Tuesday, June 27, 2017

Inside the Heads of Job Seekers: U.S. IT Candidate Preferences [Infographic]

United States Information Technology Candidate Preferences

Any human resources (HR) professional these days will tell you that there is a talent shortage in the U.S. information technology (IT) workforce. IT candidates represent one of today’s most competitive talent markets, and positions seeking specific skills and experience are the hardest to fill. Moreover, there is increasing preference for IT professionals who have soft, or interpersonal, skills that help them lead enterprise-wide teams in a world where technology has become mission critical. Twenty-six percent of IT leaders report communications skills as most in-demand, followed by collaboration skills (18 percent), according to “The Softer Side of IT,” a report from Experis, the professional resourcing and project-based solutions arm of ManpowerGroup.

In the ManpowerGroup 2016-17 U.S. Talent Shortage Survey, IT staff ranked second globally among the top 10 hardest jobs to fill. And in many cases, the best candidates for a job are often the ones who are already employed somewhere else. Savvy companies need to understand what motivates IT candidates and how to reach them in a credible and authentic way. From companies where technology and innovation are the primary products to corporations where technology supports business model transformation, IT candidates are essential to organizational success.

To better understand how employers can leverage global candidate preferences and perceptions, ManpowerGroup Solutions, the world’s largest Recruitment Process Outsourcing (RPO) provider, went directly to the source: candidates. In the Global Candidate Preferences Survey, nearly 14,000 individuals currently in the workforce between the ages of 18 and 65 shared what matters to them in the job search process. The survey was fielded in 19 influential employment markets around the world during the fourth quarter of 2016. In the United States, ManpowerGroup Solutions surveyed 1,384 candidates and special emphasis was given to the fastest growing industries: IT, healthcare, retail and financial services.

The second in a series exploring U.S. candidate preferences by industry, this report provides new insights into the successful recruitment and retention of IT candidates. The results reveal how employers can be led astray by presuming that all candidates think, feel and behave exactly the same way. IT candidates are a unique breed; they are a new group of disruptive candidates that inherently challenge commonly held perceptions about career advancement.

To download the Infographic or complete Whitepaper report visit the microsite.

2017 Q2 European Quarterly Market Report

TAPFIN provides market trends as well as insight into the European contingent workforce as it evolves across Europe each quarter. Featured in this second quarter of 2017 are Global Trends, European Employment Outlook statistics and Legal and Regulatory updates in countries throughout Europe as well as regional and micro level labor statistics.

In a fast-paced, unpredictable marketplace, organizations must be able to react quickly. Today, organizations increasingly rely on the contingent workforce, such as independent contractors, temporary workers, consultants and freelancers. The contingent workforce is scalable and flexible, which provides organizations with the agility they need to remain competitive.

But as the world of contingent work evolves, how can organizations keep pace with change? The key is for organizations to consult analyst insights and data. Through the ManpowerGroup Solutions and TAPFIN Quarterly Market Reports, organizations can access market intelligence on a local, regional and global scale and determine how trends and regulations may impact worker cost, performance and availability - putting the power to gain a quantifiable advantage in their hands.

Download the complete 2017 Q2 European Quarterly Market Report.

Argentina to Encourage Future Investment in Mining

Minerals Coal Industry Dumper Gigantic Proportions

Argentina is making a play at bringing the nation’s mining sector to the forefront of the industry. The highly anticipated federal mining agreement is said to unify existing legislation across the country in an effort to boost investment in mining across Argentina. The country has fallen behind other countries in the region such as Peru and Chile despite rich mineral reserves of metals such as copper, gold, silver and zinc.

Investment in mining in the nation decreased over time as legislature made it more difficult to operate in the country’s 23 provinces, all with varying mining regulations. With both a highly regulated mining sector and diverse legislature from province to province, investors instead sought to fund programs in other countries.

President Macri, who took office in 2015, has adopted measures to change the perceptions of investors. In February of 2016 he eliminated the 5% tax on mining and energy. He has also revoked a prohibition on foreign mining companies sending profits made in Argentina out of the country. Now he is attempting to pass a nationwide mining law to entice investors to return to Argentina. President Macri hopes to double the investment in mining in the sector to $25 billion over the next eight years.

