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1、THE NEW AGE OF TECH TALENT 2INTRO|1-Opening Up The Middle|2-Finding The Hidden Talent|3-Trusting The Data Strategy|4-Leading With Confidence|RESEARCHCONTENTSINTROWhy Companies Need A Bold Talent Vision1Opening Up The MiddleHow companies can tap workforce potential and reskill employees to fill gaps
2、and meet the challenges ahead2Finding The Hidden TalentHow to unlock new sources of talent and recruit the broadest range of candidates with potential3Trusting The Data Strategy4Leading With ConfidenceHow talent leaders are adapting to a new workplace realityRESEARCHAbout The ResearchHow to use data
3、 to get better results from recruitment,retention and HR strategy3INTRO|1-Opening Up The Middle|2-Finding The Hidden Talent|3-Trusting The Data Strategy|4-Leading With Confidence|RESEARCHWhy Companies Need A Bold Talent Vision“People are our organizations most valuable asset”is something we hear fro
4、m leaders all the time.Now they need to start acting like they mean it.In a world where demand for IT talent outstrips supply and adaptive skills are highly prized,companies need to be bolder and more deliberate in their workforce strategies.How are organizations transforming their approach to talen
5、t particularly as they seek to recruit and retain specialist IT staff with the skills required to implement radical change?How much should they rely on machines to guide their decision-making?And how can leaders bring technology,people and process closer together?To answer these questions,Experis,Ma
6、npowerGroups IT professional resourcing and managed services company,surveyed 40,000 hiring decision-makers in 40 countries.We also conducted in-depth interviews with eight global talent and technology leaders spanning industries and functions,each with an expert perspective on the challenges ahead.
7、Our research suggests leaders should throw out their old assumptions about how to recruit and develop people.Instead,they should be guided by workforce data,a clear talent philosophy and a willingness to experiment.1/Opening Up The Middle To tap workforce potential and reskill employees tofillthegap
8、sandmeetthe challenges that lie ahead2/Finding The Hidden Talent To identify new sources of talent with the best potential3/Trusting The Data Strategy To use data to get better results from recruitment,retention and workforce strategy 4/Leading With Confidence So that talent leaders can adapt to and
9、 win a new workplace realityEveryone is looking in the same places,so these are the perfect circumstances to look at talent in a different way.Tomas Chamorro-Premuzic,Chief Innovation Officer and Leader of the Assessment Center of Excellence,ManpowerGroupFour Ways To Use This New Thinking:INTRO|1-Op
10、ening Up The Middle|2-Finding The Hidden Talent|3-Trusting The Data Strategy|4-Leading With Confidence|RESEARCH4OPENING UP THE MIDDLEThere is a massive opportunity in the middle of the talent pyramid where a lot of roles are becoming redundant,but those people have excellent business understanding a
11、nd are very capable of moving to another role in the organization and remaining very effective.And no one has really cracked it.Everyone is grappling with reskilling and upskilling.Ger Doyle,SVP,Experis Digital and Business Innovation Strategy,ManpowerGroupHow companies can tap workforce potential a
12、nd reskill employees to meet the challenges aheadINTRO|1-Opening Up The Middle|2-Finding The Hidden Talent|3-Trusting The Data Strategy|4-Leading With Confidence|RESEARCH5Demand For Tech Talent IntensifiesThe IT sector is growing quickly but not quick enough to keep up with digitization.Technology i
13、s developing faster than people can be trained to use it.One in five organizations globally is having trouble finding skilled tech talent,and IT/data skills are the most difficult to find for nearly 3 in 10 organizations,according to the latest ManpowerGroup Employment Outlook Survey(MEOS)for Q3 202
14、2.Yet too often,the conversation about the technology sector skills gap focuses on the most experienced and entry-level roles,and ignores the majority in the“middle of the pyramid,”where people have strong technical skills and an intuitive sense of the business,but may lack exposure to emerging tech
