how to recruit andhow to recruit and retain...

How to Recruit andHow to Recruit andHow to Recruit and How to Recruit and Retain TalentRetain TalentTalent – A Leadership Perspective

Kip Wright, Senior Vice PresidentManpower North America

How to Recruit and Retain Talent

About the Presenter

Ki W i h S i Vi P idKip Wright, Senior Vice PresidentManpower, North America

• Oversees ManpowerGroup’s staffing business inOversees ManpowerGroup s staffing business in United States and Canada.

• Named to Staffing Industry Analysts “Staffing 100” li t f th t i fl ti l l d i th i d tlist of the most influential leaders in the industry.

• Previously served as Senior Vice President of ManpowerGroup Solutions whose MSP wasManpowerGroup Solutions, whose MSP was named the top performer in its category and the MSP with the largest global market share by Everest Group.

ManpowerGroup 2Tuesday, August 25, 2015

Leadership – My True “Passion”

The difference between a Boss and a Leader:- A Boss Says “Go”; - A Leader says “Let’s Go”


Why Talent MattersA Leader’s perspective

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Forces of change in the world

• Emerging markets are reshaping the global economy…

• Widening the gap between the have’s and the have not’s.R id t h l i l i ti i ti• Rapid technological innovation is creating transparency and lowering transaction costs.

• Talent is the new ‘it’ – unleashing human potential becomes the major agent ofpotential becomes the major agent of economic growth.

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In the Era of the Human Age: Talent is theIn the Era of the Human Age: Talent is the Differentiator

Eras defined by the rawmaterials people bent to their will:

Eras defined by the domains that people conquered with ever-

Era defined by the ingenuity of individuals and of the community:

• Stone Age

• Bronze Age

qincreasing technology:• Industrial Age• Space Age

y• Human Age


• Iron age • Information age

Shifts to the Human Age

Today and BeyondYesterday Today and Beyond• The Human Age• Talentism

C i h i k

Yesterday• Industrial / information ages• Capitalism

W k h i i • Companies chasing workers• Employees dictate terms• Workers living anywhere

• Workers chasing companies• Companies dictate terms• Workers living near work

• Unemployment – specific demand• Technology the liberator• Open borders

• Unemployment – over-supply• Technology the enslaver• Closed borders

• 10 to 14 jobs by age 38• Agility matters• Flexible frameworks

• Job for life• Size matters• Command and control

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Talent as a Strategy


Talent ShortageImportance of Attracting andImportance of Attracting and Retaining Key Talent

ManpowerGroup

ManpowerGroup - Our Talent CredentialsConnect over 500,000 people to meaningful work every day, p p gf y yNearly 4,000 offices across 82 countries around the world Over 10.5 million people trainedThe world’s largest outplacement firm Over 50,000 employees

The global leader in Recruitment Process OutsourcingInterviewed 20 million people in 2014

, p y

Over 400,000 clients ranging from small/medium sized businesses to Global Fortune 100 companies

L l b l d l MSP id

The world’s largest IT professional resourcing firmOver 80% of revenues generated outside the U.S.

Largest global vendor-neutral MSP providerConnected the potential of 4 million people to the ambition of business from the CEO level to the factory worker.


U.S. Employers struggle to fill jobsSurvey revealed 1 in 3 U.S. employers report they are y p y p yexperiencing difficulty filling jobs*

ManpowerGroup Tuesday, August 25, 2015 * Results are based on ManpowerGroup’s 2015 Talent Shortage Survey

T 10 j b U S l h iTop 10 jobs U.S. employers are having difficulty filling in 2015


Hardest jobs to fill: U.S. and global comparison

U.S. Hardest

Global

Hardest Jobs To Fill

Global Hardest Jobs To Fill


Level of difficulty filling jobs compared to 2014


Level of impact talent shortage has on U SLevel of impact talent shortage has on U.S. employers’ ability to serve clients


