It’s often said that it’s a small world. Whether you’re based in London or Sydney - demographic shifts, economic turbulence, and emerging technologies are presenting new challenges and unprecedented opportunities to today’s world of work.

Despite this uncertainty, one constant remains – human potential is the catalyst for business and economic success.

A global talent outlook is required to meet the challenges businesses face today. And as we seek to strengthen our productivity and standing in the global market, providing jobs, training, and opportunity must remain top priorities for UK businesses of all sizes.

At ManpowerGroup, our extensive global network brings together nearly 3,500 offices across more than 80 countries and territories. We combine a deep

understanding of local market dynamics with an international network to meet your workforce needs anywhere in the world – and provide access to the skilled talent you need to drive your business forward.

This is the Human Age, where talent is the key to sustained competitive advantage. Learn how our innovative workforce solutions can open up a world of possibility 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 h3 rd EDITION SUMMER 2015

Strengthening the UK Workforce in a Global Market

Plus: Powering young joB seekers into work p6 enhAncing the cAndidAte exPerience to strengthen your eVP p7 cAreers mAtter BecAuse tAlent mAtters p14,15

Shaping the future of British business with the CBI

p10

Future Talent is Now

p8,9

Pre-election slowdown in IT hiringp4,5

Constant innovation drives global MSP for Microsoftp3

2 3ManpowerGroup The Human Age manpowergroup.co.uk

THE GLOBAL TALENT CRUNCH BITES

WHAT ELSE CAN EMPLOYERS DO?

1/5 OF EMPLOYERS ARE NOT PURSUING ANY STRATEGIES TO ADDRESS TALENT SHORTAGES

1/20 ARE LOOKING TO ENHANCE BENEFITS OR INCREASE

STARTING SALARIES

1/10 ARE ADOPTING RECRUITMENT STRATEGIES TO UTILISE UNTAPPED

TALENT POOLS

1/5 ARE PROVIDING ADDITIONAL TRAINING AND DEVELOPMENT TO

EXISTING STAFF

38% OF EMPLOYERS ARE HAVING DIFFICULTY FILLING JOBS IN 2015

Design new people strategies as the same old

recruitment solutions won’t yield different

results

Adopt an agile mindset by exploring

untapped pools to source new

talent

Promote your unique employee value proposition

to become a talent destination

Foster a learning culture and encourage

employees to own their own

careers

SOLUTIONS

GLOBALLY,

Addressing the talent shortageIt’s been ten years since ManpowerGroup conducted our first Talent Shortage Survey, and in this time a great deal has changed.

The world has experienced a global recession, an uneven recovery, and demographic, technological and economic shifts that have transformed the employment landscape.

Through all of this uncertainty, the one constant is that talent shortages continue relentlessly, with 38% of employers globally having difficulty filling jobs, according to the 2015 ManpowerGroup Talent Shortage Survey.

The working population is declining, forcing employers to choose from shrinking talent pools; technology is evolving faster than ever, changing the skills required for jobs; and we’re seeing a split in the workforce, between those who have the skills employers want, and those who don’t.

Nonetheless, surprisingly our survey also found that just a fifth of employers are pursuing strategies to address talent shortages; and only one in ten employers are adopting recruitment strategies to utilise untapped talent pools.

Action is needed now, so that businesses can ensure their talent strategy strengthens and delivers on their business strategy.

Take GML Consulting, a web design agency based in Norwich. Faced with skills shortages, General Manager Nikki Long said: “With more companies in the web development space than ever before, similar companies to us are competing for the same skills, creating an increase in demand for candidates.

“In particular, Web Developers are very hard to find. A lot of the candidates we’re engaging with don’t have the wide range of skills required to bring together a complete web project. Many candidates are also not keeping their skills up to date with the current technology trends, and doing this is essential in our business.

“Now, we’re training more people in-house to ensure they have the skillsets we require. This takes up more time with our senior developers, but it means that junior members of the team are learning the correct skills to be able to serve our clients. We also hope that they will grow

with the company, developing their skills continually as technology advances.

“In the last few years we have employed several Apprentices, and more recently we have employed Web Developer Apprentices, which is proving successful.”

The same old recruitment and workforce practices won’t yield different results. It’s time to harness new people practices, and explore untapped talent pools, in order to maintain a sustainable competitive advantage.

Manpower has partnered with GML Consulting to support their recruitment requirements since December 2014.

Visit manpowergroup.co.uk/2015-talent-shortage-survey to download the full 2015 ManpowerGroup Talent Shortage Survey report.

Constant innovation drives global Managed Service Programmes for Microsoft Microsoft has partnered with TAPFIN for the operation of their Managed

Service Programme (MSP) since 2010.

We spoke with Vincent Lattimore, International Contingent Staffing Lead,

regarding Microsoft’s global MSP.

“ TAPFIN IS VERy SUccESSFUl IN...bUIlDING A NETWORk OF TRUST AND bEcOMING A TRUSTED ADVISOR... TAPFIN UNDERSTANDS ThE bUSINESS NEEDS ThEN TRANSlATE ThAT INTO EFFEcTIVE AND INNOVATIVE STRATEGIES AND lANDED RESOURcES ”

We’re interested in learning more about some of your novel approaches to MSP. For example, how do you maintain rates/pay contingent workers? We take a data driven approach to justifying any decisions. Just because someone has been with us for 10 years it doesn’t equate to automatically giving them a pay rise. If they’ve grown in their role and are operating at a higher level, however, or have invested in developing a skill set we require, it’s right and proper there should be some recognition in remuneration.

It’s quite collaborative - we run the data past several stakeholders, not just the hiring manager, and consult with our MSP provider to help advise – it’s about fairness overall. We also need to be aware of what’s happening in the market place and overlay all these items together,

again with the support of TAPFIN.

How do you take a very corporate US programme and tailor this for each market? In the early days, we didn’t really distinguish between markets and attempted to land the same programme in every country. We’ve learned a lot since then.

Our approach now is to understand the local market dynamics, particularly the differences to our ‘US’ norm. For

example, in some companies, contingent roles are viewed as being of less importance; being a contractor in much of EMEA is a market necessity, rather than a career choice as it often is in the US

We look to tailor the programme for each country. The legislation is a key determinant in how we build a solution. Culture lies at the heart of any solution because we have to land a programme that works for the local market place.

July 2015 marks the fifth year of your MSP with TAPFIN in the UK & Ireland. What’s next? The rapid rate of change in the tech sector means both our business and contingent staffing needs are changing rapidly and what we did five years ago wouldn’t even get us to the table today. It is therefore essential that our MSP evolves, is agile and tries to anticipate these changes.

We’re continually being pushed to offer a better service – if we don’t, people will go outside of the programme. We constantly review our procedures and processes, and question if they continue to add value to the customer.

Cost savings are usually the number one driver for clients embarking on a MSP. Would you say that this is still the number one driver for Microsoft’s MSP? It is a very visible number, but what is key for us is our ability to engage talent. Our number one driver is quality and access to talent in a compliant, risk-minimising manner. The savings come out that.

How would you rate TAPFIN’s UK programme against some of the other MSP from other providers in other countries? What value has it added? On the whole, TAPFIN are very, very good. There is great leadership in the programme and at senior level - critical to success. At present, the UK programme is our largest outside of the US. That’s down to the business partnering that exists. TAPFIN is very successful in getting out there, going out to meet the managers, instead of hiding in an office somewhere, building a network of trust and becoming a trusted adviser. This means they can understand the business needs then translate that into effective and innovative strategies and landed resources.

Please can you provide us with a brief overview of your current role and responsibilities? Microsoft runs a truly global MSP, recruiting professional office workers across all skill levels and grades. I own the relationship with our MSP providers and ensure the 15 international programmes we run outside of the US and Canada provide a seamless, consistent experience to managers engaging contingent resources in each country.

How do you keep such an extensive global MSP fresh and alive? We focus on ongoing relevance to the business. I believe the life of a programme is 18 months at most. We constantly innovate and adjust to keep up with where the business is going. We also engage in continuous improvement and monitor how we’re progressing via metrics; talking to our stakeholders and having annual plans for each of our programmes in terms of innovation.

How do you create a business case and get buy-in from key stakeholders for a MSP? Any programme can be sold on a number of grounds: 1) Cost 2) Quality of hire 3) Risk reduction. These benefits land with different stakeholders, so to try to sell the business case on any one of these alone is very difficult.

It comes down to what value the programme delivers. It doesn’t matter how much we save if the business isn’t happy with the quality of the hire. Microsoft starts from the proposition that we must be able to match or improve the quality of hire and de-risk the solution. If we do both of these things, the savings will be a natural by-product of scale and a repeatable process.

insights. efficiency. results.

Find out more: manpowergroupsolutions.co.uk/tapfin

When your contingent workforce sources increase in number, so do the

challenges – such as managing cost, standardising processes, and tracking

performance.

That’s why companies are turning to TAPFIN, ManpowerGroup Solutions’

Managed Service Provider. Recognised as the Top Performing Managed Service

Provider by Everest Group in 2014, TAPFIN has the capability to oversee and

manage your service providers and recruitment vendors.

3.4 millionhours processed each year

160dedicated MSP

professionals in the Uk

£535 millionspend under

management in the Uk

2 3ManpowerGroup The Human Age manpowergroup.co.uk

THE GLOBAL TALENT CRUNCH BITES

WHAT ELSE CAN EMPLOYERS DO?

1/5 OF EMPLOYERS ARE NOT PURSUING ANY STRATEGIES TO ADDRESS TALENT SHORTAGES

1/20 ARE LOOKING TO ENHANCE BENEFITS OR INCREASE

STARTING SALARIES

1/10 ARE ADOPTING RECRUITMENT STRATEGIES TO UTILISE UNTAPPED

TALENT POOLS

1/5 ARE PROVIDING ADDITIONAL TRAINING AND DEVELOPMENT TO

EXISTING STAFF

38% OF EMPLOYERS ARE HAVING DIFFICULTY FILLING JOBS IN 2015

Design new people strategies as the same old

recruitment solutions won’t yield different

results

Adopt an agile mindset by exploring

untapped pools to source new

talent

Promote your unique employee value proposition

to become a talent destination

Foster a learning culture and encourage

employees to own their own

careers

SOLUTIONS

GLOBALLY,

Addressing the talent shortageIt’s been ten years since ManpowerGroup conducted our first Talent Shortage Survey, and in this time a great deal has changed.

The world has experienced a global recession, an uneven recovery, and demographic, technological and economic shifts that have transformed the employment landscape.

Through all of this uncertainty, the one constant is that talent shortages continue relentlessly, with 38% of employers globally having difficulty filling jobs, according to the 2015 ManpowerGroup Talent Shortage Survey.

The working population is declining, forcing employers to choose from shrinking talent pools; technology is evolving faster than ever, changing the skills required for jobs; and we’re seeing a split in the workforce, between those who have the skills employers want, and those who don’t.

Nonetheless, surprisingly our survey also found that just a fifth of employers are pursuing strategies to address talent shortages; and only one in ten employers are adopting recruitment strategies to utilise untapped talent pools.

Action is needed now, so that businesses can ensure their talent strategy strengthens and delivers on their business strategy.

Take GML Consulting, a web design agency based in Norwich. Faced with skills shortages, General Manager Nikki Long said: “With more companies in the web development space than ever before, similar companies to us are competing for the same skills, creating an increase in demand for candidates.

“In particular, Web Developers are very hard to find. A lot of the candidates we’re engaging with don’t have the wide range of skills required to bring together a complete web project. Many candidates are also not keeping their skills up to date with the current technology trends, and doing this is essential in our business.

“Now, we’re training more people in-house to ensure they have the skillsets we require. This takes up more time with our senior developers, but it means that junior members of the team are learning the correct skills to be able to serve our clients. We also hope that they will grow

with the company, developing their skills continually as technology advances.

“In the last few years we have employed several Apprentices, and more recently we have employed Web Developer Apprentices, which is proving successful.”

