Human Age

1. It’s often said that it’s a small world. Whether you’re
based in London or Sydney - demographic shifts,
economic turbulence, and emerging technologies
are presenting new challenges and unprecedented
opportunities to today’s world of work.
Despite this uncertainty, one constant remains –
human potential is the catalyst for business and
economic success.
A global talent outlook is required to meet the
challenges businesses face today. And as we seek to
strengthen our productivity and standing in the global
market, providing jobs, training, and opportunity must
remain top priorities for UK businesses of all sizes.
At ManpowerGroup, our extensive global network
brings together nearly 3,500 offices across more
than 80 countries and territories. We combine a deep
understanding of local market dynamics with an
international network to meet your workforce needs
anywhere in the world – and provide access to the
skilled talent you need to drive your business forward.
This is the Human Age, where talent is the key to
sustained competitive advantage. Learn how our
innovative workforce solutions can open up a world of
possibility for your organisation.
A c c e l e r at i n g B u s i n e s s G r o w t h
3rd
EDITION SUMMER 2015
Strengthening the UK Workforce
in a Global Market
PLUS: Powering young job seekers into work p6 Enhancing the candidate experience to strengthen your EVP p7 Careers matter because talent matters p14,15
Shaping the future
of British business
with the CBI
p10
Future Talent
is Now
p8,9
Pre-election
slowdown in
IT hiring
p4,5
Constant innovation
drives global MSP
for Microsoft
p3

2. 2 ManpowerGroup The Human Age
THE GLOBAL TALENT CRUNCH BITES
WHAT ELSE CAN EMPLOYERS DO?
1/5 OF EMPLOYERS ARE NOT
PURSUING ANY STRATEGIES TO
ADDRESS TALENT SHORTAGES
1/20 ARE LOOKING TO ENHANCE
BENEFITS OR INCREASE
STARTING SALARIES
1/10 ARE ADOPTING RECRUITMENT
STRATEGIES TO UTILISE UNTAPPED
TALENT POOLS
1/5 ARE PROVIDING ADDITIONAL
TRAINING AND DEVELOPMENT TO
EXISTING STAFF
38% OF EMPLOYERS ARE HAVING
DIFFICULTY FILLING JOBS IN 2015
Design new
people strategies
as the same old
recruitment
solutions won’t
yield different
results
Adopt an agile
mindset by
exploring
untapped pools
to source new
talent
Promote your
unique employee
value proposition
to become a
talent destination
Foster a learning
culture and
encourage
employees to
own their own
careers
SOLUTIONS
GLOBALLY,
Addressing the talent shortage
It’s been ten years since ManpowerGroup conducted our first Talent Shortage Survey, and in this time a great deal has changed.
The world has experienced a global recession, an uneven recovery, and
demographic, technological and economic shifts that have transformed
the employment landscape.
Through all of this uncertainty, the one constant is that talent shortages
continue relentlessly, with 38% of employers globally having difficulty
filling jobs, according to the 2015 ManpowerGroup Talent Shortage
Survey.
The working population is declining, forcing employers to choose from
shrinking talent pools; technology is evolving faster than ever, changing
the skills required for jobs; and we’re seeing a split in the workforce,
between those who have the skills employers want, and those who
don’t.
Nonetheless, surprisingly our survey also found that just a fifth of
employers are pursuing strategies to address talent shortages; and
only one in ten employers are adopting recruitment strategies to utilise
untapped talent pools.
Action is needed now, so that businesses can ensure their talent strategy
strengthens and delivers on their business strategy.
Take GML Consulting, a web design agency based in Norwich. Faced
with skills shortages, General Manager Nikki Long said: “With more
companies in the web development space than ever before, similar
companies to us are competing for the same skills, creating an increase
in demand for candidates.
“In particular, Web Developers are very hard to find. A lot of the
candidates we’re engaging with don’t have the wide range of skills
required to bring together a complete web project. Many candidates
are also not keeping their skills up to date with the current technology
trends, and doing this is essential in our business.
“Now, we’re training more people in-house to ensure they have the
skillsets we require. This takes up more time with our senior developers,
but it means that junior members of the team are learning the correct
skills to be able to serve our clients. We also hope that they will grow
with the company, developing their skills continually as technology
advances.
“In the last few years we have employed several Apprentices, and more
recently we have employed Web Developer Apprentices, which is proving
successful.”
The same old recruitment and workforce practices won’t yield different
results. It’s time to harness new people practices, and explore untapped
talent pools, in order to maintain a sustainable competitive advantage.
Manpower has partnered with
GML Consulting to support their
recruitment requirements since
December 2014.
Visit manpowergroup.co.uk/2015-talent-shortage-survey to download the full 2015 ManpowerGroup Talent Shortage Survey report.

