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The Global Talent Crunch:
Why Employer BrandingMatters Now
Fresh
Perspectives
Manpower Inc. (NYSE: MAN), ranked number 119on the Fortune 500 list, provides employmentservices to organizations o all sizes via its networko 4,200 oces in 82 countries and territories.For more inormation, visit
www.manpower.com
.
Despite global recession and the weakest
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employment outlook in decades, employersare nonetheless acing a scarcity o talentin critical areas.By ocusing now on building their employer
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brands and enhancing their appeal totalented workers with scarce and vital skills,organizations can position themselves towin lasting competitive advantage in thetalent marketplace. An organization’s employer branding eorts
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must not overlook its contingent workorce.
Article
In This
More articles like this can be ound in Manpower’s ResearchCenter atwww.manpower.com/researchcenter
Fresh
Perspectives 1
Manpower’s 2009 Talent Shortage Survey reveals thatthe global talent crunch remains a pressing andpervasive issue or employers worldwide. Despite globalrecession and the weakest employment outlook indecades, employers are nonetheless acing a scarcity o talent in critical areas. Even as they’ve generally reducedtheir hiring, they are still looking to ll critical positionsand are having trouble inding people who are the“perect t”—with the precise combination o skills andexperience—or those roles. And so they are waitinguntil the right individual comes along. To illustrate, thereare plenty o inormation technology (IT) proessionalslooking or jobs in India and Japan right now, yetemployers in these very countries say they’re havingtrouble lling IT positions. Why? Because they are notonly looking or people with IT degrees, certicationsand programming skills, but also or those individualswho possess the right managerial skills and businessdomain knowledge—and that’s not so easy to nd.
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The persistent concern abouttalent scarcity leaves little doubtthat once economic recoverytakes hold, organizations will ndit harder than ever to attract andretain talented people with keyskills. Furthermore, the skill setsorganizations need are becomingever more specic and rened. Inthe U.S., or example, accountingand nance proessionals may notbe in short supply, but those withniche experience may be. Manyorganizations are having troublending individuals with expertisein troubled debt restructuring, orensic accounting andinternational accounting. And as the U.S. transitions toInternational Financial Reporting Standards (IFRS),many organizations will struggle to nd individuals withexperience in applying these standards.
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Such specializedskill sets are becoming harder to nd not only in theaccounting and nance arena but within many proessions. This is why employer branding matters now: companiesmust oer a clear value proposition that appeals tothose individuals whose skills are critical to gainingcompetitive advantage and achieving strategic goals.With unemployment at or near record levels in manycountries, positions in the skilled trades, sales, technicalwork and engineering remain the most dicult oremployers to ll globally, according to the new Manpowersurvey o nearly 39,000 employers in 33 countries.We’ve seen some easing, but not as much as mighthave been expected: Some 30 percent o employerssaid they were still having diculty lling key jobs due tolack o available talent(See chart below). That percentageis lower than the 41 percent reported in our 2007 surveybut nearly the same as survey results o one year ago,beore the severe economic downturn. More peoplemay be looking or jobs, but they don’t generally havethe skills that employers are looking or.
The Global TalentCrunch: WhyEmployer BrandingMatters Now
SEEKING SKILLED WORKERS: Percentage oEmployers Having Difculty Filling Jobs Globally
60%40%20%0%2006 2007 2008 200940%41%31%30%
Source: Manpower Inc.
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