Saturday, October 21, 2017
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Total Workforce Index Successes

Road to the Total Workforce Index

Launched in 2013, ManpowerGroup Solutions’ Contingent Workforce Index was developed to provide an in-depth review of the global contingent labor market. Initially focused exclusively on the contingent workforce across 75 markets, the Contingent Workforce Index addressed half of the talent landscape. With the surge of employers committed to global workforce management and integrated workforce programs, the annual index has evolved in 2017 to include the total workforce. The total workforce consists of the permanent and contingent workforces, along with the subset of contingent identified as the informal workforce.

The segmented views of the global workforce provided by the Total Workforce Index enable organizations to easily benchmark their own workforce mix and cost efficiency across global operations. For the first time, employers have one resource that provides a global perspective on gender diversity, millennial impact, informal (gig) workforce participation and the gap between permanent and contingent workers from one market to the next.

Total Workforce Index Success Stories

Success Stories from Leveraging the Total Workforce Index

Workforce planning is an increasingly essential component of business strategy. The Total Workforce IndexTM allows companies to gain deeper insight into talent trends and workforce composition data to enhance workforce planning decisions.

A global outsourcing firm engaged ManpowerGroup Solutions’ market analysis and Total Workforce Index (TWI) capabilities to support its global workforce strategy. The Chief Procurement Officer and Vice President of HR participated in a location strategy workshop to determine which market was best suited for its next service center and what the workforce mix and compensation strategy should be for that site location.

A global insurance provider wanted to assess its contingent labor usage and craft an approach for expanding its contingent workforce programs to additional markets. Rather than merely relying using criteria beyond spend or headcount levels, ManpowerGroup Solutions’ assessment helped them determine markets likely to yield the most value in terms of cost savings and process improvement. Using the Contingent Workforce Index (CWI), procurement leaders participated in a location strategy workshop to measure the value and impact of more than 90 different market conditions related to contingent workforce availability, cost, regulation, and productivity. They identified the next four expansion markets in which to expand based on current market data.

A global technology leader sought to centralize a number of core technology functions within its business to streamline cost and productivity related to its support model. Based on the availability of critical technology skills and cost savings objectives, the CTO and HR leaders participated in an all-day location strategy workshop to weight out market considerations related to contingent labor strategies. This engagement resulted in the selection of a new market in Latin America to support these centralized services globally. The market leveraged untapped talent at substantially lower costs with an engagement model that increased 24/7 productivity across the organization.

A global financial services firm approached ManpowerGroup Solutions to assess the global landscape and identify the best market for its Center of Excellence for financial compliance. A location strategy workshop with HR, finance, and legal executives resulted in a weighted market evaluation based on the targeting of specialized financial skills along with number of critical considerations related to language proficiency, data privacy, and intellectual property protection standards. The engagement resulted in three countries being selected for more detailed assessment, ultimately leading to the recommendation of two cities on opposite sides of the world, to achieve all strategic objectives set forth by the business.

An industrial automation leader’s sizable growth had surpassed its talent strategy. With talent shifts and shortages challenging many core operations, the organization sought new and emerging markets for expansion that would tap into new talent hubs. A location strategy workshop with HR and engineering leaders determined the effective weightings of their market criteria to enable the Total Workforce Index (TWI) to identify three new emerging markets in which to drive the organization's future growth strategy.

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Customize the Total Workforce Index

DOES YOUR ORGANIZATION HAVE SPECIFIC PRIORITIES?

The Total Workforce Index is fully customizable to suit the strategic priorities of an individual organization. Our proprietary weighting system can be customized to rank 75 markets based on the unique workforce priorities and prospective labor markets of each organization.

Connect with ManpowerGroup Solutions to learn how you can receive a custom workshop
and assessment based on the Total Workforce Index

 

 

Next-Gen Manufacturing Roles in the United States

Research by UI LABS and ManpowerGroup identified 165 roles that'll shape the "factory of the future," and why there couldn't be a more exciting time to be in manufacturing than now.

This research was recently reported on by TechTarget SearchERP and is available here.

The Digital Manufacturing and Design business ecosystem grows and evolves every day. For small companies and large enterprises, the digital transformation beckons brightly, capturing broad attention and commanding major initiatives. From the high school and community college “maker space classrooms” – the 21st century “shop class” - to the technology innovation labs of startups; from the Csuite of a global appliance maker to the crafter entrepreneur’s loft workshop; from the floor of the modern aerospace factory of the future to the bullpen where a factory automation manager combines old and new, digital represents an opportunity, a requirement, an equalizer and an accelerator all in one. Few will escape the challenge of digital transformation. Most hope to embrace it.

Along the way, the entire ecosystem of manufacturers, government, educators and the workforce itself needs to ask and answer:

• What’s on the roadmap to being successful in adopting Digital Manufacturing and Design
technologies?

