2012 Talent Shortage Survey

Click here to load reader

  • date post

  • Category


  • view

  • download


Embed Size (px)


ManpowerGroup surveyed nearly 40,000 employers in 41 countries and territories in 2012 to gauge the impact of talent shortages on the global labor market. The seventh annual survey also explored what impact talent challenges are having on their organizations and what they are doing to mitigate the situation.Please contact me for more information.

Transcript of 2012 Talent Shortage Survey


2. EXECUTIVE SUMMARYDespite the continuing caution exercised by manydeveloping candidates with potential becomes theorganizations amid ongoing economic uncertainty, anorm rather than the exception.substantial proportion of employers around the globeThe Talent Shortage research results for 2012 areidentify a lack of available skilled talent as a continuingsimilar in many ways to the 2011 results. However,drag on business performance. ManpowerGroups 2012the world is a much different place than it was oneTalent Shortage Survey, the seventh in the annual series,year ago, and there are several notable differences.explores the extent to which employers in the worldsTo begin with, skilled trades workers are once againleading economies are having difficulty filling talent;identified as the most difficult position to fill globallywhat jobs are most difficult to fill and why; concern overafter slipping to the third spot in 2011.stakeholder impact; and what strategies employers arepursuing to overcome the talent shortage. The most surprising response, however, involvesthe percentage of employers who indicate unfilledIn this years research, over a third of the employerspositions are expected to have little or no impact onwe surveyed told us they were unable to find thekey constituents, such as customers and investors;talent their organizations need. That so manythis proportion has grown considerablyfrom 36%employers continue to identify talent shortages asin 2011 to 56% in 2012.a barrier to their business goals defies prevailinglogic, especially when viewed against the high levels The reason behind this shift in perceived impact isof unemployment in many economiesparticularlypuzzling. However, this finding could be revealingamong young adults. However, we asked a new normal. For example, employers wereemployers to identify why they were experiencingunderstandably cautious in the aftermath of theproblems filling positions in their organizations.recession, and responded to declining revenuesOverwhelmingly, a lack of available candidates with by allocating their resourcesboth financialthe right technical expertise and employability skillsand humancautiously. And although manycontinues to vex employers. organizations have emerged from the challengesof the recession operating at new levels ofThis talent mismatch will continue to challenge efficiency, they evidently remain reluctant to addemployers. In the Human Age, companies will employees at greater expense, or without proofhave to navigate the continued growth of emerging that additional talent will provide long-term benefits.markets, globalization, and the expanded use of This is, in part, why hiring has not kept pace withincreasingly sophisticated and rapidly changing the overall economic recoveryorganizationstechnologies. Emerging trends put unprecedented have become more comfortable and adept atvalue on talent as the driver of business success.conducting business in an uncertain environmentThis will only increase the competition for proven, where systematic shortages of talent persist. Theytalented employees with skills employers need.are increasingly utilizing contingent workers toFurthermore, individuals with in-demand skillsintroduce more flexibility to their workforce to dealwill become more selective as they evaluate their with see-sawing demand. Since they believe theemployment options, compelling companies to talent challenges will persist, rather than focus ondevelop better recruitment and retention strategies.solving complex talent management issues, they areSimilarly, this lack of talent will force organizations toinstead focusing on other areas of the business foradopt a new mindset regarding talent development, competitive advantage. However, for those companieswhere upskilling their existing employees and that maintain a longer-term view and realize that their2012 TALENT SHORTAGE SURVEY RESEARCH RESULTS 2 3. EXECUTIVE SUMMARYtalent will differentiate them from their competitors, Other highlights from this years survey include:they will likely gain a major competitive advantage over Worldwide, talent shortages are most acute inthose who choose to put talent management on thethe Asia Pacific region, with particular difficultiesback burner. As we have only been tracking impactfaced by employers in Japan, where an agingin the research for two years, only time will tell ifworkforce is exacerbating the issue. Among aconfidence operating with systematic talent shortagessubset of this regions employers who are mostis truly the new norm in business.concerned about inadequate talent supply,Nonetheless, failure to understand the impact unfilledsoft skills deficits among