Organisations must navigate new directions in today’s world of work. Demographic, technological, and economic shifts have transformed the employment landscape – and the rules of work have been rewritten.

Skilled talent are rejecting traditional corporate pathways in favour of managing their own careers, on their own terms. It’s a new reality, where

in-demand talent is firmly in the driving seat.

Forward-thinking organisations of the future recognise the need to distinguish their talent strategy from that of their competition. They acknowledge the necessity to position themselves as an employer of choice, to foster an engaged culture of development and to accelerate performance by exploring untapped talent pools.

Keeping pace with the dramatic trends impacting today’s world of work involves developing talent and HR strategies that will secure an energised and flexible workforce for the long-term.

Turn challenges into opportunities, and learn how ManpowerGroup can add new energy to your workforce practices in The Human Age.

A C C E L E R A T I N G B U S I N E S S G R O W T H4 th EDITION WINTER 2016

An Energised Workforce is Humanly Possible

PLUS: FUTURE-PROOFING THE WORKFORCE p10, 11 STREAMLINED CONTINGENT WORKFORCE PROCESSES p12 SHAPING THE CONVERSATION AROUND CRITICAL GLOBAL CHALLENGES p15

Effective leadership starts with simplicity

p8, 9p7

Addressing critical talent needs across the world of workp4, 5

Looking back at our 60 year history in the UKp3

Enhancing Thomson Reuters’ talent acquisition strategy

2 3ManpowerGroup The Human Age manpowergroup.co.uk

At +7%, the Net Employment Outlook for the first quarter of 2016 has

jumped two percentage points compared to the end of 2015.

The Manpower Employment Outlook Survey is based on responses from

2,102 UK employers. It asks whether employers intend to hire additional

workers or reduce the size of their workforce in the coming quarter. It is

the most comprehensive, forward-looking employment survey of its kind

and is used as a key economic statistic by both the Bank of England and

the UK Government.

The upbeat national picture is being fueled by Britain’s booming business

and finance services sector, and high tech areas such as cyber security.

Recent high profile data breaches have created a surge in demand for

cyber security experts.

Mark Cahill, ManpowerGroup UK and Ireland Managing Director, said:

“There are millions of cyber-attacks every day with a total cost to the

global economy of up to $575 billion a year. Companies have to invest

heavily to protect themselves and they now believe that cyber breaches

are inevitable, with their focus moving to responding to attacks rather than

just prevention.

“The UK Government recently announced that it would increase spending

on cyber security to nearly £2 billion by 2020. Although this will include

improving the level of teaching cyber skills at schools that will equip

the next generation with the right skillset, there is a pressing demand

right now.

“The shortage of people with the required skills means salaries for this

new breed of specialists are vast. Some individuals can command daily

rates in excess of £3,000, and some top cyber security specialists can

even earn five-figure sums daily. With the potential risk to companies so

significant and no signs of demand falling, those sky high salaries look set

to continue.”

UNCERTAINTIES AHEAD

Despite the positive national picture in Q1 2016, employers face significant

uncertainties later in the year ahead.

Mark continues: “The introduction of the National Living Wage in April

2016 is set to send shockwaves through the UK jobs market, especially in

generally lower paid sectors such as retail, hospitality and social care.

“Many employers are still working out how much the national living wage

will cost them – and how they are going to pay for it – and the picture that will emerge over the coming months may not be all rosy. This is combined with looming uncertainty over the timing and outcome of Britain’s EU referendum.

“The General Election had the effect of pausing the uptick in employment in April and early May and ManpowerGroup expects referendum uncertainty to have an even more dramatic impact.”

GLOBAL RECOVERY

Of the nearly 59,000 employers interviewed across 42 countries and territories as part of the Manpower Employment Outlook Survey, employers anticipate an increase in staffing levels in 39 countries.

Commenting on the global outlook, Jonas Prising, ManpowerGroup CEO, said: “Economic growth expectations have come down in some global markets, but in many cases are consistent with hiring outlooks last year.

“The strength of the global recovery will continue to be uneven, particularly for some countries in Asia, Latin America and Europe. Companies we speak with intend to make their organisations more agile and able to deliver value in shorter timeframes, as they adjust to cycles or disruptive changes within their industries.”

39 COUNTRIES EXPECT STAFFING LEVELS TO INCREASE

Hiring intentions improved in 23 of 42 countries and territories

when compared to Q4 2015

However 13 countries and territories report that their hiring

intentions have declined

INDIA +42%

TAIWAN +29%

JAPAN +23%

TURKEY +19%

USA +17%

FRANCE -1%

FINLAND -6%

BRAZIL -13%

+7%Seasonally adjusted

Net Employment Outlook across the UK

UK SPOTLIGHT

Most positive hiring intentions

Least optimistic about hiring

2,102 UK employers were interviewed about their hiring plans for the beginning of 2016.

YORKSHIRE &HUMBERSIDE

NORTHERNIRELAND

SOUTH EAST

NORTH WESTSectors reporting the most positive hiring

intentions for Q1 2016:

Finance & Business Services

Transport, Storage & Comms

Sectors reporting the weakest hiring

intentions for Q1 2016:

Construction

Agriculture,Forestry & Fishing

The Net Employment Outlook is calculated by the percentage of employers expecting to increase headcount minus those expecting to decrease headcount. Seasonal adjustments are applied to research data to remove employment fluctuations that normally occur at the same time each year, such as the end of a school term or a change in season.

WHERE THE JOBS AREQ1 2016

UK jobs market begins 2016 on a high2016 has begun with UK employers more optimistic than at any time in 2015, according to the latest Manpower Employment Outlook Survey.

We’ve all heard it said time and time again – the world of work is in a constant state of flux. And looking back over the 60 years that we have operated in the UK, we can confirm that the workforce has changed markedly.

In the last few years alone, we’ve seen technology shortening the life cycle of skills; and the workplace splitting between those with in-demand skills versus those who don’t.

What the last six decades have taught us, is that understanding what talent will be needed – where, when, and at what cost – really is key to business success. Otherwise ambitious business plans will risk falling short, because the skills required to implement change may not be available.

We know this, because the world of work hasn’t just changed around us – we’ve pioneered it.

ManpowerGroup started with a single Manpower office in Milwaukee, Wisconsin in 1948, as a temporary staffing service – perhaps the first business of its kind.

It was simple – our founders, attorneys Elmer Winter and Aaron Scheinfeld needed a typist to help them meet a project deadline,

but they were unable to find a substitute on a temporary basis. They realised there was a market for a temporary recruitment agency – and

our company was born.

We’ve been breaking down barriers ever since – from becoming the first

recruitment company to go international when we opened our central London office in 1956; to providing women with a bridge to employment through our ‘white gloves’ campaign in the 1960s, a time when it was uncommon to see women in the workplace.

THE GLOBAL LEADER IN INNOVATIVE WORKFORCE SOLUTIONS

From that one office in Milwaukee, ManpowerGroup has grown into a $20 billlion family of brands – ManpowerGroup Solutions, Experis, Manpower and Right Management.

Each year we place over 3.4 million people into jobs with nearly 400,000 of our clients across the world. We’re market leaders – ManpowerGroup Solutions is the World’s Largest Recruitment Process Outsourcing (RPO) provider according to Nelson Hall; it’s the Top Performing Managed Service Provider (MSP) and the Global RPO Leader according to Everest Group; and Experis is the largest IT recruitment specialist in Europe.

Not only that, but ManpowerGroup has also been named as one of the

World’s Most Ethical Companies for the fifth consecutive year and one of Fortune’s Most Admired Companies – confirming our position as the most trusted and admired brand in the industry.

We got here thanks to the passion and dedication of our people – in the UK and Ireland, and in all four corners of the world. Our people drive us forward every day, by being rightfully proud that because of the work we do, businesses grow, communities thrive, and lives change.

In our ever-changing world of work, we believe that accessing talent is what’s going to make companies successful. Yet, we consistently see the speed of change make it challenging for businesses to keep up with needed skills – from both an individual and company perspective.

In the 60th anniversary year since we opened that first Manpower office in the UK, I’m proud that ManpowerGroup UK and Ireland is there to provide the support and strategic agility organisations require to optimise business performance.

We look forward to continuing our journey with you. Here’s to the next 60 years.

Mark Cahill, Managing Director of ManpowerGroup UK and Ireland

See the full Q1 2016 Manpower Employment Outlook Survey results at: manpowergroup.co.uk/meos

Celebrating 60 years in the UKGLOBAL HIRING INTENTIONS58,329 employers in 42 countries and territories were interviewed about their hiring intentions for Q1 2016

2 3ManpowerGroup The Human Age manpowergroup.co.uk

At +7%, the Net Employment Outlook for the first quarter of 2016 has

jumped two percentage points compared to the end of 2015.

The Manpower Employment Outlook Survey is based on responses from

2,102 UK employers. It asks whether employers intend to hire additional

workers or reduce the size of their workforce in the coming quarter. It is

the most comprehensive, forward-looking employment survey of its kind

and is used as a key economic statistic by both the Bank of England and

the UK Government.

The upbeat national picture is being fueled by Britain’s booming business

and finance services sector, and high tech areas such as cyber security.

Recent high profile data breaches have created a surge in demand for

cyber security experts.

Mark Cahill, ManpowerGroup UK and Ireland Managing Director, said:

“There are millions of cyber-attacks every day with a total cost to the

global economy of up to $575 billion a year. Companies have to invest

heavily to protect themselves and they now believe that cyber breaches

are inevitable, with their focus moving to responding to attacks rather than

just prevention.

“The UK Government recently announced that it would increase spending

on cyber security to nearly £2 billion by 2020. Although this will include

improving the level of teaching cyber skills at schools that will equip

the next generation with the right skillset, there is a pressing demand

right now.

“The shortage of people with the required skills means salaries for this

new breed of specialists are vast. Some individuals can command daily

rates in excess of £3,000, and some top cyber security specialists can

even earn five-figure sums daily. With the potential risk to companies so

significant and no signs of demand falling, those sky high salaries look set

to continue.”

UNCERTAINTIES AHEAD

Despite the positive national picture in Q1 2016, employers face significant

uncertainties later in the year ahead.

Mark continues: “The introduction of the National Living Wage in April

2016 is set to send shockwaves through the UK jobs market, especially in

generally lower paid sectors such as retail, hospitality and social care.

“Many employers are still working out how much the national living wage

will cost them – and how they are going to pay for it – and the picture that will emerge over the coming months may not be all rosy. This is combined with looming uncertainty over the timing and outcome of Britain’s EU referendum.

“The General Election had the effect of pausing the uptick in employment in April and early May and ManpowerGroup expects referendum uncertainty to have an even more dramatic impact.”

GLOBAL RECOVERY

Of the nearly 59,000 employers interviewed across 42 countries and territories as part of the Manpower Employment Outlook Survey, employers anticipate an increase in staffing levels in 39 countries.

Commenting on the global outlook, Jonas Prising, ManpowerGroup CEO, said: “Economic growth expectations have come down in some global markets, but in many cases are consistent with hiring outlooks last year.

“The strength of the global recovery will continue to be uneven, particularly for some countries in Asia, Latin America and Europe. Companies we speak with intend to make their organisations more agile and able to deliver value in shorter timeframes, as they adjust to cycles or disruptive changes within their industries.”

39 COUNTRIES EXPECT STAFFING LEVELS TO INCREASE

Hiring intentions improved in 23 of 42 countries and territories

when compared to Q4 2015

However 13 countries and territories report that their hiring

intentions have declined

INDIA +42%

TAIWAN +29%

JAPAN +23%

TURKEY +19%

USA +17%

FRANCE -1%

FINLAND -6%

BRAZIL -13%

+7%Seasonally adjusted

Net Employment Outlook across the UK

UK SPOTLIGHT

Most positive hiring intentions

Least optimistic about hiring

2,102 UK employers were interviewed about their hiring plans for the beginning of 2016.

YORKSHIRE &HUMBERSIDE

NORTHERNIRELAND

SOUTH EAST

NORTH WESTSectors reporting the most positive hiring

intentions for Q1 2016:

Finance & Business Services

Transport, Storage & Comms

Sectors reporting the weakest hiring

intentions for Q1 2016:

Construction

Agriculture,Forestry & Fishing

The Net Employment Outlook is calculated by the percentage of employers expecting to increase headcount minus those expecting to decrease headcount. Seasonal adjustments are applied to research data to remove employment fluctuations that normally occur at the same time each year, such as the end of a school term or a change in season.

WHERE THE JOBS AREQ1 2016

UK jobs market begins 2016 on a high2016 has begun with UK employers more optimistic than at any time in 2015, according to the latest Manpower Employment Outlook Survey.

We’ve all heard it said time and time again – the world of work is in a constant state of flux. And looking back over the 60 years that we have operated in the UK, we can confirm that the workforce has changed markedly.

In the last few years alone, we’ve seen technology shortening the life cycle of skills; and the workplace splitting between those with in-demand skills versus those who don’t.

What the last six decades have taught us, is that understanding what talent will be needed – where, when, and at what cost – really is key to business success. Otherwise ambitious business plans will risk falling short, because the skills required to implement change may not be available.

We know this, because the world of work hasn’t just changed around us – we’ve pioneered it.

ManpowerGroup started with a single Manpower office in Milwaukee, Wisconsin in 1948, as a temporary staffing service – perhaps the first business of its kind.

It was simple – our founders, attorneys Elmer Winter and Aaron Scheinfeld needed a typist to help them meet a project deadline,

but they were unable to find a substitute on a temporary basis. They realised there was a market for a temporary recruitment agency – and

our company was born.

We’ve been breaking down barriers ever since – from becoming the first

recruitment company to go international when we opened our central London office in 1956; to providing women with a bridge to employment through our ‘white gloves’ campaign in the 1960s, a time when it was uncommon to see women in the workplace.