The same old recruitment and workforce practices won’t yield different results. It’s time to harness new people practices, and explore untapped talent pools, in order to maintain a sustainable competitive advantage.

Manpower has partnered with GML Consulting to support their recruitment requirements since December 2014.

Visit manpowergroup.co.uk/2015-talent-shortage-survey to download the full 2015 ManpowerGroup Talent Shortage Survey report.

Constant innovation drives global Managed Service Programmes for Microsoft Microsoft has partnered with TAPFIN for the operation of their Managed

Service Programme (MSP) since 2010.

We spoke with Vincent Lattimore, International Contingent Staffing Lead,

regarding Microsoft’s global MSP.

“ TAPFIN IS VERy SUccESSFUl IN...bUIlDING A NETWORk OF TRUST AND bEcOMING A TRUSTED ADVISOR... TAPFIN UNDERSTANDS ThE bUSINESS NEEDS ThEN TRANSlATE ThAT INTO EFFEcTIVE AND INNOVATIVE STRATEGIES AND lANDED RESOURcES ”

We’re interested in learning more about some of your novel approaches to MSP. For example, how do you maintain rates/pay contingent workers? We take a data driven approach to justifying any decisions. Just because someone has been with us for 10 years it doesn’t equate to automatically giving them a pay rise. If they’ve grown in their role and are operating at a higher level, however, or have invested in developing a skill set we require, it’s right and proper there should be some recognition in remuneration.

It’s quite collaborative - we run the data past several stakeholders, not just the hiring manager, and consult with our MSP provider to help advise – it’s about fairness overall. We also need to be aware of what’s happening in the market place and overlay all these items together,

again with the support of TAPFIN.

How do you take a very corporate US programme and tailor this for each market? In the early days, we didn’t really distinguish between markets and attempted to land the same programme in every country. We’ve learned a lot since then.

Our approach now is to understand the local market dynamics, particularly the differences to our ‘US’ norm. For

example, in some companies, contingent roles are viewed as being of less importance; being a contractor in much of EMEA is a market necessity, rather than a career choice as it often is in the US

We look to tailor the programme for each country. The legislation is a key determinant in how we build a solution. Culture lies at the heart of any solution because we have to land a programme that works for the local market place.

July 2015 marks the fifth year of your MSP with TAPFIN in the UK & Ireland. What’s next? The rapid rate of change in the tech sector means both our business and contingent staffing needs are changing rapidly and what we did five years ago wouldn’t even get us to the table today. It is therefore essential that our MSP evolves, is agile and tries to anticipate these changes.

We’re continually being pushed to offer a better service – if we don’t, people will go outside of the programme. We constantly review our procedures and processes, and question if they continue to add value to the customer.

Cost savings are usually the number one driver for clients embarking on a MSP. Would you say that this is still the number one driver for Microsoft’s MSP? It is a very visible number, but what is key for us is our ability to engage talent. Our number one driver is quality and access to talent in a compliant, risk-minimising manner. The savings come out that.

How would you rate TAPFIN’s UK programme against some of the other MSP from other providers in other countries? What value has it added? On the whole, TAPFIN are very, very good. There is great leadership in the programme and at senior level - critical to success. At present, the UK programme is our largest outside of the US. That’s down to the business partnering that exists. TAPFIN is very successful in getting out there, going out to meet the managers, instead of hiding in an office somewhere, building a network of trust and becoming a trusted adviser. This means they can understand the business needs then translate that into effective and innovative strategies and landed resources.

Please can you provide us with a brief overview of your current role and responsibilities? Microsoft runs a truly global MSP, recruiting professional office workers across all skill levels and grades. I own the relationship with our MSP providers and ensure the 15 international programmes we run outside of the US and Canada provide a seamless, consistent experience to managers engaging contingent resources in each country.

How do you keep such an extensive global MSP fresh and alive? We focus on ongoing relevance to the business. I believe the life of a programme is 18 months at most. We constantly innovate and adjust to keep up with where the business is going. We also engage in continuous improvement and monitor how we’re progressing via metrics; talking to our stakeholders and having annual plans for each of our programmes in terms of innovation.

How do you create a business case and get buy-in from key stakeholders for a MSP? Any programme can be sold on a number of grounds: 1) Cost 2) Quality of hire 3) Risk reduction. These benefits land with different stakeholders, so to try to sell the business case on any one of these alone is very difficult.

It comes down to what value the programme delivers. It doesn’t matter how much we save if the business isn’t happy with the quality of the hire. Microsoft starts from the proposition that we must be able to match or improve the quality of hire and de-risk the solution. If we do both of these things, the savings will be a natural by-product of scale and a repeatable process.

insights. efficiency. results.

Find out more: manpowergroupsolutions.co.uk/tapfin

When your contingent workforce sources increase in number, so do the

challenges – such as managing cost, standardising processes, and tracking

performance.

That’s why companies are turning to TAPFIN, ManpowerGroup Solutions’

Managed Service Provider. Recognised as the Top Performing Managed Service

Provider by Everest Group in 2014, TAPFIN has the capability to oversee and

manage your service providers and recruitment vendors.

3.4 millionhours processed each year

160dedicated MSP

professionals in the Uk

£535 millionspend under

management in the Uk

4 5ManpowerGroup The Human Age manpowergroup.co.uk

6. NEWCASTLE UPON TYNE

7. LEEDS

8. CAMBRIDGE

9. LONDON

10. BRIGHTON

£35,587 £463*

£37,979 £299

£42,004 £341

£53,107 £418

£36,930 £288

HIGHEST PERMANENT SALARIES PAID IN

63% of the IT roles analysed were

mobile or web development roles

6% FALL

BIG DATA

-5

-12

-22

-8-6

-3

+6+5

+13

+18

CLOUD IT SECURITY MOBILE WEB DEVELOPMENT

in IT roles advertised GLASGOWEDINBURGHLONDON

KEY FACTS

SALARY WATCH

HIRING DEMANDThe ups and downs of hiring demand across the five IT disciplines for London and other tech cities in Q2 2015

AVERAGE PERMANENT SALARY AND CONTRACTOR DAY RATE FOR UK TECH CITIES IN Q2 2015

-22

+22

0

LONDON

OTHER CITIES

1. GLASGOW

£323£42,318

2. MANCHESTER

£322£36,790

3. BIRMINGHAM

£261£37,581

4. BRISTOL

£365£39,001

5. EDINBURGH

£43,615 £316

1

2

3

4

5

6

7

8

9

10

Permanent SalaryContract Day Rate

Higher than national averageLower than national average

Permanent salary national avg £48,722 Contract day rate national avg £395

*Inflated average pay rate due to number of senior roles advertised during this period

The total number of IT roles* advertised across the

UK decreased by 6% in Q2 2015 according to the

latest Tech Cities Job Watch, the quarterly survey

of hiring demand and salaries within the technology

sector from Experis.

With an 11% drop in advertised permanent

vacancies, but a 3% rise in contractor roles, the

results suggest the ambiguity of the General Election

prevented businesses from making any long-term

decisions around recruitment.

Geoff Smith, Managing Director of Experis Europe,

commented: “It is likely that uncertainty in the run up

to the General Election in May will have caused many

organisations to postpone long-term hiring decisions

until the election results were known.

“The possibility that this slowdown was only

temporary, however, is reflected in our figures post-

election - which show an uplift in June recruitment.

“This could be an indication of increased business

confidence in the new Government’s digital agenda,

which vows to make Britain the technology centre

of Europe and build a digital economy comparable

to Silicon Valley. For the remainder of the year, we

expect to see an increase in investment and a return

to solid growth in IT recruitment.”

Average permanent salaries in the IT sector saw

a slight dip in the second quarter of 2015, with IT

Security roles taking the biggest hit with a 4% drop.

The highest average permanent salaries were offered

in London, Edinburgh, and Glasgow.

Geoff concluded: “London continues to pave the way

for UK technology growth and is still responsible for

70% of technology jobs in the country, confirming

that the appetite for IT investment remains strong.

“Industry reports such as The Lloyds Bank Business

Confidence Barometer suggest that business

confidence has risen since the election, potentially

triggered by factors such as banks now more willing

to support the small business sector - a critical part

of the UK’s technology success story.”

The report, a quarterly IT jobs tracker that analysed

over 55,000 jobs advertised between April and June

2015, reveals the overall number of roles advertised

across all cities has declined quarter on quarter from

59,151 to 55,297.

Pre-election slowdown in IT hiring short-lived as government’s digital agenda triggers growth

About the reSeArCh * The cities covered in this report are london, birmingham, bristol, brighton, cambridge, Edinburgh, Glasgow, leeds, Manchester and

Newcastle upon Tyne, and job postings are grouped into five tech disciplines - Web Development, Mobile, cloud, IT Security and big Data.

For a full copy of the report, visit experis.co.uk/techcities

TECH CITIES TECH CITIES

Now more than ever, business growth depends

on the ability to identify, recruit and retain the

professional talent your organisation needs.

As the largest IT recruiter in the UK, Experis delivers

high-impact solutions that enable our clients to

achieve their goals - from interim and permanent

recruitment, to managed services and consulting.

We’re a different kind of talent company.

Find out more at experis.co.uk

A deePer tAlent Pool is humAnly PossiBle

4 5ManpowerGroup The Human Age manpowergroup.co.uk

6. NEWCASTLE UPON TYNE

7. LEEDS

8. CAMBRIDGE

9. LONDON

10. BRIGHTON

£35,587 £463*

£37,979 £299

£42,004 £341

£53,107 £418

£36,930 £288

HIGHEST PERMANENT SALARIES PAID IN

63% of the IT roles analysed were

mobile or web development roles

6% FALL

BIG DATA

-5

-12

-22

-8-6

-3

+6+5

+13

+18

CLOUD IT SECURITY MOBILE WEB DEVELOPMENT

in IT roles advertised GLASGOWEDINBURGHLONDON

KEY FACTS

SALARY WATCH

HIRING DEMANDThe ups and downs of hiring demand across the five IT disciplines for London and other tech cities in Q2 2015

AVERAGE PERMANENT SALARY AND CONTRACTOR DAY RATE FOR UK TECH CITIES IN Q2 2015

-22

+22

0

LONDON

OTHER CITIES

1. GLASGOW

£323£42,318

2. MANCHESTER

£322£36,790

3. BIRMINGHAM

£261£37,581

4. BRISTOL

£365£39,001

5. EDINBURGH

£43,615 £316

1

2

3

4

5

6

7

8

9

10

Permanent SalaryContract Day Rate

Higher than national averageLower than national average

Permanent salary national avg £48,722 Contract day rate national avg £395

*Inflated average pay rate due to number of senior roles advertised during this period

The total number of IT roles* advertised across the

UK decreased by 6% in Q2 2015 according to the

latest Tech Cities Job Watch, the quarterly survey

of hiring demand and salaries within the technology

sector from Experis.

With an 11% drop in advertised permanent

vacancies, but a 3% rise in contractor roles, the

results suggest the ambiguity of the General Election

prevented businesses from making any long-term

decisions around recruitment.

Geoff Smith, Managing Director of Experis Europe,

commented: “It is likely that uncertainty in the run up

to the General Election in May will have caused many

organisations to postpone long-term hiring decisions

until the election results were known.

“The possibility that this slowdown was only

temporary, however, is reflected in our figures post-

election - which show an uplift in June recruitment.

“This could be an indication of increased business

confidence in the new Government’s digital agenda,

which vows to make Britain the technology centre

of Europe and build a digital economy comparable

to Silicon Valley. For the remainder of the year, we

expect to see an increase in investment and a return

to solid growth in IT recruitment.”

Average permanent salaries in the IT sector saw

a slight dip in the second quarter of 2015, with IT

Security roles taking the biggest hit with a 4% drop.

The highest average permanent salaries were offered

in London, Edinburgh, and Glasgow.

Geoff concluded: “London continues to pave the way

for UK technology growth and is still responsible for

70% of technology jobs in the country, confirming

that the appetite for IT investment remains strong.