15、nologies and a roadmap for their future development.So,what if,rather than struggling to recruit from a diminishing pool,firms retrained existing staff at all levels to deal with the demands of the new workplace.23%21%14%13%11%10%7%1%ITProduction&ManufacturingFrontline Sales,Front Office&Customer Fa
16、cingAdministrative&Office SupportHuman ResourcesFinance&AccountingNone of TheseOtherSource:ManpowerGroup Employment Outlook Survey,Q1 2022INVESTMENT SEES INCREASE IN NEW IT ROLESWhich one function in your organization will see the largest headcount change due to technology investment?TOP FIVE IN-DEM
17、AND SKILLS29%IT&DATASALES&MARKETING OPERATIONS&LOGISTICS MANUFACTURING&PRODUCTION CUSTOMER FACING&FRONT OFFICE Source:ManpowerGroup Employment Outlook Survey,Q3 202222%21%20%19%INTRO|1-Opening Up The Middle|2-Finding The Hidden Talent|3-Trusting The Data Strategy|4-Leading With Confidence|RESEARCH6T
18、he Talent To Adapt This research suggests organizations could turn to existing talent for the roles they are finding hardest to fill,including project managers and software developers a diagnosis that resonates with Hubert Giraud,Member of the Capgemini Group Executive Committee and President of Alt
19、ran Technologies.“On the technical front,we are suffering a shortage of strong project managers,”he says.“They are rare and hugely important because they understand complexity and the mix of skills that is needed.”GENERALISTS IN DEMANDWhich of these technology roles do you expect to find difficulty
20、filling in the next three months?22%20%20%20%18%18%17%17%16%16%16%14%IT Project ManagersEncryption,Information Security,&Cybersecurity AnalystsSoftware&Applications DevelopersAI&Machine Learning SpecialistsDatabase&Network ProfessionalsBig Data Analysts&SpecialistsDigital Marketing&Content Specialis
21、tsCloud Computing SpecialistsDigital Transformation SpecialistsAugmented&Virtual Reality SpecialistsNone of These RolesInternet of Things SpecialistsSource:ManpowerGroup Employment Outlook Survey,Q3 2022Look Inward To Fill The Roles You Need Judging candidates solely by what they have done in the pa
22、st rather than what they might be capable of doing in the future makes no sense.Companies must do better at measuring peoples performance today,so they can better predict what they can do in the future.What does potential look like?You want to have a formula or a process for identifying which indivi
23、duals should be fast-tracked for investment.You are going to promote people who do not look like your current leaders,which is the hardest thing to do because you are truly changing the mindset of the organization.Tomas Chamorro-Premuzic,Chief Innovation Officer and Leader of the Assessment Center o
24、f Excellence,ManpowerGroupINTRO|1-Opening Up The Middle|2-Finding The Hidden Talent|3-Trusting The Data Strategy|4-Leading With Confidence|RESEARCH7SAINSBURYS HITS RESTART“People work in stores for all sorts of reasons,”says Sainsburys Group CIO Phil Jordan.“Sometimes,its a second or third job.Somet
25、imes,its their main job.Sometimes,theyre at college.”The U.K.supermarket chain realized it had more employees with Computing degrees outside its technology function than within.“A really rich vein of talent that we werent tapping,”says Jordan.So,Sainsburys launched its Restart program.“We went out t
26、o stores and spoke to people who wanted to restart their career in technology,”says Jordan.“We did some basic but useful testing of cognitive capability.Then,we put them through a 16-week bootcamp with the promise that if they passed,we would give them a job in technology.”The program worked.“All of
27、 those people now work in associate engineering roles in the organization,”Jordan says.“Its a brilliant way to bring fresh talent into the organization that has technical skill and in-built business acumen and knowledge.”Capacity to identify existing and adjacent skills,and to redeploy them intellig
28、ently,will become defining.“Were not so worried about finding solutions to develop talent to the right skill levels,”says Addie van Rooij,Global People Operations Leader and Vice President of HR,Europe,Middle East and Africa,Hewlett Packard Enterprise.“The most important challenge is the one that is
