the skills revolution · source: manpowergroup’s 2016-17 talent shortage survey. talent shortages...

The Skills Revolution and the Future of Work Jonas Prising Chairman & CEO ManpowerGroup

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70 Years of Global Workforce Solutions Expertise

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ManpowerGroup Overview

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Technological Revolution The impact of Digitization on People and Skills

Rise of Client Sophistication The Power is Shifting

Greater Individual Choice From Job for Life to Career for Me

Shifting Demographics Bridging the Divide

The Four Global Forces

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Populations are Aging Rapidly

UN World Population Ageing, 2015

P ercent Aged 60+ B y R egion, 1980-2050:

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Global Talent Shortages at a 12-Year High

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Talent Shortages are Growing Around the World

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Percentage of Employers Reporting Difficulty Filling Jobs

Source: ManpowerGroup’s 2016-17 Talent Shortage Survey

Talent Shortages in the Americas and Mexico are Above the Global Average

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The Roles Employers Struggle Most to Fill in Mexico

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We See the Emergence of a Skills Revolution

Just 10% of employers expect to reduce their workforce as a result of automation.

86% Of employers plan to maintain or increase headcount due to automation

Automation is good news for job seekers…

if they have the right skills

Learnability is key

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Most Valued Soft Skills Are Hard to Find Around the Globe

Human Strengths Stand out in the Digital Age

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How are Employers Addressing Talent Shortages in Mexico?

ManpowerGroup ManpowerGroup, “Millennials: 2020 Vision,” 2016

Millennials Prioritize Skills Development What would it take for you to reach the next job level?

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The Rise of NextGen Work

97% of people in Mexico are open to NextGen Work

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NextGen Work Suits both Men and Women

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Overcoming Talent Shortages in the Future

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● Do we know all of our talent supply options? ● How can we optimize the talent we have? ● Are we reaching untapped and under-tapped talent pools?

● How do we manage talent to drive productivity? ● How do we manage a diverse workforce? ● How do we inject flexibility into our workforce mix?

● Today’s practices were created with outdated assumptions - so why still use them?

● What new practices will we need to attract, develop and retain talent?

Talent Sources

Work Models

People Practices

Rethinking Talent Management

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