“Industry reports such as The Lloyds Bank Business

Confidence Barometer suggest that business

confidence has risen since the election, potentially

triggered by factors such as banks now more willing

to support the small business sector - a critical part

of the UK’s technology success story.”

The report, a quarterly IT jobs tracker that analysed

over 55,000 jobs advertised between April and June

2015, reveals the overall number of roles advertised

across all cities has declined quarter on quarter from

59,151 to 55,297.

Pre-election slowdown in IT hiring short-lived as government’s digital agenda triggers growth

About the reSeArCh * The cities covered in this report are london, birmingham, bristol, brighton, cambridge, Edinburgh, Glasgow, leeds, Manchester and

Newcastle upon Tyne, and job postings are grouped into five tech disciplines - Web Development, Mobile, cloud, IT Security and big Data.

For a full copy of the report, visit experis.co.uk/techcities

TECH CITIES TECH CITIES

Now more than ever, business growth depends

on the ability to identify, recruit and retain the

professional talent your organisation needs.

As the largest IT recruiter in the UK, Experis delivers

high-impact solutions that enable our clients to

achieve their goals - from interim and permanent

recruitment, to managed services and consulting.

We’re a different kind of talent company.

Find out more at experis.co.uk

A deePer tAlent Pool is humAnly PossiBle

6 7ManpowerGroup The Human Age manpowergroup.co.uk

A New Take on Employee Retention: Apply User Experience Principles to Attract and Retain Talent

ManpowerGroup Selected as Official Strategic Partner of Expo Milano 2015

Job seekers from across Uxbridge have completed a structured three-week work experience programme from ManpowerGroup, as part of our support towards the Movement to Work scheme.

Two programmes of this kind have been run by ManpowerGroup UK, after six of the first cohort of eight gained employment within two months of completing the scheme.

As part of this initiative, ManpowerGroup provides job preparation workshops covering exercises such as CV writing, interview preparation, managing personal finances, presentation skills, and how to use social media for work.

A graduation ceremony held at ManpowerGroup’s UK headquarters in Uxbridge recognised the cohort for completing the scheme, attended by Mayor of Hillingdon, Cllr George Cooper and the Mayoress, Cllr Judith Cooper.

Mark Cahill, Managing Director of ManpowerGroup UK, commented: “We’ve developed this programme to provide valuable work experience here at ManpowerGroup to support our local young people as they look to get their first foot on the career ladder.

“We’d like to congratulate all of those who took part in the scheme for their determined approach to obtaining the skills they need to find employment. We are confident that they will go on to secure rewarding and enjoyable jobs.”

ManpowerGroup worked in partnership with the Uxbridge Job Centre Plus to identify individuals who might benefit from the scheme.

Benjamin Acheson, a participant on the second scheme, said: “I signed up because I was tired of being where I was. I wasn’t doing anything with my life, I didn’t know where it was going, and I hoped the scheme would lead to another opportunity.

“During the scheme I was job shadowing various individuals, aiding them by obtaining employment references, personal references, scanning paperwork onto their computer system, and inputting old candidates into an archive using Excel.

“I would 100% recommend this scheme to anybody who doesn’t know what to do with their career - you never know what it may lead to if you don’t walk through a door of opportunity. It’s been great fun, really helpful, and I’ve been able to gain some great real world work experience. I’m now starting an apprenticeship with ManpowerGroup within the CORE South team.”

This programme is part of the wider Movement to Work initiative, a voluntary collaboration of UK employers committed to tackling youth unemployment through the provision of high quality vocational training and work experience opportunities for young people. Other supporters of Movement to Work include BT, M&S and Unilever.

ManpowerGroup has been announced as the Official HR Premium

Partner of the 2015 Universal Exposition, hosted in Milan, Italy.

Over 850 candidates will be recruited, trained and managed for the

event, with another 5,000 positions filled for participating companies

and suppliers.

This builds on ManpowerGroup’s proven capability to deliver workforce

solutions for international events, also seen at the 2012 Olympic Games

in London when ManpowerGroup UK recruited and managed 2,500

individuals for retail roles.

Stefano Scabbio, President and CEO of ManpowerGroup Italy and Iberia, said: “We are delighted ManpowerGroup has been chosen as the strategic partner for Expo Milano 2015.

“Our ability to select the right person, in the right place, at the right time, will provide visitors with a unique and exciting Expo experience.

“The theme of ‘Feeding the Planet, Energy for Life’ aligns well with our own values relating to sustainability of skills, growing employability and lifelong learning opportunities. Employees will receive meaningful work experience that includes a thorough training programme, equipping them with the skills to pursue employment opportunities after the event.”

The Expo Milano 2015 is a significant boost to Italy’s labour market, providing new job opportunities for thousands of people. Each employee will face a structured training programme, designed by ManpowerGroup, to develop new skills and consolidate existing ones, to work in a dynamic, challenging, and highly stimulating environment.

During the exhibition, more than 140 participating countries will showcase technology that offers a concrete answer to a vital need: being able to guarantee healthy, safe, and sufficient food for everyone, while respecting the planet and its equilibrium.

With traditional retention incentives proving unsustainable, more organisations are seeking new ways to attract and retain the strongest talent. The latest insights paper from ManpowerGroup Solutions, ‘Rethinking Retention: A User Experience Approach to Keeping Great People,’ provides a fresh perspective on retention; using a method most commonly found in product and service development, user experience modelling. This approach places employee motivations, interests, and behaviours at the heart of organisational culture.

Many companies neglect to invest in making retention a part of organisational culture, with everyone aligned to a singular set of retention-focused expectations and behaviours. James Hick, Managing Director of ManpowerGroup Solutions UK said: “A one-size-fits-all approach to retention strategies no longer meets employee needs. We segment our customer market - why not our employees?”

James continued: “The real opportunity to impact retention lies in an organisation’s ability to develop a retention strategy that begins with the candidate experience and continues in an integrated way throughout an employee’s tenure in an organisation.”

Integrating a user experience retention model that starts from the moment an individual first learns about an organisation, all the way through to the exit interview, takes significant time, planning, and stakeholder engagement, and can be difficult to achieve among competing priorities. The whitepaper encourages organisations to analyse their existing retention models using the following steps:

1. cONDUcT A USER NEEDS SURVEy: Evaluate your value proposition and understand your candidates and employees - where to find them, what drives them, and what they want in their careers.

2. DEVElOP, TEST, AND REFINE cONTENT: Gather and analyse survey results to understand what people need. Prospective candidates may want more corporate culture insight, while existing employees might be more motivated by information about development opportunities.

3. EVAlUATE FUNcTIONAlITy: Ask people if the systems in place work for them and create engagement. Understand when, where, why, and how retention is breaking down.

4. DESIGN ThE PROcESS: Ensure that candidates and employees can intuitively find the resources they need to enjoy doing their job well. This requires understanding when, where and how people interact with the employer brand, from digital channels and internal communication, to managers, mentors, peers and third-party sources.

5. cREATE A VISUAl ExPERIENcE: Consider how people experience your organisation from the standpoint of web/social media, office and workspace, and external marketing. Ensure the visual experience aligns with your organisation’s mission, vision, values and culture.

James concluded: “Creating a user-centred culture and mindset will generate deep engagement that yields the retention organisations desire. Rethinking retention requires organisations to create a compelling user experience for their people and ensure that every interaction and touch point is viewed as an opportunity to retain talent.”

Find out more at www.manpowergroup4expo.it/english

A user experience based framework helps leaders better understand the strengths and gaps of retention within their business.

ManpowerGroup Solutions is a proud platinum global sponsor of the 2015 candidate Experience Awards (candEs), an international programme designed to honour the organisations that deliver an exceptional candidate experience.

candEs are regionally based and are currently held in North America, EMEA and Asia Pacific. Applying for the awards not only presents the opportunity to be recognised as an employer of choice but also provides access to a wealth of benchmarking information about how companies manage and communicate with their candidates.

2015 cAndidAte exPerience AwArds

Enhancing the candidate experience to strengthen your Employer Value Proposition

to downLoAd the fuLL reportS please visit manpowergroupsolutions.co.uk/employerbrand or manpowergroupsolutions.co.uk/greatemployerbrand

About the reSeArCh To understand how branding affects competition for today’s candidates, ManpowerGroup Solutions surveyed more than 200 job seekers about their current employment, job search preferences and motivators.

A growing number of organisations are recognising

the need and value of investing in their Employer Value

Propositions (EVP). Ensuring a brand promise is actually

delivered, however, involves much more than a well-defined

EVP. The true value lies in how it is executed and perceived

by existing and potential talent. When focusing on potential

talent, delivering a compelling candidate experience plays a

significant part in a strong EVP.

Recent research undertaken by ManpowerGroup Solutions

revealed the importance of brand and company reputation

as a motivating factor in career decision-making and

focused on identifying candidate preferences that can be

shaped by employer value propositions. Awareness of

the way candidates share feedback can help employers

monitor and manage the candidate experience they are

delivering.

For example, as the prevalence and influence of employer

review sites continues to increase, employers must

accept the reality that candidates are increasingly likely

to talk about their experiences and have access to a

growing number of platforms to do so anonymously or

transparently, with no shortage of people willing to listen.

Rather than shying away from review sites and

conversations about their brand on social media, savvy

organisations pay attention to what’s being said, viewing

such platforms as an opportunity to learn and enhance

relationships with future talent pools. They also leverage the

power of candidates in strengthening their EVP.

By encouraging candidates to talk about their

experiences, organisations can demonstrate their

transparency and how seriously they take candidate

viewpoints. Engaged companies give candidates links

to post reviews, provide hashtags to pose questions

about the process on Twitter, and offer candidates

a source to provide referrals - in turn building their

own credibility and helping candidates become brand

loyalists.

To be confident enough to promote conversation

and engagement, however, employers must focus

on giving candidates something great to talk about.

Elaine Orler, Chairman and board member of the

Candidate Experience Awards and CEO of Talent

Function said: “Employers who work to create a great

candidate experience as part of their commitment

to EVP recognise something other companies miss.

When candidates are valued, respected and engaged,

they’ll talk about it with their personal and professional

networks. They refer others and can become more

loyal customers. This is true whether or not those

candidates are ultimately offered the position.”

Employer brand is an increasingly powerful tool for

creating competitive advantage in today’s marketplace.

Organisations who invest in building and delivering a

consistent and positive candidate experience as an

integral part of their EVP will be one step ahead in

attracting the strongest talent and creating a robust

talent pipeline for the future.

learn more about how you can apply: thetalentboard.org/cande-awards/how-to-apply

5 STEPS TO cREATING A USER ExPERIENcE MODEl FOR cANDIDATES AND EMPlOyEES:

USER NEEDS SURVEy

1 2 3 4 5

DEVElOP, TEST, AND REFINE cONTENT DEPARTMENT FUNcTIONAlITy AUDIT

PROcESS DESIGN

A

bC

REINFORcE ThROUGh bRANDING AND SPAcESuccess for young job seekers on Movement to Work programme

ManpowerGroup helps young job seekers acquire the skills and confidence needed to find a job, as part of Movement to Work

downLoAd the whItepAper In fuLL manpowergroupsolutions.co.uk/rethinkingretention

6 7ManpowerGroup The Human Age manpowergroup.co.uk

A New Take on Employee Retention: Apply User Experience Principles to Attract and Retain Talent

ManpowerGroup Selected as Official Strategic Partner of Expo Milano 2015

Job seekers from across Uxbridge have completed a structured three-week work experience programme from ManpowerGroup, as part of our support towards the Movement to Work scheme.

Two programmes of this kind have been run by ManpowerGroup UK, after six of the first cohort of eight gained employment within two months of completing the scheme.

As part of this initiative, ManpowerGroup provides job preparation workshops covering exercises such as CV writing, interview preparation, managing personal finances, presentation skills, and how to use social media for work.