By comparison, during the previous president’s administration Argentina received $10 billion between 2007 and 2015. During that same time period, Chile received $80 billion and Peru $52 billion in mining investments. Analysts are now cautiously optimistic but warn that any shift away from the current president's business friendly reforms could deter new investments. There is also uncertainty leading into the third quarter due to mid-term elections which may delay some investors decisions. Furthermore, local opposition and political pressure could hurt Argentina's attractiveness as a market for mining investment.

“With 74% of employers foreseeing no change in their staffing levels, our study reflects that the hiring plans for the next 3 months are very cautious. This may be due to (the fact that) there are still no clear signs of the economy’s direction, so employers are willing to wait and see what happens before making more definitive payroll decisions”, explains Alfredo Fagalde, CEO of ManpowerGroup Argentina, while reviewing the Manpower Employment Outlook Survey (MEOS) for the second quarter of 2017.

According to the most recent MEOS the mining sector reports an improvement of 6 percentage points. However, the mining sector remains one of three sectors with the most cautious outlook of +2% Net Employment Outlook. While employers are cautiously optimistic about hiring in the mining sector in this market for the second quarter, more relaxed regulations for the mining sector will likely result in an increase in Net Employment Outlook for the third or fourth quarter of 2017. It may still be years before Argentina is a competitor with other regional giants who already receive large foreign investment in mining. This fact may offer potential investors leverage and a means to improve cost efficiency versus another country within the Americas region.

Recent reports suggest that lithium production in Argentina will reach 145,000 tonnes in 2022. Up significantly over the 29,000 tonnes produced in the market in 2016. This projection comes as a result of new investment plans approximated around $1.5 billion, as stated in a May 2017 report from the Energy and Mining Ministry. Lithium is a material in high demand for use in car batteries and mobile phones. Argentina currently produces around 16% of the global output, making them the world’s No. 3 global producer of the material.

This news is already driving new investment in the construction of new plants and additional investments in the hundreds of millions of dollars from four major global mining corporations. It is likely that both the construction and mining sectors will experience a boost in hiring and the result will be a skills shortage, as workers attempt to fill positions for which they may not have adequate experience or training.

2017 Q2 Global Quarterly Market Report

ManpowerGroup Solutions provides market trends as well as insight into the global contingent workforce as it evolves each quarter. Featured in this second quarter of 2017 are Global Workforce Trends, Sustainable Workforce Planning and the Impacts of a Gig Economy on 75 Countries around the world as well as regional labor statistics and overviews.

In a fast-paced, unpredictable marketplace, organizations must be able to react quickly. Today, organizations increasingly rely on the contingent workforce, such as independent contractors, temporary workers, consultants and freelancers. The contingent workforce is scalable and flexible, which provides organizations with the agility they need to remain competitive.

As the world of contingent work evolves, how can organizations keep pace with change? The key is for organizations to consult analyst insights and data. Through the ManpowerGroup Solutions and TAPFIN Quarterly Market Reports, organizations can access market intelligence on a local, regional and global scale and determine how trends and regulations may impact worker cost, performance and availability - putting the power to gain a quantifiable advantage in their hands.

Download the complete Q2 2017 Global Quarterly Market Report.

Q2 2017 Quarterly Market Report. Source: TAPFIN 2017 Total Workforce Index (Full TWI Report expected September 2017)

The Journey of Globalizing Managed Service Programs (MSPs)

More Than a Passport

The number of companies interested in globalizing their managed service programs (MSP) has increased dramatically in recent years. Growth-related influences such as expansion plans and merger and acquisition (M&A) activity are driving companies to broaden their workforce strategy footprints. Likewise, many companies are looking to optimize their operational functions through increased visibility and the deployment of cost savings initiatives throughout their organization.

Striving for growth and efficiency are not novel concepts. The new dynamic at play is the convergence of these concepts with the key enablers of MSP globalization—namely, the maturity of MSP across global regions and the ability of vendor management technology to be configured across geographies. These high-stakes developments have financial, regulatory, human resources and reputational considerations. As MSP markets mature, providers with global capabilities are becoming better equipped to create flexible service delivery solutions that meet the needs of today’s organizations.

Download the complete Whitepaper.

What HR Pros Need to Know About Managing the Contingent Workforce

A recent article titled "What HR Pros Need to Know About Managing the Contingent Workforce" and published by PeopleTicker addresses key aspects of Contingent Workforce management. Namely, how procurement is viewed as transactional, why HR is the heart of the business, how workforce impacts cost strategy and the critical nature of cost analysis.