3. 3manpowergroup.co.uk
Constant innovation drives
global Managed Service
Programmes for Microsoft
Microsoft has partnered with TAPFIN for the operation of their Managed
Service Programme (MSP) since 2010.
We spoke with Vincent Lattimore, International Contingent Staffing Lead,
regarding Microsoft’s global MSP.
“ TAPFIN is very
successful in...
building a network of
trust and becoming
a trusted advisor...
TAPFIN understands the
business needs then
translate that into
effective and innovative
strategies and landed
resources
”
We’re interested in learning more about some of
your novel approaches to MSP. For example, how
do you maintain rates/pay contingent workers?
We take a data driven approach to justifying any
decisions. Just because someone has been with us for
10 years it doesn’t equate to automatically giving them a
pay rise. If they’ve grown in their role and are operating at
a higher level, however, or have invested in developing a
skill set we require, it’s right and proper there should be
some recognition in remuneration.
It’s quite collaborative - we run the data past several
stakeholders, not just the hiring manager, and consult
with our MSP provider to help advise – it’s about fairness
overall. We also need to be aware of what’s happening
in the market place and overlay all these items together,
again with the support of
TAPFIN.
How do you take a very
corporate US programme
and tailor this for each
market?
In the early days, we didn’t
really distinguish between
markets and attempted to land
the same programme in every
country. We’ve learned a lot
since then.
Our approach now is to
understand the local market
dynamics, particularly the
differences to our ‘US’ norm. For
example, in some companies, contingent roles are viewed
as being of less importance; being a contractor in much of
EMEA is a market necessity, rather than a career choice as
it often is in the US
We look to tailor the programme for each country. The
legislation is a key determinant in how we build a solution.
Culture lies at the heart of any solution because we have to
land a programme that works for the local market place.
July 2015 marks the fifth year of your MSP with TAPFIN
in the UK & Ireland. What’s next?
The rapid rate of change in the tech sector means both our
business and contingent staffing needs are changing rapidly
and what we did five years ago wouldn’t even get us to the
table today. It is therefore essential that our MSP evolves, is
agile and tries to anticipate these changes.
We’re continually being pushed to offer a better service –
if we don’t, people will go outside of the programme. We
constantly review our procedures and processes, and
question if they continue to add value to the customer.
Cost savings are usually the number one driver for
clients embarking on a MSP. Would you say that this is
still the number one driver for Microsoft’s MSP?
It is a very visible number, but what is key for us is our ability
to engage talent. Our number one driver is quality and
access to talent in a compliant, risk-minimising manner. The
savings come out that.
How would you rate TAPFIN’s UK programme against
some of the other MSP from other providers in other
countries? What value has it added?
On the whole, TAPFIN are very, very good. There is great
leadership in the programme and at senior level - critical
to success. At present, the UK programme is our largest
outside of the US. That’s down to the business partnering
that exists. TAPFIN is very successful in getting out there,
going out to meet the managers, instead of hiding in an
office somewhere, building a network of trust and becoming
a trusted adviser. This means they can understand the
business needs then translate that into effective and
innovative strategies and landed resources.
Please can you provide us with a brief overview of
your current role and responsibilities?
Microsoft runs a truly global MSP, recruiting professional
office workers across all skill levels and grades. I own
the relationship with our MSP providers and ensure the
15 international programmes we run outside of the US
and Canada provide a seamless, consistent experience
to managers engaging contingent resources in each
country.
How do you keep such an extensive global MSP
fresh and alive?
We focus on ongoing relevance to the business. I believe
the life of a programme is 18 months at most. We
constantly innovate and adjust to keep up with where the
business is going. We also engage in
continuous improvement and monitor
how we’re progressing via metrics;
talking to our stakeholders and
having annual plans for each of our
programmes in terms of innovation.
How do you create a business
case and get buy-in from key
stakeholders for a MSP?
Any programme can be sold on a
number of grounds: 1) Cost
2) Quality of hire 3) Risk reduction.
These benefits land with different
stakeholders, so to try to sell the
business case on any one of these
alone is very difficult.
It comes down to what value the programme delivers.
It doesn’t matter how much we save if the business
isn’t happy with the quality of the hire. Microsoft starts
from the proposition that we must be able to match or
improve the quality of hire and de-risk the solution. If we
do both of these things, the savings will be a natural by-
product of scale and a repeatable process.
Insights. Efficiency. Results.
Find out more: manpowergroupsolutions.co.uk/tapfin
When your contingent workforce sources increase in number, so do the
challenges – such as managing cost, standardising processes, and tracking
performance.
That’s why companies are turning to TAPFIN, ManpowerGroup Solutions’
Managed Service Provider. Recognised as the Top Performing Managed Service
Provider by Everest Group in 2014, TAPFIN has the capability to oversee and
manage your service providers and recruitment vendors.
3.4 million
hours processed each year
160
dedicated MSP
professionals in the UK
£535 Million
spend under
management in the UK

4. 4 ManpowerGroup The Human Age
HIGHEST PERMANENT SALARIES PAID IN
63%
of the IT roles analysed were
mobile or web development roles
6% FALL
BIG DATA
-5
-12
-22
-8
-6
-3
+6+5
+13
+18
CLOUD IT SECURITY MOBILE WEB DEVELOPMENT
in IT roles advertised GLASGOWEDINBURGHLONDON
KEY FACTS
HIRING DEMAND
The ups and downs of hiring demand across the five IT disciplines for London and other tech cities in Q2 2015
-22
+22
0
LONDON
OTHER CITIES
The total number of IT roles* advertised across the
UK decreased by 6% in Q2 2015 according to the
latest Tech Cities Job Watch, the quarterly survey
of hiring demand and salaries within the technology
sector from Experis.
With an 11% drop in advertised permanent
vacancies, but a 3% rise in contractor roles, the
results suggest the ambiguity of the General Election
prevented businesses from making any long-term
decisions around recruitment.
Geoff Smith, Managing Director of Experis Europe,
commented: “It is likely that uncertainty in the run up
to the General Election in May will have caused many
organisations to postpone long-term hiring decisions
until the election results were known.
“The possibility that this slowdown was only
temporary, however, is reflected in our figures post-
election - which show an uplift in June recruitment.
“This could be an indication of increased business
confidence in the new Government’s digital agenda,
which vows to make Britain the technology centre
of Europe and build a digital economy comparable
to Silicon Valley. For the remainder of the year, we
expect to see an increase in investment and a return
to solid growth in IT recruitment.”
Average permanent salaries in the IT sector saw
a slight dip in the second quarter of 2015, with IT
Security roles taking the biggest hit with a 4% drop.
The highest average permanent salaries were offered
in London, Edinburgh, and Glasgow.
Geoff concluded: “London continues to pave the way
for UK technology growth and is still responsible for
70% of technology jobs in the country, confirming
that the appetite for IT investment remains strong.
“Industry reports such as The Lloyds Bank Business
Confidence Barometer suggest that business
confidence has risen since the election, potentially
triggered by factors such as banks now more willing
to support the small business sector - a critical part
of the UK’s technology success story.”
The report, a quarterly IT jobs tracker that analysed
over 55,000 jobs advertised between April and June
2015, reveals the overall number of roles advertised
across all cities has declined quarter on quarter from
59,151 to 55,297.
Pre-election slowdown in IT hiring short-lived
as government’s digital agenda triggers growth
About the research
*The cities covered in this report are London, Birmingham, Bristol, Brighton, Cambridge, Edinburgh, Glasgow, Leeds, Manchester and
Newcastle upon Tyne, and job postings are grouped into five tech disciplines - Web Development, Mobile, Cloud, IT Security and Big Data.
For a full copy of the report, visit experis.co.uk/techcities
TECH CITIES