A graduation ceremony held at ManpowerGroup’s UK headquarters in Uxbridge recognised the cohort for completing the scheme, attended by Mayor of Hillingdon, Cllr George Cooper and the Mayoress, Cllr Judith Cooper.

Mark Cahill, Managing Director of ManpowerGroup UK, commented: “We’ve developed this programme to provide valuable work experience here at ManpowerGroup to support our local young people as they look to get their first foot on the career ladder.

“We’d like to congratulate all of those who took part in the scheme for their determined approach to obtaining the skills they need to find employment. We are confident that they will go on to secure rewarding and enjoyable jobs.”

ManpowerGroup worked in partnership with the Uxbridge Job Centre Plus to identify individuals who might benefit from the scheme.

Benjamin Acheson, a participant on the second scheme, said: “I signed up because I was tired of being where I was. I wasn’t doing anything with my life, I didn’t know where it was going, and I hoped the scheme would lead to another opportunity.

“During the scheme I was job shadowing various individuals, aiding them by obtaining employment references, personal references, scanning paperwork onto their computer system, and inputting old candidates into an archive using Excel.

“I would 100% recommend this scheme to anybody who doesn’t know what to do with their career - you never know what it may lead to if you don’t walk through a door of opportunity. It’s been great fun, really helpful, and I’ve been able to gain some great real world work experience. I’m now starting an apprenticeship with ManpowerGroup within the CORE South team.”

This programme is part of the wider Movement to Work initiative, a voluntary collaboration of UK employers committed to tackling youth unemployment through the provision of high quality vocational training and work experience opportunities for young people. Other supporters of Movement to Work include BT, M&S and Unilever.

ManpowerGroup has been announced as the Official HR Premium

Partner of the 2015 Universal Exposition, hosted in Milan, Italy.

Over 850 candidates will be recruited, trained and managed for the

event, with another 5,000 positions filled for participating companies

and suppliers.

This builds on ManpowerGroup’s proven capability to deliver workforce

solutions for international events, also seen at the 2012 Olympic Games

in London when ManpowerGroup UK recruited and managed 2,500

individuals for retail roles.

Stefano Scabbio, President and CEO of ManpowerGroup Italy and Iberia, said: “We are delighted ManpowerGroup has been chosen as the strategic partner for Expo Milano 2015.

“Our ability to select the right person, in the right place, at the right time, will provide visitors with a unique and exciting Expo experience.

“The theme of ‘Feeding the Planet, Energy for Life’ aligns well with our own values relating to sustainability of skills, growing employability and lifelong learning opportunities. Employees will receive meaningful work experience that includes a thorough training programme, equipping them with the skills to pursue employment opportunities after the event.”

The Expo Milano 2015 is a significant boost to Italy’s labour market, providing new job opportunities for thousands of people. Each employee will face a structured training programme, designed by ManpowerGroup, to develop new skills and consolidate existing ones, to work in a dynamic, challenging, and highly stimulating environment.

During the exhibition, more than 140 participating countries will showcase technology that offers a concrete answer to a vital need: being able to guarantee healthy, safe, and sufficient food for everyone, while respecting the planet and its equilibrium.

With traditional retention incentives proving unsustainable, more organisations are seeking new ways to attract and retain the strongest talent. The latest insights paper from ManpowerGroup Solutions, ‘Rethinking Retention: A User Experience Approach to Keeping Great People,’ provides a fresh perspective on retention; using a method most commonly found in product and service development, user experience modelling. This approach places employee motivations, interests, and behaviours at the heart of organisational culture.

Many companies neglect to invest in making retention a part of organisational culture, with everyone aligned to a singular set of retention-focused expectations and behaviours. James Hick, Managing Director of ManpowerGroup Solutions UK said: “A one-size-fits-all approach to retention strategies no longer meets employee needs. We segment our customer market - why not our employees?”

James continued: “The real opportunity to impact retention lies in an organisation’s ability to develop a retention strategy that begins with the candidate experience and continues in an integrated way throughout an employee’s tenure in an organisation.”

Integrating a user experience retention model that starts from the moment an individual first learns about an organisation, all the way through to the exit interview, takes significant time, planning, and stakeholder engagement, and can be difficult to achieve among competing priorities. The whitepaper encourages organisations to analyse their existing retention models using the following steps:

1. cONDUcT A USER NEEDS SURVEy: Evaluate your value proposition and understand your candidates and employees - where to find them, what drives them, and what they want in their careers.

2. DEVElOP, TEST, AND REFINE cONTENT: Gather and analyse survey results to understand what people need. Prospective candidates may want more corporate culture insight, while existing employees might be more motivated by information about development opportunities.

3. EVAlUATE FUNcTIONAlITy: Ask people if the systems in place work for them and create engagement. Understand when, where, why, and how retention is breaking down.

4. DESIGN ThE PROcESS: Ensure that candidates and employees can intuitively find the resources they need to enjoy doing their job well. This requires understanding when, where and how people interact with the employer brand, from digital channels and internal communication, to managers, mentors, peers and third-party sources.

5. cREATE A VISUAl ExPERIENcE: Consider how people experience your organisation from the standpoint of web/social media, office and workspace, and external marketing. Ensure the visual experience aligns with your organisation’s mission, vision, values and culture.

James concluded: “Creating a user-centred culture and mindset will generate deep engagement that yields the retention organisations desire. Rethinking retention requires organisations to create a compelling user experience for their people and ensure that every interaction and touch point is viewed as an opportunity to retain talent.”

Find out more at www.manpowergroup4expo.it/english

A user experience based framework helps leaders better understand the strengths and gaps of retention within their business.

ManpowerGroup Solutions is a proud platinum global sponsor of the 2015 candidate Experience Awards (candEs), an international programme designed to honour the organisations that deliver an exceptional candidate experience.

candEs are regionally based and are currently held in North America, EMEA and Asia Pacific. Applying for the awards not only presents the opportunity to be recognised as an employer of choice but also provides access to a wealth of benchmarking information about how companies manage and communicate with their candidates.

2015 cAndidAte exPerience AwArds

Enhancing the candidate experience to strengthen your Employer Value Proposition

to downLoAd the fuLL reportS please visit manpowergroupsolutions.co.uk/employerbrand or manpowergroupsolutions.co.uk/greatemployerbrand

About the reSeArCh To understand how branding affects competition for today’s candidates, ManpowerGroup Solutions surveyed more than 200 job seekers about their current employment, job search preferences and motivators.

A growing number of organisations are recognising

the need and value of investing in their Employer Value

Propositions (EVP). Ensuring a brand promise is actually

delivered, however, involves much more than a well-defined

EVP. The true value lies in how it is executed and perceived

by existing and potential talent. When focusing on potential

talent, delivering a compelling candidate experience plays a

significant part in a strong EVP.

Recent research undertaken by ManpowerGroup Solutions

revealed the importance of brand and company reputation

as a motivating factor in career decision-making and

focused on identifying candidate preferences that can be

shaped by employer value propositions. Awareness of

the way candidates share feedback can help employers

monitor and manage the candidate experience they are

delivering.

For example, as the prevalence and influence of employer

review sites continues to increase, employers must

accept the reality that candidates are increasingly likely

to talk about their experiences and have access to a

growing number of platforms to do so anonymously or

transparently, with no shortage of people willing to listen.

Rather than shying away from review sites and

conversations about their brand on social media, savvy

organisations pay attention to what’s being said, viewing

such platforms as an opportunity to learn and enhance

relationships with future talent pools. They also leverage the

power of candidates in strengthening their EVP.

By encouraging candidates to talk about their

experiences, organisations can demonstrate their

transparency and how seriously they take candidate

viewpoints. Engaged companies give candidates links

to post reviews, provide hashtags to pose questions

about the process on Twitter, and offer candidates

a source to provide referrals - in turn building their

own credibility and helping candidates become brand

loyalists.

To be confident enough to promote conversation

and engagement, however, employers must focus

on giving candidates something great to talk about.

Elaine Orler, Chairman and board member of the

Candidate Experience Awards and CEO of Talent

Function said: “Employers who work to create a great

candidate experience as part of their commitment

to EVP recognise something other companies miss.

When candidates are valued, respected and engaged,

they’ll talk about it with their personal and professional

networks. They refer others and can become more

loyal customers. This is true whether or not those

candidates are ultimately offered the position.”

Employer brand is an increasingly powerful tool for

creating competitive advantage in today’s marketplace.

Organisations who invest in building and delivering a

consistent and positive candidate experience as an

integral part of their EVP will be one step ahead in

attracting the strongest talent and creating a robust

talent pipeline for the future.

learn more about how you can apply: thetalentboard.org/cande-awards/how-to-apply

5 STEPS TO cREATING A USER ExPERIENcE MODEl FOR cANDIDATES AND EMPlOyEES:

USER NEEDS SURVEy

1 2 3 4 5

DEVElOP, TEST, AND REFINE cONTENT DEPARTMENT FUNcTIONAlITy AUDIT

PROcESS DESIGN

A

bC

REINFORcE ThROUGh bRANDING AND SPAcESuccess for young job seekers on Movement to Work programme

ManpowerGroup helps young job seekers acquire the skills and confidence needed to find a job, as part of Movement to Work

downLoAd the whItepAper In fuLL manpowergroupsolutions.co.uk/rethinkingretention

8 9ManpowerGroup The Human Age manpowergroup.co.uk

As the complex challenges facing organisations intensifies and the pace of change accelerates, the only certainty is that nothing can be certain. In this ever-changing world of work, forward-thinking organisations are obliged to evolve.

Alongside addressing current issues, organisations must explore actionable future talent strategies. To gain perspective on the reality of future talent issues for HR leaders in the UK, ManpowerGroup Solutions surveyed a number of senior HR professionals1. We asked respondents their views on the significance of future talent; future leadership skill requirements; and the extent to which collaboration is part of their organisation’s culture.

Our results confirmed future talent is an issue for today.

ThE IMPORTANcE OF FUTURE TAlENT

Respondents were asked to rate the significance of several future talent issues in comparison to current issues. 71% confirmed the high importance of understanding their organisation’s future talent requirements. This view was felt even more strongly by HR leaders, climbing to 86% for HR Directors and Heads of HR.

Our audience was asked to rate the importance of developing talent internally within their organisations. 68% of respondents felt that developing talent is important, rating between 8 and 10 on a scale of 1-10, where 10 is extremely significant and 1 extremely insignificant. At the same time, resourcing talent externally also proved a noteworthy consideration, with 42% rating the importance of external talent sources between 8 and 10.

Combining the benefits of external talent sources alongside

providing ongoing development for existing talent can ensure an organisation’s entire workforce is job ready and effectively skilled to meet the diverse challenges and opportunities facing businesses today.

FUTURE lEADERShIP SkIllS

A balanced future talent viewpoint includes consideration of future leaders, in particular the skills they will need. 79% of respondents believed the skills required of leaders in 2020 would be noticeably different to that of today’s leaders. This expectancy was shared by 70% of the CEO’s we surveyed.

The need for future leaders to demonstrate resilience, agility and innovation, balanced with technical and softer skills, will likely increase as

the world of work evolves. Underpinning all the requirements, however, is the elusive, yet critical, skill of understanding people; including effective engagement, motivation, and leadership.

Organisations are encouraged to consider the approach they are taking to developing their own high potential talent and building a talent pipeline that will create measurable business results and sustained market leadership. If organisations wish to build confidence in their leadership pipeline, they do well to harness adequate bench strength at middle and higher management levels and develop high potentials within their organisation.

cOllAbORATIVE cUlTURE

The need for leaders to be able to connect with and effectively engage employees continues to be widely acknowledged. With technology revolutionising working practices, we explored the current state of collaboration within organisations. Respondents were asked whether their

leadership team is supportive in building such a culture.

Despite recognising collaboration as critical for future success, the majority (47%) were only moderately positive that their organisation is collaborative. Change led by senior leadership is vital to the successful roll out of collaborative initiatives. Interestingly, 87% of those who strongly believed their organisation is collaborative also confirmed their leadership team is extremely supportive of building such a culture.