R U S l h i diffi ltReasons U.S. employers are having difficulty filling jobs


Strategies U.S. employers are using to overcome talent shortages


Top ways U S employers are adopting

How to Recruit and Retain Talent

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Top ways U.S. employers are adopting non-traditional people practices


Top ways U.S. employers are exploring new talent sources


Top ways U.S. employers are using modified work models


The ApproachPerspective on Talent Management

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Understanding the Audience and Being Adaptive

BoomerTraditionalist Generation X Generation Y

Born 1946 1960Born 1928 1945 Born 1961 1979 Born 1980 1995

Hierarchical Idealistic Pragmatic Immediate

Born 1946 - 1960Born 1928 - 1945 Born 1961 - 1979 Born 1980 - 1995

Each generation approaches work differently and is shapedby the economic, social and political forces of their time –ultimately forming their individual preferences


Talent AttractionTalent AttractionJob Search Engine & Site Preferences*

• CareerBuilder preferred by• CareerBuilder – preferred by younger candidates

• Glassdoor – preferred by younger candidates and candidates that would be motivated to apply to a job opportunity because of the j pp yindustry in which the opportunity is based

• SimplyHired – preferred by younger candidates and candidates that would be motivated t l t j b t itto apply to a job opportunity because of the industry in which the opportunity is based

• Local Job Networks/Boards –preferred by older candidatesWhat matters to Job Seekers*

• Jobs.com – preferred by lower income workers

• The Ladders – preferred by candidates with higher household income and those that are motivated to apply to a job


motivated to apply to a job opportunity because of the industry in which they opportunity is based.

*Source: ManpowerGroup Solutions 2014 Candidate Experience Survey

Style and Approach

T l t D i

RealisticExpectations

Implement Solid

B i

Training &Development

Transparent and Open

C i ti

Reward and Sharing

S f l

Talent Drivers

BusinessStrategy & Set

Goals

Communication Successful Behavior

Propels Execution Propels Satisfaction

Winning Culture and Talent Retention


g

Winning Culture & Talent Retention• Have active programs for logging and passing on key

knowledge. This can engage existing talent and help bolster Knowledge Transfer g g g g pthe knowledge of current but more junior employees.

Knowledge Transfer

• Onboarding isn’t just the first day or week. Having a multi-month program to get new hires up to speed can help retain good talent and get them up the performance “S-curve” faster.

Onboarding Programsg g p p

• Sudden departures can cause a scramble to bring in identical talent. Identifying successors and their knowledge/skill gaps can strengthen the skill and engagement of existing talent.

Succession Management

• Having a fully fleshed out retention program is important for your entire workforce, but particularly those individuals you don’t want to lose. Understanding and being proactive about key motivators is essential.

Retention Programs

• Flexibility, in terms of hours, location and duties can be attractive to both senior and junior employees. Understanding and adapting to your talents needs will make you a more desirable employer.

Flexible Work Models

• Providing and enabling talent to progress skills through both


Providing and enabling talent to progress skills through both education and experience will contribute to a team feeling valued and provide the employer with relevant skills.

Training and Development

Questions?Questions?

ManpowerGroup

ManpowerGroupTM is the world leader in innovative workforce solutions. We leverage our global reach and local expertise of tens of thousands of people across more than 80 countries, making it possible for businesses to access the talent they need when they need it.

ManpowerGroupTM Solutions provides clients with human resources outsourcing services primarily in the areas of large-scale recruiting and outcome-based workforce-intensive initiatives, thereby sharing in the risk and reward with our clients.

ExperisTM is the global leader in professional resourcing and project-based workforce solutions. With operations in more than 50 countries, we deliver 53 million hours of professional talent specializing in IT, Finance and Engineering to accelerate clients’ businesses each year.

Right Management® is the global leader in talent and career management workforce solutions. Through our innovative and proprietary process, we leverage our expertise to successfully i d ti it d ti i b i fincrease productivity and optimize business performance.

Manpower® is the global leader in contingent and permanent recruitment workforce solutions. We provide the personal flexibility and agility businesses need with a continuum of


staffing solutions.

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