be asking is not how speedy, how soon or how stringent a lockdown or lifting of restrictions should be; more, how do we encourage individuals to act on the information available and change their behavior accordingly?  For example, while restaurants remain open in Sweden, business is down 80% - because adherence to public advice is incredibly high. The focus on not alarming the population yet creating the culture and conditions that encourage people to take the right steps is one of the most important determiners of how we will emerge from this crisis.  Employers have a significant role to play with 3.3bn people at work every day. When we talk about how to reopen the economy, understanding that customers and employees want to feel reassured requires data and insight to build trust and instill confidence for a strong, smart restart. As a global organization operating across more than 75 countries, here’s what we can learn from those countries first impacted, first emerging: Testing, tracing and technology is key. Just as tech bridged the way almost overnight to remote working, it will also help bridge society back to reopening. Data is strengthening our response to the pandemic and the fast deployment of contact-tracing and self-diagnosis apps are helping containment.  In Singapore, a contact-tracing app that requires users to opt-in and share data, is already proving that many prefer the confidence of knowing and minimizing health risks. It also helps ensuring individuals at risk follow the quarantine rules. Widespread availability of testing is critical too.  Spain may prove to be one of the hardest hit countries in Europe, yet this week a partial release of lockdown allowed 300 000 workers who couldn’t do their jobs remotely return safely to work thanks to distribution of over one million testing kits, and 10 million masks provided at subway stations. What we can also be confident of: people will not return to productive employment if it’s perceived as a risk to their health and to the health of their loved ones. Communication, Communication, Communication. Openness and honesty remains key, and it works both ways. The best employers are carrying out pulse surveys, asking people what works for them, what they expect from their employer and how they can do more to help. Others - like airlines – are asking customers what will make them feel comfortable to fly again. In South Korea the government launched a campaign to educate people that testing at a national scale was key to containment. They established a call center to keep people informed, introduced an app to assist self-diagnosis and tracing, and wearing masks in public was universally adopted. Clear communication focused on data and insight has undoubtedly saved lives and allowed people to work safely and confidently. We cannot simply flip the switch.We cannot go from ‘off’ to ‘on’ with the current situation. There will be no universal return date for all. Countries ahead of the curve are orchestrating a phased approach prioritizing health and containment. Employers must provide clear guidance so people understand the rationale around returning. Gatherings at work and outside will be controlled. Workers who can work remote will likely stay home. Shifts will be staggered to allow for physical distancing, deep cleaning will happen between shifts and protective materials will be available to workers. Temperature-taking and virus-testing will continue in order to contain the virus, reduce anxiety around inevitable, controlled flare-ups and heighten worker confidence.  Partnerships and collaboration counts.Reopening the economy will require large-scale cooperation and alliances -- public and private, international and domestic. That’s why we are proud to join together with HR Industry Leaders and call for employers, trade unions, and NGOs to join us, too. We know this collaborative model works. Countries around the world are beginning to minimize disruption with a collective will to defeat the virus. In South Korea the public and private sectors are coming together quickly and efficiently, seamlessly merging data to identify new cases and isolate their spread, resulting in raised awareness and socially responsible behavior.  Acknowledge we will return to the future, not the past. Now is the time to embrace a shared vision of tomorrow. The sudden transformation of how we do business is going to have a lasting effect. Some of these changes are closer to what workers wanted all along. For years we’ve heard the growing chorus of calls for more flexibility, for remote working. Trust is now being required of both sides - to balance well being, productivity and independence.  And for those who remained on the job – the essential workers who have served us in hospitals, grocery stores and delivery centers – their service must remain valued and rightly rewarded long after the shut-down ends. Work is something that largely defines the human experience. If we remain strong, resilient and well-positioned to support our colleagues, customers and communities we can all be safely back to work - however that manifests itself in the next normal. Employers must be a part of the solution and put the well being of their people at the heart of what they do, protect lives and livelihoods.  After all, we’re all in this together. ​This article is written by Jonas Prising, Chairman & CEO of ManpowerGroup. The original article was published on LinkedIn.