THE GLOBAL LEADER IN INNOVATIVE WORKFORCE SOLUTIONS

From that one office in Milwaukee, ManpowerGroup has grown into a $20 billlion family of brands – ManpowerGroup Solutions, Experis, Manpower and Right Management.

Each year we place over 3.4 million people into jobs with nearly 400,000 of our clients across the world. We’re market leaders – ManpowerGroup Solutions is the World’s Largest Recruitment Process Outsourcing (RPO) provider according to Nelson Hall; it’s the Top Performing Managed Service Provider (MSP) and the Global RPO Leader according to Everest Group; and Experis is the largest IT recruitment specialist in Europe.

Not only that, but ManpowerGroup has also been named as one of the

World’s Most Ethical Companies for the fifth consecutive year and one of Fortune’s Most Admired Companies – confirming our position as the most trusted and admired brand in the industry.

We got here thanks to the passion and dedication of our people – in the UK and Ireland, and in all four corners of the world. Our people drive us forward every day, by being rightfully proud that because of the work we do, businesses grow, communities thrive, and lives change.

In our ever-changing world of work, we believe that accessing talent is what’s going to make companies successful. Yet, we consistently see the speed of change make it challenging for businesses to keep up with needed skills – from both an individual and company perspective.

In the 60th anniversary year since we opened that first Manpower office in the UK, I’m proud that ManpowerGroup UK and Ireland is there to provide the support and strategic agility organisations require to optimise business performance.

We look forward to continuing our journey with you. Here’s to the next 60 years.

Mark Cahill, Managing Director of ManpowerGroup UK and Ireland

See the full Q1 2016 Manpower Employment Outlook Survey results at: manpowergroup.co.uk/meos

Celebrating 60 years in the UKGLOBAL HIRING INTENTIONS58,329 employers in 42 countries and territories were interviewed about their hiring intentions for Q1 2016

4 5ManpowerGroup The Human Age manpowergroup.co.uk

The Human Age has introduced a new level of complexity,

sophistication and uncertainty that organisations today must

overcome. ManpowerGroup’s mindset and robust suite of

solutions is targeted specifically at helping our clients navigate

this complexity. Our continuum of services range from the

straightforward to the complex and include: recruitment

& assessment, workforce consulting, outsourcing, career

management and training & development.

Across our comprehensive family of brands – ManpowerGroup Solutions, Experis, Manpower, and Right Management – we connect more than 600,000 jobseekers with meaningful work every day, and help more than 400,000 clients address their critical talent needs each year.

In 2016 we will continue to deliver innovative solutions that support the growth of our clients and meet their extensive and evolving needs. We will also demonstrate our commitment

to creating a positive impact on individuals and societies,

by managing a range of employability programmes focused

on meeting the talent gap, promoting diversity, and ensuring

workforce readiness.

We’re proud to share a selection of some of the exciting

programmes we’re currently deploying across the global

workforce this year.

Helping clients navigate complexity across the world of work

CANADA

In response to the skills shortage in the Ontario manufacturing and aerospace industries, Manpower Canada has partnered with the Ontario Manufacturing Learning Consortium to connect talented and hardworking youth with career opportunities based with established companies. The outcomes-based approach offers tremendous benefits to companies while opening youth up to a new career as they are paid to learn a new trade.

Manpower manages the candidate screening process; matching companies participating in the programme with suitable candidates who go on to be trained. Ongoing assistance and support is also provided to candidates throughout their training period. To date, 78 CNC Machinist Trainees and 43 Structural Airframe Assemblers Trainees have been placed in the programme.

BRAZIL

ManpowerGroup Brazil is employing a Recruitment Process Outsourcing model to recruit 5,000+ positions in support of a major international event.

With more than 30 recruitment experts dedicated to the assignment, ManpowerGroup has an entire branch solely focused on this initiative.

Social networking is one of the primary talent attraction methods being used to reach candidates, with positions being filled in waves from January 2016 onwards.

AUSTRALIA

ManpowerGroup Solutions leads the outcome-based recruiting services programme for the Australian Defence Force (ADF), a private-public collaboration called Defence Force Recruiting.

Delivering the largest and most complex RPO programme in the world, ManpowerGroup Solutions manages ADF’s complete recruitment-process life cycle as a seamless extension of the organisation’s human resources group.

Providing ADF with end-to-end recruitment services – from marketing and promotion to enlistment onboarding – ManpowerGroup Solutions works to improve ADF’s efficiency and recruit the most suitable talent in order to build and sustain defence capability.

JAPAN

In response to the rapidly growing number of Chinese tourists visiting Japan, Experis has recognised the need to recruit digital marketing specialists for Japanese firms who want to leverage Weibo to promote products and services.

With 198+million active users each month, Weibo has become one of the most effective tools for consumer product companies to attract Chinese tourists on shopping sprees. Yet digital marketers in Japan who are skilled in managing Weibo as a promotional tool are still very limited.

Experis has partnered with Find Japan, Inc. (Weibo’s official partner in Japan) and WorldCareer Inc. to attract and train talent for this in-demand role. The partnership is filling the talent gap by conducting bespoke training for potential candidates, then placing trained professionals with clients as ‘Weibo digital marketing specialists.’

THE NETHERLANDS

The increasing number of refugees in the Netherlands presents a challenge to the Government’s Immigration and Naturalisation Service to offer interpreting services to all asylum seekers.

The Dutch Council for Refugees and TVcN – a ManpowerGroup company offering interpreting and translations services – are currently providing twenty highly educated refugees with the opportunity to be retrained at university and offered long-term employment as interpreters.

Through the programme, TVcN has expanded its offering into more rare languages, exceeded the clients’ expectations and offered a meaningful opportunity to twenty refugees. Based on the positive results, TVcN and the Dutch Council for Refugees will offer this opportunity to a new group of refugees in March 2016.

MALAYSIA

In recognition of helping to close the talent gap that is prevalent in the APAC region, Right Management partners with SEGI University, Malaysia to deliver a workforce preparation programme for high-performing students from across their information technology, accounting and business faculties.

The three month industry readiness and employability programme provides undergraduates and graduates with insight into their traits and the types of jobs they would be suitable for; exposure to industry leaders, with practical advice on how to prepare for the workforce; and specific skills training to enhance their ability to contribute to their future employer and excel in the corporate world.

UNITED STATES

ManpowerGroup Solutions’ partnership with the Professional Diversity Network (PDN) provides exclusive access to their extensive network of over 10.5m self-identified diverse candidates across the USA.

ManpowerGroup Solutions is building a careers portal enabling them to post positions and build talent communities on behalf of clients; providing greater opportunities to match talented professionals across multiple cultures with employers who value the benefits of a diverse workforce.

ManpowerGroup Solutions is also conducting a series of candidate research with members of the PDN to better understand their preferences and drivers when looking for jobs. This insight will be shared with clients to ensure a more productive and positive candidate experience for all.

UK

Experis has delivered a managed resource service to a leading global technology company since August 2014. A fundamental business model shift led to a more proactive customer interaction approach.

Corporate cloud-based software customers are actively supported by teams of customer engagement and technical experts, to implement and integrate the software into their own organisations.

Experis sources the professionals with the niche skills required to make up the ‘onboarding’ and ‘fast-track’ centres, including technical engineers, project and programme managers, and customer engagement professionals. Teams are currently based in the UK, Portugal and Germany. Experis continues to support our client as this model expands into other product areas and across Europe.

SOUTH AFRICA

A global financial services organisation is currently reducing their headcount worldwide, including a significant reduction of employees in South Africa.

In October 2015, Right Management signed an exclusive three-year contract to run a full outplacement solution alongside our client’s redeployment team.

Right Management accredited career coaches act as facilitators, providing direct support to any employees affected by the change. The programme includes group workshops, one-to-one support and access to an online support portal (including virtual interview practice, a CV builder and an e-learning platform where candidates can enhance existing skills and gain new ones). Coaches also facilitate ‘in career’ centres – providing employees with the opportunity to further gain new skills and prepare themselves for their next role.

FRANCE

Increased competition in the insurance sector and recognition of the IT skills needed by 2020 led AXA Technology Services to launch an internal IT infrastructure transformation programme.

ManpowerGroup Solutions has become a full HR partner – offering an integrated approach to support AXA, from the consulting and implementation, to assessment, training and social engineering.

Over the next two years, Experis, Right Management and ManpowerGroup Solutions will be involved in rolling this programme out in ten other countries.

INDIA

The growing number of graduates who are academically prepared but not industry-ready has led to the development of a practical and hands-on training programme. ManpowerGroup India partners with Globsyn Business School (GBS) for a unique two-year postgraduate programme that combines classroom learning with live experience as part of our workforce readiness programme.

Aspiring students are provided with an equal mix of academic knowledge and intensive practice-based learning in a live workspace environment over the two-year curriculum. The programme aims to push the frontiers of knowledge with effective exchange between education and industry, bringing management apprenticeships to mainstream business management education.

With high numbers of business students graduating from India’s education sector each year, the programme provides a real opportunity for students to develop the skills and expertise required to differentiate themselves and ensure they are highly employable and job-ready.

IRELAND

Sky is a leading European entertainment company, serving 21 million customers across Italy, Germany, Austria, the UK and Ireland. Manpower has delivered a fully outsourced RPO service to Sky Ireland since 2012.

In partnership with Sky, it was recognised that their workforce lacked diversity in both gender and age equality. Manpower is spearheading a project to address the factors impacting this; from the selection process through to Sky’s company culture. Including milestones, deliverables and desired targeted outcomes, this project is geared towards rebalancing the gender and age equality of Sky Ireland’s workforce.

4 5ManpowerGroup The Human Age manpowergroup.co.uk

The Human Age has introduced a new level of complexity,

sophistication and uncertainty that organisations today must

overcome. ManpowerGroup’s mindset and robust suite of

solutions is targeted specifically at helping our clients navigate

this complexity. Our continuum of services range from the

straightforward to the complex and include: recruitment

& assessment, workforce consulting, outsourcing, career

management and training & development.

Across our comprehensive family of brands – ManpowerGroup Solutions, Experis, Manpower, and Right Management – we connect more than 600,000 jobseekers with meaningful work every day, and help more than 400,000 clients address their critical talent needs each year.

In 2016 we will continue to deliver innovative solutions that support the growth of our clients and meet their extensive and evolving needs. We will also demonstrate our commitment

to creating a positive impact on individuals and societies,

by managing a range of employability programmes focused

on meeting the talent gap, promoting diversity, and ensuring

workforce readiness.

We’re proud to share a selection of some of the exciting

programmes we’re currently deploying across the global

workforce this year.

Helping clients navigate complexity across the world of work

CANADA

In response to the skills shortage in the Ontario manufacturing and aerospace industries, Manpower Canada has partnered with the Ontario Manufacturing Learning Consortium to connect talented and hardworking youth with career opportunities based with established companies. The outcomes-based approach offers tremendous benefits to companies while opening youth up to a new career as they are paid to learn a new trade.

Manpower manages the candidate screening process; matching companies participating in the programme with suitable candidates who go on to be trained. Ongoing assistance and support is also provided to candidates throughout their training period. To date, 78 CNC Machinist Trainees and 43 Structural Airframe Assemblers Trainees have been placed in the programme.

BRAZIL

ManpowerGroup Brazil is employing a Recruitment Process Outsourcing model to recruit 5,000+ positions in support of a major international event.

With more than 30 recruitment experts dedicated to the assignment, ManpowerGroup has an entire branch solely focused on this initiative.

Social networking is one of the primary talent attraction methods being used to reach candidates, with positions being filled in waves from January 2016 onwards.

AUSTRALIA

ManpowerGroup Solutions leads the outcome-based recruiting services programme for the Australian Defence Force (ADF), a private-public collaboration called Defence Force Recruiting.

Delivering the largest and most complex RPO programme in the world, ManpowerGroup Solutions manages ADF’s complete recruitment-process life cycle as a seamless extension of the organisation’s human resources group.

Providing ADF with end-to-end recruitment services – from marketing and promotion to enlistment onboarding – ManpowerGroup Solutions works to improve ADF’s efficiency and recruit the most suitable talent in order to build and sustain defence capability.

JAPAN

In response to the rapidly growing number of Chinese tourists visiting Japan, Experis has recognised the need to recruit digital marketing specialists for Japanese firms who want to leverage Weibo to promote products and services.

With 198+million active users each month, Weibo has become one of the most effective tools for consumer product companies to attract Chinese tourists on shopping sprees. Yet digital marketers in Japan who are skilled in managing Weibo as a promotional tool are still very limited.

Experis has partnered with Find Japan, Inc. (Weibo’s official partner in Japan) and WorldCareer Inc. to attract and train talent for this in-demand role. The partnership is filling the talent gap by conducting bespoke training for potential candidates, then placing trained professionals with clients as ‘Weibo digital marketing specialists.’

THE NETHERLANDS

The increasing number of refugees in the Netherlands presents a challenge to the Government’s Immigration and Naturalisation Service to offer interpreting services to all asylum seekers.

The Dutch Council for Refugees and TVcN – a ManpowerGroup company offering interpreting and translations services – are currently providing twenty highly educated refugees with the opportunity to be retrained at university and offered long-term employment as interpreters.

Through the programme, TVcN has expanded its offering into more rare languages, exceeded the clients’ expectations and offered a meaningful opportunity to twenty refugees. Based on the positive results, TVcN and the Dutch Council for Refugees will offer this opportunity to a new group of refugees in March 2016.

MALAYSIA

In recognition of helping to close the talent gap that is prevalent in the APAC region, Right Management partners with SEGI University, Malaysia to deliver a workforce preparation programme for high-performing students from across their information technology, accounting and business faculties.

The three month industry readiness and employability programme provides undergraduates and graduates with insight into their traits and the types of jobs they would be suitable for; exposure to industry leaders, with practical advice on how to prepare for the workforce; and specific skills training to enhance their ability to contribute to their future employer and excel in the corporate world.