• Where are the skills and capabilities to lead and delivery on the promise of digital technology?

• How do we describe the work to be done, the jobs and the roles, and workforce to do it?

• How can workforce role and job structures flex to accelerate the succession - the change in response to a disruption - of a transforming global industry?

We intend that some of the most foundational answers begin with this Roles Taxonomy and the related outputs and assets. We invite you to engage and benefit from the innovative changes available to the many stakeholders in manufacturing and our broader economy and society. Join the conversation about the workforce – the people and roles that operate as Partners in Connection – for digital manufacturing and a resurgent manufacturing ecosystem.

Download the full report The Digital Workforce - Succession in Manufacturing here.

Ireland – 2017 Total Workforce Index™ Country Profile Article

High English proficiency, proximity to England and a cost advantage over London has encouraged interest in Ireland by many employers with customer footprints in Europe. A workforce that is nearly one-third millennial coupled with favorable immigration policies, transparent business tax regulations and a greater ease of doing business already makes Ireland a favorable opportunity for business growth and expansion into the global market for organizations seeking a new European market.

The Investment and Development Agency (IDA) has decided to take things a step further, offering more competitive tax rates, access to funding and 48-hour registration periods to Indian startups and enterprise companies focusing on the European market. The hope is that these organizations will also establish research and development centers within the market to ensure future technology sector growth.

The Irish workforce increased by 85,000 workers between 2010 and 2016, half of which occurred between 2015 and 2016. This growth rate will significantly increase demand for new jobs, many of which will require skills that are more technical in nature. To ensure they stay ahead of the technological curve, the market has also emphasized STEM skills training through a collaborative initiative with Irish universities.

View the full Total Workforce Index 2017 Country Profile - Ireland

France – 2017 Total Workforce Index™ Country Profile Article

Anticipated changes to labor regulations are designed to increase investment in French labor by reassuring foreign investors of the ability to adjust workforce priorities as business needs shift. The proposed labor law reform will include the capping of fines for unfair dismissals and give companies more control over unionized labor rules. This relaxing of the regulatory burdens on employers of French talent has already incentivized an increase in average payroll.

Employment in France rose by 89,700 in the first quarter of 2017, an increase of 0.4% − the sharpest increase in a decade. The majority of this activity was found in the private sector, which is indicative of reinvigorated hiring by employers optimistic about growth in the current climate.

France has also introduced a new Tech Visa and has plans to expedite requests for asylum to relax the market’s stance on immigration. These initiatives will be the first of many aspects of the market’s migration regulations to ease the process of hiring foreign talent and promote a more business-friendly environment to encourage the growth of startups with French headquarters.

View the full Total Workforce Index 2017 Country Profile - France

India – 2017 Total Workforce Index™ Country Profile Article

Economists predict that India’s workforce will exceed 900 million by 2020, edging ahead of China as the largest workforce economy. What isn’t often addressed is the disparity between the working age population and the active workforce, which suggests that despite some saturation in IT outsourcing, India’s workforce remains underutilized to this day.

Of those workers actively participating in the labor force, a large percentage is male, creating opportunities to increase female workforce participation. This is a critical factor when considering that half the population is below the age of 25 and, if not already working, will soon be entering the workforce. Some employers have begun to develop specific strategies to cultivate the right skills at optimal cost, based on a five-year growth plan targeting this subset of the workforce.

Hiring strategies here continue to evolve as employers seek to leverage higher female participation along with targeted initiatives for emerging and migrant workers. For instance, at the regional level, feminine benefits are being considered as an added hiring incentive. In fact, menstrual leave is already part of the leave policy in markets like Japan, Indonesia, Italy and South Korea, and India is expanding on these local best practices and concepts. Whether it will be widely adopted in India remains to be seen, however some start-ups hope that by becoming more sensitive to the needs of women they can attract the best talent and encourage the highest potential productivity.

View the full Total Workforce Index 2017 Country Profile - India

United Arab Emirates – 2017 Total Workforce Index™ Country Profile Article

The United Arab Emirates is heavily reliant on a migrant workforce of an estimated eight million workers, or roughly 80% of the nation’s population. After recognizing this dependence on migrant workers, the market is actively working to improve conditions for national labor. A proposed new law will give national workers 30 days of paid vacation a year, one day off a week, medical insurance, and the requirement of a contract before starting work.

The proportion of women graduating in STEM subjects is much higher in the UAE than in the Western world, a fact that makes the UAE unique to both the region and the world. As a result, the UAE has become a regional hub ripe with opportunity where many women come to start and advance their careers. Additionally, the 28% of women who make up the UAE cabinet all play key roles in supporting technology and innovation in the market.