Progressive organisations and future leaders must, not only keep pace with collaborative trends, but understand the impact of not integrating collaboration into their culture. Despite the risks involved, leaders of the future must be aware of the greater risks of not moving forward and embracing collaboration and relevant technological advances.

A NOW ISSUE

Competitive organisations do not view future talent as a future issue but rather as a now issue. For organisations to secure their future existence, they cannot ignore the need for a responsive, forward-looking talent strategy, strongly aligned with business strategy. To attract, develop, and retain the skilled talent to meet business objectives, traditional strategies can no longer be relied upon - an agile, robust talent strategy is essential.

1 In April/May 2015, ManpowerGroup Solutions UK surveyed a selection of HR leaders attending the 2015 Changeboard Future Talent Conference, and subscribers to Changeboard’s quarterly print magazine. Findings are based on 246 responses from HR professionals holding positions of seniority within their organisations, including: HR Directors, Heads of HR, Heads of Learning and Development, and Heads of Talent.

FUTURE TALENT FUTURE TALENT

COLLABORATIVE CULTURE

FUTURE TALENT SOURCES

FUTURE LEADERSHIP SKILLS

68%CONFIRMED THE IMPORTANCE OF

DEVELOPING TALENT INTERNALLY

42%ALSO VIEWED

RESOURCING FUTURE TALENT EXTERNALLY AS

IMPORTANT

INTERNAL EXTERNAL

71% of all respondents confirmed it’s significantly important to understand their organisation’s future talent issues

87% of those who strongly believed their organisation had a culture of sharing and collaboration, believed their leadership team were extremely supportive of building such a culture

2020

47%WERE ONLY MODERATELY

POSITIVE IN BELIEVING THEIR ORGANISATION HAD A

CULTURE OF SHARING AND COLLABORATION

2015

Including

70% OF CEOS

79%BELIEVED THE SKILLS REQUIRED OF LEADERS IN 2020 WOULD BE

NOTICEABLY DIFFERENT TO THAT OF TODAY’S LEADERS

IMPORTANCE OF FUTURE TALENT ISSUES IN COMPARISON TO CURRENT ISSUES

This view was felt even more strongly by HR leaders, climbing to 86% for HR Directors and Heads of HR

Rating between 8 and 10 on a scale of 1-10, where 10 is extremely significant

and 1 extremely insignificant

Rating between 8 and 10 on a scale of 1-10, where 10 is extremely significant

and 1 extremely insignificant

OUTLOOK ON FUTURE TALENT

downLoAd the whItepAper In fuLL: manpowergroupsolutions.co.uk/futuretalent

As the world’s workforce expert, ManpowerGroup

connects more than 600,000 jobseekers with

meaningful work every day, and helps more than

400,000 clients address their critical talent needs

each year.

We deliver a full spectrum of recruitment and

workforce solutions to help businesses meet the

challenges of today’s world of work – while increasing

productivity, improving efficiency, and boosting your

bottom line.

Reawaken the power of people within your

organisation.

Find out more on our new website:

manpowergroup.co.uk

reAwAken the Power of PeoPle

Future Talent is Now

“ 68% OF RESPONDENTS FElT ThAT DEVElOPING TAlENT INTERNAlly WAS IMPORTANT, WITh 42% REcOGNISING ThE IMPORTANcE OF ExTERNAl TAlENT SOURcES ”

8 9ManpowerGroup The Human Age manpowergroup.co.uk

As the complex challenges facing organisations intensifies and the pace of change accelerates, the only certainty is that nothing can be certain. In this ever-changing world of work, forward-thinking organisations are obliged to evolve.

Alongside addressing current issues, organisations must explore actionable future talent strategies. To gain perspective on the reality of future talent issues for HR leaders in the UK, ManpowerGroup Solutions surveyed a number of senior HR professionals1. We asked respondents their views on the significance of future talent; future leadership skill requirements; and the extent to which collaboration is part of their organisation’s culture.

Our results confirmed future talent is an issue for today.

ThE IMPORTANcE OF FUTURE TAlENT

Respondents were asked to rate the significance of several future talent issues in comparison to current issues. 71% confirmed the high importance of understanding their organisation’s future talent requirements. This view was felt even more strongly by HR leaders, climbing to 86% for HR Directors and Heads of HR.

Our audience was asked to rate the importance of developing talent internally within their organisations. 68% of respondents felt that developing talent is important, rating between 8 and 10 on a scale of 1-10, where 10 is extremely significant and 1 extremely insignificant. At the same time, resourcing talent externally also proved a noteworthy consideration, with 42% rating the importance of external talent sources between 8 and 10.

Combining the benefits of external talent sources alongside

providing ongoing development for existing talent can ensure an organisation’s entire workforce is job ready and effectively skilled to meet the diverse challenges and opportunities facing businesses today.

FUTURE lEADERShIP SkIllS

A balanced future talent viewpoint includes consideration of future leaders, in particular the skills they will need. 79% of respondents believed the skills required of leaders in 2020 would be noticeably different to that of today’s leaders. This expectancy was shared by 70% of the CEO’s we surveyed.

The need for future leaders to demonstrate resilience, agility and innovation, balanced with technical and softer skills, will likely increase as

the world of work evolves. Underpinning all the requirements, however, is the elusive, yet critical, skill of understanding people; including effective engagement, motivation, and leadership.

Organisations are encouraged to consider the approach they are taking to developing their own high potential talent and building a talent pipeline that will create measurable business results and sustained market leadership. If organisations wish to build confidence in their leadership pipeline, they do well to harness adequate bench strength at middle and higher management levels and develop high potentials within their organisation.

cOllAbORATIVE cUlTURE

The need for leaders to be able to connect with and effectively engage employees continues to be widely acknowledged. With technology revolutionising working practices, we explored the current state of collaboration within organisations. Respondents were asked whether their

leadership team is supportive in building such a culture.

Despite recognising collaboration as critical for future success, the majority (47%) were only moderately positive that their organisation is collaborative. Change led by senior leadership is vital to the successful roll out of collaborative initiatives. Interestingly, 87% of those who strongly believed their organisation is collaborative also confirmed their leadership team is extremely supportive of building such a culture.

Progressive organisations and future leaders must, not only keep pace with collaborative trends, but understand the impact of not integrating collaboration into their culture. Despite the risks involved, leaders of the future must be aware of the greater risks of not moving forward and embracing collaboration and relevant technological advances.

A NOW ISSUE

Competitive organisations do not view future talent as a future issue but rather as a now issue. For organisations to secure their future existence, they cannot ignore the need for a responsive, forward-looking talent strategy, strongly aligned with business strategy. To attract, develop, and retain the skilled talent to meet business objectives, traditional strategies can no longer be relied upon - an agile, robust talent strategy is essential.

1 In April/May 2015, ManpowerGroup Solutions UK surveyed a selection of HR leaders attending the 2015 Changeboard Future Talent Conference, and subscribers to Changeboard’s quarterly print magazine. Findings are based on 246 responses from HR professionals holding positions of seniority within their organisations, including: HR Directors, Heads of HR, Heads of Learning and Development, and Heads of Talent.

FUTURE TALENT FUTURE TALENT

COLLABORATIVE CULTURE

FUTURE TALENT SOURCES

FUTURE LEADERSHIP SKILLS

68%CONFIRMED THE IMPORTANCE OF

DEVELOPING TALENT INTERNALLY

42%ALSO VIEWED

RESOURCING FUTURE TALENT EXTERNALLY AS

IMPORTANT

INTERNAL EXTERNAL

71% of all respondents confirmed it’s significantly important to understand their organisation’s future talent issues

87% of those who strongly believed their organisation had a culture of sharing and collaboration, believed their leadership team were extremely supportive of building such a culture

2020

47%WERE ONLY MODERATELY

POSITIVE IN BELIEVING THEIR ORGANISATION HAD A

CULTURE OF SHARING AND COLLABORATION

2015

Including

70% OF CEOS

79%BELIEVED THE SKILLS REQUIRED OF LEADERS IN 2020 WOULD BE

NOTICEABLY DIFFERENT TO THAT OF TODAY’S LEADERS

IMPORTANCE OF FUTURE TALENT ISSUES IN COMPARISON TO CURRENT ISSUES

This view was felt even more strongly by HR leaders, climbing to 86% for HR Directors and Heads of HR

Rating between 8 and 10 on a scale of 1-10, where 10 is extremely significant

and 1 extremely insignificant

Rating between 8 and 10 on a scale of 1-10, where 10 is extremely significant

and 1 extremely insignificant

OUTLOOK ON FUTURE TALENT

downLoAd the whItepAper In fuLL: manpowergroupsolutions.co.uk/futuretalent

As the world’s workforce expert, ManpowerGroup

connects more than 600,000 jobseekers with

meaningful work every day, and helps more than

400,000 clients address their critical talent needs

each year.

We deliver a full spectrum of recruitment and

workforce solutions to help businesses meet the

challenges of today’s world of work – while increasing

productivity, improving efficiency, and boosting your

bottom line.

Reawaken the power of people within your

organisation.

Find out more on our new website:

manpowergroup.co.uk

reAwAken the Power of PeoPle

Future Talent is Now

“ 68% OF RESPONDENTS FElT ThAT DEVElOPING TAlENT INTERNAlly WAS IMPORTANT, WITh 42% REcOGNISING ThE IMPORTANcE OF ExTERNAl TAlENT SOURcES ”

10 11ManpowerGroup The Human Age manpowergroup.co.uk

-0.1%-1.8%

4

20

25

15

7

24

1826

10

5

12

16

17

13

2735

34

6

19

2236

14

33

379

11

8

21

31

30

28

29

23

2

3

1

40

38

39

MANUFACTURING WORKERS ENJOYING PAY RISES DESPITE

REGION’S OVERALL FALL IN PAY

AVERAGE PAY FOR MANUFACTURING SECTOR

AVERAGE HOURLY PAY FOR FULL-TIME WORKERS

£31,100per annum

£15,000 PAY GAP BETWEEN THE BEST AND WORST PAID AREAS OF

THE EAST MIDLANDS

£12.99per hour

£15.10per hour£30,200

East Midlands average:+2.6%

EAST MIdLANdS dIVIdEd ON PAyThere’s a £15,000 gap between the best and worst paid areas in the East Midlands.

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

People living in Rushcliffe, Nottinghamshire are the best paid in the region, earning an average of £41,100 annually; whereas workers living in Boston, Lincolnshire are the worst paid, receiving an average of £24,500 per annum.

Over the last year, average annual pay for those living in the region fell by 0.2% – compared to the 0.6% increase recorded across the UK as a whole. However, the outlook for the region’s pay is beginning to improve.

Greg Hollis, Operations Manager at Manpower, said: “Although

pay in the East Midlands has trailed the rest of the UK, we are starting to see an increase in salaries as employers compete for the best talent. Unemployment in the region is below the UK average and the employment numbers have been strong for a while now, which means that the candidate pool is shallower.

“In response, to secure the skills they need, employers are becoming more willing to offer higher salaries and better packages.”

ManpowerGroup’s analysis has also revealed a marked pay gap between men and women in the East Midlands, with men in full-time work earning an average £15.10 an hour, compared to £12.99 per hour for women.

However, this gap is shrinking and, although both genders saw

their pay fall over the past year, men’s average hourly pay fell

faster than women’s pay.

Greg continued: “There has traditionally been a difference in pay

between men and women in the East Midlands, linked to the

prevalence of male-dominated roles and industries in the region.