UNITED STATES

ManpowerGroup Solutions’ partnership with the Professional Diversity Network (PDN) provides exclusive access to their extensive network of over 10.5m self-identified diverse candidates across the USA.

ManpowerGroup Solutions is building a careers portal enabling them to post positions and build talent communities on behalf of clients; providing greater opportunities to match talented professionals across multiple cultures with employers who value the benefits of a diverse workforce.

ManpowerGroup Solutions is also conducting a series of candidate research with members of the PDN to better understand their preferences and drivers when looking for jobs. This insight will be shared with clients to ensure a more productive and positive candidate experience for all.

UK

Experis has delivered a managed resource service to a leading global technology company since August 2014. A fundamental business model shift led to a more proactive customer interaction approach.

Corporate cloud-based software customers are actively supported by teams of customer engagement and technical experts, to implement and integrate the software into their own organisations.

Experis sources the professionals with the niche skills required to make up the ‘onboarding’ and ‘fast-track’ centres, including technical engineers, project and programme managers, and customer engagement professionals. Teams are currently based in the UK, Portugal and Germany. Experis continues to support our client as this model expands into other product areas and across Europe.

SOUTH AFRICA

A global financial services organisation is currently reducing their headcount worldwide, including a significant reduction of employees in South Africa.

In October 2015, Right Management signed an exclusive three-year contract to run a full outplacement solution alongside our client’s redeployment team.

Right Management accredited career coaches act as facilitators, providing direct support to any employees affected by the change. The programme includes group workshops, one-to-one support and access to an online support portal (including virtual interview practice, a CV builder and an e-learning platform where candidates can enhance existing skills and gain new ones). Coaches also facilitate ‘in career’ centres – providing employees with the opportunity to further gain new skills and prepare themselves for their next role.

FRANCE

Increased competition in the insurance sector and recognition of the IT skills needed by 2020 led AXA Technology Services to launch an internal IT infrastructure transformation programme.

ManpowerGroup Solutions has become a full HR partner – offering an integrated approach to support AXA, from the consulting and implementation, to assessment, training and social engineering.

Over the next two years, Experis, Right Management and ManpowerGroup Solutions will be involved in rolling this programme out in ten other countries.

INDIA

The growing number of graduates who are academically prepared but not industry-ready has led to the development of a practical and hands-on training programme. ManpowerGroup India partners with Globsyn Business School (GBS) for a unique two-year postgraduate programme that combines classroom learning with live experience as part of our workforce readiness programme.

Aspiring students are provided with an equal mix of academic knowledge and intensive practice-based learning in a live workspace environment over the two-year curriculum. The programme aims to push the frontiers of knowledge with effective exchange between education and industry, bringing management apprenticeships to mainstream business management education.

With high numbers of business students graduating from India’s education sector each year, the programme provides a real opportunity for students to develop the skills and expertise required to differentiate themselves and ensure they are highly employable and job-ready.

IRELAND

Sky is a leading European entertainment company, serving 21 million customers across Italy, Germany, Austria, the UK and Ireland. Manpower has delivered a fully outsourced RPO service to Sky Ireland since 2012.

In partnership with Sky, it was recognised that their workforce lacked diversity in both gender and age equality. Manpower is spearheading a project to address the factors impacting this; from the selection process through to Sky’s company culture. Including milestones, deliverables and desired targeted outcomes, this project is geared towards rebalancing the gender and age equality of Sky Ireland’s workforce.

6 7ManpowerGroup The Human Age manpowergroup.co.uk

Please can you provide us with a brief overview of your current role and responsibilities? I have a dual role. I effectively business partner with the go-to market (sales) team for Europe and our strategic customer solutions group who serve our top key accounts globally. Additionally, I have responsibility and leadership accountability for the day-to-day running of HR teams in 24 countries across Europe – that’s 60 HR professionals servicing over 6,000 employees across various groups within Thomson Reuters. I’m also responsible for talent acquisition for the European region.

How have you worked in partnership with Experis to review and enhance your European talent acquisition strategy? We’ve really partnered effectively to enhance the overall end-to-end proposition for talent acquisition. We’ve transitioned from a model with high usage of third party agencies to more direct sourcing. That’s enabled us to do a number of things, including managing the candidate experience more effectively, penetrating more diverse pools of talent, and delivering enhancements to both the candidate and the hiring leader experience throughout the whole cycle. We’ve seen significant improvements in the calibre of candidates coming through and it’s also delivered some cost efficiencies along the way.

How has talent acquisition evolved for Thomson Reuters in the UK over the past two years? Experis has been a key partner. As our business has evolved they’ve been on that journey with us. We’ve transitioned from a reactive state of talent acquisition to a proactive state in how we source and acquire talent. Fundamental to that has been building the capability of the talent acquisition team so they have true domain knowledge for the capability sets that they are working with to acquire and hire. We also consider them as an integral part of the business so when we’re thinking through things like human capital reallocation or understanding future capability needs, they’ve been on that journey with us.

Please can you talk us through your recent talent acquisition change programme? What are some of the key features?

Historically as an organisation we ran as a portfolio of individual business units. We’ve moved to a new operating model, simplified and unified, and built clear and distinct capability sets within each element of the organisation. Working with the talent acquisition team, we’ve been able to target, prioritise and align the talent acquisition leads to the capability sets and clusters that we are recruiting and hiring for.

How do talent acquisition and Thomson Reuters’ diversity strategy align? Total inclusion for Thomson Reuters and being an employer of choice is absolutely key for us. We are continuously evolving our employee value proposition, our policies and working practices to enable us to attract and retain the best talent. And let’s not forget the best talent is diverse. From a sourcing perspective, we must continually improve how we tap into different talent pools to source and retain diverse talent, and how we partner with leaders to help them do the same. The talent acquisition team plays a key role in strategy as part of that journey with us.

What impact does the relationship you have with Experis have on effectively delivering your talent acquisition strategy?

The relationship with Experis and Thomson Reuters is absolutely core to our success, not only in delivering for the here and now, but also partnering to think about the future talent requirements and capability sets. Being an integral part of our business and really understanding the dynamics about having the right person in the right place at the right time is crucial for us.

There are also a number of other points that are of value. The talent acquisition team are out

in the external market; they’re representing our brand. Because the team are knowledge experts within their field they’re able to bring the market intelligence, analytics and external market insights to help inform us and partner with us to help shape key decisions as we move forward.

What’s next and what is the key focus in 2016 for talent acquisition? There are a number of key areas that we can take to the next level. There’s an opportunity to be more joined-up as an organisation and think about how we progress on our enterprise journey regarding specific capability

sets. There is also the opportunity of expanding our UK talent acquisition proposition into Europe for other parts of the organisation – Experis are already partnering with us within Europe with our go-to market sales capability.

Let’s not underestimate the impact of technology. We need to invest in technology-enabled solutions when deciding how we go out to market to source within those distinct and diverse pockets. E-enabled solutions will also allow us to more effectively manage and enhance the end-to-end experience for both the candidate and hiring leader.

We must also remain proactively ahead of the curve and in alignment with strategic workforce planning agendas. We will continue to focus on cost efficiencies and the direct sourcing model, and continue to reduce dependency on third party agency spend to maximise that return on investment. Finally, we will review our KPIs and put a bit of a stretch in there as we move forward.

What do you see as the biggest challenges for HR leaders in 2016? There are a number of challenges for HR professionals. In most organisations, one of the biggest costs is people, so that is an asset that needs to be smartly and strategically managed.

Fundamentally for me as an HR practitioner, it’s business first, HR second. I need to understand the commercials of the business and I need to know what I am in service of. I believe that in our industry there are HR practitioners and business partners who don’t truly understand some of the key levers of their organisations from a commercial perspective, whether that’s the internal or external landscape and drivers. So one of the big challenges is to become more commercially astute and be business-led rather than HR-led.

Secondly, we need to be smarter in how we use data insights and analytics to help us make informed decisions. Often we make gut-feel decisions but it’s about taking market intelligence, data and insight, and translating that to inform some of the decisions you make in service of your organisation.

FINDING THE NEXT ROCKSTAR IS HUMANLY POSSIBLE

“ BECAUSE THE TALENT ACQUISITION TEAM ARE KNOWLEDGE EXPERTS WITHIN THEIR

FIELD, THEY’RE ABLE TO BRING THE MARKET INTELLIGENCE, ANALYTICS, AND EXTERNAL

MARKET INSIGHTS TO HELP INFORM US AND PARTNER WITH US TO HELP SHAPE KEY DECISIONS AS WE MOVE FORWARD. ”

A true partnership approach enhances Thomson Reuters’ talent acquisition strategyExperis has managed talent acquisition for Thomson Reuters UK since 2005.

The onsite recruitment team is white labelled and a fully integrated part of the

business. In 2015, the contract was extended, also expanding into Europe.

We spoke with Craig Wymant, Global Head of HR, regarding the evolution

of the European talent acquisition strategy for Thomson Reuters.

CURRENT USE OF IT CONTRACTORS* FUTURE PLANS TO INCREASE IT CONTRACTORS*

CURRENT CONCERNS ABOUT USING CONTRACTORS** EXPERIS PREDICTIONS FOR CONTRACTOR HIRING IN 2016

RISE OF THE FIRST-JOBBER BYPASSING TRADITIONAL ROUTES INTO EMPLOYMENT

HIGHLY SKILLED BABY BOOMERS TAKING ADVANTAGE OF THE BUOYANT MARKET FOR LONGER

SHIFT IN EMPLOYER MINDSET AS TECHNOLOGY EVOLVES AND ATTITUDES TO WORK CHANGE IT COULD BE DIFFICULT TO BUILD A RELATIONSHIP

36%

CONFIDENTIALITY OR PRIVACY CONCERNS

38%

IT WILL TAKE TOO LONG TO TRAIN THEM

45%

ABOUT THE RESEARCH

In 2015 Experis conducted research with 1,078 senior managers or above with IT hiring responsibilities. The research spanned Australia, Benelux, Brazil, China, France/Italy, Germany, India, Japan, the UK, and the US. Respondents completed an online survey in which they were asked about skills in demand, the composition of their workforce, their use of contractors and freelancers both now and in the future, and their use of offshore workforce providers and locations of offshore work.

1 INDIA 87%

2 BRAZIL 83%

3 FRANCE/ITALY 81%

4 BENELUX 79%

5 UK 76%

6 CHINA 73%

7 USA 66%

8 JAPAN 65%

9 AUSTRALIA 59%

10 GERMANY 40%

1 INDIA 50%

2 BRAZIL 39%

3 CHINA 37%

4 BENELUX 30%

5 JAPAN 22%

6 FRANCE/ITALY 20%

6 UK 20%

7 USA 19%

8 AUSTRALIA 17%

9 GERMANY 8%

UK emerges as one of the global leaders in use of IT contractorsAn international study has positioned the UK as one of the top five countries for IT contractor use, as others, such as the US and China, make plans to follow suit.

Over three quarters (76%) of UK businesses make extensive use of IT contract workers – higher than the international average according to research conducted by Experis, the UK and Ireland’s leading IT resourcing specialist.

The research, a survey of executives with hiring responsibility for IT employees across ten countries, confirms that UK businesses are among those at the leading edge of the wider trend, tapping into this attractive pool of talent. More UK businesses are currently using contractors than some of the world’s most advanced markets, including the US (66%), Japan (65%), and Germany (40%).

Looking to the future, however, many of the countries currently lagging behind do have intentions to accelerate their usage. 19% of respondents in the US and 17% in Australia expressed plans to hire more IT contractors in core business functions in the near future. It is the BRIC markets, however, that have some of the highest expectations of future usage, including India (50%), Brazil (39%) and China (37%). Germany, on the other hand, is consistently at the low end of current contractor usage, and only 7% of German organisations expressed the

desire to increase use in the future.

Geoff Smith, Managing Director of Experis Europe, commented: “As the gap between employer demand and available talent continues to widen, more UK organisations are using contractors as a go-to workforce planning solution, rather than a temporary means to cover shortfalls in permanent positions. Among other benefits, the recognition exists that the use of contractors can bring greater long-term cost savings and flexible work flow options.”

Despite an overwhelmingly positive response to contractors, concerns about loyalty and security persist across the globe. In all markets, reasons expressed for not employing contractors included:

• The perception that it will take too long to train them (45%)

• Confidentiality or privacy concerns (38%)

• A belief that it would be difficult to establish a relationship with them (36%).

Geoff continued: “The traditional make-up of the ‘IT department’ is going through a period of unprecedented change. Business leaders are increasingly seeing the potential that IT has to be a strategic agent of change rather than simply an operational cost centre. An increase in the use of contractors plays a major part in this transformation as businesses demand higher levels of productivity and improved outcomes.”

Geoff concluded: “This workforce composition works particularly well in the UK, and is a well-established solution for the growing talent shortage. Traditional resourcing models are not sustainable for transformational tech teams today and IT leaders must innovate to re-think their teams, accommodate new ways of working, or risk project failure. The UK is also fortunate to have more flexibility around the contingent workforce and laws surrounding that, which could explain why we are seeing higher usage in our own country.”

The international research complemented Experis’ Tech Cities Job Watch report that found that the number of IT contract roles offered in the UK has increased by 10% since the start of 2015.

To learn more, please go to: experis.co.uk/it-skills-research

*Percentage of employers **Percentage amongst employers who don’t use contractors

6 7ManpowerGroup The Human Age manpowergroup.co.uk

Please can you provide us with a brief overview of your current role and responsibilities? I have a dual role. I effectively business partner with the go-to market (sales) team for Europe and our strategic customer solutions group who serve our top key accounts globally. Additionally, I have responsibility and leadership accountability for the day-to-day running of HR teams in 24 countries across Europe – that’s 60 HR professionals servicing over 6,000 employees across various groups within Thomson Reuters. I’m also responsible for talent acquisition for the European region.