“As an organization, to be truly compliant with the labor laws, you have to have a sense of how your contractors or your agency workers or subcontractors or your freelancers map back to your full-time staff.”

- Raleen Gagnon, Director Market Intelligence at ManpowerGroup Solutions

For the full article and to read more of Raleen Gagnon's contributions to it, visit the PeopleTicker website and blog.

Venezuela: Current Climate and the Contingent Labor Market

The Contingent Workforce landscape has evolved significantly over the past few decades. When most manufacturers established operations in Venezuela decades ago, the country was vastly different across a variety of metrics than it is today. So too was the way we measured contingent workforces at a country level around the globe. We had fewer resources, tools and far less reporting and statistical data at our disposal to measure Contingent Workforce cost efficiencies, as well as productivity and the impact of Workforce regulations in each market.

Today, measuring only the cost of labor and even the overall cost of doing business in a national market simply isn't enough to allow us to fully assess the broader picture. Some of the most cost efficient countries for Contingent labor are often the most politically dynamic, and in terms of risk factors such as terrorism, the most unstable.

Foreign business regulation, corruption, economic and financial risk factors are all metrics that are measurable by today's advances in data recording and analysis. ManpowerGroup Solutions considers these and other geopolitical factors when compiling the Total Workforce and Contingent Workforce Indices. With regards to Venezuela, in the 2016 Contingent Workforce Index (CWI) the country came in last place overall (when ranked among 75 countries) for relative ease of sourcing, hiring, retaining and managing contingent labor.

Q1 2017 Quarterly Market Report | ManpowerGroup Solutions

Venezuela has become a very heavily regulated labor market for foreign businesses. To avoid penalties and due to the country’s strict labor laws, major manufacturers have elected to keep thousands of workers on the payroll despite the suspicion that their Venezuelan factories have been shuttered for months. Despite average market maturity in terms of contingent labor engagement and a ranking of 46th globally for Workforce Availability, every other indicator paints a bleak picture for future engagements in the country.

As Venezuela’s agricultural sector continues to suffer, workers may be required to leave their posts to perform up to 60 mandatory work hours in the countries fields while being paid by their regular employers, if current circumstances persist. While the market was once home to a robust and healthy agricultural industry, nearly 20 years ago the shift to import more food as opposed to investing in agricultural initiatives and instead export more oil from this oil-rich country. This decision has led to less and less investment in agriculture over time and a now languishing food production pipeline.

The minimum wage was raised earlier this year amid soaring inflation. This has resulted in hardships on many employers with engagements in Venezuela. It is anticipated that these raises will eventually result in the closure of businesses who can no longer afford to employ workers. Which will attribute to an even higher unemployment rate within the country as it grapples with a lack of jobs in addition to inflation and political turmoil. Even the oil firms with expatriate employees in the country are further reducing their already-dwindling ranks.

Situations such as these substantiate the need for continuous evaluation of the global talent 'marketplace' by businesses for Contingent labor engagement opportunities that meet their strategic priorities. It is essential business practice in today’s dynamic global landscape to be sure they are not leaving-money-on-the-table or exposing themselves to unnecessary risk both geopolitically or by the ignorance of changing foreign business regulations.

Employers will be extremely hard pressed to receive any compensation for the assets under suspicion of seizure by Venezuelan public officials. Many employers with operations within the region will suffer tremendous financial loss this year. This problem is only compounded by the fact that employers can not convert the local currency (bolivars) to any other currencies for commerce beyond the borders of Venezuela.

ManpowerGroup Solutions offers monthly and quarterly updated data through their consulting services to aid organizations with the development of their Contingent Workforce strategy. Fully customizable reporting and workshops are valuable to businesses working towards expanding into new markets. The 2016 CWI is available for download, and detailed infographics may also be found on the CWI Microsite for each of the 75 global markets. Expect the 2017 Total Workforce Index to be released in the third quarter of 2017.

The Rise of the Well-Informed Candidate

Candidates report having more information about a company and the opportunity early on in the job search process

Information is power. Historically, the balance of power between employers and candidates has favored employers. Candidates had few sources of information about open positions, corporate culture or company vision, let alone compensation and benefits.

Globally, the talent market is constantly changing. Candidates today report a dramatic increase in the amount of information they have about a company and a position at early stages of the job search process. In the last year alone, candidates report significant increases in the amount and types of information they have prior to beginning the application process.