IT and Engineeringpositions can have on the client experience and candidates are a current challenge.stakeholders, (and remember that an organizations Skilled trades positions are currently the mostemployees should be counted among this group) isdifficult to fill in Europe, the Middle East anda monumental mistake. Organizations cannot remain Africa (EMEA), while employers in the Americasin denial about the long-term impact of talent on find engineering posts the hardest to fill. For thetheir businesses. Leaving positions unfilled may be a sixth consecutive year, Asia Pacific employersshort-term solution that organizations feel they canname the sales representative category as theendure at present and one that will boost the balancemost challenging role to fill.sheet, however, as the shortage of specific skill sets Despite the ongoing level of talent shortages,becomes even more acute, it is also a short-sighted,compared to last year employers expressunsustainable approach to addressing talent shortagesnotably less concern about the impactin the Human Age.shortages have on key stakeholders such asSigns that talent shortages are here to stay also customers and investors. This surprising findinghighlight a key difference between the 2011 and may represent a new normal.2012 surveys. In 2011, only 24% of employers Environmental and organizational factors arenamed the Lack of available applicants/noimportant concerns for all businesses sufferingapplicants as the most common reason forfrom talent gaps, regardless of where thedifficulty filling jobs. In 2012, that percentageshortage lies. The top reason employers sayjumped to 33%. An equal percentage named Lackthey cant fill roles is simply an overall lackof technical competencies/hard skillsin particularof applicants; the second is the candidate-the lack of industry-specific qualifications in bothbased factor that applicants lack the technicalprofessional and skilled trades categoriesup fromcompetencies, or hard skills, required for the role.22% in 2011. Environmental factors, such as thislack of available applicants, may force organizations Employers are becoming slightly more proactiveto counter Human Age trends with proactive, about closing skills gapsmore employers seekinnovative and flexible workforce managementto address talent shortages by providing trainingstrategies. These strategies are likely to includeand development for existing Staff than wasfocusing on the skills development of existing Staff. the case in 2011, particularly among employersIn fact, the 2012 research indicates that a growing saying that talent shortages are having a highpercentage of employers are addressing their talent impact on their businesses.shortages by upskilling current Staff and promoting More organizations are adoptingStaff who demonstrate the potential to grow and ManpowerGroups teachable fit approach bydevelop, particularly among those employers who hiring individuals without all of the prerequisitereport that talent shortages are having a highjob skills, but who have the potential to learnimpact on their businesses. and grow into the specific job role.2012 TALENT SHORTAGE SURVEY RESEARCH RESULTS3 4. GLOBALGLOBALFor the 2012 Talent Shortage Survey, ManpowerGroupthan in EMEA. The highest proportion of employersresearched the views of more than 38,000 employers in reporting difficulty filing jobs is in Japan where 81%41 countries and territories. This is the seventh annualindicate that this is an issue. Notable shortagessurvey exploring the impact of talent shortages on theare also reported in other Asia Pacific markets,global labor market and how employers are respondingincluding Australia (50%), India (48%) and Newto the challenges raised by the lack of available talentZealand (48%). In the Americas, the most urgentin specific job categories. A total of 38,077 interviewstalent shortage is reported in Brazil, where 71% ofwere conducted by phone with employers in three employers identify difficulty sourcing employees withregions during Quarter 1 2012, including 10,232 in thethe relevant profile. In the U.S., 49% of employersAmericas, 8,786 in Asia Pacific and 19,059 in Europe, report difficulties filling jobs. In EMEA, meanwhile,the Middle East and Africa (EMEA).talent shortages are perceived as a less criticalissue; recovery has yet to fuel meaningful employerDIFFICULTY FILLING JOBShiring intentions, with the proportion of employersAgainst the backdrop of the slow-paced recovery inreporting difficulty filling jobs falling below the globalthe global economy, around one in three employers average in 15 of the 23 EMEA countries. (Figure(34%) continue to experience difficulties filling 2) Yet, even in Greece where the debt crisis hasvacancies due to lack of available talent. Theseverely shaken employer confidence, nearly oneproportion is unchanged when compared without of four employers tells us they have difficulty2011, and is four percentage points above the sourcing talent to fill vacant roles.level reported in 2009, at the height of the globalThe percentage of employers reporting difficultiesfinancial crisis. (Figure 1) While the percentage hasfilling specific job roles remains relatively