2010 talent+shortage+results-final-17-may10

2010 Talent Shortage Survey
Thursday, 20 October 2011
Thank you. I’m excited to present to you today the results of our 2010
Talent Shortage Survey and tell you little about our latest paper from
Manpower, Teachable Fit: A New Approach to the Talent Mismatch.
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Manpower Inc. 2010 Talent Shortage Survey | Thursday, 20 October 2011
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Talent shortages in the news…
Within the next eight years there could be at least 5 million potential job
vacancies in the United States.
Economics Week, April 2010
By 2020 India will have the largest youth population in the world, but only a
fraction of them will be employable due to a severe skills gap.
Outlook Business (India), April 2010
51% of IT organizations surveyed believe talent issues have limited their
efficiency and productivity.
Deloitte, September 2009
Europe’s work force is expected to become 15% smaller within five decades.
The Wall Street Journal, April 2009
I’d like to start by taking a look at some recent news…(read through).
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Despite the recent downturn, finding the
right talent remains a pressing, pervasive
issue for employers worldwide.
31%of employers worldwide are
telling us they are having difficulty finding
the right talent.
Unemployment may still be at or near record levels in many countries and
territories, but employers are still having difficulty filling positions because
many candidates lack the specific skills employers are looking for.
For example, a company may be looking for an accountant. But what the
employer may really be looking for is an accountant with the basic
capabilities, plus one that’s proficient with international accounting
standards, has experience in the oil and gas industry, speaks a specific
foreign language in addition to English and is good at leading a team.
You see how the added specificity of skills makes finding “the right”
individual even more difficult. It’s not just the hard or technical skills
employers need but also the soft skills.
In fact, 31 percent of employers worldwide are telling us they are having
difficulty finding the right talent.
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The immediate problem is
not the number of potential
candidates.
Rather, it’s a talent
mismatch: There are not
enough sufficiently skilled
people in the right places at
the right times.
The immediate problem is not the number of potential candidates. The
global unemployment rate rose to 6.6 percent in 2009, jumping to 8.4
percent in the Developed Economies and European Union.
Yet, 31% employers world-wide still can’t find the talent.
Our problem now is a talent mismatch. There are not enough sufficiently
skilled people in the right places at the right times to meet national and
global demand.
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Before we discuss an approach to help combat the talent mismatch let’s
take a look at the results of our Talent Shortage Survey for 2010. What
are the skills companies around the globe are having difficulty finding?
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Global Survey Findings
About Manpower’s Annual Talent Shortage Survey
Fifth year
Nearly 36,000 employers
36 countries and territories
Research conducted in Quarter 1 2010
1
2
3
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This is the fifth consecutive year of polling employers about their
challenges in finding talent. The survey asks two main questions…
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The Questions
1. How much difficulty are you
having filling jobs due to the
lack of available talent?
2. What is the one job you are
having the most difficulty
filling due to the lack of
available talent?
We ask employers whether or not they are having difficulty finding talent.
If they are, then we ask what is the one job that they are having difficulty
filling.

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PERCENTAGE OF EMPLOYERS HAVING DIFFICULTY FILLING JOBS
As mentioned previously, what we found this year is that approximately
31 percent of employers report difficulty filling key jobs due to lack of
available talent. This percentage is lower than the 41 percent reported in
2007, but is one percentage point higher than last year’s low of 30
percent.
So we may have more people looking for work, but employers indicate
they aren’t the right fit for their job vacancies. We will see this number
climb as the recovery gains momentum.
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Employers having difficulty finding talent
The talent shortage does not affect all countries and territories surveyed
equally. For instance, nearly three out of four employers in Japan and two
out of three in Brazil indicated they still encountered difficulty hiring
people for key positions.
Not surprisingly, a number of employers – especially those in developed
economies – reported little or no difficulty in finding employees as there
are currently more people who are unemployed due to the amount of
downturn.
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The top 10 jobs employers are having difficulty filling globally
Skilled Trades1
Sales Representatives2
Technicians (primarily
production/operations,
engineering or maintenance)
3
Engineers4
Accounting & Finance Staff5
Production Operators6
Secretaries, PAs, Administrative
Assistants & Office Support
Staff
7
Management/Executives8
Drivers9
Laborers10
[Note to presenter – job title descriptions are available from your
country’s marketing/communications department.]
The top 10 jobs employers are having difficulty filling globally ranked in
order are…
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Americas Survey Findings
PERCENTAGE OF EMPLOYERS HAVING DIFFICULTY
FILLING JOBS DUE TO LACK OF AVAILABLE TALENT
In the Americas, more than 11,000 employers were surveyed in
Argentina, Brazil, Canada, Colombia, Costa Rica, Guatemala, Mexico,
Panama, Peru, and the United States. 34% of those surveyed indicated
that they are having difficulty filling positions due to a lack of suitable
talent. This is a slight, two-point decrease from last years survey, but is
three percentage points higher than the global average.