5. 5manpowergroup.co.uk
6.NEWCASTLEUPONTYNE
7.LEEDS
8.CAMBRIDGE
9.LONDON
10.BRIGHTON
£35,587 £463*
£37,979 £299
£42,004 £341
£53,107 £418
£36,930 £288
SALARY WATCH
AVERAGE PERMANENT SALARY AND CONTRACTOR
DAY RATE FOR UK TECH CITIES IN Q2 2015
1.GLASGOW
£323£42,318
2.MANCHESTER
£322£36,790
3.BIRMINGHAM
£261£37,581
4.BRISTOL
£365£39,001
5.EDINBURGH
£43,615 £316
1
2
3
4
5
6
7
8
9
10
Permanent Salary
Contract Day Rate
Higher than national average
Lower than national average
Permanent salary national avg £48,722 Contract day rate national avg £395
*Inflated average pay rate due to number of senior roles advertised during this period
TECH CITIES
Now more than ever, business growth depends
on the ability to identify, recruit and retain the
professional talent your organisation needs.
As the largest IT recruiter in the UK, Experis delivers
high-impact solutions that enable our clients to
achieve their goals - from interim and permanent
recruitment, to managed services and consulting.
We’re a different kind of talent company.
Find out more at experis.co.uk
A deeper talent pool is
humanly possible

6. 6 ManpowerGroup The Human Age
ManpowerGroup Selected as Official Strategic
Partner of Expo Milano 2015
Job seekers from across Uxbridge have completed a structured three-week
work experience programme from ManpowerGroup, as part of our support
towards the Movement to Work scheme.
Two programmes of this kind have been run by ManpowerGroup UK, after
six of the first cohort of eight gained employment within two months of
completing the scheme.
As part of this initiative, ManpowerGroup provides job preparation workshops
covering exercises such as CV writing, interview preparation, managing
personal finances, presentation skills, and how to use social media for work.
A graduation ceremony held at ManpowerGroup’s UK headquarters in
Uxbridge recognised the cohort for completing the scheme, attended by
Mayor of Hillingdon, Cllr George Cooper and the Mayoress, Cllr Judith Cooper.
Mark Cahill, Managing Director of ManpowerGroup UK, commented: “We’ve
developed this programme to provide valuable work experience here at
ManpowerGroup to support our local young people as they look to get their
first foot on the career ladder.
“We’d like to congratulate all of those who took part in the scheme for their
determined approach to obtaining the skills they need to find employment. We
are confident that they will go on to secure rewarding and enjoyable jobs.”
ManpowerGroup worked in partnership with the Uxbridge Job Centre Plus to
identify individuals who might benefit from the scheme.
Benjamin Acheson, a participant on the second scheme, said: “I signed up
because I was tired of being where I was. I wasn’t doing anything with my
life, I didn’t know where it was going, and I hoped the scheme would lead to
another opportunity.
“During the scheme I was job shadowing various individuals, aiding them by
obtaining employment references, personal references, scanning paperwork
onto their computer system, and inputting old candidates into an archive using
Excel.
“I would 100% recommend this scheme to anybody who doesn’t know what
to do with their career - you never know what it may lead to if you don’t walk
through a door of opportunity. It’s been great fun, really helpful, and I’ve been
able to gain some great real world work experience. I’m now starting an
apprenticeship with ManpowerGroup within the CORE South team.”
This programme is part of the wider Movement to Work initiative, a voluntary
collaboration of UK employers committed to tackling youth unemployment
through the provision of high quality vocational training and work experience
opportunities for young people. Other supporters of Movement to Work
include BT, MS and Unilever.
ManpowerGroup has been announced as the Official HR Premium
Partner of the 2015 Universal Exposition, hosted in Milan, Italy.
Over 850 candidates will be recruited, trained and managed for the
event, with another 5,000 positions filled for participating companies
and suppliers.
This builds on ManpowerGroup’s proven capability to deliver workforce
solutions for international events, also seen at the 2012 Olympic Games
in London when ManpowerGroup UK recruited and managed 2,500
individuals for retail roles.
Stefano Scabbio, President and CEO of ManpowerGroup Italy and
Iberia, said: “We are delighted ManpowerGroup has been chosen as
the strategic partner for Expo Milano 2015.
“Our ability to select the right person, in the right place, at the right time,
will provide visitors with a unique and exciting Expo experience.
“The theme of ‘Feeding the Planet, Energy for Life’ aligns well with our
own values relating to sustainability of skills, growing employability and
lifelong learning opportunities. Employees will receive meaningful work
experience that includes a thorough training programme, equipping them
with the skills to pursue employment opportunities after the event.”
The Expo Milano 2015 is a significant boost to Italy’s labour market,
providing new job opportunities for thousands of people. Each
employee will face a structured training programme, designed by
ManpowerGroup, to develop new skills and consolidate existing ones,
to work in a dynamic, challenging, and highly stimulating environment.
During the exhibition, more than 140 participating countries will
showcase technology that offers a concrete answer to a vital need:
being able to guarantee healthy, safe, and sufficient food for everyone,
while respecting the planet and its equilibrium.
Find out more at www.manpowergroup4expo.it/english
Success for young job seekers on Movement to Work programme
ManpowerGroup helps young job seekers acquire the skills and confidence needed to find a job, as part of Movement to Work