How have you worked in partnership with Experis to review and enhance your European talent acquisition strategy? We’ve really partnered effectively to enhance the overall end-to-end proposition for talent acquisition. We’ve transitioned from a model with high usage of third party agencies to more direct sourcing. That’s enabled us to do a number of things, including managing the candidate experience more effectively, penetrating more diverse pools of talent, and delivering enhancements to both the candidate and the hiring leader experience throughout the whole cycle. We’ve seen significant improvements in the calibre of candidates coming through and it’s also delivered some cost efficiencies along the way.

How has talent acquisition evolved for Thomson Reuters in the UK over the past two years? Experis has been a key partner. As our business has evolved they’ve been on that journey with us. We’ve transitioned from a reactive state of talent acquisition to a proactive state in how we source and acquire talent. Fundamental to that has been building the capability of the talent acquisition team so they have true domain knowledge for the capability sets that they are working with to acquire and hire. We also consider them as an integral part of the business so when we’re thinking through things like human capital reallocation or understanding future capability needs, they’ve been on that journey with us.

Please can you talk us through your recent talent acquisition change programme? What are some of the key features?

Historically as an organisation we ran as a portfolio of individual business units. We’ve moved to a new operating model, simplified and unified, and built clear and distinct capability sets within each element of the organisation. Working with the talent acquisition team, we’ve been able to target, prioritise and align the talent acquisition leads to the capability sets and clusters that we are recruiting and hiring for.

How do talent acquisition and Thomson Reuters’ diversity strategy align? Total inclusion for Thomson Reuters and being an employer of choice is absolutely key for us. We are continuously evolving our employee value proposition, our policies and working practices to enable us to attract and retain the best talent. And let’s not forget the best talent is diverse. From a sourcing perspective, we must continually improve how we tap into different talent pools to source and retain diverse talent, and how we partner with leaders to help them do the same. The talent acquisition team plays a key role in strategy as part of that journey with us.

What impact does the relationship you have with Experis have on effectively delivering your talent acquisition strategy?

The relationship with Experis and Thomson Reuters is absolutely core to our success, not only in delivering for the here and now, but also partnering to think about the future talent requirements and capability sets. Being an integral part of our business and really understanding the dynamics about having the right person in the right place at the right time is crucial for us.

There are also a number of other points that are of value. The talent acquisition team are out

in the external market; they’re representing our brand. Because the team are knowledge experts within their field they’re able to bring the market intelligence, analytics and external market insights to help inform us and partner with us to help shape key decisions as we move forward.

What’s next and what is the key focus in 2016 for talent acquisition? There are a number of key areas that we can take to the next level. There’s an opportunity to be more joined-up as an organisation and think about how we progress on our enterprise journey regarding specific capability

sets. There is also the opportunity of expanding our UK talent acquisition proposition into Europe for other parts of the organisation – Experis are already partnering with us within Europe with our go-to market sales capability.

Let’s not underestimate the impact of technology. We need to invest in technology-enabled solutions when deciding how we go out to market to source within those distinct and diverse pockets. E-enabled solutions will also allow us to more effectively manage and enhance the end-to-end experience for both the candidate and hiring leader.

We must also remain proactively ahead of the curve and in alignment with strategic workforce planning agendas. We will continue to focus on cost efficiencies and the direct sourcing model, and continue to reduce dependency on third party agency spend to maximise that return on investment. Finally, we will review our KPIs and put a bit of a stretch in there as we move forward.

What do you see as the biggest challenges for HR leaders in 2016? There are a number of challenges for HR professionals. In most organisations, one of the biggest costs is people, so that is an asset that needs to be smartly and strategically managed.

Fundamentally for me as an HR practitioner, it’s business first, HR second. I need to understand the commercials of the business and I need to know what I am in service of. I believe that in our industry there are HR practitioners and business partners who don’t truly understand some of the key levers of their organisations from a commercial perspective, whether that’s the internal or external landscape and drivers. So one of the big challenges is to become more commercially astute and be business-led rather than HR-led.

Secondly, we need to be smarter in how we use data insights and analytics to help us make informed decisions. Often we make gut-feel decisions but it’s about taking market intelligence, data and insight, and translating that to inform some of the decisions you make in service of your organisation.

FINDING THE NEXT ROCKSTAR IS HUMANLY POSSIBLE

“ BECAUSE THE TALENT ACQUISITION TEAM ARE KNOWLEDGE EXPERTS WITHIN THEIR

FIELD, THEY’RE ABLE TO BRING THE MARKET INTELLIGENCE, ANALYTICS, AND EXTERNAL

MARKET INSIGHTS TO HELP INFORM US AND PARTNER WITH US TO HELP SHAPE KEY DECISIONS AS WE MOVE FORWARD. ”

A true partnership approach enhances Thomson Reuters’ talent acquisition strategyExperis has managed talent acquisition for Thomson Reuters UK since 2005.

The onsite recruitment team is white labelled and a fully integrated part of the

business. In 2015, the contract was extended, also expanding into Europe.

We spoke with Craig Wymant, Global Head of HR, regarding the evolution

of the European talent acquisition strategy for Thomson Reuters.

CURRENT USE OF IT CONTRACTORS* FUTURE PLANS TO INCREASE IT CONTRACTORS*

CURRENT CONCERNS ABOUT USING CONTRACTORS** EXPERIS PREDICTIONS FOR CONTRACTOR HIRING IN 2016

RISE OF THE FIRST-JOBBER BYPASSING TRADITIONAL ROUTES INTO EMPLOYMENT

HIGHLY SKILLED BABY BOOMERS TAKING ADVANTAGE OF THE BUOYANT MARKET FOR LONGER

SHIFT IN EMPLOYER MINDSET AS TECHNOLOGY EVOLVES AND ATTITUDES TO WORK CHANGE IT COULD BE DIFFICULT TO BUILD A RELATIONSHIP

36%

CONFIDENTIALITY OR PRIVACY CONCERNS

38%

IT WILL TAKE TOO LONG TO TRAIN THEM

45%

ABOUT THE RESEARCH

In 2015 Experis conducted research with 1,078 senior managers or above with IT hiring responsibilities. The research spanned Australia, Benelux, Brazil, China, France/Italy, Germany, India, Japan, the UK, and the US. Respondents completed an online survey in which they were asked about skills in demand, the composition of their workforce, their use of contractors and freelancers both now and in the future, and their use of offshore workforce providers and locations of offshore work.

1 INDIA 87%

2 BRAZIL 83%

3 FRANCE/ITALY 81%

4 BENELUX 79%

5 UK 76%

6 CHINA 73%

7 USA 66%

8 JAPAN 65%

9 AUSTRALIA 59%

10 GERMANY 40%

1 INDIA 50%

2 BRAZIL 39%

3 CHINA 37%

4 BENELUX 30%

5 JAPAN 22%

6 FRANCE/ITALY 20%

6 UK 20%

7 USA 19%

8 AUSTRALIA 17%

9 GERMANY 8%

UK emerges as one of the global leaders in use of IT contractorsAn international study has positioned the UK as one of the top five countries for IT contractor use, as others, such as the US and China, make plans to follow suit.

Over three quarters (76%) of UK businesses make extensive use of IT contract workers – higher than the international average according to research conducted by Experis, the UK and Ireland’s leading IT resourcing specialist.

The research, a survey of executives with hiring responsibility for IT employees across ten countries, confirms that UK businesses are among those at the leading edge of the wider trend, tapping into this attractive pool of talent. More UK businesses are currently using contractors than some of the world’s most advanced markets, including the US (66%), Japan (65%), and Germany (40%).

Looking to the future, however, many of the countries currently lagging behind do have intentions to accelerate their usage. 19% of respondents in the US and 17% in Australia expressed plans to hire more IT contractors in core business functions in the near future. It is the BRIC markets, however, that have some of the highest expectations of future usage, including India (50%), Brazil (39%) and China (37%). Germany, on the other hand, is consistently at the low end of current contractor usage, and only 7% of German organisations expressed the

desire to increase use in the future.

Geoff Smith, Managing Director of Experis Europe, commented: “As the gap between employer demand and available talent continues to widen, more UK organisations are using contractors as a go-to workforce planning solution, rather than a temporary means to cover shortfalls in permanent positions. Among other benefits, the recognition exists that the use of contractors can bring greater long-term cost savings and flexible work flow options.”

Despite an overwhelmingly positive response to contractors, concerns about loyalty and security persist across the globe. In all markets, reasons expressed for not employing contractors included:

• The perception that it will take too long to train them (45%)

• Confidentiality or privacy concerns (38%)

• A belief that it would be difficult to establish a relationship with them (36%).

Geoff continued: “The traditional make-up of the ‘IT department’ is going through a period of unprecedented change. Business leaders are increasingly seeing the potential that IT has to be a strategic agent of change rather than simply an operational cost centre. An increase in the use of contractors plays a major part in this transformation as businesses demand higher levels of productivity and improved outcomes.”

Geoff concluded: “This workforce composition works particularly well in the UK, and is a well-established solution for the growing talent shortage. Traditional resourcing models are not sustainable for transformational tech teams today and IT leaders must innovate to re-think their teams, accommodate new ways of working, or risk project failure. The UK is also fortunate to have more flexibility around the contingent workforce and laws surrounding that, which could explain why we are seeing higher usage in our own country.”

The international research complemented Experis’ Tech Cities Job Watch report that found that the number of IT contract roles offered in the UK has increased by 10% since the start of 2015.

To learn more, please go to: experis.co.uk/it-skills-research

*Percentage of employers **Percentage amongst employers who don’t use contractors

8 9ManpowerGroup The Human Age manpowergroup.co.uk

Most of us are all too aware of the global trends impacting the world of work. The question of ‘growth’ is one that arises regularly with our clients. Since the financial crisis, the world has lost 30% of its annual growth. If this is the new normal, where will future growth come from? Furthermore, what is the impact on organisations competing within the same global markets?

While the question of growth is important, it can mask or simplify a much more complicated environment. While growth has slowed significantly at a global level, this will, of course, look and feel very different from one organisation to another, and from one individual to another. There is more wealth, greater access to education, and more information than ever before; yet there is more poverty in the world, increasingly scarce skills in key sectors, shortages in others, and poor knowledge transfer. We have also moved to a world in which one change in our global context has a ricochet effect in multiple geographies, economies and politics.

It is against this background that we asked the question: ‘What does it take to be an effective 21st century leader?’. And it is because of this complex environment that we believe a simpler, more straightforward approach to assessing leadership effectiveness is required.

LEADERSHIP EFFECTIVENESS MODEL

We recognise there are three key components that underpin effective leadership:

To explain these in more detail, let’s consider where we want to end up – effective leadership outcomes. What should leaders strive to achieve?

We asked leaders about the impact that they believe leaders should have on organisations and employees.

Unsurprisingly, ‘increased business performance’ was the dominant outcome that is considered to be an absolute essential for all leaders to pursue. However, there were four others:

1. Building an individual and organisational sense of purpose in their workforce

2. Creating meaningful career management

3. Increasing levels of engagement

4. Moving towards a more human organisational culture.

Our research has revealed an overwhelming sense of clarity and consensus that these five outcomes are the result of effective leadership – no more, no less. By changing the criteria to measure and reward effective leadership, organisations and individual leaders will be able to track and review progress against all five of these critical outcomes.

EFFECTIVE LEADERSHIP CAPABILITIES – WHAT DO LEADERS NEED TO DO?

Our research identified three duties that an effective leader will need to undertake in order to achieve success:

1. DRIVE ORGANISATIONAL PERFORMANCE: The ability to provide purpose and a shared vision. Highly skilled individuals in this area are able to navigate short and long-term priorities, build organisational capability, and balance the need for global consistency with local relevance. They are adept at collaborating at all levels, across all hierarchies and networks. Crucially, they inspire and engage individuals, teams and organisations during times of change and transformation.

2. UNLEASH TALENT: Critical to this ability is the capacity to demonstrate integrity – both in relationships with others, and in decision-making processes; in building trust and showing selflessness (‘we before I’). High-performing individuals in this area regularly ask for, give, receive and act upon feedback. They create

opportunities for others to grow and have meaningful careers, aligning the needs of individuals to those of the organisation. More than managing, developing and growing talent, we believe leaders should strive to unleash talent, allowing talented individuals to move to other parts of the organisation or market.

3. DARE TO LEAD: Perhaps our favourite competency, because it recognises something that we all articulate when describing our most well-regarded leaders: bravery. The courage to make decisions, take risks and seize opportunities is at the heart of this area. Authority is challenged constructively and innovation is rewarded and encouraged. Individuals with high levels of ability in this area demonstrate self-confidence and the ability to change and adapt their own approach.

EFFECTIVE LEADERSHIP ENABLERS

In order to demonstrate the three identified leadership capabilities, we have identified four ‘enablers’ or innate personality attributes. These are traits that are hard wired; while they can be nurtured and developed, they are non-negotiable ingredients that are vital to effective leadership.

BRIGHTNESS: A foundation for successful leadership, it’s broader than mere intelligence, and includes being intellectually curious and sharp, with a strong appetite to continuously learn.

ENDURANCE: Highly resilient, tenacious and has stamina – this area focuses on a leader’s personality over time, and not just in the short-term.

ADAPTABILITY: Comfortable with ambiguity, complexity and uncertainty – all three words are equally important, and often happen simultaneously.

DRIVE: Has the hunger, energy and desire to be successful.

A DESIRE FOR SIMPLICITY

Throughout a series of client events and meetings held in Q4 2015, we shared the outcomes of our research and thinking. Feedback was overwhelmingly positive for a straightforward, non-jargon approach to defining effective leadership.