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Employers in the America’s having the most difficulty filling positions are
those in Brazil (64%), Argentina (53%), Mexico (43%), and Peru (43%).
The talent mismatch is the least problematic in the United States, where
14% reported difficulty filling positions, and Canada, where 21% reported
difficulty.
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1
3 Engineers
4
Accounting & Finance Staff
5 Production Operators
6
Assistants & Office Support
Staff
7
Management/Executives
8
Drivers9
Laborers
10Skilled Trades
The top 10 jobs employers are having difficulty
filling in the Americas
The top 10 jobs employers are having difficulty filling in the Americas
ranked in order are…
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Asia Pacific Survey Findings
Nearly nine thousand employers were interviewed in Australia, China,
Hong Kong, India, Japan, New Zealand, Singapore, and Taiwan. 41% of
these employers reported difficulty filling positions due to a lack of
suitable talent. This is a nine point increase compared to last year’s
survey and is 10 percentage points greater than the global average.
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Employers having the most difficulty filling positions are those in Japan,
where 76 percent reported difficulty, Singapore (53%), Australia (45%)
and Hong Kong (44%). Employers in Japan had the most difficulty
globally. Regionally, the talent shortage appears to be the least
problematic in India, with 16% of employers reporting difficulty filling
positions.
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1 Sales Representatives
2 Technicians (primarily
3 Engineers
4
Accounting & Finance Staff
5
Production Operators6
IT Staff (Primarily
programmers/developers)
7
Management/Executives
8 Sales Managers
9
Laborers10
Skilled Trades
The top 10 jobs employers are having
difficulty filling in the Asia Pacific region
The top 10 jobs employers are having difficulty filling in the Asia Pacific
region ranked in order are…
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Europe/Middle East/Africa (EMEA) Survey Findings
Over 15, 500 employers were interviewed in Austria, Belgium, the Czech
Republic, France, Germany, Greece, Hungary, Ireland, Italy,
Netherlands, Norway, Poland, Romania, South Africa, Spain, Sweden,
Switzerland, and the United Kingdom. The survey indicates that 23
percent of the region’s employers are having difficulty filling positions due
to a lack of suitable talent. This is a two point decline from last year’s
survey, and eight percentage points lower than the global average.
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EMEA Survey Findings
In the EMEA region, employers in Poland reported the most trouble filling
positions, with 51% reporting difficulty. Romania, Austria, and Switzerland
also reported above average difficulty. Ireland reports the least difficulty
globally, with 4% of employers having difficulty filling positions. The UK,
Norway, Spain, South Africa, and Netherlands also had less difficulty.
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1 Production Operators6
1
3
Drivers4
Accounting & Finance Staff5
Chefs/Cooks
6
& Office Support Staff
7
IT Staff
8
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EMEA Survey Findings
Skilled Trades
Engineers
Doctors & other Non-Nursing
Health Professionals
filling in the EMEA countries
The top 10 jobs employers are having difficulty filling in the EMEA
countries ranked in order are…
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[COUNTRY] Survey Findings
filling (ranked in order):
[Customize with your country’s survey findings if available. If not delete.]
[Country Name]
1. Insert Job Title
2. Insert Job Title
3. Insert Job Title
4. Insert Job Title
5. Insert Job Title
1. Insert Job Title
2. Insert Job Title
3. Insert Job Title
4. Insert Job Title
5. Insert Job Title
And in [country name] the top 10 list is…
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One thing is clear: The talent mismatch cannot
be filled one position and one hire at a time.
Organizations must recalibrate their
mindsets to consider candidates
who may not meet all the job
specifications, but whose capability
gaps can be filled in a timely and
cost-effective way—candidates
who are a “teachable fit.”
One conclusion that we arrive at is that with systemic and wide-spread
talent shortages, we can’t resolve this issue one position and one hire at
a time.
This means organizations must recalibrate their mindsets to consider
candidates who may not meet all the job specifications, but whose
capability gaps can be filled in a timely and cost-effective way. In other
words, candidates who are a teachable fit.
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What is “Teachable Fit?”
It’s a concept that looks at the capabilities required
by a job, evaluates the importance and teachability
of each, and finally determines the capacity of
candidates to develop these capabilities.
Teachable fit is an analytical framework designed to evaluate the
capabilities required by a job—the knowledge, skills, values and mindset,
and the personality and intelligence that the role requires. These
capabilities are evaluated by examining how important they are and how
teachable they are. Then, employers can compare this framework to a
candidate’s capacity (both in technical skills and in mindset) to match
those capabilities or fill the gaps.
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Finding a Teachable Fit
To find a teachable fit, organizations must ask four questions:
What capabilities are essential to performing the job?1
Which of these are teachable in an efficient way?2
Is there adequate time and money to develop these
capabilities in the candidate?
3
Do candidates have the capacity (motivation and
capability to develop them?
4
The concept of a teachable fit focuses on four questions:
What capabilities are essential to performing the job?
Which of these are teachable in an efficient way?