To better understand how employers can leverage global candidate preferences and perceptions, ManpowerGroup Solutions, the world’s largest Recruitment Process Outsourcing (RPO) provider, went directly to the source — candidates. In the Global Candidate references Survey, nearly 14,000 individuals currently in the workforce between the ages of 18 and 65 shared what matters to them in the job search process. The survey was fielded in 19 influential employment markets across the globe.

This report provides new insights into the type of information candidates look for and are armed with before they hit the 
“submit” button on their application. Never before have candidates been so well-informed so early on in the process. And it is not just about having a more detailed job description - candidates worldwide report a significant increase in the amount of information they have about compensation, benefits, company mission/vision and culture, corporate brand and corporate social responsibility. This report highlights what matters most to today’s candidates and suggests new strategies and tactics to effectively compete for in-demand talent in this new global marketplace.

Visit The Rise of the Well-Informed Candidate microsite to view other resources and download the complete whitepaper.

For more information on the Global Candidate Preferences Survey visit the Microsite.

How Managed Service Providers Will Evolve in the New World of Work

Technical Innovation Raises Expectations for Contingent Workforce Management

New concepts, processes, and technology continually reshape the workforce strategies employers rely on to thrive in a highly competitive landscape. From project-based engagements to app-driven talent ecosystems, organizations have more avenues than ever to consider when looking for the best ways to handle key work activities. Workforce decisions seem likely to become even more intimidating with rapid advances in robotics and machine learning adding yet another dimension to consider. Working with a workforce expert such as a managed service provider (MSP) can bring clarity to these choices through far-reaching talent management solutions and consultative insights based on hands-on experience.

New Workforce Alternatives Slowly Becoming Mainstream

Headcount tracking for project-based work and independent contractors has long accompanied traditional contingent workforce management programs. Organizations increasingly expect programs to encompass freelance workers, full-service services procurement, and outsourced providers in a seamless manner. And freelancer management systems and private talent communities have gained momentum, in recent years. Top MSPs bring consistency and visibility to these popular, yet often less-understood, work channels by creating central processes for managing them alongside established workforce suppliers.For example, direct talent sourcing and talent pooling solutions give TAPFIN clients flexible ways of reducing

For example, direct talent sourcing and talent pooling solutions give TAPFIN clients flexible ways of reducing worker-sourcing time and costs by creating a structure for maintaining contact with and deploying previously sourced workers. These solutions augment partnerships with online talent exchange platforms and build upon TAPFIN’s leadership in services procurement and contingent workforce management. They also keep organizations in-step with emerging work strategies popular with in-demand talent.

Automation, Robots, and Artificial Intelligence Shake Up Talent Needs

Most people anticipate the workforce of the future to look very different than the workforce of the present. “Two-thirds of Americans expect that robots and computers will do much of the work currently done by humans within 50 years,” according to Pew Research Center. McKinsey Global Institute put the scale of potential workforce disruption in a different context. “We estimate that about half of all the activities people are paid to do in the world’s workforce could potentially be automated by adapting currently demonstrated technologies. That amounts to almost $15 trillion in wages.” Workforce strategies that begin addressing this shift now will help employers remain competitive, as the transformation accelerates.

Organizations may not integrate automation, robots, or artificial intelligence with workforce management processes for years. But they definitely need to understand how they affect the types of workers engaged through those processes. People will need to learn new skills, as technological advances force existing positions to evolve and new ones to emerge. Your MSP should serve as a consultative advisor that helps you understand these changes to the talent landscape. It should recommend approaches for finding and engaging workers and suppliers proficient in the technologies shaping the new workplace. Most importantly, it should create and maintain a responsive framework for keeping your workforce moving forward no matter what the world of work looks like in the next year, next decade, and beyond.

What is it going to take to significantly reduce the Gender Pay Gap in our Lifetime?

Narrowing, Yet Persistent: The Gender Pay Gap

It’s a fact that the much talked about Gender Pay Gap has narrowed significantly since 1980, especially amongst younger employees, yet the gap persists still. Based on research from the Pew Research Center, an analysis of the median hourly earnings of both full- and part-time workers in the United States revealed that women earned 83% of what men earned in 2015. While women earned only 80% of what men earned over the same period when only full-time, year-round positions were compared.

