The start of a New Year is often a signal for change. It’s a time of clean starts, fresh approaches, and an opportunity to look at things differently. It’s often welcomed and embraced, as we each seek to improve and develop ourselves. When it comes to business, however, the reality of change is not always so straightforward.

Faced with industry shifts, economic upheavals

and organisational evolution, the challenges facing employers continue to grow in complexity. It’s a world of uncertainty. To harness these winds of change, business leaders need to look differently at their workforce models and adopt new approaches to the world of work.

At ManpowerGroup, that’s what we’ve been helping businesses do for over 65 years. We offer the full

spectrum of workforce solutions needed to address the complex challenges employers face today – while also increasing their productivity, improving efficiency and boosting their bottom line.

This is the Human Age, where the ability to unleash human potential is the key to business growth. Learn how ManpowerGroup can turn change into opportunity for your organisation.

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 H2 nd EDITION WINTER 2015

Harnessing the Winds of Change is Key to Business Growth

PLUS: DEMAND FOR DIGITAL EXPERTS RISING p7 UNLEASHING HIGH POTENTIAL TALENT p8-9 STRATEGIC WORKFORCE PLANNING p13

Pay divide splits South West

p2

Big business hiring set to hit 10 year high

p6

Enhancing Morrisons’ hiring processp4

Managing labour market uncertaintyp3

2 3ManpowerGroup The Human Age manpowergroup.co.uk

C O R N WA L L

D E V O N

S O M E R S E T

W I LT S H I R E

G L O U C E S T E R S H I R E

D O R S E T

1

23

16

12

18

13

10

9

11

1724

2526

27

2829

30 31

32

33

8

20

6

23

7

4

5

14

15

22

1921

34

35

36

Exeter

Minehead

Taunton

Dorchester

Plymouth

Bristol

Ilfracombe

St Austell

Swindon

Salisbury

Cheltenham

AVERAGE HOURLY PAY FOR FULL-TIME WORKERS

£13.05per hour

£15.79per hour

0.9%3.0%

EAST-WEST PAY DIVIDE IN THE SOUTH WEST

ENERGY SECTOR WORKERS ARE REGION’S BEST PAID

+12.9%

£48,200per annum

PERIOD OF WEAKNESS IN HOUSING MARKET HITS WORKERS IN REAL ESTATE SECTOR

-4.9%

£24,100per annum

PAY DIVIDE SPLITS THE SOUTH WESTPeople living in the East are the best paid, earning up to £17,000

more than those living in the West.

That’s one of the findings of the latest ManpowerGroup Pay League, our series of local insights into UK pay trends.

Those living in Bath are the South West’s best paid, earning an average of £36,700 annually; whereas workers in Torridge, Devon receive the South West’s lowest salaries, at an average of £19,700 per annum.

There’s also a marked contrast between the fortunes of workers in some of the South West’s key sectors. The energy sector powers the South West’s economy and workers here are the region’s best paid, earning an average of £48,200 a year.

Dugald McIntosh, Head of Engineering at Experis, said “The energy sector is the jewel in the South West’s jobs crown, with gas, electricity and utilities companies providing employment for a large number of the region’s residents, as well as giving them the opportunity to earn a top salary.

“This provides a strong contrast with the real estate sector, where pay has fallen by almost 5%, suggesting that the infamous second home purchases in the region in recent years may have taken a dive over the last year.”

There’s also a marked difference in pay growth between men and women in the South West. Average annual pay for men in full-time work rose 3% to £15.79 per hour; while women saw their pay rise by just 0.9%, to £13.05 per hour.

“One reason for this growing gender divide is that many of the roles and industries that have thrived in the region in recent years still tend to be male-dominated, so the sharp pay rises will be enjoyed by more men than women,” Dugald continued.

“As well as the increase in the energy sector’s pay, the transportation and storage sector saw pay shoot up 12.1% over the past year and workers in agriculture also enjoyed an average 11.8% pay rise.”

SOUTH WEST AVERAGE ANNUAL PAY

1 BATH AND NORTH EAST SOMERSET £36,700 13 CITY OF BRISTOL £24,900 25 SOUTH HAMS £22,300

2 TEWKESBURY £32,100 14 CHRISTCHURCH £24,900 26 PLYMOUTH £22,200

3 CHELTENHAM £30,600 15 SEDGEMOOR £24,800 27 PURBECK £22,100

4 NORTH SOMERSET £27,800 16 BOURNEMOUTH £24,300 28 WEYMOUTH AND PORTLAND £22,100

5 STROUD £27,600 17 TAUNTON DEANE £24,100 29 TEIGNBRIDGE £21,700

6 EAST DORSET £26,300 18 EXETER £23,900 30 MID DEVON £21,500

7 SOUTH GLOUCESTERSHIRE £26,200 19 WEST DORSET £23,600 31 NORTH DORSET £21,100

8 POOLE £25,700 20 MENDIP £23,600 32 CORNWALL £20,900

9 COTSWOLD £25,400 21 EAST DEVON £23,300 33 NORTH DEVON £20,700

10 FOREST OF DEAN £25,400 22 WEST DEVON £23,300 34 WEST SOMERSET £20,700

11 SWINDON £25,300 23 GLOUCESTER £22,900 35 TORBAY £20,200

12 WILTSHIRE £25,300 24 SOUTH SOMERSET £22,500 36 TORRIDGE £19,700

Mark: We often talk about the flexibility of labour with senior HR leaders from around the UK. How do you see the flexibility of labour, not only for us here in Europe, but also on a global basis? Jonas: For employers this is a very difficult time to navigate because they’re being buffeted both by cyclical economic winds as well as structural changes in labour markets. This manifests itself in various ways, such as difficulty in finding people with certain skills on a global basis, and technology making a considerable impact on the world of work. I think we’re just at the beginning of those changes.

At the same time, people with skills that are in high demand are making different choices today than they’ve made in the past, so to attract and retain people is really going to be a new game as we look ahead.

This is a very turbulent time for employers and part of our role is to try to make sense of it all and also provide a platform to help companies navigate these uncertain times.

Mark: We’re seeing some individuals in the UK choosing when they want to work, where they want to work, and how they want to work. Are you seeing this on a global basis? Jonas: Individuals are coming into the workforce with the assumption that

they will change jobs many times during the course of their careers. They are selective about what they want to do, building their skills portfolio and focusing on creating their own skills employability. Therefore they choose between employer brands, various projects, and times they want to work within certain industries in a very deliberate way.

Mark: Here in the UK, we’re seeing technology playing its part in Certain Uncertainty too, creating some disruption. Is this positive or negative? Jonas: We’re living in a time of great disruption and a lot of that is facilitated by technology. Some of the pain we’re seeing in labour markets is that the speed of change is making it really hard to keep up with the needed skills, both from an individual and company perspective. Environments can also quickly change from seeing positive growth to being buffeted by industry changes or geopolitical events. That’s really where I see the biggest impact of technology.