It’s worth noting that certain terms can be seen to have a ‘gender bias’ – for example, would men be more likely to be recognised as ‘daring to lead’ compared to their female counterparts? Similar to working with any model, it’s important to understand the cultural environment in which you are working, and help individuals to understand definitions within the context of their organisation and existing preconceptions and norms.

Nonetheless, what is clear is a desire for simplicity in our increasingly complex world. In the Human Age, where the ability to attract, retain and develop talent sets successful organisations apart from the rest, it is more critical than ever that we articulate and measure effective leadership on its ability to achieve results that are meaningful for the individuals and teams that support our leaders.

DRIVING EFFECTIVE LEADERSHIP IN THE HUMAN AGE

To drive business performance, organisations must look beyond traditional performance metrics to enable employees to make a difference and reach their strategic goals.

Core attributes that provide the foundation for effective leaders and the development of effective leadership capabilities.

• Provide purpose and a shared vision

• Navigate short and long-term agenda

• Build organisational capability

• Balance global consistency and local relevance

• Inspire and engage the organisation in transformation

• Collaborate transversely

DRIVE ORGANISATIONAL PERFORMANCE

• Show integrity in relationships with others and in decision-making processes

• Build trust

• Put the ‘We’ before ‘I’

• Ask for, give, receive and act upon feedback

• Create opportunities for meaningful career management

UNLEASH TALENT

• Make courageous decisions

• Dare to take risks and seize opportunities

• Challenge authority constuctively

• Foster and reward innovation

• Demonstrate ability to change own approach

• Show self-confidence

DARE TO LEAD

LEADERSHIP OUTCOMES

LEADERSHIP CAPABILITIES

LEADERSHIP ENABLERS

To make a difference, leaders must be effective operating in a dynamic work environment. This requires a new approach where leaders:

Intellectually curious and sharp, with a strong appetite

to continuously learn

BRIGHTNESS DRIVE

Hunger, energy and desire to be

successful

ADAPTABILITY

Comfortable with ambiguity, complexity

and uncertainty

ENDURANCE

Highly resilient, tenacious and has

stamina

Beyond increasing business performance, is your organisation driving:

High performing managers contribute 48% higher profit to their companies than average managers do.

Increased level of

engagement

A more human organisational

culture

Meaningful career

management

Individual and organisational

sense of purpose

DRIVING EFFECTIVE LEADERSHIP

Effective leadership starts with simplicity

ABOUT THE RESEARCH

During the summer of 2015, Right Management posed the question ‘What does it take to be an effective leader in the 21st century’ to over 400 senior leaders across Europe. In addition to these views, a full literature review, in-depth consultation with 11 academic and leadership experts, and Right Management’s own track record of working with leaders and leadership teams for over 35 years has helped Right Management articulate a leadership point of view that is shared in the whitepaper ‘Driving Effective Leadership in the Human Age.’

DRIVING EFFECTIVE LEADERSHIP

Increased Business

Performance Meaningful career

management

A more human organisational

culture

Individual and organisational sense

of purpose

Increased level of engagement

A recent Gallup survey revealed only 13% of employees globally are emotionally invested in and focused on creating value for their organisations every day. Added to a serious disconnect in employers understanding what employees really want from their job, the best and brightest talent are continually presented with opportunities of more promising paths to career development.

Sustainable improvement requires a fundamental shift in the employer/employee relationship and a conscious focus on promoting internal career development. Only then will organisations truly have a motivated and engaged workforce driving a successful business.

To find out more about how Right Management can help, visit: rightmanagement.co.uk or contact the team on +44 20 7469 6660.

IS LACK OF CAREER DEVELOPMENT HURTING YOUR COMPANY?

What does it take to be an effective leader in the 21st century?

Identify the key characteristics of effective leadership

Fertile ground for growth

EFFECTIVE LEADERSHIP ENABLERS1

Identify the capabilities to make a difference

Focus

EFFECTIVE LEADERSHIP CAPABILITIES2

3

Change criteria to measure and reward effective leadership

Enhanced business performance

EFFECTIVE LEADERSHIP OUTCOMES

8 9ManpowerGroup The Human Age manpowergroup.co.uk

Most of us are all too aware of the global trends impacting the world of work. The question of ‘growth’ is one that arises regularly with our clients. Since the financial crisis, the world has lost 30% of its annual growth. If this is the new normal, where will future growth come from? Furthermore, what is the impact on organisations competing within the same global markets?

While the question of growth is important, it can mask or simplify a much more complicated environment. While growth has slowed significantly at a global level, this will, of course, look and feel very different from one organisation to another, and from one individual to another. There is more wealth, greater access to education, and more information than ever before; yet there is more poverty in the world, increasingly scarce skills in key sectors, shortages in others, and poor knowledge transfer. We have also moved to a world in which one change in our global context has a ricochet effect in multiple geographies, economies and politics.

It is against this background that we asked the question: ‘What does it take to be an effective 21st century leader?’. And it is because of this complex environment that we believe a simpler, more straightforward approach to assessing leadership effectiveness is required.

LEADERSHIP EFFECTIVENESS MODEL

We recognise there are three key components that underpin effective leadership:

To explain these in more detail, let’s consider where we want to end up – effective leadership outcomes. What should leaders strive to achieve?

We asked leaders about the impact that they believe leaders should have on organisations and employees.

Unsurprisingly, ‘increased business performance’ was the dominant outcome that is considered to be an absolute essential for all leaders to pursue. However, there were four others:

1. Building an individual and organisational sense of purpose in their workforce

2. Creating meaningful career management

3. Increasing levels of engagement

4. Moving towards a more human organisational culture.

Our research has revealed an overwhelming sense of clarity and consensus that these five outcomes are the result of effective leadership – no more, no less. By changing the criteria to measure and reward effective leadership, organisations and individual leaders will be able to track and review progress against all five of these critical outcomes.

EFFECTIVE LEADERSHIP CAPABILITIES – WHAT DO LEADERS NEED TO DO?

Our research identified three duties that an effective leader will need to undertake in order to achieve success:

1. DRIVE ORGANISATIONAL PERFORMANCE: The ability to provide purpose and a shared vision. Highly skilled individuals in this area are able to navigate short and long-term priorities, build organisational capability, and balance the need for global consistency with local relevance. They are adept at collaborating at all levels, across all hierarchies and networks. Crucially, they inspire and engage individuals, teams and organisations during times of change and transformation.

2. UNLEASH TALENT: Critical to this ability is the capacity to demonstrate integrity – both in relationships with others, and in decision-making processes; in building trust and showing selflessness (‘we before I’). High-performing individuals in this area regularly ask for, give, receive and act upon feedback. They create

opportunities for others to grow and have meaningful careers, aligning the needs of individuals to those of the organisation. More than managing, developing and growing talent, we believe leaders should strive to unleash talent, allowing talented individuals to move to other parts of the organisation or market.

3. DARE TO LEAD: Perhaps our favourite competency, because it recognises something that we all articulate when describing our most well-regarded leaders: bravery. The courage to make decisions, take risks and seize opportunities is at the heart of this area. Authority is challenged constructively and innovation is rewarded and encouraged. Individuals with high levels of ability in this area demonstrate self-confidence and the ability to change and adapt their own approach.

EFFECTIVE LEADERSHIP ENABLERS

In order to demonstrate the three identified leadership capabilities, we have identified four ‘enablers’ or innate personality attributes. These are traits that are hard wired; while they can be nurtured and developed, they are non-negotiable ingredients that are vital to effective leadership.

BRIGHTNESS: A foundation for successful leadership, it’s broader than mere intelligence, and includes being intellectually curious and sharp, with a strong appetite to continuously learn.

ENDURANCE: Highly resilient, tenacious and has stamina – this area focuses on a leader’s personality over time, and not just in the short-term.

ADAPTABILITY: Comfortable with ambiguity, complexity and uncertainty – all three words are equally important, and often happen simultaneously.

DRIVE: Has the hunger, energy and desire to be successful.

A DESIRE FOR SIMPLICITY

Throughout a series of client events and meetings held in Q4 2015, we shared the outcomes of our research and thinking. Feedback was overwhelmingly positive for a straightforward, non-jargon approach to defining effective leadership.

It’s worth noting that certain terms can be seen to have a ‘gender bias’ – for example, would men be more likely to be recognised as ‘daring to lead’ compared to their female counterparts? Similar to working with any model, it’s important to understand the cultural environment in which you are working, and help individuals to understand definitions within the context of their organisation and existing preconceptions and norms.

Nonetheless, what is clear is a desire for simplicity in our increasingly complex world. In the Human Age, where the ability to attract, retain and develop talent sets successful organisations apart from the rest, it is more critical than ever that we articulate and measure effective leadership on its ability to achieve results that are meaningful for the individuals and teams that support our leaders.

DRIVING EFFECTIVE LEADERSHIP IN THE HUMAN AGE

To drive business performance, organisations must look beyond traditional performance metrics to enable employees to make a difference and reach their strategic goals.

Core attributes that provide the foundation for effective leaders and the development of effective leadership capabilities.

• Provide purpose and a shared vision

• Navigate short and long-term agenda

• Build organisational capability

• Balance global consistency and local relevance

• Inspire and engage the organisation in transformation

• Collaborate transversely

DRIVE ORGANISATIONAL PERFORMANCE

• Show integrity in relationships with others and in decision-making processes

• Build trust

• Put the ‘We’ before ‘I’

• Ask for, give, receive and act upon feedback

• Create opportunities for meaningful career management

UNLEASH TALENT

• Make courageous decisions

• Dare to take risks and seize opportunities

• Challenge authority constuctively

• Foster and reward innovation

• Demonstrate ability to change own approach

• Show self-confidence

DARE TO LEAD

LEADERSHIP OUTCOMES

LEADERSHIP CAPABILITIES

LEADERSHIP ENABLERS

To make a difference, leaders must be effective operating in a dynamic work environment. This requires a new approach where leaders:

Intellectually curious and sharp, with a strong appetite

to continuously learn

BRIGHTNESS DRIVE

Hunger, energy and desire to be

successful

ADAPTABILITY

Comfortable with ambiguity, complexity

and uncertainty

ENDURANCE

Highly resilient, tenacious and has

stamina

Beyond increasing business performance, is your organisation driving:

High performing managers contribute 48% higher profit to their companies than average managers do.

Increased level of

engagement

A more human organisational

culture

Meaningful career

management

Individual and organisational

sense of purpose

DRIVING EFFECTIVE LEADERSHIP

Effective leadership starts with simplicity

ABOUT THE RESEARCH

During the summer of 2015, Right Management posed the question ‘What does it take to be an effective leader in the 21st century’ to over 400 senior leaders across Europe. In addition to these views, a full literature review, in-depth consultation with 11 academic and leadership experts, and Right Management’s own track record of working with leaders and leadership teams for over 35 years has helped Right Management articulate a leadership point of view that is shared in the whitepaper ‘Driving Effective Leadership in the Human Age.’

DRIVING EFFECTIVE LEADERSHIP

Increased Business

Performance Meaningful career

management

A more human organisational

culture

Individual and organisational sense

of purpose

Increased level of engagement

A recent Gallup survey revealed only 13% of employees globally are emotionally invested in and focused on creating value for their organisations every day. Added to a serious disconnect in employers understanding what employees really want from their job, the best and brightest talent are continually presented with opportunities of more promising paths to career development.

Sustainable improvement requires a fundamental shift in the employer/employee relationship and a conscious focus on promoting internal career development. Only then will organisations truly have a motivated and engaged workforce driving a successful business.

To find out more about how Right Management can help, visit: rightmanagement.co.uk or contact the team on +44 20 7469 6660.

IS LACK OF CAREER DEVELOPMENT HURTING YOUR COMPANY?

What does it take to be an effective leader in the 21st century?

Identify the key characteristics of effective leadership

Fertile ground for growth

EFFECTIVE LEADERSHIP ENABLERS1

Identify the capabilities to make a difference

Focus

EFFECTIVE LEADERSHIP CAPABILITIES2

3

Change criteria to measure and reward effective leadership

Enhanced business performance

EFFECTIVE LEADERSHIP OUTCOMES

10 11ManpowerGroup The Human Age manpowergroup.co.uk

HOW ARE UK EMPLOYERS FUTURE-PROOFING THEIR WORKFORCE?

Every day tens of thousands of people go to work because of us; and thousands of companies thrive because of the people we find them.

Throughout our history, we’ve led the way in the world of work. Few companies can match Manpower’s experience, and we’re proud to remain the global leader in contingent and permanent recruitment workforce solutions to this day.

Find out more: manpower.co.uk

TALENT TO POWER YOUR BUSINESS

The recession, and protracted, uneven recovery, altered global markets. Many expected that as the recession subsided, the labour market would return to business as usual – but that hasn’t happened.

A perfect storm of structural and cyclical forces – from shifting demographics and rapid globalisation to technological revolution – has created a highly uncertain business environment and knocked labour markets out of sync.

The jobs market is split between the ‘haves’ – those with sought-after talent who are in a strong bargaining position and able to manage their own careers; and the ‘have nots’ – those without in-demand skills, who feel increasingly disposable and marginalised. And as industries rapidly evolve, jobs will be created and displaced resulting in an ever more complex labour market in terms of both supply and demand.

It’s a new age of work – and employers need to re-evaluate their workforce management strategies and seek alternative workforce models to drive greater productivity.

LONG-TERM TALENT STRATEGIES

Chris Gray, Managing Director of Manpower UK, said: “The recession may be in the rear-view mirror, but in many respects the recession mentality still exists.

“For too long, employers have been reactive with their hiring – recruiting as and when someone is needed in a quite transactional manner. In this new world of work, taking a long-term view of business and talent strategies will be the key to success.

“Whilst a ‘just-in-time’ approach to hiring can often be a business requirement, it certainly shouldn’t be allowed to become the norm. Instead, future business success relies on the ability to effectively forecast the talent that will be required to achieve business goals, and where this talent will be found or developed.