“The East Midlands is leading the way in reducing the gender

imbalance in pay. As more and more women seek work in the

booming manufacturing sector, we hope that this will herald a

further narrowing of the gender pay gap.”

eASt MIdLAndS AVerAGe AnnuAL pAY

1 RUShclIFFE £41,000

2 SOUTh NORThAMPTONShIRE £40,400

3 hARbOROUGh £37,000

4 DAVENTRy £35,100

5 DERbyShIRE DAlES £34,600

6 bROxTOWE £34,000

7 blAby £33,400

8 SOUTh kESTEVEN £33,300

9 EAST NORThAMPTONShIRE £32,900

10 SOUTh DERbyShIRE £32,500

11 RUTlAND £31,600

12 AMbER VAllEy £31,500

13 NORTh EAST DERbyShIRE £31,400

14 GEDlING £31,400

15 kETTERING £31,000

16 DERby £30,700

17 hIGh PEAk £30,600

18 chARNWOOD £30,400

19 EREWASh £30,100

20 NORThAMPTON £30,000

21 NORTh kESTEVEN £29,700

22 NEWARk AND ShERWOOD £29,600

23 MElTON £29,600

24 hINcklEy AND bOSWORTh £29,500

25 WEllINGbOROUGh £29,000

26 NORTh WEST lEIcESTERShIRE £29,000

27 chESTERFIElD £28,500

28 bASSETlAW £28,400

29 EAST lINDSEy £28,200

30 WEST lINDSEy £27,900

31 lINcOlN £27,200

32 SOUTh hOllAND £27,000

33 NOTTINGhAM £26,500

34 AShFIElD £26,400

35 bOlSOVER £26,200

36 MANSFIElD £25,700

37 cORby £25,600

38 lEIcESTER £25,500

39 OADby AND WIGSTON £25,400

40 bOSTON £24,500

ManpowerGroup was proud to be a strategic partner at the CBI Annual Dinner on 20 May, helping to shape the business and labour market environments in which we and our clients operate. Celebrating 50 years of the CBI, a senior audience of over 1,000 guests heard the political keynote address from the Chancellor of the Exchequer, the Rt Hon George Osborne MP.

Mark Cahill, Managing Director of ManpowerGroup UK & Ireland and Chairman of the CBI London Council said: “This year’s Annual Dinner was a great success, giving business and political leaders an opportunity to hear from the Chancellor soon after the 2015 general election. While the economy is on firmer ground with companies in all sectors growing and hiring, CBI President Sir Mike Rake and the Chancellor were clear that business will need to navigate some choppy waters in the next five years.

“Business’s key challenge is making the case for Britain’s continued membership of the EU. ManpowerGroup is convinced that British business is better off in the world’s largest single market, from which Britain derives

significant trade advantages that help the economy grow and create jobs.

As a workforce solutions company, we know how important it is for our

clients to be able to fill talent gaps - hiring workers from

across the EU allows UK businesses to grow.

“While the relationship needs to be re-evaluated for the

UK, the benefits of membership significantly outweigh

the costs in terms of jobs and skills. The referendum

is the perfect opportunity for a proper debate about

the impacts of free movement and immigration on UK

jobs, once the Prime Minister has secured reforms that

enhance labour market flexibility.”

As part of the CBI Annual Dinner, the Chancellor highlighted the need for

the UK to improve its productivity. While raising productivity is a global

challenge, a large and widening productivity gap exists between the UK

and leading advanced economies. Narrowing this

gap is a prize worth striving for, as matching the productivity of the US,

for instance, would raise GDP by 31%, equating to around £21,000 per

annum for every household in the UK.

Mark continued: “Britain needs a long-term plan to unlock

the benefits of improved productivity. Government and

business has made a good start by investing billions of

pounds more in improving skills, providing two million

more apprenticeships, and investing in further and higher

education, but there is more to do.

“ManpowerGroup helps companies up and down the UK

find the right people with the skills they need to succeed,

as well as supporting thousands of people every day to improve their skills

in the workplace. We stand ready to support more businesses to improve

their productivity and help meet the national challenge.”

To find out more about ManpowerGroup’s involvement in the cbI, or about current labour market and economic issues, please contact: innovation@manpowergroup.co.uk

Shaping the future of British business with the CBI

“ WE STAND READy TO SUPPORT MORE bUSINESSES TO IMPROVE ThEIR PRODUcTIVITy AND hElP MEET ThE NATIONAl chAllENGE ”

10 11ManpowerGroup The Human Age manpowergroup.co.uk

-0.1%-1.8%

4

20

25

15

7

24

1826

10

5

12

16

17

13

2735

34

6

19

2236

14

33

379

11

8

21

31

30

28

29

23

2

3

1

40

38

39

MANUFACTURING WORKERS ENJOYING PAY RISES DESPITE

REGION’S OVERALL FALL IN PAY

AVERAGE PAY FOR MANUFACTURING SECTOR

AVERAGE HOURLY PAY FOR FULL-TIME WORKERS

£31,100per annum

£15,000 PAY GAP BETWEEN THE BEST AND WORST PAID AREAS OF

THE EAST MIDLANDS

£12.99per hour

£15.10per hour£30,200

East Midlands average:+2.6%

EAST MIdLANdS dIVIdEd ON PAyThere’s a £15,000 gap between the best and worst paid areas in the East Midlands.

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

People living in Rushcliffe, Nottinghamshire are the best paid in the region, earning an average of £41,100 annually; whereas workers living in Boston, Lincolnshire are the worst paid, receiving an average of £24,500 per annum.

Over the last year, average annual pay for those living in the region fell by 0.2% – compared to the 0.6% increase recorded across the UK as a whole. However, the outlook for the region’s pay is beginning to improve.

Greg Hollis, Operations Manager at Manpower, said: “Although

pay in the East Midlands has trailed the rest of the UK, we are starting to see an increase in salaries as employers compete for the best talent. Unemployment in the region is below the UK average and the employment numbers have been strong for a while now, which means that the candidate pool is shallower.

“In response, to secure the skills they need, employers are becoming more willing to offer higher salaries and better packages.”

ManpowerGroup’s analysis has also revealed a marked pay gap between men and women in the East Midlands, with men in full-time work earning an average £15.10 an hour, compared to £12.99 per hour for women.

However, this gap is shrinking and, although both genders saw

their pay fall over the past year, men’s average hourly pay fell

faster than women’s pay.

Greg continued: “There has traditionally been a difference in pay

between men and women in the East Midlands, linked to the

prevalence of male-dominated roles and industries in the region.

“The East Midlands is leading the way in reducing the gender

imbalance in pay. As more and more women seek work in the

booming manufacturing sector, we hope that this will herald a

further narrowing of the gender pay gap.”

eASt MIdLAndS AVerAGe AnnuAL pAY

1 RUShclIFFE £41,000

2 SOUTh NORThAMPTONShIRE £40,400

3 hARbOROUGh £37,000

4 DAVENTRy £35,100

5 DERbyShIRE DAlES £34,600

6 bROxTOWE £34,000

7 blAby £33,400

8 SOUTh kESTEVEN £33,300

9 EAST NORThAMPTONShIRE £32,900

10 SOUTh DERbyShIRE £32,500

11 RUTlAND £31,600

12 AMbER VAllEy £31,500

13 NORTh EAST DERbyShIRE £31,400

14 GEDlING £31,400

15 kETTERING £31,000

16 DERby £30,700

17 hIGh PEAk £30,600

18 chARNWOOD £30,400

19 EREWASh £30,100

20 NORThAMPTON £30,000

21 NORTh kESTEVEN £29,700

22 NEWARk AND ShERWOOD £29,600

23 MElTON £29,600

24 hINcklEy AND bOSWORTh £29,500

25 WEllINGbOROUGh £29,000

26 NORTh WEST lEIcESTERShIRE £29,000

27 chESTERFIElD £28,500

28 bASSETlAW £28,400

29 EAST lINDSEy £28,200

30 WEST lINDSEy £27,900

31 lINcOlN £27,200

32 SOUTh hOllAND £27,000

33 NOTTINGhAM £26,500

34 AShFIElD £26,400

35 bOlSOVER £26,200

36 MANSFIElD £25,700

37 cORby £25,600

38 lEIcESTER £25,500

39 OADby AND WIGSTON £25,400

40 bOSTON £24,500

ManpowerGroup was proud to be a strategic partner at the CBI Annual Dinner on 20 May, helping to shape the business and labour market environments in which we and our clients operate. Celebrating 50 years of the CBI, a senior audience of over 1,000 guests heard the political keynote address from the Chancellor of the Exchequer, the Rt Hon George Osborne MP.

Mark Cahill, Managing Director of ManpowerGroup UK & Ireland and Chairman of the CBI London Council said: “This year’s Annual Dinner was a great success, giving business and political leaders an opportunity to hear from the Chancellor soon after the 2015 general election. While the economy is on firmer ground with companies in all sectors growing and hiring, CBI President Sir Mike Rake and the Chancellor were clear that business will need to navigate some choppy waters in the next five years.

“Business’s key challenge is making the case for Britain’s continued membership of the EU. ManpowerGroup is convinced that British business is better off in the world’s largest single market, from which Britain derives

significant trade advantages that help the economy grow and create jobs.

As a workforce solutions company, we know how important it is for our

clients to be able to fill talent gaps - hiring workers from

across the EU allows UK businesses to grow.

“While the relationship needs to be re-evaluated for the

UK, the benefits of membership significantly outweigh

the costs in terms of jobs and skills. The referendum

is the perfect opportunity for a proper debate about

the impacts of free movement and immigration on UK

jobs, once the Prime Minister has secured reforms that

enhance labour market flexibility.”

As part of the CBI Annual Dinner, the Chancellor highlighted the need for

the UK to improve its productivity. While raising productivity is a global

challenge, a large and widening productivity gap exists between the UK

and leading advanced economies. Narrowing this

gap is a prize worth striving for, as matching the productivity of the US,

for instance, would raise GDP by 31%, equating to around £21,000 per

annum for every household in the UK.

Mark continued: “Britain needs a long-term plan to unlock

the benefits of improved productivity. Government and

business has made a good start by investing billions of

pounds more in improving skills, providing two million

more apprenticeships, and investing in further and higher

education, but there is more to do.

“ManpowerGroup helps companies up and down the UK

find the right people with the skills they need to succeed,

as well as supporting thousands of people every day to improve their skills

in the workplace. We stand ready to support more businesses to improve

their productivity and help meet the national challenge.”

To find out more about ManpowerGroup’s involvement in the cbI, or about current labour market and economic issues, please contact: innovation@manpowergroup.co.uk

Shaping the future of British business with the CBI

“ WE STAND READy TO SUPPORT MORE bUSINESSES TO IMPROVE ThEIR PRODUcTIVITy AND hElP MEET ThE NATIONAl chAllENGE ”

12 13ManpowerGroup The Human Age manpowergroup.co.uk

Founded by Manpower UK, the Local Government Association (LGA), and the Public Services People Managers’ Association (PPMA), the Rising Stars competition identifies up and coming HR talent within public services.

This year’s competition asked participants to suggest ways to improve collaboration across public services, in the face of changing service demands and diminishing resources. After a closely fought competition, Imogeen Denton, Equality and Community Relations Lead at Nottingham City Council, was crowned the 2015 Rising Stars winner.

Commenting on her proposal, Imogeen said: “One of the biggest challenges facing organisations throughout the country is the need to develop diverse leadership in order to reflect and

understand the customers they serve.

“Diversity at leadership level is vital for good decision making that understands changing customer and employee requirements, by bringing together a wider range of perspectives. We also know that it leads to improved innovation and productivity, and additional benefits, such as employee retention and an enhanced reputation.

“The proposal I put forward focused on driving the development of diverse leadership at board level, through partnership-working across different sectors. At Nottingham City Council, we are delivering this through our ‘Future Leaders Programme’, which is designed to establish a comprehensive learning and development programme. Using shared resources, we aim to create a sustainable talent pool of experienced and

qualified people from diverse backgrounds who are ready to take the next step into senior leadership roles.”

Reflecting on the developments since her win, Imogeen commented: “Since winning the Rising Stars competition, a number of partner organisations have signed up to the Future Leaders Programme, which is supported by Manpower UK. We expect to see our first group of participants starting their learning and development journey this autumn, and we hope this will lead to further career progression towards the top rung of the ladder of success.”