7. 7manpowergroup.co.uk
A New Take on Employee Retention: Apply
User Experience Principles to Attract and Retain Talent
With traditional retention incentives proving unsustainable, more
organisations are seeking new ways to attract and retain the strongest
talent. The latest insights paper from ManpowerGroup Solutions, ‘Rethinking
Retention: A User Experience Approach to Keeping Great People,’ provides
a fresh perspective on retention; using a method most commonly found in
product and service development, user experience modelling. This approach
places employee motivations, interests, and behaviours at the heart of
organisational culture.
Many companies neglect to invest in making retention a part of
organisational culture, with everyone aligned to a singular set of retention-
focused expectations and behaviours. James Hick, Managing Director
of ManpowerGroup Solutions UK said: “A one-size-fits-all approach to
retention strategies no longer meets employee needs. We segment our
customer market - why not our employees?”
James continued: “The real opportunity to impact retention lies in an
organisation’s ability to develop a retention strategy that begins with the
candidate experience and continues in an integrated way throughout an
employee’s tenure in an organisation.”
Integrating a user experience retention model that starts from the moment
an individual first learns about an organisation, all the way through to the
exit interview, takes significant time, planning, and stakeholder engagement,
and can be difficult to achieve among competing priorities. The whitepaper
encourages organisations to analyse their existing retention models using
the following steps:
1. Conduct a user needs survey: Evaluate your value proposition
and understand your candidates and employees - where to find them,
what drives them, and what they want in their careers.
2. Develop, test, and refine content: Gather and analyse survey
results to understand what people need. Prospective candidates may
want more corporate culture insight, while existing employees might be
more motivated by information about development opportunities.
3. Evaluate functionality: Ask people if the systems in place work
for them and create engagement. Understand when, where, why, and
how retention is breaking down.
4. Design the process: Ensure that candidates and employees can
intuitively find the resources they need to enjoy doing their job well.
This requires understanding when, where and how people interact with
the employer brand, from digital channels and internal communication,
to managers, mentors, peers and third-party sources.
5. Create a visual experience: Consider how people experience
your organisation from the standpoint of web/social media, office and
workspace, and external marketing. Ensure the visual experience aligns
with your organisation’s mission, vision, values and culture.
James concluded: “Creating a user-centred culture and mindset will
generate deep engagement that yields the retention organisations desire.
Rethinking retention requires organisations to create a compelling user
experience for their people and ensure that every interaction and touch point
is viewed as an opportunity to retain talent.”
A user experience based framework helps leaders better understand the strengths and gaps of retention within their business.
ManpowerGroup Solutions is a proud platinum global sponsor of the 2015 Candidate
Experience Awards (CandEs), an international programme designed to honour the
organisations that deliver an exceptional candidate experience.
CandEs are regionally based and are currently held in North America, EMEA and Asia
Pacific. Applying for the awards not only presents the opportunity to be recognised
as an employer of choice but also provides access to a wealth of benchmarking
information about how companies manage and communicate with their candidates.
2015 Candidate Experience Awards
Enhancing the candidate experience to strengthen
your Employer Value Proposition
To download the full reports
please visit manpowergroupsolutions.co.uk/employerbrand or manpowergroupsolutions.co.uk/greatemployerbrand
About the research
To understand how branding affects competition for today’s candidates, ManpowerGroup Solutions surveyed
more than 200 job seekers about their current employment, job search preferences and motivators.
A growing number of organisations are recognising
the need and value of investing in their Employer Value
Propositions (EVP). Ensuring a brand promise is actually
delivered, however, involves much more than a well-defined
EVP. The true value lies in how it is executed and perceived
by existing and potential talent. When focusing on potential
talent, delivering a compelling candidate experience plays a
significant part in a strong EVP.
Recent research undertaken by ManpowerGroup Solutions
revealed the importance of brand and company reputation
as a motivating factor in career decision-making and
focused on identifying candidate preferences that can be
shaped by employer value propositions. Awareness of
the way candidates share feedback can help employers
monitor and manage the candidate experience they are
delivering.
For example, as the prevalence and influence of employer
review sites continues to increase, employers must
accept the reality that candidates are increasingly likely
to talk about their experiences and have access to a
growing number of platforms to do so anonymously or
transparently, with no shortage of people willing to listen.
Rather than shying away from review sites and
conversations about their brand on social media, savvy
organisations pay attention to what’s being said, viewing
such platforms as an opportunity to learn and enhance
relationships with future talent pools. They also leverage the
power of candidates in strengthening their EVP.
By encouraging candidates to talk about their
experiences, organisations can demonstrate their
transparency and how seriously they take candidate
viewpoints. Engaged companies give candidates links
to post reviews, provide hashtags to pose questions
about the process on Twitter, and offer candidates
a source to provide referrals - in turn building their
own credibility and helping candidates become brand
loyalists.
To be confident enough to promote conversation
and engagement, however, employers must focus
on giving candidates something great to talk about.
Elaine Orler, Chairman and board member of the
Candidate Experience Awards and CEO of Talent
Function said: “Employers who work to create a great
candidate experience as part of their commitment
to EVP recognise something other companies miss.
When candidates are valued, respected and engaged,
they’ll talk about it with their personal and professional
networks. They refer others and can become more
loyal customers. This is true whether or not those
candidates are ultimately offered the position.”
Employer brand is an increasingly powerful tool for
creating competitive advantage in today’s marketplace.
Organisations who invest in building and delivering a
consistent and positive candidate experience as an
integral part of their EVP will be one step ahead in
attracting the strongest talent and creating a robust
talent pipeline for the future.
Learn more about how you can apply:
thetalentboard.org/cande-awards/how-to-apply
5 Steps to creating a User Experience Model for Candidates and Employees:
USER NEEDS SURVEY
1 2 3 4 5
Develop, test, and refine content DEPARTMENT
FUNCTIONALITY AUDIT
process DESIGN
A
BC
REINFORCE THROUGH
BRANDING AND SPACE
Download the whitepaper in full
manpowergroupsolutions.co.uk/rethinkingretention