“That’s why at Manpower we’re helping businesses move away from approaching recruitment reactively. Instead, we’re designing and delivering long-term workforce planning that creates strong alignment between business and workforce strategy. Going forward, this deliberate and purposeful approach is going to be crucial.”

INVESTING IN SKILLS

Future-proofing the workforce also requires employers to readdress their investment in skills.

Chris continued: “Employers who boast a highly skilled workforce can do more, exploit higher margins, and harness new business opportunities in the short and long-term – in turn improving labour market productivity.

“Yet, technology is evolving faster than ever; changing the skills needed for jobs, and shortening the life cycle of those skills.

“Investment is vital. Both the Government and businesses have made a good start in increasing investment in skills, but there’s more work to do – both in ensuring the right training and development is in place to make the workforce job-ready, and ensuring it’s freely available to those who need it.

“The ‘right’ person for a particular job is becoming much harder to find, so flexibility with skills and development is also important. Employers need to recalibrate their mindsets to consider candidates who may not have all the specific skills a job requires, but whose skill gaps can be filled. We call this the ‘teachable fit’, where employers identify skills that can

migrate across industries or be developed with relative ease, and then focus their training and development efforts on filling any gaps.”

At Manpower, we help businesses across the UK find people who have the skills required to power their business from day one, and we support thousands of people every day to improve their skills in the workforce. Alongside readdressing investment in skills, employers should also ensure comprehensive, strategic workforce planning is adopted across the entire organisation.

Chris concluded: “We help many organisations find talent and skills to meet the needs of their business today but we also help many organisations prepare for the needs of tomorrow.

“The journey to improved productivity requires planning and navigation; the puzzle will continue to evolve, but talent and skills will continue to be at the centre of future success. Our experiences with organisations across multiple sectors and geographies, as well as a variety of workforce cultures and skills, means we can provide a unique and privileged perspective that adds real value to planning and navigation at the start of the journey – as well as guidance and support during the journey itself.”

“Companies like us across the globe have to compete with each another, and if a company isn’t as productive or efficient as it could be, the risk of going out of business is pretty high. With Manpower we can quickly be provided with qualified staff, which enables us to adjust easily and quickly to our workload fluctuations. In addition, we may have unexpected demands on the business where we have to find staff at very short notice – this is where Manpower comes in for us.”

“Our ongoing partnership with Manpower means that each driver is fully aware of their routes and requirements at the start of every shift, allowing them to be productive immediately. Skilled candidates are redeployed elsewhere during our quieter periods, so we can flex our workforce up and down in line with business requirements, with the assurance that the right candidates will be there when we need them.”

John Chambers, National Trunking Manager, Calor Gas

Alison Dunkley, Production Team Leader, Sherwin-Williams Diversified Brands Europe

“Today, HR leadership’s challenge is to deliver a productive, engaged workforce that provides the talent the business needs at the time, place, and cost required. Getting this right has been business critical in delivering new products, such as BT Sport, Fibre and BT Mobile. Today I look to the effective use of data analytics to help us build planning models with the business: for example, Manpower work with us on labour market, education and skills analysis; while operationally they help us execute our plans. Going forward, data and analytics will not only help us to get the right size and shape of business; it will also be key in ensuring we gain insight and develop methods to become more productive as an organisation, and as a nation, which is a key challenge for UK plc.”

Tom Keeney, Director of Organisational Effectiveness and Transformation, BT Group

FUTURE-PROOFING THE WORKFORCEGlobal labour markets are less elastic today than they once were – they recover more slowly and produce growing inequality.

“Manpower has helped us implement a brand new start-up plant with a new cultural ethos where quality, attitude, flexibility and a willingness to help others is vital. This has also ensured we have industry-leading metrics on retention and absence, which ultimately leads to quality products and improved productivity levels.”

Trevor Leeks, Operations Director, Jaguar Land Rover Engine Manufacturing Centre

Brett Jacobson, Managing Director, Mediaworks

“Mediaworks’ workforce strategy is based around three core pillars: people, processes and systems. We aim to attract the best talent to the business, so we nurture our people with continuous training and development in a vibrant and collaborative environment. By introducing a Microsoft CRM, we’ve ensured information can be gathered quickly and dynamically, allowing us to deliver a unified and integrated service. In turn, both of these initiatives are improving our organisation’s productivity markedly.”

“ WE’RE DESIGNING AND DELIVERING LONG-TERM

WORKFORCE PLANNING THAT CREATES STRONG ALIGNMENT

BETWEEN BUSINESS AND WORKFORCE STRATEGY. GOING

FORWARD, THIS DELIBERATE AND PURPOSEFUL APPROACH IS GOING

TO BE CRUCIAL. ”

10 11ManpowerGroup The Human Age manpowergroup.co.uk

HOW ARE UK EMPLOYERS FUTURE-PROOFING THEIR WORKFORCE?

Every day tens of thousands of people go to work because of us; and thousands of companies thrive because of the people we find them.

Throughout our history, we’ve led the way in the world of work. Few companies can match Manpower’s experience, and we’re proud to remain the global leader in contingent and permanent recruitment workforce solutions to this day.

Find out more: manpower.co.uk

TALENT TO POWER YOUR BUSINESS

The recession, and protracted, uneven recovery, altered global markets. Many expected that as the recession subsided, the labour market would return to business as usual – but that hasn’t happened.

A perfect storm of structural and cyclical forces – from shifting demographics and rapid globalisation to technological revolution – has created a highly uncertain business environment and knocked labour markets out of sync.

The jobs market is split between the ‘haves’ – those with sought-after talent who are in a strong bargaining position and able to manage their own careers; and the ‘have nots’ – those without in-demand skills, who feel increasingly disposable and marginalised. And as industries rapidly evolve, jobs will be created and displaced resulting in an ever more complex labour market in terms of both supply and demand.

It’s a new age of work – and employers need to re-evaluate their workforce management strategies and seek alternative workforce models to drive greater productivity.

LONG-TERM TALENT STRATEGIES

Chris Gray, Managing Director of Manpower UK, said: “The recession may be in the rear-view mirror, but in many respects the recession mentality still exists.

“For too long, employers have been reactive with their hiring – recruiting as and when someone is needed in a quite transactional manner. In this new world of work, taking a long-term view of business and talent strategies will be the key to success.

“Whilst a ‘just-in-time’ approach to hiring can often be a business requirement, it certainly shouldn’t be allowed to become the norm. Instead, future business success relies on the ability to effectively forecast the talent that will be required to achieve business goals, and where this talent will be found or developed.

“That’s why at Manpower we’re helping businesses move away from approaching recruitment reactively. Instead, we’re designing and delivering long-term workforce planning that creates strong alignment between business and workforce strategy. Going forward, this deliberate and purposeful approach is going to be crucial.”

INVESTING IN SKILLS

Future-proofing the workforce also requires employers to readdress their investment in skills.

Chris continued: “Employers who boast a highly skilled workforce can do more, exploit higher margins, and harness new business opportunities in the short and long-term – in turn improving labour market productivity.

“Yet, technology is evolving faster than ever; changing the skills needed for jobs, and shortening the life cycle of those skills.

“Investment is vital. Both the Government and businesses have made a good start in increasing investment in skills, but there’s more work to do – both in ensuring the right training and development is in place to make the workforce job-ready, and ensuring it’s freely available to those who need it.

“The ‘right’ person for a particular job is becoming much harder to find, so flexibility with skills and development is also important. Employers need to recalibrate their mindsets to consider candidates who may not have all the specific skills a job requires, but whose skill gaps can be filled. We call this the ‘teachable fit’, where employers identify skills that can

migrate across industries or be developed with relative ease, and then focus their training and development efforts on filling any gaps.”

At Manpower, we help businesses across the UK find people who have the skills required to power their business from day one, and we support thousands of people every day to improve their skills in the workforce. Alongside readdressing investment in skills, employers should also ensure comprehensive, strategic workforce planning is adopted across the entire organisation.

Chris concluded: “We help many organisations find talent and skills to meet the needs of their business today but we also help many organisations prepare for the needs of tomorrow.

“The journey to improved productivity requires planning and navigation; the puzzle will continue to evolve, but talent and skills will continue to be at the centre of future success. Our experiences with organisations across multiple sectors and geographies, as well as a variety of workforce cultures and skills, means we can provide a unique and privileged perspective that adds real value to planning and navigation at the start of the journey – as well as guidance and support during the journey itself.”

“Companies like us across the globe have to compete with each another, and if a company isn’t as productive or efficient as it could be, the risk of going out of business is pretty high. With Manpower we can quickly be provided with qualified staff, which enables us to adjust easily and quickly to our workload fluctuations. In addition, we may have unexpected demands on the business where we have to find staff at very short notice – this is where Manpower comes in for us.”

“Our ongoing partnership with Manpower means that each driver is fully aware of their routes and requirements at the start of every shift, allowing them to be productive immediately. Skilled candidates are redeployed elsewhere during our quieter periods, so we can flex our workforce up and down in line with business requirements, with the assurance that the right candidates will be there when we need them.”

John Chambers, National Trunking Manager, Calor Gas

Alison Dunkley, Production Team Leader, Sherwin-Williams Diversified Brands Europe

“Today, HR leadership’s challenge is to deliver a productive, engaged workforce that provides the talent the business needs at the time, place, and cost required. Getting this right has been business critical in delivering new products, such as BT Sport, Fibre and BT Mobile. Today I look to the effective use of data analytics to help us build planning models with the business: for example, Manpower work with us on labour market, education and skills analysis; while operationally they help us execute our plans. Going forward, data and analytics will not only help us to get the right size and shape of business; it will also be key in ensuring we gain insight and develop methods to become more productive as an organisation, and as a nation, which is a key challenge for UK plc.”

Tom Keeney, Director of Organisational Effectiveness and Transformation, BT Group

FUTURE-PROOFING THE WORKFORCEGlobal labour markets are less elastic today than they once were – they recover more slowly and produce growing inequality.

“Manpower has helped us implement a brand new start-up plant with a new cultural ethos where quality, attitude, flexibility and a willingness to help others is vital. This has also ensured we have industry-leading metrics on retention and absence, which ultimately leads to quality products and improved productivity levels.”

Trevor Leeks, Operations Director, Jaguar Land Rover Engine Manufacturing Centre

Brett Jacobson, Managing Director, Mediaworks

“Mediaworks’ workforce strategy is based around three core pillars: people, processes and systems. We aim to attract the best talent to the business, so we nurture our people with continuous training and development in a vibrant and collaborative environment. By introducing a Microsoft CRM, we’ve ensured information can be gathered quickly and dynamically, allowing us to deliver a unified and integrated service. In turn, both of these initiatives are improving our organisation’s productivity markedly.”

“ WE’RE DESIGNING AND DELIVERING LONG-TERM

WORKFORCE PLANNING THAT CREATES STRONG ALIGNMENT

BETWEEN BUSINESS AND WORKFORCE STRATEGY. GOING

FORWARD, THIS DELIBERATE AND PURPOSEFUL APPROACH IS GOING

TO BE CRUCIAL. ”

12 13ManpowerGroup The Human Age manpowergroup.co.uk

That’s according to the latest ManpowerGroup report, ‘Seven steps to conscious inclusion: a practical guide to accelerating more women into leadership’.

Established male leaders were more optimistic about when gender parity will be achieved, suggesting that a level playing field will be achieved in the next 14 years.

Jonas Prising, CEO of ManpowerGroup, said: “Getting women into leadership isn’t just an ethical imperative. When half of the talent pool and half of consumers are female, it makes good business sense and achieves diversity of thought and better decision-making.

“CEOs need to own this. Accountability sits with senior leadership to create and champion a culture of conscious inclusion. Articulating a talent legacy, saying how things will

change, and by when, helps leaders realise the seriousness of this. True change takes time, focus and discipline.”

The report also found that 42% of leaders believe flexible working is key to getting more women into leadership. This one-size-fits-one approach requires a rethinking of the entire workforce, moving to a culture that values performance and output, over and above presenteeism.

Nearly 60% of leaders interviewed said they believe the single most powerful thing an organisation can do to promote more women leaders is to create a gender neutral culture, led by the CEO.

“It’s proven that the problem will not correct itself – we are stuck in a circular conversation,” said Mara Swan, ManpowerGroup’s Executive Vice President, Global Strategy

and Talent and Co-chair of the World Economic Forum’s Global

Agenda Council on Gender Parity.

“Getting more women into P&L roles will significantly help

accelerate the talent and leadership pipeline, but requires

focus, discipline and commitment from the CEO down to make

it happen. That’s why we commissioned this report to help turn

words into action.”

ManpowerGroup has been working on achieving gender parity

for two decades. In 1999, Jeff Joerres, then CEO, made a

personal commitment to get women onto an all-male board.

Within a decade, over a third of the board were female and this

remains so today. Added to this, a third of our top executives

and half of our Emerging Leaders are female.

Read the full report at manpowergroup.co.uk/conscious-inclusion

97% of Millennials think they’ll be the generation to finally achieve equal opportunities

for women in the workplace – but estimate it will take another 21 years.

ACCELERATING WOMEN INTO LEADERSHIP

ABOUT THE RESEARCH

In August 2015, ManpowerGroup commissioned a global study of 222 established and emerging male and female leaders, including 72 from ManpowerGroup, to investigate attitudes towards conscious inclusion of women in senior leadership roles. An equal balance of male and female respondents across 25 countries provided regional perspectives from the Americas, Europe and the Middle East, and Asia Pacific.

SEVEN PRACTICAL STEPS TO HELP ACHIEVE GENDER PARITY:

2Leadership has to

own it; don’t delegate it

3Challenge

assumptions

1Change

yourself first

4Hire people who value

people

6Don’t focus on macro

numbers; know exactly where you need women to be

7Be accountable: set

measurable and achievable outcomes

5Promote a culture of conscious inclusion:

programmes alone don’t work

ManpowerGroup Solutions manages over $9 billion spend in our Managed Service Programmes; runs more than 90+ Talent Based Outsourcing operations; and delivers 250 Recruitment Process Outsourcing solutions to clients around the world.

