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World – ManpowerGroup: How HR leaders can stem the talent shortage

17 June 2014

ManpowerGroup, the third largest staffing firm in the world, found that 36% of employers globally have reported talent shortages this year, the highest percentage in seven years. In the nine years since ManpowerGroup conducted its first Talent Shortage Survey, employers have yet to find the silver bullet to solve this global problem.

For the third consecutive year, Japanese employers report the highest level of talent shortage, with 81% struggling to fill open jobs. However, this clearly remains a pervasive issue around the globe, with Peruvian, Indian, Brazilian, Turkish, and Argentinian employers also reporting acute shortages.

During the past 12 months, the problem worsened in 10 countries, most notably Latin American nations. At the other end of the spectrum, employers in Ireland and Spain, two countries that have borne the brunt of the Eurozone recession and endured consistently weak labour markets, report the least difficulty filling jobs.

Jonas Prising, CEO of ManpowerGroup, commented: “Macroeconomic forces continue to decrease margins, creating a need for organisations to do more with less and to have a workforce that is more agile and productive. The answer rests with HR leasers, who must possess the strategic capability to ensure a sustainable workforce and the talent their organisations need to achieve their business objectives.”

ManpowerGroup suggests that HR leaders can bridge the skills gap by evolving their role in three critical ways:

  • 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.
  • Marketers: In a world of talent shortages, HR's role has expanded to include attracting and retaining customers (i.e., talent), in the same way that marketers segment and target consumers of the company's products and services.
  • 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.

To download the full report, please click here


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