8. 8 ManpowerGroup The Human Age
As the complex challenges facing organisations intensifies
and the pace of change accelerates, the only certainty is that
nothing can be certain. In this ever-changing world of work,
forward-thinking organisations are obliged to evolve.
Alongside addressing current issues,
organisations must explore actionable
future talent strategies. To gain
perspective on the reality of future
talent issues for HR leaders in the UK,
ManpowerGroup Solutions surveyed
a number of senior HR professionals1
.
We asked respondents their views on
the significance of future talent; future
leadership skill requirements; and the
extent to which collaboration is part of
their organisation’s culture.
Our results confirmed future talent is an issue for today.
The importance of future talent
Respondents were asked to rate the significance of several
future talent issues in comparison to current issues. 71%
confirmed the high importance of understanding their
organisation’s future talent requirements. This view was felt
even more strongly by HR leaders, climbing to 86% for HR
Directors and Heads of HR.
Our audience was asked to rate the importance of developing
talent internally within their organisations. 68% of respondents
felt that developing talent is important, rating between 8 and
10 on a scale of 1-10, where 10 is extremely significant and
1 extremely insignificant. At the same time, resourcing talent
externally also proved a noteworthy consideration, with 42%
rating the importance of external talent sources between 8
and 10.
Combining the benefits of external talent sources alongside
providing ongoing development for existing talent can ensure
an organisation’s entire workforce is job ready and effectively
skilled to meet the diverse challenges and opportunities facing
businesses today.
Future leadership skills
A balanced future talent viewpoint includes
consideration of future leaders, in particular
the skills they will need. 79% of respondents
believed the skills required of leaders in 2020
would be noticeably different to that of today’s
leaders. This expectancy was shared by 70%
of the CEO’s we surveyed.
The need for future leaders to demonstrate
resilience, agility and innovation, balanced with
technical and softer skills, will likely increase as
the world of work evolves. Underpinning all the requirements,
however, is the elusive, yet critical, skill of understanding
people; including effective engagement, motivation, and
leadership.
Organisations are encouraged to consider the approach they
are taking to developing their own high potential talent and
building a talent pipeline that will create measurable business
results and sustained market leadership. If organisations wish
to build confidence in their leadership pipeline, they do well
to harness adequate bench strength at middle and higher
management levels and develop high potentials within their
organisation.
Collaborative culture
The need for leaders to be able to connect with and
effectively engage employees continues to be widely
acknowledged. With technology revolutionising working
practices, we explored the current state of collaboration
within organisations. Respondents were asked whether their
leadership team is supportive in building such a culture.
Despite recognising collaboration as critical for future success,
the majority (47%) were only moderately positive that their
organisation is collaborative. Change led by senior leadership
is vital to the successful roll out of collaborative initiatives.
Interestingly, 87% of those who strongly believed their
organisation is collaborative also confirmed their leadership
team is extremely supportive of building such a culture.
Progressive organisations and future leaders must, not only
keep pace with collaborative trends, but understand the
impact of not integrating collaboration into their culture.
Despite the risks involved, leaders of the future must be aware
of the greater risks of not moving forward and embracing
collaboration and relevant technological advances.
A now issue
Competitive organisations do not view future talent as a
future issue but rather as a now issue. For organisations to
secure their future existence, they cannot ignore the need for
a responsive, forward-looking talent strategy, strongly aligned
with business strategy. To attract, develop, and retain the
skilled talent to meet business objectives, traditional strategies
can no longer be relied upon - an agile, robust talent strategy
is essential.
1
In April/May 2015, ManpowerGroup Solutions UK surveyed a
selection of HR leaders attending the 2015 Changeboard Future
Talent Conference, and subscribers to Changeboard’s quarterly
print magazine.
Findings are based on 246 responses from HR professionals
holding positions of seniority within their organisations,
including: HR Directors, Heads of HR, Heads of Learning and
Development, and Heads of Talent.
FUTURE TALENT
Download the whitepaper IN FULL: manpowergroupsolutions.co.uk/futuretalent
As the world’s workforce expert, ManpowerGroup
connects more than 600,000 jobseekers with
meaningful work every day, and helps more than
400,000 clients address their critical talent needs
each year.
We deliver a full spectrum of recruitment and
workforce solutions to help businesses meet the
challenges of today’s world of work – while increasing
productivity, improving efficiency, and boosting your
bottom line.
Reawaken the power of people within your
organisation.
Find out more on our new website:
manpowergroup.co.uk
REAWAKEN THE
POWER OF PEOPLE
Future Talent is Now
“ 68% of respondents
felt that developing talent
internally was important,
with 42% recognising the
importance of external
talent sources
”

9. 9manpowergroup.co.uk
FUTURE TALENT
COLLABORATIVE CULTURE
FUTURE TALENT SOURCES
FUTURE
LEADERSHIP SKILLS
68%
CONFIRMED THE
IMPORTANCE OF
DEVELOPING TALENT
INTERNALLY
42%
ALSO VIEWED
RESOURCING FUTURE
TALENT EXTERNALLY AS
IMPORTANT
INTERNAL EXTERNAL
71% of all respondents confirmed it’s
significantly important to understand
their organisation’s future talent issues
87% of those who strongly believed their organisation had a culture of sharing and collaboration,
believed their leadership team were extremely supportive of building such a culture
2020
47%
WERE ONLY MODERATELY
POSITIVE IN BELIEVING THEIR
ORGANISATION HAD A
CULTURE OF SHARING AND
COLLABORATION
2015
Including
70% OF CEOS
79%
BELIEVED THE SKILLS REQUIRED
OF LEADERS IN 2020 WOULD BE
NOTICEABLY DIFFERENT TO THAT
OF TODAY’S LEADERS
IMPORTANCE OF FUTURE TALENT ISSUES IN
COMPARISON TO CURRENT ISSUES
This view was felt even more strongly
by HR leaders, climbing to 86% for
HR Directors and Heads of HR
Rating between 8 and 10 on a scale of
1-10, where 10 is extremely significant
and 1 extremely insignificant
Rating between 8 and 10 on a scale of
1-10, where 10 is extremely significant
and 1 extremely insignificant
OUTLOOK ON FUTURE TALENT

10. 10 ManpowerGroup The Human Age
ManpowerGroup was proud to be a strategic partner at the CBI Annual
Dinner on 20 May, helping to shape the business and labour market
environments in which we and our clients operate. Celebrating 50 years
of the CBI, a senior audience of over 1,000 guests heard the political
keynote address from the Chancellor of the Exchequer, the Rt Hon George
Osborne MP.
Mark Cahill, Managing Director of ManpowerGroup UK Ireland and
Chairman of the CBI London Council said: “This year’s Annual Dinner was
a great success, giving business and political leaders an opportunity to
hear from the Chancellor soon after the 2015 general election. While the
economy is on firmer ground with companies in all sectors growing and
hiring, CBI President Sir Mike Rake and the Chancellor were clear that
business will need to navigate some choppy waters in the next five years.
“Business’s key challenge is making the case for Britain’s continued
membership of the EU. ManpowerGroup is convinced that British business
is better off in the world’s largest single market, from which Britain derives
significant trade advantages that help the economy grow and create jobs.
As a workforce solutions company, we know how important it is for our
clients to be able to fill talent gaps - hiring workers from
across the EU allows UK businesses to grow.
“While the relationship needs to be re-evaluated for the
UK, the benefits of membership significantly outweigh
the costs in terms of jobs and skills. The referendum
is the perfect opportunity for a proper debate about
the impacts of free movement and immigration on UK
jobs, once the Prime Minister has secured reforms that
enhance labour market flexibility.”
As part of the CBI Annual Dinner, the Chancellor highlighted the need for
the UK to improve its productivity. While raising productivity is a global
challenge, a large and widening productivity gap exists between the UK
and leading advanced economies. Narrowing this
gap is a prize worth striving for, as matching the productivity of the US,
for instance, would raise GDP by 31%, equating to around £21,000 per
annum for every household in the UK.
Mark continued: “Britain needs a long-term plan to unlock
the benefits of improved productivity. Government and
business has made a good start by investing billions of
pounds more in improving skills, providing two million
more apprenticeships, and investing in further and higher
education, but there is more to do.
“ManpowerGroup helps companies up and down the UK
find the right people with the skills they need to succeed,
as well as supporting thousands of people every day to improve their skills
in the workplace. We stand ready to support more businesses to improve
their productivity and help meet the national challenge.”
To find out more about ManpowerGroup’s involvement in the CBI, or about current labour market and economic issues, please contact: innovation@manpowergroup.co.uk
Shaping the future of British business with the CBI
“ We stand
ready to support
more businesses
to improve their
productivity
and help meet
the national
challenge
”