The UAE is more heavily invested in the development of its emerging workforce than most Middle Eastern markets with recently launched programs designed to empower and train young nationals in leadership across many strategic sectors. In addition, the market is more stable financially, politically and economically than many surrounding markets and is often used as a hub for regional workforce programs.

View the full Total Workforce Index 2017 Country Profile - United Arab Emirates

 

Norway – 2017 Total Workforce Index™ Country Profile Article

Norway features a workforce that is highly educated with high English proficiency, as well as a very favorable ranking regarding ease of doing business. Approximately one-quarter of the Norwegian economy is directly related to the oil and gas sector. This has become a cause for concern due to prolonged low oil prices. The fear is that this pattern could result in employment consequences for oil and gas workers, creating an influx of highly skilled workers back into the labor pool.

Despite this fact, unemployment within Norway has fallen to a record low according to the Norwegian Labour and Welfare Administration (NAV), which is consistent with the trend of about 100 people entering the labor market per month during the first half of 2017.

With half of the Norwegian workforce aged 41 or younger and a heavy concentration of top skills centered in and around Oslo, there is now an effort to shift local workforce dynamics and spread this talent across the nation. For the first time, the government is relocating a large portion of its public- sector jobs to other hiring markets to encourage a more even distribution of its most talented individuals. This initiative serves multiple purposes, creating jobs in smaller job markets, encouraging recent graduates to seek work in their hometowns or other areas outside of Oslo, and shifting talent pools to better support employers hiring in Norway’s less mature markets.

View the full Total Workforce Index 2017 Country Profile - Norway

Canada – 2017 Total Workforce Index™ Country Profile Article

Canada is poised to become a global leader in workforce automation and AI; a shift that will drastically alter their current workforce as nearly half of Canada’s current jobs could be adjusted or replaced during a transition of this magnitude. While the use of automation has the potential to significantly reduce the number of available jobs for Canadian workers, Canada is also experiencing a workforce reduction of near record numbers. The labor force participation rate is close to a record 10-year low.

These and other market factors may cause a dramatic shift in the way Canadian organizations employ workers. Emerging workforces place a higher value on workplace flexibility, and more employers are receptive to this organizational transformation, which allows for a greater variety of engagement types including part-time, contract, and consultant, remote and project-based jobs.

Where productivity is a high organizational priority, Canada provides a very mature market with a more favorable regulatory environment than most mature global markets. With a future focus on training emerging workers to manage, support and maintain automated processes, Canada soon may be one of the most cost-effective and productive markets in the Americas.

View the full Total Workforce Index 2017 Country Profile - Canada

United States – 2017 Total Workforce Index™ Country Profile Article

The United States is experiencing much uncertainty with regard to the impact of changing regulations that affect the engagement of foreign workers. A variety of changes related to minimum wage, both paid sick leave and overtime, could shift the perception of national productivity and cost efficiency affecting current and future workforce engagement.

However, despite the national uncertainty during what seems to be political and economic turbulence, the current climate presents a unique opportunity for some of the world’s largest employers. For the first time, employers in this market are required to become more proactive and strategic in identifying and adding pockets of new and valuable skills to their unique workforce strategy at the state and even metropolitan level.

These micro-workforces are characterized by a unique level of regulatory flexibility and cost-saving opportunity. For instance, a manufacturer may be able to employ a variety of shifts to increase productivity while reducing costs when considering the wage, tax and operating costs associated with one state over another - or from one city to the next. Similarly, call centers have the ability to operate more cost effectively in some states as opposed to others, enabling reshoring efforts not previously considered.

View the full Total Workforce Index 2017 Country Profile - United States

New Zealand – 2017 Total Workforce Index™ Country Profile Article

Digitization is driving demand for highly skilled workers while creating conditions that are more difficult for lower skilled members of New Zealand’s labor pool. This market is shifting to highly-skilled occupations with growth in the percentage of people working in managerial and professional jobs coinciding with a decrease in those employed in agriculture and manufacturing.

The challenge for New Zealand will be to boost productivity while adapting to a shifting labor market. Several proposals have been made to raise wages for low-paid workers with a proposed minimum wage increase of approximately 4.76%, and future increases based on the cost-of-living for low income earners.

Programs to ensure continuous training and upskilling of the workforce will also be essential to maintain high levels of employment in the face of a changing labor market and proposed restrictions on the number of immigrants allowed to live and work in New Zealand. Suggestions to reduce the annual number of people permitted to immigrate to New Zealand by as many as 20,000 to 30,000 could make more opportunities available to local job seekers. Additionally, workforce retention efforts are increasing in importance. Offering New Zealand’s emerging workforce opportunities that prevent emigration to markets such as Australia will create a more favorable environment for research and development, future investment and engagements that rely on new technologies.

View the full Total Workforce Index 2017 Country Profile - New Zealand