Mark: In the face of the challenges ‘Certain Uncertainty’ brings, what advice would you give to employers? Jonas: We see a real need for strong alignment between the business and workforce strategy. You must understand what kind of talent you need,

when, where and at what cost, to execute on your business strategy. Otherwise you’ll have very ambitious business plans and you’ll fall short because some of the skills that you’re looking for may not be available at the right time or at the right cost.

Mark: Is this challenge something you’re expecting to see throughout 2015? Jonas: This is a change that is going to carry on over many years. We believe that accessing talent is what’s going to make companies, as well as nations, successful. Having a very deliberate and purposeful approach to crafting your workforce strategy is going to be crucial to the success of organisations.

Mark: Surely this is where ManpowerGroup can play a key role. What do you see us doing for these employers? Jonas: We see our role as not only to provide the flexibility you need as you go through an economic cycle, but to provide strategic agility in this time of Certain Uncertainty. Things are changing so quickly that you want to be very deliberate about how you think about your overall workforce flexibility so that you can optimise your approach in what is a very volatile environment.

SUCCESSFULLY NAVIGATING OUR ERA OF CERTAIN UNCERTAINTY

The Human Age has become more complex as the pace of change accelerates. Our era is defined by ‘Certain Uncertainty’ where the only certainty is that nothing can be certain.

In November 2014, Jonas Prising, CEO of ManpowerGroup met with Mark Cahill, MD of ManpowerGroup UK & Ireland. Looking ahead to 2015, they discussed the impact that ‘Certain Uncertainty’ is having on the labour market and the

implications for today’s employers. We’ve shared the highlights of their discussion below.

To watch the full video, please visit manpowergroup.co.uk/CertainUncertainty

4 5ManpowerGroup The Human Age manpowergroup.co.uk

1 in 3CONSIDER

THEMSELVES ACTIVE JOB SEEKERS

ARE YOUR EMPLOYEES

LOOKING FOR A NEW JOB?

2 in 3CITED THEIR STATUS AS A PASSIVE JOB SEEKER,

APPLYING TO TWO OR FEWER JOBS IN THE

LAST SIX MONTHS

APRIL1 2 3 4 5 6 78 9 10 11 12 13 1415 16 17 18 19 20 2122 23 24 25 26 27 2829 30

JANUARY

1 2 3 4 5 6 7

8 9 10 11 12 13 14

15 16 17 18 19 20 21

22 23 24 25 26 27 28

29 30 31

JUNE1 2 3 4 5 6 7

8 9 10 11 12 13 14

15 16 17 18 19 20 21

22 23 24 25 26 27 28

29 30

0%

10%

20%

30%

40%

50%

60%

70%

80%

72%

22%

15% 13%10% ...

OTHER

43%

ARE YOU TARGETING THE RIGHT

SOCIAL MEDIA PLATFORMS FOR

CANDIDATES?

Top social platforms used to gather information about employers and

available positions

1 www.

COMPANY WEBSITE

2

SEARCH ENGINE RESULTS

TOP 5SOURCES

FOR JOB SEARCH

3

PEERS

4

INDUSTRY ASSOCIATIONS

5

SOCIAL MEDIA NETWORKS

PERSONAL CONNECTION OVER TECHNOLOGY

IN-PERSON INTERVIEW WITH A HIRING MANAGER

72%

TELEPHONE CONFERENCE

INTERVIEW

OTHERVIDEO CONFERENCEOR SKYPE

INTERVIEW

VIDEO RESUME

8% 2% 2% 0.5%

INITIAL PHONE SCREENING INTERVIEW WITH RECRUITER

16%

INTERVIEWING: CANDIDATE PREFERENCES

more than 35% of prospective

employeeswished organisations

provided more information about jobs and more frequent interactions

during the hiring process

another 25%prefer to receive more company information

YOUR BRAND AND THE CANDIDATE EXPERIENCE

TOP 5 BRANDING TIPS

UNDERSTAND THE CANDIDATE KNOW WHAT TECHNOLOGY AND SOCIALMEDIA NETWORKS CANDIDATES USE

BACK TO BASICSWHEN IN DOUBT, OPT FOR PHONE SCREENING AND IN-PERSON INTERVIEWS

PERSONALITY MATTERSASSURE YOUR HIRING MANAGERS ANDRECRUITERS ARE A PROPER CULTURAL FIT

ONLINE CONTENTMAKE YOUR WEBSITE AND CAREER SITE RELEVANT, USER FRIENDLY ANDDEVICE-AGNOSTIC

EXPERIENCE MATTERSCREATE AN EXPERIENCE EVERY CANDIDATE WILL WANT

THE CANDIDATE EXPERIENCE

In May 2013 ManpowerGroup Solutions was tasked with managing the recruitment process for M local stores across the UK. To date 2,100 employees have been recruited across 160 M local stores.

Clare Hodcroft, Group Head of Resourcing for Morrisons, said: “We were keen to work with a partner who understood our core values, challenges and who could respond quickly to the demand.

“ManpowerGroup Solutions’ national reach meant that from an attraction perspective, we could meet our targets on time.

“When given the contract, they turned things round very quickly and were fully operational within six weeks. They responded promptly to the requests and flexed their resource to meet the ever-changing demands.

“ManpowerGroup Solutions ensured a seamless candidate experience by partnering with Morrisons to strengthen and cement our employer value proposition (EVP) for the new M local stores.”

Clare continued, “Maintaining our candidate experience always remained a top priority and with any large scale piece of recruitment this can be missed.

“Having dedicated support from ManpowerGroup

Solutions through the attraction, selection and on

boarding process has meant we were able to keep the

focus on the operation, knowing that they are delivering

a great candidate experience.

“ManpowerGroup Solutions also designed a video in

partnership with M local to help support candidate

self-selection and, once again, improve the candidate

experience by allowing them to find out

more about the role and know what

they’d be getting into!”

Following on from the successful

M local recruitment campaign,

ManpowerGroup Solutions has

since supported Morrisons with their

manufacturing recruitment.

Clare said: “To date, ManpowerGroup

Solutions enabled over 315 colleagues to be recruited

in a very short space of time, and they continue to

support us in difficult demographic areas.”

Reflecting on the difference ManpowerGroup Solutions

has made to Morrisons M local and Manufacturing,

Claire concluded, “They have enabled Morrisons

to grow the business quickly, by recruiting talented

individuals in a remarkably responsive time and

enabling the internal resource to focus on the training,

onboarding and development.”

RPO solution enhances recruitment process and candidate experience for Morrisons

ManpowerGroup Solutions has successfully partnered with Morrisons to deliver a

Recruitment Process Outsourcing (RPO) solution for their new M local stores across the UK.

