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The Global Talent Crunch - Why Employer Branding Matters Now

The Global Talent Crunch - Why Employer Branding Matters Now

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Published by workosaur
Despite global recession and the weakest
employment outlook in decades, employers
are nonetheless facing a scarcity of talent
in critical areas. By focusing now on building their employer brands and enhancing their appeal to talented workers with scarce and vital skills, organizations can position themselves to win lasting competitive advantage in the talent marketplace. An organization’s employer branding efforts must not overlook its contingent workforce.
Despite global recession and the weakest
employment outlook in decades, employers
are nonetheless facing a scarcity of talent
in critical areas. By focusing now on building their employer brands and enhancing their appeal to talented workers with scarce and vital skills, organizations can position themselves to win lasting competitive advantage in the talent marketplace. An organization’s employer branding efforts must not overlook its contingent workforce.

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Published by: workosaur on May 28, 2009
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09/17/2012

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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 oces in 82 countries and territories.For more inormation, visit
www.manpower.com
.
Despite global recession and the weakest
•
employment outlook in decades, employersare nonetheless acing a scarcity o talentin critical areas.By ocusing now on building their employer
•
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 eorts
•
must not overlook its contingent workorce.
 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“perect 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 inormation technology (IT) proessionalslooking 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, certicationsand programming skills, but also or those individualswho possess the right managerial skills and businessdomain knowledge—and that’s not so easy to nd.
1
  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 specic and rened. Inthe U.S., or example, accountingand nance proessionals may notbe in short supply, but those withniche experience may be. Manyorganizations are having troublending 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.
2,3
Such specializedskill sets are becoming harder to nd not only in theaccounting and nance arena but within many proessions. This is why employer branding matters now: companiesmust oer 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 dicult 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 diculty 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,beore 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 oEmployers Having Difculty Filling Jobs Globally
60%40%20%0%2006 2007 2008 200940%41%31%30%
Source: Manpower Inc.

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