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

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, 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.

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 company’s
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