However, for adults age 25 to 34, the wage gap in 2015 was much smaller. The female workers in this subset earned roughly 90 cents for every dollar earned by one of their male counterparts. This could indicate a trend towards closing the gender gap within the span of their careers.

In the United Kingdom, due to a new legal requirement, businesses with over 249 employees will have to publish their gender pay gaps within the next year. Presently, the UK gender pay gap is 18.1% for all workers, or 9.4% for full-time staff. The requirement covers public, private and voluntary sector firms, both men and women, and includes bonuses paid to each.

By April 2018, large and mid-sized companies in the UK must:

  • Publish their median gender pay gap figures, which compare the pay of the man and woman who are at the mid-point of the company payroll.
  • Publish their mean gender pay gap figures - produced by dividing the total payroll by the number of workers.
  • Publish the proportion of men and women in each quarter of the pay structure.
  • Publish the gender pay gaps for bonuses

Some organizations have already volunteered information. One revealed a fixed pay gap of 33% with a bonus gap of 66% lower than the average for male staff within the company. Being as this organization is in the financial sector, some have pointed out that there are far less women in leadership roles within the organization. Thus, tipping the scales to favor men with the average pay for each gender companywide is calculated.

While the transparency is a step in the right direction, the statistics don’t effectively show the relationship between the level of work required of the employee and the compensation they receive for it. Women in this organization may very well be compensated at an equal rate for equal work when compared to their male peers and we would never be able to learn that from these statistics. Back in the United States, gender pay parity is defined as equal pay for equal work. Executives in similar positions should receive equal pay, administrative employees should receive equal pay and janitorial service staff should all receive equal pay regardless of gender.

Resolving the gender gap is not nearly as simple as paying women in the workforce higher hourly or salaried wages. It’s also not going to be solved by promoting more women to higher levels within the organizations for which they work simply based on their gender. The whitepaper ‘Seven Steps to Conscious Inclusion: A Practical Guide to accelerating more Women into Leadership’ from ManpowerGroup discusses the concept of ‘Conscious Inclusion’. Described as Building the desire, insight and capacity of people to make decisions, do business and to think and act with the conscious intent of including women in leadership.

The societal imbalance created by a gender bias culture has a direct relationship to the number of women who choose to pursue promotions and leadership roles within their chosen sectors. In fact it relates directly in some nations around the globe as to the number of women in the workforce, period. Over half (59%) of the leaders surveyed by ManpowerGroup, for the whitepaper mentioned above, believe the single most powerful thing an organization can do (to promote more women leaders) is to create a gender neutral culture.

This means that the culture surrounding family responsibilities versus work and career responsibilities should be neutral when it comes to which gender should have a higher priority on each side of the spectrum. While cultural, religious and geographical metric play a very large part in this puzzle, speaking generally, this all begins with modeling behaviors at home for young people that show them that the adults in their lives balance and share work and home responsibility equally, regardless of gender.

If more families adopt this behavior model in this decade, we have the potential to make serious progress towards the closing of the gender pay gap and achieving full gender pay parity within the next few decades. When employees are equally committed to their careers, and other responsibilities in their lives are shared equally within the household, equal pay for equal job requirements makes sense. Employers productivity expectations are met by both genders because employee commitment is there regardless of gender.

What can employers do now to tackle the issue?  When asked by ManpowerGroup about what supports women in leadership, Millennial women said flexibility – not a tilted playing field, but more focus on outcomes that allow them greater control over how and when they get work done. Millennial males also say leaders need to collaborate with female colleagues and champion Emerging Female Leaders. The best male leaders are taking women to one side and asking them what they need to succeed, demonstrating their commitment.

In Asia Pacific, Leaders say focus on encouraging and training women to take advantage of opportunities that will stretch and develop leadership strengths. They stress the need for companies to adopt a culture of shared power, driven from the top. Coupling this with flexibility means more women can confidently commit to job roles with higher expectations, especially when they are measured by ‘outcomes’ as opposed to ‘presenteeism’. For the most part, the number of hours spent working has much less to do with the outcome of that work in today’s workplace.

Jonas Prising, CEO ManpowerGroup, shared his belief that “It’s a question of work-life integration. Figure out, for you as an individual, what that work-life integration needs to be so that you can do what you need (in order) to do both, professionally and personally. Our personal devices have become work devices, and frankly, you can do more things in a better way. You can decide to come in at nine, leave early, no problem. And then do two hours at night, after the kids have gone to bed. Work from home. Brilliant!”