The Rising Stars competition encourages people to think about who will be leading public services in ten years’ time, and provides much needed focus on the future.

Identifying Future HR Leaders in Public Services

For some HR professionals, it may be a hard pill to swallow that employer reputation is increasingly being shaped online – often by forces they fear they have little control over.

However, hesitation or denial is no solution. Faced with new marketplace dynamics, employers require innovative strategies for monitoring and building brand reputations online.

Gareth Vale, Head of ManpowerGroup Marketing, said: “Building an

emotional connection with candidates is more important than ever, it’s what separates one employer from another among today’s job seekers.

“Job seekers can spot contrived contributions that seem inauthentic, and this can do more harm than good to your employer brand. Instead, employees should be encouraged to speak freely about their employer - and rather than try to control their messaging, organisations should clearly steer them on what is expected in

terms of tone, content and appropriateness.”

At ManpowerGroup, #RelationshipsMatter extends digital innovation across our organisation. Gareth continued: “We recognise that we are both advocates and guardians of our clients’ employer brands.

“Encompassing web, digital, social, mobile, and our global Enterprise Partnership with Google, - #RelationshipsMatter allows ManpowerGroup to deliver competitive advantage and enhanced employer branding and quality on behalf of our clients.

“Through a bespoke advanced social media training programme, our employees have been equipped with the tools, time, training, and trust required to become

expert social recruiters. Our partnership with Google

gives us a unique ability to share best practice and

build virtual work teams, driving better solutions and

better outcomes for our clients. And our multi-channel

approach to candidate attraction underpins our ability

to reach talent and build compelling employer brands.

“It’s all about harnessing social and mobile

technologies - to not only attract and retain the

talent our clients need right now, but to also build an

employer brand that will truly inspire talent to engage

with the company’s mission.”

“ WE REcOGNISE ThAT WE ARE bOTh ADVOcATES AND GUARDIANS OF OUR clIENTS’ EMPlOyER bRANDS”

Find out more about employer brands in our whitepaper “If you build it, they will come: the new role of employer brand”, on our website: manpowergroupsolutions.co.uk/employerbrand

Building online employer reputation

For more information about the Rising Stars competition, visit manpowergroup.co.uk/ppma-rising-stars

108

6

4

2

0

-2

-4

-6

2008 2009 2010 2011 2012 2013 2014 2015

Outlook for fourthsuccessive quarter

BEST AND WORST OUTLOOK FOR JOBS

BY REGION IN Q3 2015

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

0%SCOTLAND

10%NORTH EAST

+3%YORKSHIRE &HUMBERSIDE

+9%EAST MIDLANDS

+7%EAST

+9%LONDON

+4%SOUTH EAST

+9%SOUTH WEST

+8%WALES

+5%WEST MIDLANDS

+2%NORTHERNIRELAND

+7%NORTH WEST

SCOTLAND’S OUTLOOK FLATLINES IN Q3 2015

NATIONAL OUTLOOK 2008 TO 2015

0

1

2

3

4

5

6

7

8

-1

-2

Q3 2014

Q4 2014

Q1 2015

Q2 2015

Q3 2015

+8%

+2%

+1%

-2% 0%6%seasonally adjusted Net Employment Outlook across the UK

+6%

Q3 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.

Northern powerhouse risks becoming northern power cutThe Uk jobs market is facing a critical shortfall of qualified workers, with the north of England particularly vulnerable.

While on the surface employment hit a 40-year record high in 2015 and unemployment continues to fall year on year, the official statistics fail to show the struggle many employers are having filling vacancies, especially in the north of England.

The Manpower Employment Outlook Survey is based on responses from 2,100 UK employers, and asks whether they intend to hire additional workers or reduce the size of their workforce in the coming quarter. The national outlook of +6% for the fourth successive quarter indicates that employers remain keen to hire, even as the UK jobs market faces a critical lack of supply of candidates.

The supply problem is most acute in the north of England. Jobs optimism in the North West and North East stand above the national average at +7% and +10% respectively, but a rapidly worsening skills shortage means northern employers can’t fill vacant roles.

James Hick, Managing Director of ManpowerGroup Solutions UK

commented: “While many employers in the south can rely on a steady

supply of workers, there are far fewer qualified candidates in the north.

“With a shortage of skilled trades, IT and engineering skills, and employers

looking to increase hiring in the coming quarter, skills shortages threaten

to hamper businesses’ growth plans. George Osborne may dream of a

Northern Powerhouse, but the reality will be a Northern power cut if we

don’t see more talent coming into the market.

“We see skills shortages as the single biggest barrier to the north’s growth

across all sectors.”

Although the north of England has a problem finding candidates to fill all

the available roles, over the border in Scotland, the problem is lack of

demand. With a score of 0%, Scotland is flatlining when it comes to job

creation and is the worst-performing part of the UK.

James continued: “Downbeat hiring intentions and a waning oil and gas

industry are casting a shadow over Scotland. With skills shortages in the

oil and gas industry well-known, it’s important that employers track the

skills required, in order to ensure growth for the long-term.”

In the rest of the country, the jobs market looks positive going into the

third quarter. The North East topped the regional figures, at +10%,

closely followed by the South West, London and the East Midlands, at

+9%. Wales (+8%), the North West (+7%) and the East (+7%) also beat

the national average, while the West Midlands (+5%), the South East

(+4%), Yorkshire and Humberside (+3%) and Northern Ireland (+2%) also

recorded optimistic outlooks.

Photos: Paul Scott Photography

Imogeen Denton wins the 2015 PPMA Rising Stars competition

To read the full Manpower Employment Outlook Survey results, visit manpowergroup.co.uk/meos

12 13ManpowerGroup The Human Age manpowergroup.co.uk

Founded by Manpower UK, the Local Government Association (LGA), and the Public Services People Managers’ Association (PPMA), the Rising Stars competition identifies up and coming HR talent within public services.

This year’s competition asked participants to suggest ways to improve collaboration across public services, in the face of changing service demands and diminishing resources. After a closely fought competition, Imogeen Denton, Equality and Community Relations Lead at Nottingham City Council, was crowned the 2015 Rising Stars winner.

Commenting on her proposal, Imogeen said: “One of the biggest challenges facing organisations throughout the country is the need to develop diverse leadership in order to reflect and

understand the customers they serve.

“Diversity at leadership level is vital for good decision making that understands changing customer and employee requirements, by bringing together a wider range of perspectives. We also know that it leads to improved innovation and productivity, and additional benefits, such as employee retention and an enhanced reputation.

“The proposal I put forward focused on driving the development of diverse leadership at board level, through partnership-working across different sectors. At Nottingham City Council, we are delivering this through our ‘Future Leaders Programme’, which is designed to establish a comprehensive learning and development programme. Using shared resources, we aim to create a sustainable talent pool of experienced and

qualified people from diverse backgrounds who are ready to take the next step into senior leadership roles.”

Reflecting on the developments since her win, Imogeen commented: “Since winning the Rising Stars competition, a number of partner organisations have signed up to the Future Leaders Programme, which is supported by Manpower UK. We expect to see our first group of participants starting their learning and development journey this autumn, and we hope this will lead to further career progression towards the top rung of the ladder of success.”

The Rising Stars competition encourages people to think about who will be leading public services in ten years’ time, and provides much needed focus on the future.

Identifying Future HR Leaders in Public Services

For some HR professionals, it may be a hard pill to swallow that employer reputation is increasingly being shaped online – often by forces they fear they have little control over.

However, hesitation or denial is no solution. Faced with new marketplace dynamics, employers require innovative strategies for monitoring and building brand reputations online.

Gareth Vale, Head of ManpowerGroup Marketing, said: “Building an

emotional connection with candidates is more important than ever, it’s what separates one employer from another among today’s job seekers.

“Job seekers can spot contrived contributions that seem inauthentic, and this can do more harm than good to your employer brand. Instead, employees should be encouraged to speak freely about their employer - and rather than try to control their messaging, organisations should clearly steer them on what is expected in

terms of tone, content and appropriateness.”

At ManpowerGroup, #RelationshipsMatter extends digital innovation across our organisation. Gareth continued: “We recognise that we are both advocates and guardians of our clients’ employer brands.

“Encompassing web, digital, social, mobile, and our global Enterprise Partnership with Google, - #RelationshipsMatter allows ManpowerGroup to deliver competitive advantage and enhanced employer branding and quality on behalf of our clients.

“Through a bespoke advanced social media training programme, our employees have been equipped with the tools, time, training, and trust required to become

expert social recruiters. Our partnership with Google

gives us a unique ability to share best practice and

build virtual work teams, driving better solutions and

better outcomes for our clients. And our multi-channel

approach to candidate attraction underpins our ability

to reach talent and build compelling employer brands.

“It’s all about harnessing social and mobile

technologies - to not only attract and retain the

talent our clients need right now, but to also build an

employer brand that will truly inspire talent to engage

with the company’s mission.”

“ WE REcOGNISE ThAT WE ARE bOTh ADVOcATES AND GUARDIANS OF OUR clIENTS’ EMPlOyER bRANDS”

Find out more about employer brands in our whitepaper “If you build it, they will come: the new role of employer brand”, on our website: manpowergroupsolutions.co.uk/employerbrand

Building online employer reputation

For more information about the Rising Stars competition, visit manpowergroup.co.uk/ppma-rising-stars

108

6

4

2

0

-2

-4

-6

2008 2009 2010 2011 2012 2013 2014 2015

Outlook for fourthsuccessive quarter

BEST AND WORST OUTLOOK FOR JOBS

BY REGION IN Q3 2015

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

0%SCOTLAND

10%NORTH EAST

+3%YORKSHIRE &HUMBERSIDE

+9%EAST MIDLANDS

+7%EAST

+9%LONDON

+4%SOUTH EAST

+9%SOUTH WEST

+8%WALES

+5%WEST MIDLANDS

+2%NORTHERNIRELAND

+7%NORTH WEST

SCOTLAND’S OUTLOOK FLATLINES IN Q3 2015

NATIONAL OUTLOOK 2008 TO 2015

0

1

2

3

4

5

6

7

8

-1

-2

Q3 2014

Q4 2014

Q1 2015

Q2 2015

Q3 2015

+8%

+2%

+1%

-2% 0%6%seasonally adjusted Net Employment Outlook across the UK

+6%

Q3 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.

Northern powerhouse risks becoming northern power cutThe Uk jobs market is facing a critical shortfall of qualified workers, with the north of England particularly vulnerable.

While on the surface employment hit a 40-year record high in 2015 and unemployment continues to fall year on year, the official statistics fail to show the struggle many employers are having filling vacancies, especially in the north of England.

The Manpower Employment Outlook Survey is based on responses from 2,100 UK employers, and asks whether they intend to hire additional workers or reduce the size of their workforce in the coming quarter. The national outlook of +6% for the fourth successive quarter indicates that employers remain keen to hire, even as the UK jobs market faces a critical lack of supply of candidates.

The supply problem is most acute in the north of England. Jobs optimism in the North West and North East stand above the national average at +7% and +10% respectively, but a rapidly worsening skills shortage means northern employers can’t fill vacant roles.

James Hick, Managing Director of ManpowerGroup Solutions UK

commented: “While many employers in the south can rely on a steady

supply of workers, there are far fewer qualified candidates in the north.

“With a shortage of skilled trades, IT and engineering skills, and employers

looking to increase hiring in the coming quarter, skills shortages threaten

to hamper businesses’ growth plans. George Osborne may dream of a

Northern Powerhouse, but the reality will be a Northern power cut if we

don’t see more talent coming into the market.

“We see skills shortages as the single biggest barrier to the north’s growth

across all sectors.”

Although the north of England has a problem finding candidates to fill all

the available roles, over the border in Scotland, the problem is lack of

demand. With a score of 0%, Scotland is flatlining when it comes to job

creation and is the worst-performing part of the UK.