24,000TELEPHONE INTERVIEWS

CONDUCTED

ATTRACTED OVER

150,000 APPLICATIONS

2,100NEW HIRES

10,000+INVITED TO ASSESSMENT

DAY OR INTERVIEW

INTEGRATED MULTI-CHANNEL

CAMPAIGN – TARGETED

ATTRACTION

RECRUITING FOR 160 STORES

RECRUITMENT VIDEO TO AID CANDIDATE

SELF-SELECTION

DEVELOPMENT OF EVP

M LOCAL END-TO-END RPOAT A GLANCE

JUNE 2013 TO SEPT 2014

THE CANDIDATE EXPERIENCE

“ WE WERE KEEN TO WORK WITH A PARTNER WHO UNDERSTOOD OUR CORE VALUES, CHALLENGES AND WHO COULD RESPOND QUICKLY TO THE DEMAND. ”

IS YOUR ORGANISATION DELIVERING THE RIGHT CANDIDATE EXPERIENCE?

Building sustainable talent pipelines continues to challenge HR leaders in the face of an ongoing talent shortage. To attract and engage suitable talent, a one-size fits all candidate experience no longer works.

As the world’s leading RPO provider, ManpowerGroup Solutions recognises the impact that the candidate experience has on bringing the right talent into an organisation. We recently examined candidate preferences in relation to online job searches and interview practices. While results pointed to the need to combine high-tech and high-touch recruiting, they also uncovered the importance of personal connection and customisation.

James Hick, Managing Director of ManpowerGroup Solutions UK said: “Organisations

that want to offer an enhanced candidate experience should evaluate their talent acquisition strategy and customise job seekers’ experiences based on their preferences. They must first understand the profiles and generational preferences of talent they wish to target so that customised branding techniques can be used across the right technology, tools and social platforms.”

James added, “Employers who focus on understanding, tailoring and building a truly candidate-centric experience will be the ones who efficiently and effectively attract and acquire the strongest talent for their organisations.”

About the Research. To explore candidate online engagement preferences, ManpowerGroup Solutions surveyed job seekers about their use of and preferences for social media platforms and online job resources while passively or actively searching for jobs. In addition, candidates were asked about their online interviewing experiences and preferences.

To succeed in a competitive marketplace, businesses need to identify, hire and retain the best talent. Engage our global recruiting experts through our award-winning Recruitment Process Outsourcing offering, and we’ll connect you to the people and skills that will help you achieve more.

We’re recognised by Nelson Hall and the Everest Research Institute as the global leader in Recruitment Process Outsourcing and were rated in the top 10 best RPO providers list by The Outsourcing Institute. In 2014 alone, our RPO Solutions delivered over 10,000 permanent hires across a diverse range of skill sets for the UK’s public and private sectors.

Put our industry-leading, innovative recruitment solutions to work for you.

Find out more at manpowergroup.co.uk/RPO

FINDING HIDDEN TALENT IS HUMANLY POSSIBLE

To download the full report, please visit manpowergroup.co.uk/onesizedoesnotfit

6 7ManpowerGroup The Human Age manpowergroup.co.uk

What are some of the niche digital skills currently in scarce supply in the UK? With the rise of newer technologies, cloud computing specialists are in particularly high demand. There’s been a 12% increase in the number of Cloud contractor vacancies in the last 12 months across the UK, according to analysis we have carried out. At the same time, Cloud salaries in London have grown more than those outside the city at a rate of approximately 6%, suggesting that skills shortages in London are behind the hikes.

What are the new skills and trends influencing the country’s optimistic tech scene? Product management and user experience expertise are increasingly shaping Britain’s buoyant tech scene and we’re seeing a trend for tech people to also possess softer skills such as customer service experience to complement their specialist technical knowledge. There are also early indicators that we’re approaching a critical point in the shortage of cloud-ready employees, as pay increases for Cloud contractors are already outpacing the market average.

What should employers focus on to attract and retain the digital experts they need?

Ultimately, as the shortage grows, employers will have to compete not just on pay, but on benefits, working practices and reputation. Companies that do not adequately develop their employer brand risk falling behind technologically and losing competitive advantage.

Getting the right skills is not simply about finding the right people. To attract and retain skilled digital talent, organisations need to be digitally focused themselves and demonstrate to candidates that they are a company that people want to come and work for. A cultural shift may be needed to change the way an organisation works, how its physical environment is set up and the technology it uses.

What can HR professionals do to ensure they hire the right skills and plan for the future? Retraining existing workers has been working well for many companies and is often the favoured approach; focusing recruitment on backfilling the roles performed by these employees previously. However, this requires proper planning, forecasting, time and investment. Given the pace of technological change, it’s difficult to anticipate what Cloud requirements might be in five years’ time, for example. As companies struggle to keep up with their business requirements for Cloud specialists, we’re seeing increasing numbers turning to contractors and project solutions companies like Experis to plug those gaps.

In terms of digital skills in general, in order to attract the right skills and plan for the future, HR professionals need to provide on-the-job training that will allow employees to stay relevant, gain a thorough awareness of digital developments and develop fresh approaches to utilising them.

What effect is big data having on recruitment? Big data is changing the way everyone works and recruitment companies that intelligently use big data will be in a stronger position to support their clients in making strategic recruitment decisions. At Experis, we’re investing in tools and analytics to evaluate the data created by our 5,000+ professional contractors out on assignment and 1,000+ IT professionals that we place each year, enabling us to get both real-time and historic views of the forces shaping hiring decisions. We’re also using big data to monitor salary and pay rates, benchmark new roles for our clients, identify regional hotspots and look at seasonality of hires and sector trends so we can more easily predict hiring demand.

Big data gives us a better understanding of candidates, their skills and what they’re looking for from their career. We’re now able to use our own data to map out and predict typical career paths based on other candidates’ career histories, helping us to support candidates with their future career ambitions and ensure we can better match them with suitable employers, encouraging retention.

+2%SCOTLAND

+4%WALES

+6%NORTH WEST

+12%WEST MIDLANDS

+15%SOUTH WEST

+16%NORTH EAST

+13%EAST MIDLANDS

+7%EAST

+7%LONDON+7%

SOUTH EAST

-4%NORTHERNIRELAND

+2%YORKSHIRE &HUMBERSIDE

BEST AND WORST OUTLOOK FOR JOBS

BY REGION

> 11% < -1%6-10% 0-5%

UK EMPLOYERS SHARED THEIR HIRING PLANS

FOR Q1 2015

2,103

9%plan to hire

84%plan to keepworkforce numbers steady

5%anticipatecutbacks

2%are unsureabout hiring plans

7%seasonally adjusted Net Employment Outlook across the UK

Utilities Finance & Business Services

Agriculture

BRIGHT OUTLOOK

Construction

SUNNY SPELLS OUTLOOK

Public & Social Mining

Hotels & Retail

Agriculture+9

Public & Social+3

Construction+9

Hotels & Retail+4

Manufacturing+6

Utilities+16

Mining+5

Finance & Business Services

+9

Transport & Communications

+6

Q1 2015WHERE THE JOBS ARE

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.