Our ability to capitalise on new thinking, new workforce models and new possibilities has made us the most recognised and respected workforce solutions provider in the world.

Find out more at manpowergroupsolutions.co.uk

UNLEASHING LIMITLESS POTENTIAL IS HUMANLY POSSIBLE

On top of the PR, legal, security, and compliance risks this presents, businesses that

lack a clear picture of their total workforce are in danger of being unable to make

informed strategic business decisions.

Chris Arthur, Operations Director at ManpowerGroup Solutions, said: “To maintain or

build a competitive advantage, companies are increasing their utilisation of contingent

workers. Yet, many companies don’t have the expertise in place to fully leverage this

opportunity.

“Organisations that lack a clear picture of their overall workforce, and the vendors

who supply their contingent workforce, will be unable to make fully informed strategic

decisions about growth and allocation of human resources.

“The key is selecting the correct Vendor Management System (VMS) – technology

that’s designed to support in the procurement and management of contingent

workers – and the correct Managed Service Provider (MSP). Not only will this mitigate

contingent workforce risk, but it allows employers to properly utilise and manage

contingent talent and suppliers in ways that supports business strategy.

VMS SOLUTIONS BRINGING VISIBILITY

“At TAPFIN, the Managed Service Provider from ManpowerGroup Solutions, we run

over 400 MSPs with over $9 billion spend under management. We’re proud that

industry analyst Everest Group has frequently recognised us as a Top MSP performer

for our quality programme management, efficient processes, breadth of services and

global reach.

“We intentionally consider ourselves neutral in the provision and use of VMSs across all

aspects of workforce management. This means we’re able to align ourselves with our

clients’ choice of system, or select the most appropriate system for the specific client need”.

TAPFIN spoke to two of the leading VMS providers – Fieldglass and IQNavigator – about the strategic workforce management solutions they provide.

Mikael Lindmark, SVP at Fieldglass Europe, said: “With up to 50% of a company’s total workforce now comprising of non-employees, companies need to manage this portion of their workforce just as much as their internal employees.

“The most common challenge our customers are facing is the lack of visibility. Knowing who is employed where, to do what, for how long and with access to what systems is crucial – yet most companies do not have those insights.

“With a VMS, companies can easily streamline the recruitment and management of their external workforce. Key benefits we see with our customers are cost savings, compliance, increased quality and efficiency, as well as visibility across their entire workforce.”

As Simon Fahie, Managing Director (EMEA) at IQNavigator highlights, a VMS solution also plays a key role in mitigating risk. He said: “Searching for the right talent can be time consuming and costly.

“If not managed effectively across the enterprise once onboard, contingent workers quickly decrease in value while creating unnecessary risk.

“A VMS provides hiring managers centralised access to the right contingent talent at the right price. HR, procurement and other decision makers have end-to-end visibility into the contingent workforce. This gives them the insight they need to control costs while meeting stringent corporate governance and compliance demands.”

Whether an organisation is motivated by risk avoidance, benefits attainment or both, employers of all sizes have a vested interest in better understanding their workforces and their workforce supply chain.

STREAMLINED CONTINGENT WORKFORCE PROCESSES

Organisations of all sizes often take for granted that they have an accurate understanding of the

number of people who work for them – particularly when it comes to their contingent workers.

TAPFIN, ManpowerGroup Solutions’ Managed Service Provider, delivers comprehensive global solutions that optimise contingent workforce management and supplier performance. Find out more at manpowergroupsolutions.co.uk/solutions/managed-service-programmes/

“ IF NOT MANAGED EFFECTIVELY ACROSS THE ENTERPRISE ONCE ONBOARD, CONTINGENT WORKERS QUICKLY DECREASE

IN VALUE WHILE CREATING UNNECESSARY RISK. ”Simon Fahie, Managing Director (EMEA), IQNavigator

“ KNOWING WHO IS EMPLOYED WHERE, TO DO WHAT, FOR HOW LONG AND WITH ACCESS TO WHAT SYSTEMS IS CRUCIAL – YET MOST COMPANIES DO NOT HAVE THOSE INSIGHTS. ”

Mikael Lindmark, Senior Vice President, Fieldglass Europe

12 13ManpowerGroup The Human Age manpowergroup.co.uk

That’s according to the latest ManpowerGroup report, ‘Seven steps to conscious inclusion: a practical guide to accelerating more women into leadership’.

Established male leaders were more optimistic about when gender parity will be achieved, suggesting that a level playing field will be achieved in the next 14 years.

Jonas Prising, CEO of ManpowerGroup, said: “Getting women into leadership isn’t just an ethical imperative. When half of the talent pool and half of consumers are female, it makes good business sense and achieves diversity of thought and better decision-making.

“CEOs need to own this. Accountability sits with senior leadership to create and champion a culture of conscious inclusion. Articulating a talent legacy, saying how things will

change, and by when, helps leaders realise the seriousness of this. True change takes time, focus and discipline.”

The report also found that 42% of leaders believe flexible working is key to getting more women into leadership. This one-size-fits-one approach requires a rethinking of the entire workforce, moving to a culture that values performance and output, over and above presenteeism.

Nearly 60% of leaders interviewed said they believe the single most powerful thing an organisation can do to promote more women leaders is to create a gender neutral culture, led by the CEO.

“It’s proven that the problem will not correct itself – we are stuck in a circular conversation,” said Mara Swan, ManpowerGroup’s Executive Vice President, Global Strategy

and Talent and Co-chair of the World Economic Forum’s Global

Agenda Council on Gender Parity.

“Getting more women into P&L roles will significantly help

accelerate the talent and leadership pipeline, but requires

focus, discipline and commitment from the CEO down to make

it happen. That’s why we commissioned this report to help turn

words into action.”

ManpowerGroup has been working on achieving gender parity

for two decades. In 1999, Jeff Joerres, then CEO, made a

personal commitment to get women onto an all-male board.

Within a decade, over a third of the board were female and this

remains so today. Added to this, a third of our top executives

and half of our Emerging Leaders are female.

Read the full report at manpowergroup.co.uk/conscious-inclusion

97% of Millennials think they’ll be the generation to finally achieve equal opportunities

for women in the workplace – but estimate it will take another 21 years.

ACCELERATING WOMEN INTO LEADERSHIP

ABOUT THE RESEARCH

In August 2015, ManpowerGroup commissioned a global study of 222 established and emerging male and female leaders, including 72 from ManpowerGroup, to investigate attitudes towards conscious inclusion of women in senior leadership roles. An equal balance of male and female respondents across 25 countries provided regional perspectives from the Americas, Europe and the Middle East, and Asia Pacific.

SEVEN PRACTICAL STEPS TO HELP ACHIEVE GENDER PARITY:

2Leadership has to

own it; don’t delegate it

3Challenge

assumptions

1Change

yourself first

4Hire people who value

people

6Don’t focus on macro

numbers; know exactly where you need women to be

7Be accountable: set

measurable and achievable outcomes

5Promote a culture of conscious inclusion:

programmes alone don’t work

ManpowerGroup Solutions manages over $9 billion spend in our Managed Service Programmes; runs more than 90+ Talent Based Outsourcing operations; and delivers 250 Recruitment Process Outsourcing solutions to clients around the world.

Our ability to capitalise on new thinking, new workforce models and new possibilities has made us the most recognised and respected workforce solutions provider in the world.

Find out more at manpowergroupsolutions.co.uk

UNLEASHING LIMITLESS POTENTIAL IS HUMANLY POSSIBLE

On top of the PR, legal, security, and compliance risks this presents, businesses that

lack a clear picture of their total workforce are in danger of being unable to make

informed strategic business decisions.

Chris Arthur, Operations Director at ManpowerGroup Solutions, said: “To maintain or

build a competitive advantage, companies are increasing their utilisation of contingent

workers. Yet, many companies don’t have the expertise in place to fully leverage this

opportunity.

“Organisations that lack a clear picture of their overall workforce, and the vendors

who supply their contingent workforce, will be unable to make fully informed strategic

decisions about growth and allocation of human resources.

“The key is selecting the correct Vendor Management System (VMS) – technology

that’s designed to support in the procurement and management of contingent

workers – and the correct Managed Service Provider (MSP). Not only will this mitigate

contingent workforce risk, but it allows employers to properly utilise and manage

contingent talent and suppliers in ways that supports business strategy.

VMS SOLUTIONS BRINGING VISIBILITY

“At TAPFIN, the Managed Service Provider from ManpowerGroup Solutions, we run

over 400 MSPs with over $9 billion spend under management. We’re proud that

industry analyst Everest Group has frequently recognised us as a Top MSP performer

for our quality programme management, efficient processes, breadth of services and

global reach.

“We intentionally consider ourselves neutral in the provision and use of VMSs across all

aspects of workforce management. This means we’re able to align ourselves with our

clients’ choice of system, or select the most appropriate system for the specific client need”.

TAPFIN spoke to two of the leading VMS providers – Fieldglass and IQNavigator – about the strategic workforce management solutions they provide.

Mikael Lindmark, SVP at Fieldglass Europe, said: “With up to 50% of a company’s total workforce now comprising of non-employees, companies need to manage this portion of their workforce just as much as their internal employees.

“The most common challenge our customers are facing is the lack of visibility. Knowing who is employed where, to do what, for how long and with access to what systems is crucial – yet most companies do not have those insights.

“With a VMS, companies can easily streamline the recruitment and management of their external workforce. Key benefits we see with our customers are cost savings, compliance, increased quality and efficiency, as well as visibility across their entire workforce.”

As Simon Fahie, Managing Director (EMEA) at IQNavigator highlights, a VMS solution also plays a key role in mitigating risk. He said: “Searching for the right talent can be time consuming and costly.

“If not managed effectively across the enterprise once onboard, contingent workers quickly decrease in value while creating unnecessary risk.

“A VMS provides hiring managers centralised access to the right contingent talent at the right price. HR, procurement and other decision makers have end-to-end visibility into the contingent workforce. This gives them the insight they need to control costs while meeting stringent corporate governance and compliance demands.”

Whether an organisation is motivated by risk avoidance, benefits attainment or both, employers of all sizes have a vested interest in better understanding their workforces and their workforce supply chain.

STREAMLINED CONTINGENT WORKFORCE PROCESSES

Organisations of all sizes often take for granted that they have an accurate understanding of the

number of people who work for them – particularly when it comes to their contingent workers.

TAPFIN, ManpowerGroup Solutions’ Managed Service Provider, delivers comprehensive global solutions that optimise contingent workforce management and supplier performance. Find out more at manpowergroupsolutions.co.uk/solutions/managed-service-programmes/

“ IF NOT MANAGED EFFECTIVELY ACROSS THE ENTERPRISE ONCE ONBOARD, CONTINGENT WORKERS QUICKLY DECREASE

IN VALUE WHILE CREATING UNNECESSARY RISK. ”Simon Fahie, Managing Director (EMEA), IQNavigator

“ KNOWING WHO IS EMPLOYED WHERE, TO DO WHAT, FOR HOW LONG AND WITH ACCESS TO WHAT SYSTEMS IS CRUCIAL – YET MOST COMPANIES DO NOT HAVE THOSE INSIGHTS. ”

Mikael Lindmark, Senior Vice President, Fieldglass Europe

14 15ManpowerGroup The Human Age manpowergroup.co.uk

ECONOMIC

ENVIRONMENT

33% OF THE BOARD OF DIRECTORS

AND

27% REDUCTION

12% REDUCTION

IN OFFICE WASTE56% OF MARKETS HAVE ENVIRONMENTAL CERTIFICATION

$21 BILLIONin revenue

400,000clients

3.4 MILLION people placed in permanent, contract

or temporary jobs every year

600,000 ASSOCIATESon assignment each day

$1.9 BILLIONpaid in salaries and benefits to employees

across ManpowerGroup globally

SOCIAL

$58 MILLIONinvested in employability programmes

employees, associates and contractors

upskilled

+100,000

in money, goods and time donated to community

organisations

$9 MILLION

of operations have standard practices

protecting human rights

54% OF MANAGERS ARE WOMEN

of people placed are youth

30%

100%

IN ELECTRICITY USE

Shaping the conversation around critical global challengesManpowerGroup has been a strategic partner of the World Economic Forum for 12 years, helping to drive the Forum’s activities and work around the world.

As a strategic partner of the World Economic Forum (WEF) for 12 years, ManpowerGroup is one of 100 leading international companies that drive the Forum’s activities and work around the world.

Through participation in worldwide, regional, industry and national strategy meetings, ManpowerGroup’s senior leaders represent the issues facing our clients around the world, share their expertise and help shape the conversation to make a measurable difference to critical global challenges.

A flagship event, the WEF’s Annual Meeting, brings together 2,500 of the world’s top business, government and academic leaders to discuss the most pressing global issues.

The theme of the 2016 Annual Meeting held in Davos Klosters, Switzerland, was ‘The Fourth Industrial Revolution’. Conversation was

focused around the transformation of systems of production, distribution and consumption of the now normal era of certain uncertainty.

ManpowerGroup’s CEO Jonas Prising, led a delegation of senior ManpowerGroup executives who shared insights on women and leadership, and advanced the conversation around global labour markets and the changing world of work.

In addition to contributing to Forum meetings, ManpowerGroup executives are involved year-round in the Forum’s Global Challenges and Global Agenda Councils (GAC) – the world’s foremost network of thought leaders.

Over the past year, ManpowerGroup leaders were instrumental in advancing the work of the Future of Jobs and Gender councils, both by sharing their expertise and by securing industry participation in a first-of-

its-kind survey which formed the basis for the Future of Jobs and Industry Gender Reports.