James continued: “Downbeat hiring intentions and a waning oil and gas

industry are casting a shadow over Scotland. With skills shortages in the

oil and gas industry well-known, it’s important that employers track the

skills required, in order to ensure growth for the long-term.”

In the rest of the country, the jobs market looks positive going into the

third quarter. The North East topped the regional figures, at +10%,

closely followed by the South West, London and the East Midlands, at

+9%. Wales (+8%), the North West (+7%) and the East (+7%) also beat

the national average, while the West Midlands (+5%), the South East

(+4%), Yorkshire and Humberside (+3%) and Northern Ireland (+2%) also

recorded optimistic outlooks.

Photos: Paul Scott Photography

Imogeen Denton wins the 2015 PPMA Rising Stars competition

To read the full Manpower Employment Outlook Survey results, visit manpowergroup.co.uk/meos

14 15ManpowerGroup The Human Age manpowergroup.co.uk

*Right Management Career Development Study, 2012

Employers that provide career development opportunities are six times more likely to engage their employees than organisations that do not*

Employees need to rethink how they

DEVELOP & MOTIVATEindividuals to meet performance goals

UNDERSTANDING EMPLOYEE CAREER MOTIVATIONS AND ASPIRATIONS IS KEY TO

CREATING A HIGH PERFORMANCE CULTUREMara Swan, Executive Vice President,

Global Strategy and Talent, ManpowerGroup

75%

6x greater engagement at work

of employees are unengaged at work*

CAREER ASPIRATIONSTOP 5MOTIVATORS FOR LEAVINGTOP 4

45% - ACHIEVE WORK/LIFE BALANCE

17% - BE THE BEST AT WHAT I DO

13% - EARN A LOT OF MONEY

11% - HELP OTHER PEOPLE

6% - HELP SOCIETY

1 2 3 4 5

35% - WORK/LIFE BALANCE

1

35% - HIGHER COMPENSATION

2

25% - BETTER WORK

CULTURE

3

25% - MORE CHALLENGES

4

DEFINITIONS OF SUCCESS AT WORKTOP 5

10% - HIGH PERFORMANCE

5

18% - DOING THE BEST WORK

3

26% - HAPPINESS/ ENJOYMENT

1

19% - SALARY

2

15% - RESPECT AND RECOGNITION

4

*Right Management Career Development Study, 2012

Global changes, tech revolutions, and a multi-generational workforce are just three factors that are challenging all of us to think differently about work and how we define careers.

Productivity efficiencies, borne out by technology, are reducing the number of jobs traditionally required to undertake many tasks. However, technology is also helping to fuel a new ‘sharing’ economy that provides a means to earn a living by piecing together and selling skills, talents, and assets - Uber and AirBNB are key examples.

Top talent is no longer looking to a company to provide a “career for life” but rather a “career for me.” This fundamentally changes the conversation between employee and employer. The questions for many individuals are now focused on, “How do my interests align with the organisation’s goals?” and “How can we work together to meet those shared objectives while deepening and broadening my skills and capabilities?” rather than “What is the organisation going to give me to undertake this task?”

Understanding employee career motivations and aspirations is critical to creating a high performance culture. The Global Career Aspirations Survey, a new global study by Right Management, highlights how employees define career success and what they expect at work.

ThE bOTTOM lINE

If organisations want to continue to attract the best

talent, they need to challenge themselves to think

differently about the career proposition they are

providing to employees.

FIVE WAyS yOUR ORGANISATION cAN RESPOND TO

ThE chAllENGE:

1) RE-ExAMINE yOUR hIRING PRAcTIcES

Re-examine the practices, policies, and unspoken

assumptions of the workplace culture to broaden

the talent pool in terms of the demographics of

potential employees. Look to recruit broadly-

talented, agile individuals who can take on multiple

roles and continually assess whether the right

people are in the right roles.

2) bE PROAcTIVE AND ENGAGE DIFFERENTly

Engage talent and improve performance by taking

a bolder, more proactive approach to creating and

facilitating career journeys. This can be done by

helping employees manage their own careers in

ways that increase their engagement and drive

value for the organisation.

3) ENcOURAGE MEANINGFUl cAREER cONVERSATIONS

Engage everyone in the shared goal of career development using tools such as peer-to-peer coaching, and train managers how to have meaningful career conversations with employees.

4) FOcUS ON lEARNING AND DEVElOPMENT

Make learning a priority in your organisation. Leverage ongoing assessments to identify skill gaps and provide employees access to the tools and experiences they need to develop new skills.

5) UNDERSTAND ThE cAREER ASPIRATIONS OF ThE WORkFORcE

Understand the career needs and aspirations of all segments of the workforce – from the best and brightest employees to those with high potential but low preparedness – to create developmental programmes that encourage continuous learning and growth on their terms.

To attract the best talent and drive business performance, organisations must start thinking differently about careers, recognising they are fast becoming another asset that individuals can nurture, protect and constantly develop to achieve personal ambitions and goals.

Careers Matter because Talent Matterscareers are fast becoming a tangible, manageable asset for high performing employees.

Visit us at the new rightmanagement.co.uk for the latest.

At Right Management, we’re redefining careers.

We are responding to the changing world of work

to enable agility, innovation and attraction for both

individuals and organisations.

We listened to what you wanted and needed. We

have re-imagined our website so that it is a hub

for all things career, with regularly updated blog

content, advice and industry insights to help you

stay at the forefront of careers in the changing

world of work.

nurturing tAlent to helP orgAnisAtions thriVe

TALENT MAT TERS TALENT MAT TERS

For more on Right Management’s Global career Aspirations Survey, please visit: www.rightmanagement.co.uk/globalcareeraspirations

Putting theory into practice

cAREER TRANSITION PARTNERShIP RENEWED FOR A FURThER SIx yEARS

Through the Career Transition Partnership (CTP), an agreement between the Ministry of Defence and Right Management, resettlement support has been provided for over 180,000 Service Leavers since 1998.

We are delighted that this contract has now been renewed for at least a further six years, with the potential to extend until 2025.

The CTP gives Service Leavers from the Royal Navy, Army, Royal Air Force and Royal Marines all they need to market themselves confidently to employers and get the most out of life outside the forces. It provides a bridge between military and civilian life – educating and empowering Service Leavers on how to identify and use their transferable skills, how to match them to job applications, and how to promote themselves to a civilian employer.

14 15ManpowerGroup The Human Age manpowergroup.co.uk

*Right Management Career Development Study, 2012

Employers that provide career development opportunities are six times more likely to engage their employees than organisations that do not*

Employees need to rethink how they

DEVELOP & MOTIVATEindividuals to meet performance goals

UNDERSTANDING EMPLOYEE CAREER MOTIVATIONS AND ASPIRATIONS IS KEY TO

CREATING A HIGH PERFORMANCE CULTUREMara Swan, Executive Vice President,

Global Strategy and Talent, ManpowerGroup

75%

6x greater engagement at work

of employees are unengaged at work*

CAREER ASPIRATIONSTOP 5MOTIVATORS FOR LEAVINGTOP 4

45% - ACHIEVE WORK/LIFE BALANCE

17% - BE THE BEST AT WHAT I DO

13% - EARN A LOT OF MONEY

11% - HELP OTHER PEOPLE

6% - HELP SOCIETY

1 2 3 4 5

35% - WORK/LIFE BALANCE

1

35% - HIGHER COMPENSATION

2

25% - BETTER WORK

CULTURE

3

25% - MORE CHALLENGES

4

DEFINITIONS OF SUCCESS AT WORKTOP 5

10% - HIGH PERFORMANCE

5

18% - DOING THE BEST WORK

3

26% - HAPPINESS/ ENJOYMENT

1

19% - SALARY

2

15% - RESPECT AND RECOGNITION

4

*Right Management Career Development Study, 2012

Global changes, tech revolutions, and a multi-generational workforce are just three factors that are challenging all of us to think differently about work and how we define careers.

Productivity efficiencies, borne out by technology, are reducing the number of jobs traditionally required to undertake many tasks. However, technology is also helping to fuel a new ‘sharing’ economy that provides a means to earn a living by piecing together and selling skills, talents, and assets - Uber and AirBNB are key examples.

Top talent is no longer looking to a company to provide a “career for life” but rather a “career for me.” This fundamentally changes the conversation between employee and employer. The questions for many individuals are now focused on, “How do my interests align with the organisation’s goals?” and “How can we work together to meet those shared objectives while deepening and broadening my skills and capabilities?” rather than “What is the organisation going to give me to undertake this task?”

Understanding employee career motivations and aspirations is critical to creating a high performance culture. The Global Career Aspirations Survey, a new global study by Right Management, highlights how employees define career success and what they expect at work.

ThE bOTTOM lINE

If organisations want to continue to attract the best

talent, they need to challenge themselves to think

differently about the career proposition they are

providing to employees.

FIVE WAyS yOUR ORGANISATION cAN RESPOND TO

ThE chAllENGE:

1) RE-ExAMINE yOUR hIRING PRAcTIcES

Re-examine the practices, policies, and unspoken

assumptions of the workplace culture to broaden

the talent pool in terms of the demographics of

potential employees. Look to recruit broadly-

talented, agile individuals who can take on multiple

roles and continually assess whether the right

people are in the right roles.

2) bE PROAcTIVE AND ENGAGE DIFFERENTly

Engage talent and improve performance by taking

a bolder, more proactive approach to creating and

facilitating career journeys. This can be done by

helping employees manage their own careers in

ways that increase their engagement and drive

value for the organisation.

3) ENcOURAGE MEANINGFUl cAREER cONVERSATIONS

Engage everyone in the shared goal of career development using tools such as peer-to-peer coaching, and train managers how to have meaningful career conversations with employees.

4) FOcUS ON lEARNING AND DEVElOPMENT

Make learning a priority in your organisation. Leverage ongoing assessments to identify skill gaps and provide employees access to the tools and experiences they need to develop new skills.

5) UNDERSTAND ThE cAREER ASPIRATIONS OF ThE WORkFORcE

Understand the career needs and aspirations of all segments of the workforce – from the best and brightest employees to those with high potential but low preparedness – to create developmental programmes that encourage continuous learning and growth on their terms.

To attract the best talent and drive business performance, organisations must start thinking differently about careers, recognising they are fast becoming another asset that individuals can nurture, protect and constantly develop to achieve personal ambitions and goals.

Careers Matter because Talent Matterscareers are fast becoming a tangible, manageable asset for high performing employees.

Visit us at the new rightmanagement.co.uk for the latest.

At Right Management, we’re redefining careers.

We are responding to the changing world of work

to enable agility, innovation and attraction for both

individuals and organisations.

We listened to what you wanted and needed. We

have re-imagined our website so that it is a hub

for all things career, with regularly updated blog

content, advice and industry insights to help you

stay at the forefront of careers in the changing

world of work.

nurturing tAlent to helP orgAnisAtions thriVe

TALENT MAT TERS TALENT MAT TERS

For more on Right Management’s Global career Aspirations Survey, please visit: www.rightmanagement.co.uk/globalcareeraspirations

Putting theory into practice

cAREER TRANSITION PARTNERShIP RENEWED FOR A FURThER SIx yEARS

Through the Career Transition Partnership (CTP), an agreement between the Ministry of Defence and Right Management, resettlement support has been provided for over 180,000 Service Leavers since 1998.

We are delighted that this contract has now been renewed for at least a further six years, with the potential to extend until 2025.

The CTP gives Service Leavers from the Royal Navy, Army, Royal Air Force and Royal Marines all they need to market themselves confidently to employers and get the most out of life outside the forces. It provides a bridge between military and civilian life – educating and empowering Service Leavers on how to identify and use their transferable skills, how to match them to job applications, and how to promote themselves to a civilian employer.

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The world of work has changed. Success is no longer driven by technology, infrastructure, or capital - but by the imagination and skills of people.

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. Every day, thousands of employers across the Uk and Ireland benefit from the impactful business results delivered by ManpowerGroup Solutions.

Discover how you can put our industry-leading solutions to work for you.

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