Big business hiring set to hit 10 year highBritain’s biggest companies are set to lead in job creation throughout early 2015,

the latest Manpower Employment Outlook Survey has found.

Job optimism among the UK’s largest firms now stands at the highest level since 2005, according to the Manpower Employment Outlook Survey.

Mark Cahill, Managing Director for ManpowerGroup UK and Ireland, said: “2014 was a bumper year for job seekers, with the highest level of job creation in 40 years. 2015 has begun with employers in an even more confident position and we are optimistic about job prospects for the rest of the year.

“The main catalyst is big business hiring; more of the UK’s largest employers are planning to take on staff than at any point in the last decade.

“Many big businesses built up large cash reserves in the downturn. Now that confidence is returning they have money to invest in infrastructure and growing their workforces.”

Optimistic hiring intentions for the first quarter of 2015 are also being seen from the utilities sector.

“Energy companies are investing significantly in the UK, which is set to have a positive effect on the jobs market in 2015.

“The sector’s buoyant jobs outlook looks set to continue well into 2015 – with the widespread introduction of smart metering over the next couple of years, we’re likely to see high demand for engineers, technicians, auditors and fitters.”

Utilities is not the only sector starting 2015 on a high. After a prolonged spell in the doldrums, 2015 could be Construction’s year, with employment prospects in the Construction sector now at their highest level since 2007.

Mark continued: “With such a surge in demand for people, construction firms are having to think more creatively about how they fill these roles; for example, by taking on people at an earlier stage in their career and investing in their development through training and apprenticeship programmes to ensure they’re equipped with the right skills for the job.”

Among the regions, the North East of England has the brightest outlook and is at its best showing for seven years.

Mark concluded: “The growth in customer service roles is a significant

driver of optimism in the North East. We’ve been recruiting for thousands

of people across several contact centres – a huge source of employment

in the region – and demand continues to outstrip the supply of

candidates.”

Apart from the marked positive increases in the North East and South

West, there is a mixed regional picture across the UK, with the Scottish

outlook continuing to fall this quarter and Northern Ireland slipping back

into negative territory.

The Manpower Employment Survey is based on responses from over

2,100 employers, and asks if they 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 sky is the limit for Experis’s Charity of the Year

From bake sales through to sky diving, Experis employees have actively backed a number of exciting fundraising initiatives since April 2014, in support of their official charity, Make a Wish Foundation UK. The foundation’s primary aim is to grant magical wishes to children and young people aged 3-17 who are fighting life-threatening conditions.

September and October saw twenty five brave individuals take part in three sky diving challenges, raising £7,000 from these activities alone. Rakesh Pattani, Senior IT Support Analyst at Experis was one of the participants. Commenting on the sky dive, Rakesh said, “When the challenge was announced, I was initially hesitant due to my fear of heights. However, it was for a great cause, and as a sporting person, I had to go for it! My first ever jump was the biggest buzz I have ever experienced in my life! We all had an amazing day, made even better knowing that our taking part raised much needed money for the Foundation.”

Geoff Smith, Managing Director of Experis Europe also took part in the sky dive. “Make a Wish are a truly inspirational charity who are creating life-changing experiences to seriously ill-children when they need it most,” said Geoff. “Experis is proud to support such an amazing cause and we’re looking forward to ensuring even more children can be granted their own personal wishes in the months to come.”

Experis raises £15,000 to grant the wishes of four terminally ill children.

Three sky diving challenges across September and October 2014 saw 25 Experis colleagues raise £7,000 for Make a Wish Foundation.

UK demand for skilled digital experts on the riseRapid growth in the tech economy has led to widespread recognition of the high

demand for skilled digital experts. As the largest IT recruiter in the UK, professional

recruitment specialist Experis is well placed to comment on the market’s digital trends.

We spoke with Geoff Smith, Managing Director of Experis Europe about the digital

skills gap in the UK and how Experis is helping clients plan for the future.

8 9ManpowerGroup The Human Age manpowergroup.co.uk

ACCELERATING BUSINESS PERFORMANCE

How can you unleash the high potential talent in your organisation?

ABOUT THE RESEARCH

Talent Management: Accelerating Business Performance was released by Right Management in July 2014. The research drew on the results of an online survey of 2,221 senior leaders and human resource executives from 13 countries and 24 industries. To download the report, please go to: insight.right.com/talentsurvey2014

It has never been more important to identify, develop and unleash high potential talent. For organisations of all sizes, it ensures they not only gain financially today, but also build stronger foundations for the future.

Nevertheless, few organisations are confident of their leadership pipeline. Right Management’s latest research, Talent Management: Accelerating Business Performance, found that only 13% of employers globally (and 14% in the UK) thought they had ample leadership talent to cover most of their own needs. Not surprisingly, leadership development was listed as the top talent management priority worldwide, with 54% of UK respondents prioritising this initiative.

Growing talent internally is perhaps the most obvious strategy for businesses to resolve this gap, and, with 46% of respondents globally indicating plans to increase spending on talent management initiatives, it seems that organisations are waking up to the growth opportunities internal talent development can bring.

Here are our top recommendations for leveraging your organisation’s talent for business success; insights that can be customised to your organisation’s unique culture and strategic objectives.

Recognise that changes in generation mean changes in drivers

Every generation has its own expectations and motivations about work, and these expectations will shape how they work and the choices they make. In general, baby boomers are realistic and loyal to their companies; Gen X employees are more pragmatic and loyal to their career; while Gen Y are more spontaneous and loyal to their purpose.

As these general motivations towards work change, so do the implications for high potential programme schemes. Forward-looking organisations are aware of this shift, and ensure that their high potential programmes are relevant and appealing to the appropriate generation.

Understand the difference between high performance and high potential

While all high potentials are high performers, not all high performers are high potentials. In fact, research indicates that only about 20% of high performing managers are rightfully considered to have high potential for advancement. The difficulty here is that

identifying high potential is predictive. The challenge therefore is how to accurately make assumptions based on defined assessment categories and past performance.

It is essential that organisations ensure the correct assessment criteria is used for high potential candidates. Any gut feelings and observations should be matched by high potential assessment methodologies that can measure for essential characteristics such as career drive, aspiration, agility, flexibility, and organisational confidence.

