Global Talent Shortages and How HR Will Evolve to Manage Them

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    19-Jun-2015
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Global talent shortage is at a seven-year high as 36% of employers cannot fill open jobs. HR leaders have the expertise and influence to reshape their companies' talent-base by evolving their role in three critical ways. This session will explore supply and demand issues and how HR can provide market intelligence supported by relevant data, understand internal/external talent supply and the forces shaping availability of required skills. You will also explore the role of HR as marketers in a world of talent shortages where your role has expanded to include attracting/retaining customers. Finally, you will have insights into the idea of HR as designers where diverse thinking is required to cultivate communities of work and balance the employment mix to include outsourced, partially retired and other workers Simon Matthews, Country Manager - Middle East, ManpowerGroup

Transcript of Global Talent Shortages and How HR Will Evolve to Manage Them

  • 1. Global Talent Shortages and How HR Will Evolve to Manage Them

2. MANPOWERGROUP INTERVIEWED OVER 37,000 EMPLOYERS IN 42 COUNTRIES AND TERRITORIES TO DETERMINE: How much difficulty are employers having filling jobs? Which jobs are the most difficult to fill? Why are those jobs difficult to fill? What impact are talent shortages having on organizations and their ability to meet client needs? What strategies are being pursued to overcome these difficulties? 3. Overview 4. Top 10 Jobs Employers are Having Difficulty Filling 5. The Impact on Meeting Client Needs Companies continue to see talent as a key driver to meet business objectives. The most common impact reported by companies is on: reduced ability to serve clients reduced competitiveness and productivity increased staff turnover negative impact on employee engagement, innovation and creativity. 6. Impact on Meeting Client Needs 7. Impact Talent Shortages Have on Organizations 8. How Companies Are Working to Overcome Talent Shortage ManpowerGroup also asked hiring managers around the world which strategies, if any, they are using to overcome talent shortages. 9. Findings In 2013 one in five global employers are still not pursuing strategies to address talent shortages. The HR profession is rapidly changing and expanding, new areas of expertise are required to drive business results 3 distinct roles HR must play to help organizations succeed: 1. HR as Supply and Demand Experts 2. HR as Marketers 3. HR as Designers 10. The Evolving Role of HR Leaders 11. The Evolving Role of Human Resources Macroeconomic forces continue to decrease margins, making organizations need more innovative and productive workforces. In order to meet these demands, companies must: access mobilize optimize and unleash the human potential of their workforce. To achieve this, HR professionals must adopt three critical roles. 12. Supply and Demand Experts Supply and Demand Experts: HR leaders must provide market intelligence supported by relevant data, understanding their internal and external talent supply and how forces are shaping the availability of required skills. 13. HR as Supply and Demand Experts 14. Marketers Marketers: In a world of talent shortages, HRs role has expanded to include attracting and retaining customers (i.e., talent), in the same way that marketers segment and target consumers of the companys products and services. 15. HR as Marketers 16. Designers Designers: A different way of thinking is required to cultivate communities of work and balance the employment mix to include contingent, fully outsourced, partially retired and other workers. 17. HR as Designers Restructure work to unleash potential. Consider the intended outcomes of work, reimagine work models . Structuring work innovatively to include various models from traditional to strategic, to attract skilled talent. 18. Bridging the Talent Gap In the Human Age, the key to a companys ability to quickly and effectively adapt to change depends on HR professionals. Here are some questions to consider. 19. WORK MODELS What work models should we use? How can we leverage the talent ecosystem to drive productivity and innovation? How do we manage a diverse and virtual workplace? PEOPLE PRACTICES What new practices will we need in order to attract, develop and retain the talent we need? How do you manage one-size-fits-one practices? How do you shift from HR practices to people practices? TALENT SOURCES Do we know all of our talent supply options? How can we optimize the talent we have? What talent strategies can we deploy to reach under tapped and untapped talent pools? 20. Thank you! Q&A 21. 2014 Talent Shortage Survey Global Highlights 22. ManpowerGroup 22 About the Talent Shortage Survey Ninth year Over 37,000 employers 42 countries and territories Research conducted in Quarter 1 2014 23. ManpowerGroup 23 Employers were asked: How much difficulty have employers experienced in their effort to fill jobs? What are the most difficult-to-fill jobs? What impact talent shortages have on their ability to meet client needs? What impact talent shortages have on their organization? Why jobs are hard to fill? What strategies are being pursued to overcome these difficulties? 24. Global Results Top 10 jobs employers have difficulty filling 1. Skilled Trade Workers 2. Engineers 3. Technicians 4. Sales Representatives 5. Accounting & Finance Staff 6. Management/Executives 7. Sales Managers 8. IT Staff 9. Administrative Assistants & Office Support Staff 10. Drivers ManpowerGroup 24 25. Global Results Proportion having difficulty filling jobs ManpowerGroup 25 26. Global Results Proportion of employers reporting difficulty filling jobs ManpowerGroup 26 27. Global Results Biggest changes from 2013 to 2014 ManpowerGroup 27 28. Global Results The effect talent shortages have on an organization 29. Global Results How are employers responding to the challenge of the talent shortage? 30. Global Results Overcoming the talent shortage: People Practices 31. Global Results Overcoming the talent shortage: Talent Sources 32. Global Results Overcoming the talent shortage: Work Models