11. 11manpowergroup.co.uk
-0.1%-1.8%
4
20
25
15
7
24
1826
10
5
12
16
17
13
27
35
34
6
19
22
36
14
33
37
9
11
8
21
31
30
28
29
23
2
3
1
40
38
39
MANUFACTURING WORKERS
ENJOYING PAY RISES DESPITE
REGION’S OVERALL FALL IN PAY
AVERAGE PAY FOR
MANUFACTURING SECTOR
AVERAGE HOURLY PAY FOR
FULL-TIME WORKERS
£31,100
perannum
£15,000 PAY GAP BETWEEN THE
BEST AND WORST PAID AREAS OF
THE EAST MIDLANDS
£12.99
perhour
£15.10
perhour£30,200
EastMidlandsaverage:
+2.6%
East Midlands Divided on Pay
There’s a £15,000 gap between the best and worst paid areas in the East Midlands.
That’s one of the findings of the latest ManpowerGroup Pay
League, our series of local insights into UK pay trends.
People living in Rushcliffe, Nottinghamshire are the best paid in
the region, earning an average of £41,100 annually; whereas
workers living in Boston, Lincolnshire are the worst paid, receiving
an average of £24,500 per annum.
Over the last year, average annual pay for those living in the
region fell by 0.2% – compared to the 0.6% increase recorded
across the UK as a whole. However, the outlook for the region’s
pay is beginning to improve.
Greg Hollis, Operations Manager at Manpower, said: “Although
pay in the East Midlands has trailed the rest of the UK, we are
starting to see an increase in salaries as employers compete
for the best talent. Unemployment in the region is below the UK
average and the employment numbers have been strong for a
while now, which means that the candidate pool is shallower.
“In response, to secure the skills they need, employers are
becoming more willing to offer higher salaries and better
packages.”
ManpowerGroup’s analysis has also revealed a marked pay gap
between men and women in the East Midlands, with men in
full-time work earning an average £15.10 an hour, compared to
£12.99 per hour for women.
However, this gap is shrinking and, although both genders saw
their pay fall over the past year, men’s average hourly pay fell
faster than women’s pay.
Greg continued: “There has traditionally been a difference in pay
between men and women in the East Midlands, linked to the
prevalence of male-dominated roles and industries in the region.
“The East Midlands is leading the way in reducing the gender
imbalance in pay. As more and more women seek work in the
booming manufacturing sector, we hope that this will herald a
further narrowing of the gender pay gap.”
EAST MIDLANDS AVERAGE ANNUAL PAY
1 Rushcliffe £41,000
2 South Northamptonshire £40,400
3 Harborough £37,000
4 Daventry £35,100
5 Derbyshire Dales £34,600
6 Broxtowe £34,000
7 Blaby £33,400
8 South Kesteven £33,300
9 East Northamptonshire £32,900
10 South Derbyshire £32,500
11 Rutland £31,600
12 Amber Valley £31,500
13 North East Derbyshire £31,400
14 Gedling £31,400
15 Kettering £31,000
16 Derby £30,700
17 High Peak £30,600
18 Charnwood £30,400
19 Erewash £30,100
20 Northampton £30,000
21 North Kesteven £29,700
22 Newark and Sherwood £29,600
23 Melton £29,600
24 Hinckley and Bosworth £29,500
25 Wellingborough £29,000
26 North West Leicestershire £29,000
27 Chesterfield £28,500
28 Bassetlaw £28,400
29 East Lindsey £28,200
30 west Lindsey £27,900
31 Lincoln £27,200
32 South Holland £27,000
33 Nottingham £26,500
34 Ashfield £26,400
35 Bolsover £26,200
36 Mansfield £25,700
37 Corby £25,600
38 Leicester £25,500
39 Oadby and Wigston £25,400
40 Boston £24,500