Create a structured development programme

Whilst identifying the high potential individuals in your organisation is half the battle, it is essential that there is a structured succession plan in place to ensure that individuals from the high potential talent pool are used to fill future leadership positions. When high

potentials are not managed under a structured development process that provides meaningful assignments, consistent feedback and development and career opportunities, many lose their faith in the company and may leave.

This can be avoided by not only ensuring that key stakeholders are engaged in the process, but that the high potential development programme has tangible outcomes for successful individuals. High potential programmes must also help participants to reflect on their leadership strengths and areas for development, so they see a clear and structured path to success.

Keep top talent motivated by involving key stakeholders

40% of research respondents reported that their senior management team makes the connection between investing in talent management and

its business impact. Having senior leaders visibly and actively involved in high potential development is an unparalleled way of engaging and motivating top talent. High potential programmes help talented employees understand more about how the business really works; senior leaders play a singular role in helping future leaders gain access to the information and experience they will need to be leaders themselves in years to come.

Taking action

As the recognition of talent’s role in determining business success continues to grow, business leaders and human resource professionals alike face increasing pressure to strategically invest in talent, particularly at leadership level. It is therefore more timely than ever for organisations to unlock the capabilities of their high potential talent.

“ OUR LATEST RESEARCH, TALENT MANAGEMENT: ACCELERATING BUSINESS PERFORMANCE, FOUND THAT ONLY 13% OF EMPLOYERS GLOBALLY (AND 14% IN THE UK) THOUGHT THEY HAD AMPLE LEADERSHIP TALENT TO COVER MOST OF THEIR OWN NEEDS. ”

TALENT MANAGEMENT CHALLENGESTOP 5

LACK OF SKILLED TALENT FOR KEY

POSITIONS

1

SHORTAGE OF TALENT AT ALL

LEVELS

2

LESS THAN OPTIMAL EMPLOYEE

ENGAGEMENT

3

TOO FEW HIGH POTENTIAL

LEADERS IN THE ORGANISATION

4

LOSS OF TOP TALENT TO OTHER ORGANISATIONS

5

TOP PRIORITYLEADERSHIP DEVELOPMENT

55%AMERICAS

37%EUROPE

48%

ASIA PACIFIC

46% ALL RESPONDENTS

CONFIDENCE LACKINGWILL LEADERSHIP PIPELINES MEET NEEDS?

13% “We have an ample leadershippipeline that will cover mostof our needs.”

OF ALL RESPONDENTS AGREE

23%

NO

RW

AY

23%

BR

AZI

L

23%

JAPA

N

18%

IND

IA

15%

CH

INA

/ H

ON

G K

ON

G

14%

UN

ITED

KIN

GD

OM

14%

NET

HER

LAN

DS

13%

AU

STR

ALI

A

12%

UN

ITED

STA

TES

12%

GER

MA

NY

12%

SIN

GA

PO

RE

7%

CA

NA

DA

23%NORWAY

14%NETHERLANDS

14%UNITED KINGDOM

12%GERMANY

SENIOR MANAGEMENT GETS IT OR DOESN’T GET IT?

OF ALL RESPONDENTS REPORT THEIR SENIOR MANAGEMENT TEAM MAKES THE CONNECTION BETWEEN INVESTING IN TALENT MANAGEMENT AND ITS BUSINESS IMPACT

40%

HOW MANY EMPLOYERS OFFER TALENT DEVELOPMENT OPPORTUNITIES?

seek to developthe skills of everyemployee

37%seek to identify key contributors and target them for development efforts

24%limited or noinvestment indevelopment

1%seek at least to offer development opportunities to all interested employees

37%

TALENT MANAGEMENTGLOBAL TRENDS, CHALLENGES AND PRIORITIES IN

ACCORDING TO 2,200 BUSINESS LEADERS AND HR PROFESSIONALSFROM 13 COUNTRIES AND 24 INDUSTRIES

HIGH POTENTIAL

TALENT

ACCELERATING BUSINESS PERFORMANCE

At Right Management we recognise your organisation’s talent is your key source of competitive advantage. At the same time, few express confidence in their leadership pipeline.* Our High Potential Talent Forum continues across the UK in 2015, with interactive and informative events on various issues around the identification, development and measurement of High Potential Talent. To find out more and join the conversation on High Potential talent through Twitter or via our private LinkedIn discussion group, contact kat.jankovic@right.com #highpotential

EQUIPPING ORGANISATIONS FOR EXCEPTIONAL PERFORMANCE

*A recent Right Management survey revealed 86% of UK organisations lack confidence in their leadership pipeline, with only 14% citing ample talent to cover most of their needs.

10 11ManpowerGroup The Human Age manpowergroup.co.uk

MANPOWER UK

RIGHT MANAGEMENT UK

EXPERIS UK&I

MANPOWERGROUP UK AND MANPOWERGROUP SOLUTIONS UK

manpower.co.uk /manpowerUK

@ManpowerUKtoday/company/manpower-uk

experis.co.uk /experisukie

@ExperisUKIE/company/experis-uk-&-ireland

rightmanagement.co.uk /rightmanagement

@RightUK/company/right-management

manpowergroup.co.uk

@ManpowerGroupUK@ManpowerGrpS_UK

Helping our Driving and Logistics clients overcome skills shortagesDemand on the Logistics sector is firmly up, driven by rising consumer confidence and the growing popularity of online shopping.

WHAT’S HAPPENING NOW AND NEXT IN THE WORLD OF WORK? JOIN OUR COMMUNIT Y

Business leaders across Ireland have identified ways to tackle the issue of gender diversity in the workplace, at a series of Female Leadership events hosted by Right Management and Experis.

Mara Swan, ManpowerGroup’s Executive Vice President of Global Strategy and Talent and member of the World Economic Forum’s (WEF) Women Leaders and Gender Parity Program Advisory Board, said: “Data from the World Economic Forum suggests a strong correlation between those countries that are most successful at closing the gender gap and those that are the most economically competitive.”

The Female Leadership events assisted business leaders to do just that – providing an open forum to share and discuss initiatives that have been effective at their own organisations, and learn from the success stories of other businesses. Following the success of these events, Right Management is now partnering with KPMG and Barclays to present a “Women in Leadership” event in London in March 2015.

Mara continued: “Companies with a high percentage of women,

particularly in board positions, fare better than their competitors.

In fact, companies with the most female officers have 34% better

financial returns.”

Mara concludes, “We are faced with a changing workplace

where access to the right talent is the key differentiator, as many

companies report that their inability to attract and retain a skilled

workforce is their biggest barrier to success. It is essential that

organisations unleash the human potential of all people, especially

women who, despite being 50% of the potential workforce, are still

the largest untapped source of labour.”

ManpowerGroup has long championed the importance of a diverse

workforce, with particular focus on ensuring women are strongly

represented at all levels throughout our global organisation. We

continue to encourage clients to recognise the importance and

benefits of following a similar approach.