Is there adequate time and money to develop these capabilities in
the candidate?
Do candidates have the capacity (motivation and capability) to
develop them?
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Training is Vital.
A commitment to reskilling and upskilling current and
potential employees will enable organizations to
expand the available pools of talent, ensure that their
workforces continue to be appropriately skilled and
keep employees engaged in their work.
Learn more about these ideas in our new Fresh
Perspectives paper, Teachable Fit: A New Approach
to Easing the Talent Mismatch, available on the
Research Center at Mapower.com.
To fill large talent gaps with candidates who are teachable fits,
organizations must understand that training is vital. They must commit to
reskilling and upskilling their current and potential employees. This
commitment to training ensures that workforces continue to be
appropriately skilled and helps keep employees engaged in their work.
You can learn more about the Teachable Fit concept in our new Fresh
Perspectives paper, Teachable Fit: A New Approach to Easing the Talent
Mismatch, available on the Research Center at Manpower.com.
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Confronting
the
Talent Crunch
Employers
Governments
Labor
Unions
Academic
Institutions
Individuals
What can
organizations
do now?
Key stakeholders
must form effective
partnerships to
combat the talent
shortage
To answer the challenge of the talent shortage, the key stakeholders –
employers, governments, labor unions, academic institutions, and
individuals– must form effective partnerships and work together to ease
the talent mismatch through information sharing, training and reskilling
efforts, and other programs. When the public and private sectors work
together, especially regionally, the results can be impressive.
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Employers
• Invest in training and development
• Redefine jobs and facilitate mobility within
organizations
• Expand the recruiting pool to find those with a
“teachable fit”
• Improve retention, especially of older workers
• Invest time in local schools and universities to
ensure curriculum meets market needs
Some key actions employers can take include investing in training and
development, redefining jobs and facilitating mobility within the
organization, expanding the recruiting pool, and improving recruiting and
retention, especially of experienced older workers. Employers should also
invest time in local schools and universities, encouraging their employees
to teach and coach to develop students’ future world-of-work skills.
We will talk more about the “teachable fit” concept.
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Governments
• Adjust immigration policies as necessary to
enable the flow of in-demand talent
• Coordinate policies between sending and
receiving nations to encourage mutual benefit
• Use effective labor market forecasting methods
• Invest in employee education for training and
transition
• Foster partnerships among other stakeholders
When it comes to filling shortages of skilled labor, immigration for work is
a solution, not a problem. Governments should adjust immigration
policies as necessary to enable the flow of in-demand talent, and
countries that are primarily “receivers” should coordinate policies with the
“senders” to encourage a mutually beneficial circular flow. Governments
should also, of course, use effective labor market forecasting methods,
invest in employee education and training and transition, and foster
partnerships among all the stakeholders.
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Labor Unions
• Focus on employability and continuous training
to keep members’ skills up to date
• Work with the marketplace and employers to
coordinate reskilling partnerships and keep
course content current
Academic Institutions
Labor Unions and Academic Institutions are also key stakeholders in the
talent shortage issue.
Organized labor leaders need to focus as much on the employability of
their members as on job protection. Continuous training to keep skills up
to date and aligned with technology should join wages, benefits, and job
protection on the labor negotiation agenda. Job rotations and cross-
training should be encouraged, as should classes on entrepreneurialism
for those who may want to run their own business.
Academic Institutions face the perennial complaint that course content
always lags what people need to know on the job. One way to close the
gap is for academic institutions to be more in the marketplace. Contribute
faculty and facilities to reskilling partnerships, then incorporate the new
curricula into standard course offerings to keep them refreshed.
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Individuals
• Take responsibility for managing your career
• Remain flexible and willing to experiment in
new roles
• Be alert to labor market trends and
opportunities
• Be creative in transferring skills from job to
job and industry to industry
People with strong education and in-demand skills have choice in the job
market and tend to embrace the responsibility of managing their careers.
People with more general skills and less paternalistic employers must
make more concerted effort to remain employable. They should
understand their strengths, remain flexible and be willing to rotate and
experiment in new roles, be alert to labor market trends and
opportunities, and be creative in transferring their skills to new jobs and
even industries.
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Manpower Employment Outlook Survey
The most extensive, forward-looking hiring
forecast; 36 countries and territories.
Teachable Fit: A New Approach for
Easing the Talent Mismatch
The talent mismatch will only intensify as the
economy recovers. Learn how organizations
can recalibrate their talent strategies and find
candidates with a teachable fit.
The world of work experts
Full articles can be found in Manpower’s
Research Center at
www.manpower.com/researchcenter.
Manpower provides
research and reports for
economists, journalists,
university researchers and
think tanks to help them
assess and forecast the
health and direction of the
world’s labor markets.
Social Networks vs. Management?
Harness the Power of Social Media
This Fresh Perspectives paper explores how
organizations should leverage the connective
power of social networking to enhance
productivity, innovation, collaboration,
reputation and employee engagement.
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Questions?
Answers
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