Эпоха человеческого капитала:кадровый потенциал как основа успеха в бизнее

1 ManpowerGroup | Wednesday, November 25,

2015

Wednesday 25th November

The Human Age:

Talent as the Driver of Business Success

HUGH PIPER, OPERATIONS DIRECTOR (STRATEGIC CLIENTS), MANPOWER UK


2015


2015

Disruptive

Forces

Impacting

the World

of Work

Talent in the Human Age – Certain Uncertainty

Economic Recovery

• Globally uneven

• Recession risk

• Slow job creation

• Income inequality

Shifting Demographics

• Population decline

• Shrinking workforce

• Youth unemployment

• Gender inequality

Rapid Advances in

Technology

• Disruption

• Collaboration

• Mobility

• Sheer speed

Employers need to capitalize on transient competitive advantage quickly – to do this, talent is critical


2015

ManpowerGroup: Workforce Experts


2015

World of Work Trends

RISE OF CUSTOMER

SOPHISTICATION

Rising Customer Sophistication

requires businesses to deliver greater

value and efficiency.

DEMOGRAPHICS

The Talent Mismatch is deepening as

the working age population declines

and the nature of work changes.

INDIVIDUAL CHOICE

Individual Choice will be exercised by

those with in-demand skills. The

Rise of Voice means business must

take note of external social forces.

TECHNOLOGICAL

REVOLUTIONS

Accelerated technology is changing

where, when and how we work. The

rate of change is unprecedented.

World of Work

Trends


2015

Shifting Demographics

• By 2050, Europe will have almost twice as

many people over the age of 65, as under 15

• By 2020, the US economy’s demand for labor

will outstrip supply by almost 18 million people

• By 2050 China’s over 65s will likely constitute

a population larger than the entire population

of the United States

• In North and West Africa, more than one-

quarter of the population is under age 15

and unemployment rates for young people

exceed 30%

World Population


2015

Five Generations in the Workplace by 2020 Each generation has different motivations and expectations for work.

Traditionalist Hierarchical 1928-1945

Gen X Pragmatic 1961-1979

Gen Y Immediacy 1980-2000

Gen Z Digital natives 2001-Present

Boomer Idealistic

1946-1960


2015

Technology and the Displacement of Jobs

Compared to the Industrial

Revolution, change is happening

10 times faster and at 300 times

the scale, or roughly 3,000 times

the impact.

Standing still and holding on to

what used to get results is no

longer possible.


2015

The Changing World of People Supply


2015


2015

• How do I become more employable? • How do I compete? • How do I develop my career?

• How do I grow and develop?

• How do we provide more innovative solutions?

• How can we connect employers and talent?

• How do we develop talent to match client needs?

• How do we provide scale to manage these programmes

• What value is there to my business retaining staff?

• How to I attract the right talent? • How do I retain my core talent?

• At the right cost? • With the right skills?

• What do I need? • What do they need?

• How do add value to our student’s learning – equipping them with

skills for the future • How do I provide education with

relevance for employers? • How do we make our university stand out to students for our links

with business’?

Future Talent Today

Innovation in Resourcing – Learn whilst you Earn


2015

The New Normal


2015

Become A Talent Destination

People Practices

• Today’s practices were created with outdated assumptions – so why are will still using them?

• What new practices will we need in order to attract, develop and retain the talent?

Work Models • How do we manage talent to drive productivity?

• How do we manage a diverse workforce?

• How do we inject flexibility into our workforce mix?

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?

Talent

Management

Talent

Development

Talent

Resourcing