ManpowerGroup champions gender diversity in the workplaceUK leadership event series encourages greater representation of women.

ManpowerGroup identifies future HR leaders in the Public Services Sector

The House of Lords has played host to the launch of the 2015 PPMA Rising Stars competition, delivered in partnership with ManpowerGroup.

Working in collaboration with the Public Service People Managers’ Association (PPMA) and Local Government Association (LGA), ManpowerGroup aims to identify future HR leaders in the public services sector through the Rising Stars competition.

Nick Heckscher, Operations Director for Manpower UK said: “This competition encourages the sector to look beyond short-term challenges and think about who will be leading our organisations in ten years’ time.

“It’s a fantastic platform for emerging HR talent to showcase their commercially astute, practical and creative solutions to the big issues facing public services, and in return benefit from personal coaching and skills workshops to help refine their skills further.”

Leatham Green, Policy Lead for Wellbeing and Job Creation at the PPMA and Assistant Director for Personnel and Training at East Sussex County Council said: “A key benefit for all participants has been the opportunity to raise their personal profile and network on a national stage.

“Building connections is fundamental to any business success, and this

unique event has enabled this to happen with great success.

“We very much value the partnership we have created with

ManpowerGroup; the richness of learning and knowledge sharing that has

developed has far exceeded our expectations.”

The theme for the 2015 competition was debated at the launch event at

the House of Lords, hosted by Baroness Stedman-Scott. Topics on the

shortlist included performance management and workforce planning,

but the topic selected by the HR leaders in attendance was improving

collaboration across public services.

Nick said: “We’re continuing to see public services be challenged by

the need to reinvent themselves, when faced with changing demand for

services and diminishing resources.

“Improving collaboration both internally and between regional public services is one solution; the Rising Stars competition puts emerging HR talent firmly at the heart of the debate on how to do this and transform public services.”

Previous Rising Stars competitions challenged participants to improve workforce agility and tackle youth unemployment, with over 1,400 votes cast in the 2014 competition alone.

Nick concluded, “It’s been a privilege to have engaged such high quality talent through the Rising Stars process over the last two years. The winners of our first two competitions went on to be recognised with accolades from the CIPD and Personnel Today.

“We’ll be welcoming applicants for the 2015 competition in Warwick in February, where I look forward to hearing about their big ideas for improving collaboration across public services.”

WOMEN AT MANPOWERGROUP

ALL EMPLOYEES

66%BOARD OF DIRECTORS

31%

FIRST-LEVEL MANAGERS

59%

TOP-LEVEL MANAGERS

46%

GLOBAL LEADERSHIP TEAM

30%

Right Management, Barclays and KMPG have partnered together to bring you a unique event that will share the strategies, career opportunities and cultural ecosystems that enable women to overcome barriers to success and enable businesses to achieve higher levels of performance.

IT’S NOT TOO LATE TO ATTEND THE WOMEN IN LEADERSHIP EVENT!19 MARCH 2015 FROM 6PMat Barclays, 1 Churchill Place, Level 9, Canary Wharf, London EC14 5HP

Register your interest by contacting anne.hunt@right.com

The Greenwich Local Labour Programme (GLLP) was launched to help residents who were at risk from benefit cuts. The scheme aimed to overcome barriers to employment, through paid work experience placements, employment-based training, and on-going support.

Councillor Maureen O’Mara, Royal Borough of Greenwich Cabinet Member for Community Wellbeing, said: “Ahead of schedule, GLLP has helped to deliver outstanding results. Sixty-nine per cent of participants completing the scheme have gained onward employment, representing a far higher result than mainstream programmes.

“Many of the residents who have participated had been out of work for years or had never worked. Manpower’s support to help these candidates through their transition into employment has been vital to the success of the GLLP.”

Since the programme was launched in April 2013, 231 unemployed residents have benefited from this employment springboard. They have been employed by Manpower while participating on the scheme.

Councillor Denise Hyland, Leader of the Royal Borough of Greenwich added: “The Manpower team, located alongside Royal Borough staff, have been a valued partner in delivering the scheme, with their enthusiasm and considerate support for our participants.

“Manpower’s involvement has been integral. GLLP was initially launched across Environment Services, and Manpower has helped us to expand it across other service areas, including Housing, Children’s Services and Revenues and Benefits.

“From the initial launch and ongoing dedication to helping our residents become ready for onward employment in the wider labour market, Manpower’s commitment has been invaluable.”

Helping unemployed Royal Borough of Greenwich residents get back into work Hundreds of residents across the Royal Borough of Greenwich are being helped back into work, thanks to the Greenwich Local Labour Programme and Manpower.

Meeting the increasing demand on the Logistics sector is

proving to be problematic, with driving jobs currently ranked

as the third hardest to fill in the UK according to the latest

ManpowerGroup Talent Shortage Survey.

Simon Edwards, Operations Director at Manpower UK, said:

“During the recession, the sector lacked investment to attract

and develop the skills required, as costs were so tightly

managed.

“Now, with high training and insurance costs, long hours, low

pay on the contract side, and new Driver CPC requirements

to contend with, people are still being put off entering the

Logistics sector.

“The current demand for all skills within the industry means

that employers are being challenged to think more strategically

about how they meet their recruitment needs.”

With nearly 40 years’ sector experience, Manpower is one of the logistics industry’s most comprehensive recruitment providers, placing over 2,600 drivers on assignments each week. We’re helping our clients to build more sustainable workforces for the long term; by paying close attention to world of work trends, and forecasting future workforce requirements.

Simon continued: “Just one of the trends we have identified is that employers need to be smarter on pay. Over the last four to five years, we’ve seen pay at an agency level remain very low with few increases; whereas many drivers who were directly employed have enjoyed 2% pay increases every year through the recession.

“Employers should consider implementing productivity and retention bonuses, linked to job completion and key performance indicators, for those hard-to-fill hotspots. It is changes like this that help in the attraction and retention of the talent they need to meet their business requirements.”

12 13ManpowerGroup The Human Age manpowergroup.co.uk

For further information on the Global Workforce Insights portal and on how you can acquire an annual subscription, please contact insights@tapfin.com

What was the concept behind the designs for the Manpower website, and what were the key aims for the site? Peter Rivera: Because Manpower has a very robust, highly-integrated job database, we were confident that with little information - a job title and a location - we could deliver great results, and that users would then be willing to give us more information about themselves once they applied. Today, immediate satisfaction is the name of the game. Ultimately, Infusion came up with a concept that was contemporary and facilitated a seamless path for any job seeker. The interface is clean and simple, yet powerful, and the same design is flexible enough to be viewed on desktops and mobile devices.