12. 12 ManpowerGroup The Human Age
Founded by Manpower UK, the Local Government
Association (LGA), and the Public Services People
Managers’ Association (PPMA), the Rising Stars
competition identifies up and coming HR talent
within public services.
This year’s competition asked participants to
suggest ways to improve collaboration across
public services, in the face of changing service
demands and diminishing resources. After a closely
fought competition, Imogeen Denton, Equality
and Community Relations Lead at Nottingham
City Council, was crowned the 2015 Rising Stars
winner.
Commenting on her proposal, Imogeen said: “One
of the biggest challenges facing organisations
throughout the country is the need to develop
diverse leadership in order to reflect and
understand the customers they serve.
“Diversity at leadership level is vital for good
decision making that understands changing
customer and employee requirements, by bringing
together a wider range of perspectives. We also
know that it leads to improved innovation and
productivity, and additional benefits, such as
employee retention and an enhanced reputation.
“The proposal I put forward focused on driving
the development of diverse leadership at board
level, through partnership-working across
different sectors. At Nottingham City Council, we
are delivering this through our ‘Future Leaders
Programme’, which is designed to establish
a comprehensive learning and development
programme. Using shared resources, we aim to
create a sustainable talent pool of experienced and
qualified people from diverse backgrounds who are
ready to take the next step into senior leadership
roles.”
Reflecting on the developments since her
win, Imogeen commented: “Since winning the
Rising Stars competition, a number of partner
organisations have signed up to the Future Leaders
Programme, which is supported by Manpower UK.
We expect to see our first group of participants
starting their learning and development journey this
autumn, and we hope this will lead to further career
progression towards the top rung of the ladder of
success.”
The Rising Stars competition encourages people
to think about who will be leading public services in
ten years’ time, and provides much needed focus
on the future.
Identifying Future HR Leaders in Public Services
For some HR professionals, it may be a hard pill to
swallow that employer reputation is increasingly being
shaped online – often by forces they fear they have
little control over.
However, hesitation or denial
is no solution. Faced with
new marketplace dynamics,
employers require innovative
strategies for monitoring and
building brand reputations online.
Gareth Vale, Head of
ManpowerGroup Marketing, said: “Building an
emotional connection with candidates is more
important than ever, it’s what separates one employer
from another among today’s job seekers.
“Job seekers can spot contrived
contributions that seem inauthentic,
and this can do more harm than good
to your employer brand. Instead,
employees should be encouraged
to speak freely about their employer
- and rather than try to control their
messaging, organisations should clearly
steer them on what is expected in
terms of tone, content and appropriateness.”
At ManpowerGroup, #RelationshipsMatter extends
digital innovation across our organisation. Gareth
continued: “We recognise that we are both advocates
and guardians of our clients’ employer brands.
“Encompassing web, digital, social, mobile, and
our global Enterprise Partnership with Google, -
#RelationshipsMatter allows ManpowerGroup to
deliver competitive advantage and enhanced employer
branding and quality on behalf of our clients.
“Through a bespoke advanced social media training
programme, our employees have been equipped with
the tools, time, training, and trust required to become
expert social recruiters. Our partnership with Google
gives us a unique ability to share best practice and
build virtual work teams, driving better solutions and
better outcomes for our clients. And our multi-channel
approach to candidate attraction underpins our ability
to reach talent and build compelling employer brands.
“It’s all about harnessing social and mobile
technologies - to not only attract and retain the
talent our clients need right now, but to also build an
employer brand that will truly inspire talent to engage
with the company’s mission.”
“ We recognise
that we are both
advocates and
guardians of our
clients’ employer
brands
”
Find out more about employer brands in our whitepaper “If you build it, they will come: the new role of employer brand”, on our website: manpowergroupsolutions.co.uk/employerbrand
Building online employer reputation
For more information about the Rising Stars competition, visit manpowergroup.co.uk/ppma-rising-stars Photos: Paul Scott Photography
Imogeen Denton wins the 2015 PPMA Rising Stars competition

13. 13manpowergroup.co.uk
10
8
6
4
2
0
-2
-4
-6
2008 2009 2010 2011 2012 2013 2014 2015
Outlook for fourth
successive quarter
BEST AND WORST
OUTLOOK FOR JOBS
BY REGION IN Q3 2015
11% -1%6-10% 0-5%
0%
SCOTLAND
10%
NORTH EAST
+3%
YORKSHIRE
HUMBERSIDE
+9%
EAST
MIDLANDS
+7%
EAST
+9%
LONDON
+4%
SOUTH EAST
+9%
SOUTH WEST
+8%
WALES
+5%
WEST
MIDLANDS
+2%
NORTHERN
IRELAND
+7%
NORTH WEST
SCOTLAND’S OUTLOOK
FLATLINES IN Q3 2015
NATIONAL OUTLOOK 2008 TO 2015
0
1
2
3
4
5
6
7
8
-1
-2
Q3
2014
Q4
2014
Q1
2015
Q2
2015
Q3
2015
+8%
+2%
+1%
-2% 0%
6%
seasonally adjusted
Net Employment
Outlook across the UK
+6%
Q3 2015
WHERE THE
JOBS ARE
The Net Employment Outlook is calculated by
the percentage of employers expecting to
increase headcount minus those expecting to
decrease headcount. Seasonal adjustments
are applied to research data to remove
employment fluctuations that normally occur
at the same time each year, such as the end
of a school term or a change in season.
Northern powerhouse risks becoming northern power cut
The UK jobs market is facing a critical shortfall of qualified workers, with the north of England particularly vulnerable.
While on the surface employment hit a 40-year record high in 2015 and
unemployment continues to fall year on year, the official statistics fail to
show the struggle many employers are having filling vacancies, especially
in the north of England.
The Manpower Employment Outlook Survey is based on responses from
2,100 UK employers, and asks whether they intend to hire additional
workers or reduce the size of their workforce in the coming quarter. The
national outlook of +6% for the fourth successive quarter indicates that
employers remain keen to hire, even as the UK jobs market faces a critical
lack of supply of candidates.
The supply problem is most acute in the north of England. Jobs optimism
in the North West and North East stand above the national average at
+7% and +10% respectively, but a rapidly worsening skills shortage means
northern employers can’t fill vacant roles.
James Hick, Managing Director of ManpowerGroup Solutions UK
commented: “While many employers in the south can rely on a steady
supply of workers, there are far fewer qualified candidates in the north.
“With a shortage of skilled trades, IT and engineering skills, and employers
looking to increase hiring in the coming quarter, skills shortages threaten
to hamper businesses’ growth plans. George Osborne may dream of a
Northern Powerhouse, but the reality will be a Northern power cut if we
don’t see more talent coming into the market.
“We see skills shortages as the single biggest barrier to the north’s growth
across all sectors.”
Although the north of England has a problem finding candidates to fill all
the available roles, over the border in Scotland, the problem is lack of
demand. With a score of 0%, Scotland is flatlining when it comes to job
creation and is the worst-performing part of the UK.
James continued: “Downbeat hiring intentions and a waning oil and gas
industry are casting a shadow over Scotland. With skills shortages in the
oil and gas industry well-known, it’s important that employers track the
skills required, in order to ensure growth for the long-term.”
In the rest of the country, the jobs market looks positive going into the
third quarter. The North East topped the regional figures, at +10%,
closely followed by the South West, London and the East Midlands, at
+9%. Wales (+8%), the North West (+7%) and the East (+7%) also beat
the national average, while the West Midlands (+5%), the South East
(+4%), Yorkshire and Humberside (+3%) and Northern Ireland (+2%) also
recorded optimistic outlooks.
To read the full Manpower Employment Outlook Survey results, visit manpowergroup.co.uk/meos