As a member of the Advisory Board on the Global Challenge of Gender, CEO Jonas Prising is helping to direct the work of the multi-stakeholder community that is the primary driver of the Forum’s work to advance gender parity. ManpowerGroup’s corporate contribution is multiplied by Mara Swan, who serves as Co-chair of the Global Agenda Council on Gender Parity, and is focused on increasing female participation in the labour market.

Commenting on this issue at the WEF, Jonas Prising said: “We must go to more pragmatic solutions and be very deliberate in our efforts to make the gender parity change.” Mara Swan also noted: “For there to be more female leaders at the helm of companies, we need to make sure we have more women in technical roles, business roles and P&L roles.”

TAPFIN, the Managed Service Provider (MSP) of ManpowerGroup Solutions, was recognised in the highest leader quadrant designation for the second consecutive year by NelsonHall’s Vendor Evaluation and Assessment Tool (NEAT) report, published in November 2015.

The evaluation assesses vendors against their ability to deliver both immediate benefits and future client requirements. TAPFIN was identified as the leader in three categories – Talent Management Focus, Multi Country Focus and Overall. This recognised its ability to address clients’ multi-country, multi-region and global needs, manage agencies and suppliers neutrally, optimise the supplier mix, and provide a consolidated reporting and procurement methodology.

“TAPFIN is one of the very few vendors that can deliver global, multi-country MSP through its own local presence,” said Gary Bragar, HR Outsourcing Director, Nelson Hall. “Their global reach and access to comprehensive workforce

solutions positions TAPFIN as a market leader.”

The recognition closely followed the Everest Group’s PEAK Matrix October 2015 report on Recruitment Process Outsourcing (RPO), that saw ManpowerGroup identified as a leader in RPO solutions for the fifth consecutive year.

ManpowerGroup is among 21 established RPO service providers classified on the PEAK Matrix. Service providers are categorised as Leaders, Major Contenders or Aspirants, based on an assessment of delivery capabilities measured by scale, scope, technology and innovation, delivery footprint, and buyer satisfaction.

“ManpowerGroup has continually proven itself as a leading provider of global RPO solutions over the last several years,” said Rajesh Ranjan, Partner and Head, Business Process Services Research, Everest Group.

“Their ability to offer a wide scope of solutions across the

globe is a key differentiator. ManpowerGroup is one of only two service providers that has significant experience across all major regions of the world, including emerging geographies.”

Commenting on the rankings, James Hick, Managing Director of ManpowerGroup Solutions UK, said: “We’re delighted to be consistently recognised as leaders in both MSP and RPO solutions. Our positioning confirms our unrivalled ability to deliver comprehensive solutions to our clients worldwide and to expertly meet their diverse contingent and permanent workforce needs.”

Consistent recognition confirms global leadership and expertise in MSP and RPO solutions

TAPFIN recognised as MSP leader by NelsonHall and ManpowerGroup identified as RPO leader by Everest Group.

Connecting millions with meaningful work to help build sustainable companies and communities

In our rapidly changing global environment, sustainable business practices provide a competitive advantage to accelerate performance, drive growth and better serve the needs of both clients and candidates.

To ensure sustainable growth, we must also acknowledge the responsibility businesses hold towards ensuring today’s youth are equipped and prepared to enter the complex and evolving world of work, and are supported in gaining awareness of the options and opportunities available to them.

In September 2015, ManpowerGroup launched the report ‘Sustainability in the Human Age’, outlining our own economic, social and environmental impact, and reinforcing our commitment to ethical and responsible business practices that connect people to meaningful work and help clients meet their talent needs.

“ManpowerGroup is driven by a dual purpose: helping companies succeed in a fast-changing, uncertain economy, and connecting millions of people to meaningful employment opportunities every year,” said Jonas Prising, ManpowerGroup Chief Executive Officer.

“Finding great jobs for the best talent develops win-win sustainable relationships. Many of our people go the extra mile by volunteering nearly 60,000 hours globally

as coaches and mentors. Every day, we see the difference the dignity of work

makes to people, families and whole communities.”

ManpowerGroup’s employability programmes offer education and experiences that

help people prepare for work, start and restart careers, and assist them in staying

relevant throughout their working lives by offering upskilling and reskilling services.

ManpowerGroup runs employability programmes across 80 countries, and each

year finds work for 3.4 million people around the world.

One-third of the people placed in jobs are between the ages of 18 and 25, and

more than half of ManpowerGroup’s employees are women. By tapping under-

represented talent pools, ManpowerGroup helps create diverse and sustainable

talent pipelines.

“Our commitment to helping people find and stay in work and our fair and

transparent practices continue to set high standards around the world,” said

Prising. “We are proud to be recognised as one of the World’s Most Admired

Companies by Fortune Magazine, to be included on the Dow Jones Sustainability

Index and the FTSE4Good Index, and to be named one of the World’s Most Ethical

Companies by the Ethisphere Institute for the fifth consecutive year.”

Download ManpowerGroup’s Corporate Report ‘Sustainability in the Human Age’: manpowergroup.co.uk/sustainability Find out more at: manpowergroup.co.uk/recognition

To learn more, please visit: manpowergroup.com/wef2016

Jonas Prising, Chairman and Chief Executive Officer of ManpowerGroup, joined host Lyse Doucet and fellow panellists Justin Trudeau, Sheryl Sandberg, Melinda Gates, and Zhang Xin in the session ‘Progress towards Parity’ at the WEF 2016 Annual Meeting.

Download ManpowerGroup’s latest report: The Human Age 2.0: Future Forces at Work manpowergroup.co.uk/futureforces

14 15ManpowerGroup The Human Age manpowergroup.co.uk

ECONOMIC

ENVIRONMENT

33% OF THE BOARD OF DIRECTORS

AND

27% REDUCTION

12% REDUCTION

IN OFFICE WASTE56% OF MARKETS HAVE ENVIRONMENTAL CERTIFICATION

$21 BILLIONin revenue

400,000clients

3.4 MILLION people placed in permanent, contract

or temporary jobs every year

600,000 ASSOCIATESon assignment each day

$1.9 BILLIONpaid in salaries and benefits to employees

across ManpowerGroup globally

SOCIAL

$58 MILLIONinvested in employability programmes

employees, associates and contractors

upskilled

+100,000

in money, goods and time donated to community

organisations

$9 MILLION

of operations have standard practices

protecting human rights

54% OF MANAGERS ARE WOMEN

of people placed are youth

30%

100%

IN ELECTRICITY USE

Shaping the conversation around critical global challengesManpowerGroup has been a strategic partner of the World Economic Forum for 12 years, helping to drive the Forum’s activities and work around the world.

As a strategic partner of the World Economic Forum (WEF) for 12 years, ManpowerGroup is one of 100 leading international companies that drive the Forum’s activities and work around the world.

Through participation in worldwide, regional, industry and national strategy meetings, ManpowerGroup’s senior leaders represent the issues facing our clients around the world, share their expertise and help shape the conversation to make a measurable difference to critical global challenges.

A flagship event, the WEF’s Annual Meeting, brings together 2,500 of the world’s top business, government and academic leaders to discuss the most pressing global issues.

The theme of the 2016 Annual Meeting held in Davos Klosters, Switzerland, was ‘The Fourth Industrial Revolution’. Conversation was

focused around the transformation of systems of production, distribution and consumption of the now normal era of certain uncertainty.

ManpowerGroup’s CEO Jonas Prising, led a delegation of senior ManpowerGroup executives who shared insights on women and leadership, and advanced the conversation around global labour markets and the changing world of work.

In addition to contributing to Forum meetings, ManpowerGroup executives are involved year-round in the Forum’s Global Challenges and Global Agenda Councils (GAC) – the world’s foremost network of thought leaders.

Over the past year, ManpowerGroup leaders were instrumental in advancing the work of the Future of Jobs and Gender councils, both by sharing their expertise and by securing industry participation in a first-of-

its-kind survey which formed the basis for the Future of Jobs and Industry Gender Reports.

As a member of the Advisory Board on the Global Challenge of Gender, CEO Jonas Prising is helping to direct the work of the multi-stakeholder community that is the primary driver of the Forum’s work to advance gender parity. ManpowerGroup’s corporate contribution is multiplied by Mara Swan, who serves as Co-chair of the Global Agenda Council on Gender Parity, and is focused on increasing female participation in the labour market.

Commenting on this issue at the WEF, Jonas Prising said: “We must go to more pragmatic solutions and be very deliberate in our efforts to make the gender parity change.” Mara Swan also noted: “For there to be more female leaders at the helm of companies, we need to make sure we have more women in technical roles, business roles and P&L roles.”

TAPFIN, the Managed Service Provider (MSP) of ManpowerGroup Solutions, was recognised in the highest leader quadrant designation for the second consecutive year by NelsonHall’s Vendor Evaluation and Assessment Tool (NEAT) report, published in November 2015.

The evaluation assesses vendors against their ability to deliver both immediate benefits and future client requirements. TAPFIN was identified as the leader in three categories – Talent Management Focus, Multi Country Focus and Overall. This recognised its ability to address clients’ multi-country, multi-region and global needs, manage agencies and suppliers neutrally, optimise the supplier mix, and provide a consolidated reporting and procurement methodology.

“TAPFIN is one of the very few vendors that can deliver global, multi-country MSP through its own local presence,” said Gary Bragar, HR Outsourcing Director, Nelson Hall. “Their global reach and access to comprehensive workforce

solutions positions TAPFIN as a market leader.”

The recognition closely followed the Everest Group’s PEAK Matrix October 2015 report on Recruitment Process Outsourcing (RPO), that saw ManpowerGroup identified as a leader in RPO solutions for the fifth consecutive year.

ManpowerGroup is among 21 established RPO service providers classified on the PEAK Matrix. Service providers are categorised as Leaders, Major Contenders or Aspirants, based on an assessment of delivery capabilities measured by scale, scope, technology and innovation, delivery footprint, and buyer satisfaction.

“ManpowerGroup has continually proven itself as a leading provider of global RPO solutions over the last several years,” said Rajesh Ranjan, Partner and Head, Business Process Services Research, Everest Group.

“Their ability to offer a wide scope of solutions across the

globe is a key differentiator. ManpowerGroup is one of only two service providers that has significant experience across all major regions of the world, including emerging geographies.”

Commenting on the rankings, James Hick, Managing Director of ManpowerGroup Solutions UK, said: “We’re delighted to be consistently recognised as leaders in both MSP and RPO solutions. Our positioning confirms our unrivalled ability to deliver comprehensive solutions to our clients worldwide and to expertly meet their diverse contingent and permanent workforce needs.”

Consistent recognition confirms global leadership and expertise in MSP and RPO solutions

TAPFIN recognised as MSP leader by NelsonHall and ManpowerGroup identified as RPO leader by Everest Group.

Connecting millions with meaningful work to help build sustainable companies and communities

In our rapidly changing global environment, sustainable business practices provide a competitive advantage to accelerate performance, drive growth and better serve the needs of both clients and candidates.

To ensure sustainable growth, we must also acknowledge the responsibility businesses hold towards ensuring today’s youth are equipped and prepared to enter the complex and evolving world of work, and are supported in gaining awareness of the options and opportunities available to them.

In September 2015, ManpowerGroup launched the report ‘Sustainability in the Human Age’, outlining our own economic, social and environmental impact, and reinforcing our commitment to ethical and responsible business practices that connect people to meaningful work and help clients meet their talent needs.

“ManpowerGroup is driven by a dual purpose: helping companies succeed in a fast-changing, uncertain economy, and connecting millions of people to meaningful employment opportunities every year,” said Jonas Prising, ManpowerGroup Chief Executive Officer.

“Finding great jobs for the best talent develops win-win sustainable relationships. Many of our people go the extra mile by volunteering nearly 60,000 hours globally

as coaches and mentors. Every day, we see the difference the dignity of work

makes to people, families and whole communities.”

ManpowerGroup’s employability programmes offer education and experiences that

help people prepare for work, start and restart careers, and assist them in staying

relevant throughout their working lives by offering upskilling and reskilling services.

ManpowerGroup runs employability programmes across 80 countries, and each

year finds work for 3.4 million people around the world.

One-third of the people placed in jobs are between the ages of 18 and 25, and

more than half of ManpowerGroup’s employees are women. By tapping under-

represented talent pools, ManpowerGroup helps create diverse and sustainable

talent pipelines.

“Our commitment to helping people find and stay in work and our fair and

transparent practices continue to set high standards around the world,” said

Prising. “We are proud to be recognised as one of the World’s Most Admired

Companies by Fortune Magazine, to be included on the Dow Jones Sustainability

Index and the FTSE4Good Index, and to be named one of the World’s Most Ethical

Companies by the Ethisphere Institute for the fifth consecutive year.”

Download ManpowerGroup’s Corporate Report ‘Sustainability in the Human Age’: manpowergroup.co.uk/sustainability Find out more at: manpowergroup.co.uk/recognition

To learn more, please visit: manpowergroup.com/wef2016

Jonas Prising, Chairman and Chief Executive Officer of ManpowerGroup, joined host Lyse Doucet and fellow panellists Justin Trudeau, Sheryl Sandberg, Melinda Gates, and Zhang Xin in the session ‘Progress towards Parity’ at the WEF 2016 Annual Meeting.

Download ManpowerGroup’s latest report: The Human Age 2.0: Future Forces at Work manpowergroup.co.uk/futureforces

Fundamental shifts in the way we engage through social media have created both challenges and opportunities for HR and talent professionals.

ManpowerGroup’s digital innovation programme #RelationshipsMatter continues to support our clients in both talent connection and building meaningful relationships.

Test your awareness of the social recruiting landscape with our interactive knowledge check, and learn how you can take your social expertise to the next level.

manpowergroup.co.uk/socialrecruiting