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Agenda
Context
Barriers
Implications of Inertia
Changing Perceptions
Young People and the Holy Trinity
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ManpowerGroup’s Unique Perspective
Nearly 3,800 offices across
80 countries around the
world
Over 400,000 clients
ranging from SMB’s to
Global Fortune 100
companies
Largest global vendor-
neutral MSP provider
The global leader in
Recruitment Process
Outsourcing
The world’s largest
outplacement firm
Interviewed 12 million people
in 2011 and connected 4
million people to meaningful
work
Filled >309,000 UK
public sector
assignments last year
Revenues of $20 Billion in 2012
with over 85% generated
outside the U.S.
Over 10.5
million people
trained
UK Temporary workforce
of 30,000, of whom >25%
are under 25
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?
More part-time, temporary
or contract workers
More telecommuting
More offshored or
outsourced workers
More older workers
(aged 55+)
Don’t know
Other types of changes to
the nature of work
SOURCE: McKinsey Global Institute US Jobs Survey, 2011; McKinsey Global Institute Analysis
How will your company’s workforce change of the next 5 years?
(Select all that apply)
% of respondents (n = 2,000)
57.8
25.5
21.5
19.9
16.8
2.9
Barriers Facing the Sector
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Attraction Interest and Attention
Motivation
Online Recruitment
Teachable Fit
Career Considerations
Gen Y Social Uptake
Young People and The Holy Trinity
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Engagement
Interest and Attention
Motivation
Online Recruitment
Teachable Fit
Career Considerations
Gen Y Social Uptake
Young People and The Holy Trinity
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Retention
Interest and Attention
Motivation
Online Recruitment
Teachable Fit
Career Considerations
Gen Y Social Uptake
Young People and The Holy Trinity
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Traditional Local
Authority Structure
Career Considerations
FTE
Seniority
Changing Shape of Local
Authority Workforces?
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About ManpowerGroup and Contact Details
ManpowerGroup, the world leader in innovative workforce solutions, creates and delivers high-impact solutions that enable our clients to
achieve their business goals and enhance their competitiveness. With over 60 years of experience, our $20 billion company creates unique
time to value through a comprehensive suite of innovative solutions that help clients win in the Human Age. These solutions cover an entire
range of talent-driven needs from recruitment and assessment, training and development, and career management, to outsourcing and
workforce consulting.
ManpowerGroup maintains the world’s largest and industry-leading network of nearly 3,900 offices in over 80 countries and territories,
generating a dynamic mix of an unmatched global footprint with valuable insight and local expertise to meet the needs of its 400,000 clients
per year, across all industry sectors, small and medium-sized enterprises, local, multinational and global companies. The ManpowerGroup
suite of solutions is offered through ManpowerGroup Solutions, Experis, Manpower, and Right Management.
Read more at ManpowerGroup.co.uk
Ask us for more insight about today and tomorrow’s
World of Work by emailing: solutions@ManpowerGroup.co.uk
Follow us: @HRThoughtLeader
Join the debate: HR Thought Leadership Network
Nick.Heckscher@manpowergroup.co.uk
Sector Director Public Sector for ManpowerGroup in the UK
Capital Court, Uxbridge UB8 1AB Tel: +44(0)1895 205 200
Editor's Notes
In 2009 YU rose by twice as much as it rose in the previous 10 years combinedYouth hit 1 – last month’s CBI / Manpower employment survey said YU rose by 7.2% All other groups fell – should we triple dip, youth will bear the bruntThe global downturn has impact YU 250% more than it has UGlobal impact of YU:Social unrestetc
Awareness amongst public sector employees reported by CIPD to be only 19% vs. private sector average of 95%Competition with more experienced workers and over-specingRemoval of mandatory retirement ageReduced attrition / hiringHiring Manager priorities – feels too difficultOwnership within an LAProcesses – online recruitment is skill and experience basedGen Y Social Uptake
Cost of exclusion estimated to be £22bnAgeing workforceWidening gaps – have/have notsleaders/doersworker / welfarePrivate vs. public… on innovationInnovation – average employee age at the world’s 3 most innovative companies Apple, FB and Google = 33, 26 and 31Average LA age?
Cost of exclusion estimated to be £22bnAgeing workforceWidening gaps – have/have notsleaders/doersworker / welfarePrivate vs. public… on innovationInnovation – average employee age at the world’s 3 most innovative companies Apple, FB and Google = 33, 26 and 31Average LA age?
To do this we need to re-consider the relationship between Attraction, Assessment and Engagement and begin to see them as one interlinked entity.The market forces that have created today’s Human Age now mean that the days when you could have your attraction, assessment and engagement strategies working in separately from each other are well and truly over. We used to think about attraction as the first step to filling a vacancy but now we must look at engagement first – if you don’t know where you want to be at the end of a successful resourcing strategy there’s no way you can know where to begin.Employee Engagement started as a neat definition for all the intangible and sometimes immeasurable emotive stuff that impacts the productivity of a workforce.We have to look at this differently when we’re recruiting - we have to move the applicants’ goalposts when they’re looking at your role – their aim mustn’t be just to get the job - to be hired - but to be a success in the job 6 months down the line – a bit like making your marriage work in the long term rather than just having a great wedding day. So the first question always has to be what does positive engagement in this role mean to your organisation? What’s your purpose for engagement? Is it financial? fewer customer complaints? Longer tenure in previously high turnover positions? Once you’ve worked it out - then you make sure it’s reflected in the assessment and application elements of your resourcing strategy.
Changing MixFewer entry level jobsMind the GapThe role of Managers both generally and London borough example
64% of millennials ask about social media policies in job interviews.24% of Gen Y say social media policies would be a factor in accepting a job offer.43% of millennials have “liked” more than 20 brands on Facebook.52% of Gen Y users have more than 300 friends on Facebook — the top 10 percent have more than 1,000.1 in 3 surveyed said they would put social media freedom and device flexibility and work mobility over salary when considering a job offer.70% of Gen Y are planning to change jobs once the economy improves.