​The coronavirus outbreak has triggered an accelerated trial run for remote work at a previously unthinkable scale. What we learn in the next few months could help shape the future of work and drive innovation across a range of business functions and industries. However, while much of the focus has been on whether technology and infrastructure can handle the surge in demand, what’s often not considered are the communication nuances crucial to productivity.The digital era has ushered in a revolution in communication that’s equivalent to the one surrounding the invention of the printing press. It’s changing how we speak — often in bullet points. And it’s affecting what we hear, as the jumble of information coming at us can lead to frequent misunderstandings and confusion.​People who work on remote teams face these challenges consistently. According to recent estimates from Gallup and the Bureau of Labor Statistics, 22% of Americans work from home, while nearly 50% are involved with remote or virtual team work. This continuing shift calls for a new range of behaviors and skills.​Why do remote teams demand new collaboration skills? What’s missing from our texts, emails, conference calls, and other digital communications? Body language. Even when we’re co-located, the tone of a text or the formality of an email is left wide open to interpretation, to the point that even our closest friends get confused. These misinterpretations create an anxiety that can become costly, affecting morale, engagement, productivity, and innovation.Remote communication can distort the normal pace of our conversations. The delay between our messages can often postpone or hide emotional reactions to our comments. How many times have you written an email and, immediately after hitting send, felt concerned about how it would land? Would your boss see your late-night email and consider it to be an intrusion on their private time? Would they tell you if it was? While we may have become used to these types of asynchronous interactions, they can still conflict with our normal rules for social interaction. Lacking an immediate response, we can become distracted, second-guess ourselves, or even grow frustrated with our teams.To perform at the highest levels, remote teams have to find new and better ways to operate First, consider that there are three kinds of distance in remote collaboration: physical (place and time), operational (team size, bandwidth and skill levels) and affinity (values, trust, and interdependency). The best way for managers to drive team performance is by focusing on reducing affinity distance. Try switching most remote communication to regular video calls, which are a much better vehicle for establishing rapport and creating empathy than either e-mails or voice calls. And design virtual team-building rituals that give people the opportunity to interact regularly and experience their collaboration skills in action.When remote teams communicate well and leverage their strengths, they can actually gain an advantage over co-located teams. Here are some best practices to master. Don’t conflate brief communications and clear communications: In our efforts to be efficient, we sometimes use fewer words to communicate. But such brevity can mean that the rest of the team wastes time trying to interpret your messages (and then misinterpret them anyway). Don’t assume that others understand your cues and shorthand. Spend the time to communicate with the intention of being ultra clear, no matter the medium. Indeed, you can never be too clear, but it is too easy to be less clear than you should.Don’t bombard your team with messages: Do you follow up on a task by email, text and phone? Do you tend to ask people if they got your previous message? Abusing those access points can be a form of digital dominance, a relentless and uncomfortable form of harassment. The medium you choose creates different demands on the time of the receiver. Using all of them for the same messageis ineffective (as well as annoying). Choose your digital volume wisely.Establish communication norms: Remote teams need to create new norms that establish clarity in communication. Companies such as Merck have created acronyms for their digital communications like “Four Hour Response (4HR)” and “No Need to Respond (NNTR)” that bring predictability and certainty to virtual conversations. Individual teams can also establish their own norms — e.g., to use or not use Teams, Slack, Google Docs, or WhatsApp groups. And norms can also exist on an individual level, such as people’s preferred response time, writing style and tone. For example, some individuals prefer short and quick messages, while others favor lengthy and detailed responses; people also differ in their preference and tolerance for humor and informality.While we often tend to regard human predictability as a defect, few qualities are more sought-after at work, especially in virtual collaborations. We are all unique, but our consistent behaviors help others predict what we do and, in turn, help them to understand us — we all benefit from being understood. You can make that easier for others by establishing a clear personal etiquette and sticking to it consistently.See the hidden opportunities in written communications: Being behind a screen can create new opportunities for certain team members, making space for those who might be less inclined to speak out in groups. Text-based communication places less importance on interpersonal skills and physical appearance, offering an effective way to share power and decision-making. Research shows that introverted individuals are less inhibited in online versus offline interactions. However, you need to watch out for virtual unconscious bias, where punctuation, grammar and word choice might reveal prejudiced attitudes towards certain groups.Create intentional space for celebration: Old school birthday cakes are still important for remote teams. Creating virtual spaces and rituals for celebrations and socializing can strengthen relationships and lay the foundation for future collaboration. Find ways to shorten the affinity distance. One company we worked with celebrated new talent by creating a personal emoji for each employee who had been there for six months. You can find your own unique way to create team spaces for social connection. How you do it is less important than whether you do. As more and more of our interactions happen digitally, we will continue to experience new forms of miscommunication and misunderstanding. The solution will not come from new technologies (although, no doubt, developers will keep trying to bridge that gap). Instead, the solution is in understanding the new rules of engagement; in building a communication skill set that reflects the demands of our digitally-driven age.