Attracting the right candidates for our clients is at the heart of everything we do. What role does the Manpower website play in doing this? Al Blanco: The Manpower site was designed to be highly useful from a candidate’s point of view. Its user-centric design approach focuses on what really matters to job seekers, namely finding jobs. The entire user experience is about getting a candidate a job and helping them do it as efficiently as possible. The goal is that they will come back after the next placement because they’ve established a beneficial online relationship with the brand. In the end, there’s no better outcome and no stronger reason for job seekers to stay loyal to a recruitment firm.

The Manpower UK website is completely responsive, so can be accessed seamlessly no matter what platform you’re viewing it on. How does this benefit the candidate’s journey, and why is this of benefit to our clients? Peter Rivera: Today, users expect a similar level of experience whether they are on the web from their desktop, tablet or a mobile phone. That presents a major obstacle for companies. They must architect a comprehensive ecosystem: one that contends with a multitude of screen sizes, and accounts for differing capabilities and the complexities of competing technologies often resulting in hundreds of variations.

Infusion took on this challenge by studying the capabilities of these disparate systems and finding the synergy across them. Using a responsive approach, Infusion was able to deliver a cohesive system that changes and modifies itself depending on how the user is viewing the site. This responsive design not only delivers a better user experience across all the possible views, but also helps Manpower maintain and update the site more efficiently, resulting in a more sustainable solution that facilitates an optimised experience designed for every conceivable situation.

THE WEB DEVELOPMENT, STRATEGY AND DESIGN EXPERTS WHO CREATED

THE CONCEPT BEHIND THE NEW MANPOWER UK WEBSITE.

Interview with

Al Blanco, Digital Strategist & Peter Rivera, Executive Creative

Director, from Infusion.

Transforming the online candidate journeyThe #1 resource used by candidates during their job search is the employer’s website;

it plays a vital role in helping candidates to determine if a company is right for them.

Getting your company’s website right needs to be a key focus for employers who are looking to recruit, our latest report “When engaging the right talent, one size does not fit all,” has highlighted.

Gareth Vale, Head of ManpowerGroup Marketing, said: “A clear understanding of user preferences and profiles is the first step in developing an engaging website. And when it comes to recruitment, it really is critical.

“In such a competitive talent market, it’s those employers who really understand candidate preferences and expectations that will have the edge when it comes to attracting and retaining the talent they need.

“Employers need to consider what the end-user wants

from the site, and what tools will get them to that experience as quickly as possible.

“Content needs to be relevant and compelling, covering the company’s brand, culture, hiring process and professional development paths. It should be laid out in a visual, easily digestible and quick-to-navigate manner, using eyeball tracking and work groups to cement how users interact with the site.”

This was a key driver in the development of the new Manpower UK website, which launched in November 2014.

Gareth continued, “We recognised that the most effective websites are compatible with most operating

systems and devices. Candidates expect to be able to get the same user experience, whether they’re on a PC, notebook, tablet or phone.

“In making the Manpower website fully responsive, we offer them an experience where they can quickly browse and apply to roles that are relevant to them; no matter where they are and what device they’re on.

“And as they can access all the same functionality on a mobile as they would if they were on a PC, it also delivers an enhanced level of trust in the first-rate service we’re delivering.

“This, in turn, means that our clients are benefiting from a richer talent pool to choose from.”

EVERY MONTH, 200,000 PEOPLE VISIT THE MANPOWER UK WEBSITE AND OVER 40,000 JOB APPLICATIONS ARE MADE. ENGAGE AND ENTICE QUALITY CANDIDATES TO WORK FOR YOUR BUSINESS THROUGH MANPOWER.

As the Human Age continues to evolve, the challenges facing HR leaders grow ever more complex, requiring new approaches to the world of work.

The HR Thought Leadership Network is a private LinkedIn Group from ManpowerGroup, providing a forum for senior HR leaders to share developments, insights and challenges affecting their talent strategy and the world of work.

Members benefit from access to regular thought leadership and industry opinion on topical HR issues, and the opportunity to connect with an extensive community of HR leaders around the UK.

IS IT TIME TO ADD YOUR VOICE?

TO REQUEST MEMBERSHIP, PLEASE SEARCH ‘HR THOUGHT LEADERSHIP NETWORK’ ON LINKEDIN.

(Please note, due to the nature of the Group, membership is restricted to HR leaders and HR Directors).

TAPFIN, ManpowerGroup Solutions’ Managed Service Provider (MSP), has launched the Global Workforce Insights portal, an online gateway providing businesses with research and analysis on the global labour market.

The tool offers in-depth market reports and proprietary research on the current workforce in over 75 countries, as well as detailed commentary on best practices in workforce management.

Simon Redman, Programme Director at TAPFIN UK and Ireland, said “The future of workforce management has changed. More and more organisations are looking to leverage their workforce globally, so a comprehensive understanding of local labour laws, as well as market, regulatory, and social conditions, is required.

“TAPFIN’s worldwide footprint means that we have extensive market intelligence and analysis at our fingertips. The Global Workforce Insights portal centralises this data, and lets our clients tap into it – allowing them to refine their sourcing strategy, and transform their contingent workforce planning process.”

TAPFIN is the vendor-neutral MSP division of ManpowerGroup Solutions, and was recently identified as a global MSP leader by top industry analyst, NelsonHall.

Simon continued: “Due to the uncertainty of the economy and skills shortages, more and more businesses are reliant on contingent workers to achieve their goals. At TAPFIN we’re meeting companies where 50% of their workers are non-FTE. Effectively managing this contingent workforce is crucial to an organisation’s success, both from a productivity and reputational risk perspective, and that’s where TAPFIN comes in.

“Our role is to manage our clients’ suppliers and recruitment agencies on their behalf, setting the right processes in place and presenting an overall picture of their contingent workforce.

“As a strategic partner, we help ensure they’re getting the most out of their contingent workforce, providing all the necessary market intelligence and data required to make clear, informed decisions.”

HOW CAN YOU APPROACH WORKFORCE PLANNING AND MANAGEMENT MORE STRATEGICALLY?

TAPFIN LAUNCHES GLOBAL WORKFORCE INSIGHTS PORTAL

14 15ManpowerGroup The Human Age manpowergroup.co.uk

81%WOULD RECOMMEND

APPRENTICES TO OTHER EMPLOYERS

AS A RESULT OF THEIR APPRENTICESHIP PROGRAMME...

68%HAVE SEEN IMPROVED

PRODUCTIVITY

ARE SATISFIED WITH THEIR APPRENTICESHIP PROGRAMME84%

72%HAVE SEEN THE

QUALITY OF THEIR PRODUCT/SERVICE

IMPROVE

WHAT DO EMPLOYERS THINK?

55%HAVE SEEN AN

IMPROVED ABILITY TO ATTRACT GOOD

STAFF

WHAT DO APPRENTICES THINK?