14. 14 ManpowerGroup The Human Age
*Right Management Career
Development Study, 2012
Employers that provide career development
opportunities are six times more likely to engage
their employees than organisations that do not*
Employees need to rethink how they
DEVELOP MOTIVATE
individuals to meet performance goals
UNDERSTANDING EMPLOYEE CAREER
MOTIVATIONS AND ASPIRATIONS IS KEY TO
CREATING A HIGH PERFORMANCE CULTURE
Mara Swan, Executive Vice President,
Global Strategy and Talent, ManpowerGroup
75%
6x
greater engagement at work
of employees are
unengaged at work*
*Right Management Career Development Study, 2012
Global changes, tech revolutions, and a multi-
generational workforce are just three factors that are
challenging all of us to think differently about work and
how we define careers.
Productivity efficiencies, borne out by technology, are
reducing the number of jobs traditionally required to
undertake many tasks. However, technology is also
helping to fuel a new ‘sharing’ economy that provides
a means to earn a living by piecing together and
selling skills, talents, and assets - Uber and AirBNB
are key examples.
Top talent is no longer looking to a company to
provide a “career for life” but rather a “career for me.”
This fundamentally changes the conversation between
employee and employer. The questions for many
individuals are now focused on, “How do my interests
align with the organisation’s goals?” and “How can we
work together to meet those shared objectives while
deepening and broadening my skills and capabilities?”
rather than “What is the organisation going to give me
to undertake this task?”
Understanding employee career motivations and
aspirations is critical to creating a high performance culture.
The Global Career Aspirations Survey, a new global study
by Right Management, highlights how employees define
career success and what they expect at work.
The bottom line
If organisations want to continue to attract the best
talent, they need to challenge themselves to think
differently about the career proposition they are
providing to employees.
Five ways your organisation can respond to
the challenge:
1) Re-examine your hiring practices
Re-examine the practices, policies, and unspoken
assumptions of the workplace culture to broaden
the talent pool in terms of the demographics of
potential employees. Look to recruit broadly-
talented, agile individuals who can take on multiple
roles and continually assess whether the right
people are in the right roles.
2) Be Proactive and Engage Differently
Engage talent and improve performance by taking
a bolder, more proactive approach to creating and
facilitating career journeys. This can be done by
helping employees manage their own careers in
ways that increase their engagement and drive
value for the organisation.
3) Encourage meaningful career
conversations
Engage everyone in the shared goal of career
development using tools such as peer-to-peer
coaching, and train managers how to have
meaningful career conversations with employees.
4) Focus on learning and development
Make learning a priority in your organisation.
Leverage ongoing assessments to identify skill gaps
and provide employees access to the tools and
experiences they need to develop new skills.
5) Understand the career aspirations of the
workforce
Understand the career needs and aspirations of
all segments of the workforce – from the best and
brightest employees to those with high potential
but low preparedness – to create developmental
programmes that encourage continuous learning and
growth on their terms.
To attract the best talent and drive business
performance, organisations must start thinking
differently about careers, recognising they are fast
becoming another asset that individuals can nurture,
protect and constantly develop to achieve personal
ambitions and goals.
Careers Matter because Talent Matters
Careers are fast becoming a tangible, manageable asset for high performing employees.
Talent Matters
For more on Right Management’s Global Career Aspirations Survey, please visit: www.rightmanagement.co.uk/globalcareeraspirations
Putting theory into practice
Career Transition Partnership renewed
for a further six years
Through the Career Transition Partnership (CTP),
an agreement between the Ministry of Defence
and Right Management, resettlement support
has been provided for over 180,000 Service
Leavers since 1998.
We are delighted that this contract has now been
renewed for at least a further six years, with the
potential to extend until 2025.
The CTP gives Service Leavers from the Royal
Navy, Army, Royal Air Force and Royal Marines
all they need to market themselves confidently
to employers and get the most out of life outside
the forces. It provides a bridge between military
and civilian life – educating and empowering
Service Leavers on how to identify and use their
transferable skills, how to match them to job
applications, and how to promote themselves to
a civilian employer.

15. 15manpowergroup.co.uk
CAREER ASPIRATIONSTOP 5MOTIVATORS FOR LEAVINGTOP 4
45% - ACHIEVE WORK/
LIFE BALANCE
17% - BE THE BEST
AT WHAT I DO
13% - EARN A
LOT OF MONEY
11% - HELP
OTHER PEOPLE
6% - HELP
SOCIETY
1 2 3 4 5
35% -
WORK/LIFE BALANCE
1
35% - HIGHER
COMPENSATION
2
25% -
BETTER WORK
CULTURE
3
25% - MORE
CHALLENGES
4
DEFINITIONS OF SUCCESS AT WORKTOP 5
10% - HIGH
PERFORMANCE
5
18% - DOING THE
BEST WORK
3
26% - HAPPINESS/
ENJOYMENT
1
19% - SALARY
2
15% - RESPECT AND
RECOGNITION
4
Visit us at the new rightmanagement.co.uk for the latest.
At Right Management, we’re redefining careers.
We are responding to the changing world of work
to enable agility, innovation and attraction for both
individuals and organisations.
We listened to what you wanted and needed. We
have re-imagined our website so that it is a hub
for all things career, with regularly updated blog
content, advice and industry insights to help you
stay at the forefront of careers in the changing
world of work.
Nurturing talent to help
organisations thrive
Talent Matters

16. Recruitment Process Outsourcing
Managed Service Programmes
Talent Based Outsourcing
Workforce Consulting
The Global Leader in Talent Driven
Outsourcing and Workforce Solutions
Connecting Passion to Purpose
IS HUMANLY POSSIBLE
The world of work has changed. Success is no longer driven by
technology, infrastructure, or capital- but by the imagination and
skills of people.
Our ability to capitalise on new thinking, new workforce models, and
new possibilities has made us the most recognised and respected
workforce solutions provider in the world. Every day, thousands
of employers across the UK and Ireland benefit from the impactful
business results delivered by ManpowerGroup Solutions.
Discover how you can put our industry-leading solutions to work
for you.
manpowergroupsolutions.co.uk