​As the World Health Organization declared the coronavirus a global pandemic, employers need to take extra precautions to ensure the safety of their employees, as well as providing transparent and regular updates related to the business and virus. Critical to this process is the role played by the Contingency Manager – an individual who can take steps to manage this evolving situation to keep employees safe, while ensuring continued delivery of business operations. Their role should include: Actively monitor development of the virus outbreak and work with management to disseminate messages to employees with clear instructions of when measures need to be activated.Educate employees on the latest available information. Brief them on the need for infection control measures and the preventive procedures that have been set in place. Educate employees on the different types of thermometers, such as oral and ear thermometer, and the proper way of using them.Collate updated contact information of all employees, i.e. home address/home telephone number/mobile phone number. Make sure all employees have contact numbers of Contingency Manager/Assistant Contingency Manager*. Employees are to contact the Contingency Manager if they are admitted to hospital with suspected infections for contact tracing purposes.Ensure that the company has appointed at least one designated Point of Contact (POC), who will be responsible for liaising with the local government agency during activation of contact tracing processes at the workplace.Check local government websites daily for updated advisories (e.g. travel advisories) and update employees accordingly.Ensure that employees who have travelled to affected areas are quarantined for a sufficient number of days, as advised. Check on employees’ health by phone or email during his/her absence from work.Appoint employee to keep quarantined employees informed of events in office.Ensure that the workplace has adequate supplies of tissue paper/hand towels, disinfectants and masks.Brief employees on personal hygiene measures:Wash hands regularly and thoroughly with soap and waterSneezing and coughing should be done onto tissue paper which should be carefully disposedAvoid sharing of cups, cutlery, etcBefore and after preparing foodAfter going to the toiletBefore and after eatingAfter coughing and sneezingAfter removing personal protective equipment like mask and disposable glovesAvoid physical contact such as shaking handsPut up notices in washrooms on proper hand washing techniquesEnsure common areas e.g. pantries, washrooms, meeting rooms are disinfected daily. Liaise with cleaning employees/contractors on thisDesignate a room/area in the office with nearby toilet facilities as the isolation room/area for the employee(s) with fever to use. Identify the isolation route (a route that is not commonly used by employees/visitors) that leads to an area where the employees with fever can be brought to the flu clinic/hospitalIdentify hospital/clinics that employees with fever can be brought toWhere advised by government agency, carry out symptom or temperature monitoring of employees. If temperature monitoring is instituted, ensure employees measure their temperature twice daily*Note: Depending on the employee strength of your company and the size of your company’s premises, an Assistant Contingency Manager should be appointed as a backup to cover the duties of the Contingency Manager. ​

As COVID-19 continues to impact governments, businesses and communities around the world, it has never been truer that a resilient organization needs to plan for uncertainty and be built for change. In these emergency situations, business continuity planning must be outlined in a Business Contingency Plan - a process that identifies potential risks and scenarios and provides operational solutions. Establish Local Business Continuity Plan TeamThis can be a small team to start with that can be expanded with pre-identified, named people. Representatives from HR and the business should be included.Set clear objectives for the team and delegate areas of responsibility.This team should specifically be made aware of what they are expected to do in case any of our people are impacted.Cover Each Business Unit / Site Office When You Develop Your Contingency StrategiesIdentify critical aspects that may be affected.Develop interim mitigating/recovery guidelines and procedures for business unit operation for maintaining/resuming to normal situation if abnormality arise.Identify backup resource as and where required.Establish Communication ProtocolOutline a call tree system (emergency contacts list, staff telephone no., management contacts, government contacts etc.).Decide who should communicate what to whom and at what frequency (to staff, associates, clients and other stake holders).Keep in mind that all communication should be factual and do consider carefully