78%WOULD SPEAK HIGHLY ABOUT

APPRENTICESHIPS 83%THINK THEIR CAREER PROSPECTS HAVE IMPROVED

83% SAY THEIR ABILITY TO DO THE JOB HAS IMPROVED

SAY IT WAS EASY TO GET ONTO AN APPRENTICESHIP

ARE SATISFIED WITH THEIR

APPRENTICESHIP

87%

88%

WHAT TYPE OF BUSINESSES RECRUIT APPRENTICES?

Official governmental statistics; the full report can be found here: http://bit.ly/1DYSUyD

LARGE

11%MEDIUM

24%SMALL

64%

SIZE OF WORKPLACES WITH

APPRENTICES

INDUSTRY SECTOR

WHOLESALE, RETAIL& MOTOR VEHICLE

REPAIR

16%

CONSTRUCTION

9%

HUMAN HEALTH &SOCIAL WORK

ACTIVITIES

21%

MINING,MANUFACTURING,ENERGY & WATER

7%

ACCOMMODATION& FOOD SERVICE

ACTIVITIES

10%

PUBLICADMINISTRATION &

EDUCATION

10%

AGRICULTURE,FISHING, FORESTRY

& THE ARTS

14%

TRANSPORTATION,IT, FINANCIAL &

REAL ESTATE

13%OVER

200,000WORKPLACES

EMPLOY AN APPRENTICE

It’s true there is no silver bullet to solve the problem of skills shortages, however, businesses can address the issue by stepping away from a just-in-time approach to recruitment. Instead of focusing solely on the skills required right now, employers need to plan ahead and develop a robust workforce strategy that encompasses the skills they will need in the future.

Apprenticeships are one solution. Rising up the agenda, they are rapidly becoming the go-to method for organisations to nurture talent - and develop the skilled workforce their business needs in the long term.

Chris Arthur, Operations Director at ManpowerGroup, said: “Apprenticeships are an excellent way to develop the skills that businesses need. It’s about future-proofing your organisation; investing in talent, so that they develop the skills and experience needed to become your managers of tomorrow. And with current government funding behind it, the costs to the employer are minimal.

“There is a real drive to grow the number and quality of apprenticeships. Apprentices exist across almost every sector,

including accountancy, finance, marketing, logistics, customer service, health and social care, skilled trades, and even recruitment. From post-GCSE to post-graduate, apprenticeships give young people and adults the chance to gain valuable skills and a recognised qualification at the same time.

“Over 200,000 UK businesses employ an apprentice, and 72% have seen their product or service improve as a result. It’s clear that employers across the country are waking up to the opportunities recruiting an apprentice can bring, as well as the contribution apprenticeships can make in creating entry-level roles to address the challenge of youth unemployment.”

As one of the largest Apprenticeship Training Agencies in the UK, ManpowerGroup can speedily steer employers through the process of recruiting an apprentice.

Chris continued: “We collaborate with our clients to understand their business objectives, and then design the best recruitment solution to meet their needs; whether that means recruiting an apprentice on a one-off basis, or as part of implementing a wider workforce strategy.

“A priority for us is designing solutions for those sectors that are

experiencing skills shortages, like the energy, engineering and even

creative industries.

“For Jaguar Land Rover alone, we’ve recruited and employed over

7,000 Production Operatives who have completed Level 2 NVQ

apprenticeships in Business Improvement Techniques. In turn, Jaguar

Land Rover has benefited from a more loyal, skilled and motivated

workforce that understands their business.”

And it’s not just large businesses that can benefit from apprentices.

Chris concluded: “In 2014 we developed an apprenticeship

recruitment solution that’s catered to small and medium-sized

organisations, which continues to be rolled out across the Manpower

branch network with great success.

“It’s testament to the fact that recruiting an apprentice really doesn’t

have to be as daunting as you might first think, and the benefits to

both young people and employers are numerous and long-lived.”

Find the skills you need for today, and the managers you need for tomorrow

Creative digital agency Mindcorp are rated as one of the Top 50 independently owned digital agencies in London by the Recommended Agency Register.

As experts in the recruitment and management of apprentices, Manpower’s Metro branch in London has managed Mindcorp’s apprenticeship requirements since summer 2014. We spoke with Vanessa Stewart, Marketing Executive at Mindcorp, about their experience in recruiting an apprentice through Manpower, and the value that their business has experienced as a result:

Why did you first decide to recruit an apprentice? It’s always smart to hire an apprentice within your business; it helps the individual grow and expand their skills for future job opportunities, and also gives them a taste of what it’s like dealing with clients, suppliers, stakeholders and colleagues. Our apprentice will be with us for one year as a Front-End Developer, his role involves collaborating with our advanced Front and Back-End Developers in India and assisting with all web-based issues.

What benefits has your business realised, as a result of recruiting an apprentice? It’s rewarding to know that you’ve helped an apprentice reach their goals in the workplace, knowing that you’re the starting point in their career is a great feeling. We’re always on the lookout for great talent; we can already see that there is potential for our apprentice to gain a front-end managerial position in the future.

Would you recommend recruiting an apprentice through Manpower to other organisations? Yes I would. Manpower listened to our business requirements, researched our company and understood what we wanted out of an apprentice. They matched the right candidate with our business, so I have no doubt that the team would recruit successful apprentices to other organisations too.

TOMORROW ’S TALENTTOMORROW ’S TALENT

MARKETING EXECUTIVEMINDCORP

Vanessa Stewart

VISIT OUR WEBSITE TO FIND OUT MORE ABOUT HOW MANPOWERGROUP CAN HELP YOU TAKE ON THE BEST APPRENTICE FOR YOUR BUSINESS:

MANPOWERGROUP.CO.UK/APPRENTICESHIPS

36% of employers around the world are having difficulty filling jobs, and are facing a lack of applicants who have the skills,

experience and qualifications they need, according to the latest ManpowerGroup Talent Shortage Survey.

APPRENTICESHIPS HAVE CHANGED. THEY’RE IN ALMOST EVERY SINGLE TYPE OF BUSINESS YOU COULD THINK OF. AND FOR EMPLOYERS LOOKING TO NURTURE TALENT, THEY COULDN’T BE MORE IMPORTANT.

TALENT TO DRIVE INNOVATIONWhen it comes to IT, having the right talent means you can harness the power of technology to make smarter,

faster decisions; connect more efficiently with your customers; and drive innovation in your marketplace.

At Experis IT, we have the deep industry knowledge to understand the challenges your business is facing and the access to highly skilled IT professionals, so that together, we can drive business growth.

As the largest IT recruiter in the UK, we currently manage over 5,000 IT contractors across all sectors and helped over 1,000 candidates find a new permanent job in 2014.

experis.co.uk