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View All NewsExecutive Forum Europe – Alain Dehaze “Towards Even Greater Success in the Staffing Industry”
Staffing Industry Analysts’ Executive Forum Europe conference kicked off this morning with a keynote session from freshly appointed Adecco CEO Alain Dehaze.
In his opening keynote, “Towards Even Greater Success in the Staffing Industry”, Dehaze spoke about his company’s ongoing strategy and its vision for the wider staffing industry.
With enviable insight into the trends, threats, and opportunities that will impact the staffing industry over the next decade, Dehaze also addressed potential areas of innovation, new services, and greater added value for employees, customers, candidates, and investors.
“At Adecco we strive to be alongside in every phase of the professional lifecycle of our clients, candidates and associates. We guide our people towards the world of work and throughout their career,” Dehaze stated.
Dehaze identified five key drivers at Adecco:
Economy - There is an urgent need for measures, especially in Europe, to limit labour costs in order to stimulate job creation, Dehaze explained.
Flexibility is a must for organisations but rising labour costs could limit their ability to react to changes in demand. In order to remain competitive, tackle market challenges, and explore opportunities, companies need to be able to hire agency workers when the order comes in.
Technology - The rise and increasing sophistication of automation has been a cause of concern for many organisations and workers. Approximately 47% of US jobs are under threat from computerisation by 2030. Dehaze, however, views this as an opportunity.
“Jobs are being created around increasing automation. [But] employees must keep investing in their education and upskill to ensure that they continue to be employable,” he explained.
Demographics – People are living longer and having fewer children. Those over the age of 65 are the fastest growing segment of the population, which begs the question, “Where will we source the young talent we need for the development of companies and society?”
“By 2020 there will be a labour surplus but by 2030 this will have turned into a massive shortfall. In Germany there will be a shortfall of 10 million workers, a shortfall of 14.9 million in Brazil, and in China 24.5 million. The US and India will still have a labour surplus or balance leaving plenty of room for growth.”
Sociology – With three-to-four generations present in the workforce and often spread across the world, companies need to foster diversity and mobility.
“So how can governments facilitate these trends?” Dehaze asked. “That’s the point of Regulation. Governments need to foster economic growth and job creation by implementing structural reforms. It needs to be simplified.”
The French Labour Code, Dehaze explained, is more than 3,400 pages long. Compare that with the Swiss Labour Code, which is only 36 pages. “There is a huge difference in the unemployment statistics between the two countries,” he explained; particularly in terms of youth employment.
“Correct regulation and simplification is needed. A much more flexible labour market is needed to ensure higher rotation and access to jobs. We need to get rid of rules and barriers, and reduce taxes on labour in order to be more competitive on the international scene.”
Looking to the future, Dehaze outlined five key trends for the workforce of tomorrow:
Anywhere & Anytime - “In a world of hyper connectivity everyone can work anywhere at any time,” Dehaze stated. The rise of smart technology means that organisations have access to a global talent pool at their fingertips.
Global Mobility – “This means matching not only the client needs but also the desires and aspirations of the younger generation. The opportunity to travel and gather new skills and experiences is a strong driver to Millennials… who want and expect at least one overseas assignment in their career.”
“It also helps build global networks,” he added.
In terms of a truly Inclusive Workforce there is still a lot more to be done. “The female workforce participation rate is at 50% versus 76% for men. Clearly we are missing a valuable portion of the workforce.”
Employees are increasingly opting to work for companies and in roles that offer better Work/Life Blend. This allows employees to control their own schedule and environment.
Companies also need to adapt to Distinct Attitudes to Work. Younger generations are more willing to take lower paying jobs to gain experiences. These workers seek roles that offer a sense of purpose and they are more willing to prioritise their values over their earnings potential. They are also less afraid to leave a job.
“So what do we need to do?” Dehaze asked.
“In order to stay competitive companies need to be more flexible in their organisation. They have to adapt their skills to the market demand. They have to foster mobility. They also have to manage three generations at work, manage diversity, offer flexibility, mentorship, training, and life-long learning.”
“Regulators must introduce everywhere an apprenticeship system… Also foster cooperation between private partners and boost international mobility. They need to simplify legislation and support start-ups.”
“And what about us?” he asked, addressing the room of staffing industry executives, CEOs, and decision-makers.
“Our industry, in my modest opinion, has to be the partner of choice for our clients. [We need to be present] throughout the whole professional cycle. Coach and introduce candidates to the labour market. [Provide] lifelong education, tailor opportunities and training to boost employability, adapt work schemes and environments to a diverse workforce. Select candidates more and more internationally.”
“We must become, even more, the trusted partners of organisations.”
Dehaze also called on the industry to be more proactive with regard to ensuring appropriate levels of regulation.
“I’m convinced that for [the industry] and Adecco it is important that we demonstrate thought leadership. One way to [do so] is to be visible in the dialogue around employment issues. Our industry tends to restrict itself to a protective role – to defend what we have instead of speaking up.”
He called on the industry to engage more with governments and policy makers and be more proactive in establishing a dialogue around employment issues and work together to help create appropriate regulation for the industry.