how any message that you plan to communicate can be understood in the minds of the receiversWork With Building ManagementWhere relevant, clarify with the office Building Management Company the emergency procedures they have (e.g. emergency contact, additional clean down, taxi arrangement etc.).Discuss the expectation for special hygienic practices with the Building Management Company.People FirstRegular reminder to all staff about preventive/mitigating actions that everyone can take such as personal hygiene etc.Request Declaration for Health Status (both for the staff and their family members).Study work from home / remote office / operations feasibility and develop relevant procedures (e.g. information security). Update family emergency contacts.Encourage staff members to take regular temperature checks before going to the office and remain at home in case of fever.Consider not having all leadership being located in the same physical office in case of an outbreak. Develop plans in case virus is confirmed among staff where you should consider the following:When you make your plans, consider different scenarios of severity and plan for minimum or no interruption of operations due to the actions you’re taking.Ensure that your technology infrastructure aligns with you plans.If the staff member has been confirmed no return to the office is allowed, even if it relates to pick-ing up personal things, and the staff member should immediately be put into quarantine.Seek to map out who the staff member in question has interacted with during the last two weeks, prior to being confirmed with the virus. Depending on length and time of interaction, consider who else should be put in quarantine/work from home or remain in the office but being observed for developing symptoms in the coming weeks.Regular CommunicationsRegularly update internal and external audiences on the latest guidelines and business continuity plans.Periodically review, amend if needed and refine your plan as required for change in status of the virus spread or other reasons.​

​#1 Embrace New Ways of Working Leverage smart tools and tech which level the playing field for all workers – not just those who were equipped to work remote anyway. Enable collaboration but also ensure data security and privacy by explaining to workers that everyone is responsible for protecting data, while initiating practices and procedures that will strengthen data security within a business. Focus on output, not online presenteeism. Too much emphasis is placed on ‘being seen’ as a proxy for how committed an online worker is to an organization. Ensure clear output targets are set as the measure, rather than being hung-up on specific hours.Create structure for remote teams via scheduled meetings and informal checkins, boosting engagement as workers will feel included and clearly understand the value of their daily output. Find online expressions for your culture. Create a virtual water cooler (e.g. culturally dedicated Slack channels) where employees can run into each other and play out their personal and human sides. Think long-term. The reaction to COVID-19 will leave behind a legacy on which to build a way of working closer to the needs of people, proving that we are capable of overcoming physical barriers.Think of remote work as not a challenge to overcome but a business advantage to achieve. By not tying work to a physical location we democratize opportunity and open-up a world of new possibilities. #2 Prioritize Strong Leadership Remember prepared and responsible leadership is critical to react promptly and competently in a time of crisis Lead by example. Leaders should be visible in online tools and channels, communicating proactively and engaging in timely conversations where they are happening. Trust teams to be more autonomous but with processes, responsibilities and clearly defined roles to measure results and readjust behavior Consider how new ways of working and getting work done can contribute to industry transformation, redesigning business models and diversifying supplyRemember a good contingency plan is just the start to creating the basis necessary to seize the opportunities to rethink your company and its leadership in a context of great transformation imposed by the crisis.#3 Stay Focused On Reskilling And UpskillingHelp people learn, apply and adapt to new roles and new ways of workingGet ready for more training to move digital. Webinars and online tutorials “solve” the theme of co-presence. Quizzes and tests allow companies to verify learning and keep the engagement curve high.Create a culture that enables people to nurture their learnability and continually update their skills. The Skills Revolution we predicted is here and it’s happening now, ensuring people re-skill and upskill is how companies will stay competitive and people will be motivated and engaged, bringing value for the long-term.