29、 right at your fingertips:How do I get the talent I need right now for the work I have right now,that can also be developed to do the work of the future?”The need to have a workforce that will be effective in both the present and the future means management must rethink its timeframe around skills d
30、evelopment.“The workforce expectation of time is shortening,”says Jordan.“We need to think about career planning,reward planning and workforce planning over months and quarters not years and decades.”MOST ORGANIZATIONS OPT TO BUILD INTERNAL CAPACITY Which areas of technology will you look to outsour
31、ce versus building internal capability?36%32%19%14%Text,Image&Voice Processing34%33%23%12%Internet of Things&Connected Devices33%33%22%13%E-Commerce&Digital Trade Platforms32%33%26%11%Encryption&Cybersecurity32%34%25%12%Cloud Computing32%34%20%16%Big Data Analytics28%31%20%23%Distributed Ledger Tech
32、(blockchain,etc.)25%31%21%25%Artificial Intelligence(machine learning,neural networks,NLP,etc.)24%30%20%27%Augmented&Virtual Reality23%28%20%31%Robots,Non-Humanoid(industrial automation,drones,etc.)Source:ManpowerGroup Employment Outlook Survey,Q1 2022Build Internal CapacityPartially OutsourceFully
33、OutsourceDont Know/Dont UseINTRO|1-Opening Up The Middle|2-Finding The Hidden Talent|3-Trusting The Data Strategy|4-Leading With Confidence|RESEARCH8ACCENTURES TECHNOLOGY QUOTIENT Accenture has introduced a global program called Technology Quotient,or TQ.The program is a set of online interactive le
34、arning modules associated with new technologies and tech-enabled,business-relevant areas.“TQ is aimed at providing employees with the tools to develop or improve their knowledge.so they are relevant for us,our clients,and the market,”says Raffaella Temporiti,Chief Human Resources Officer for Europe
35、at Accenture.“Weve got to have a balanced view on how we think about skilling people because its not just a technical future were heading into.Its a future of creativity,of real problem-solving.And that level of skill-set development is going to be key.”The need to“open up the middle”is not driven o
36、nly by the shortage of skills but also the obsolescence of existing skills.Its one of the reasons why workers want education,experience and exposure.Organizations are trying to embed a systematic approach to reskilling,but this is not straightforward.Employers cant build skills development programs
37、quickly enough to meet business needs,and employees are worried about their prospects and learning fatigue.The good news is that new technologies provide opportunities for new styles of learning:self-guided,experience-based training that gives their workforces a greater sense of ownership and contro
38、l.Experis Academy is one such source.It seeks to help organizations bridge their talent gaps through practical,comprehensive training in a range of technologies.Using the expertise of specialist trainers and industry experts,employees learn through a combination of theory and application.For example
39、,Experis Academy partnered with Scania AB,the global manufacturer of sustainable transportation systems headquartered in Sweden,to analyze skills gaps and create a custom front-end developer training program.The 12-week reskilling program generated significant interest throughout the company,includi
40、ng non-technical employees who had not previously considered IT career paths.IBMs Your Learning platform is another example that gives staff the chance to consider reskilling.The platform is fully customizable,allowing managers to choose the classes and workshops their teams need most.“Its important
41、 to note that it may not only be core technical learning,”says Tim Humphrey,Vice President in IBMs Chief Data Office.“You can disseminate soft skills outside of the technical arena,”he says.“You can focus on things like radical candor being able to give great feedback.”TOP FIVE MOST DIFFICULT SOFT S
42、KILLS TO FINDSource:ManpowerGroup Employment Outlook Survey,Q3 20221REASONING&PROBLEM-SOLVING SKILLS2ACCOUNTABILITY,RELIABILITY&DISCIPLINE SKILLS3CRITICAL THINKING&ANALYSIS SKILLS4CREATIVITY&ORIGINALITY SKILLS5RESILIENCE,STRESS TOLERANCE&ADAPTABILITY SKILLSLearning Gets Faster,But On Whose Terms?INT
43、RO|1-Opening Up The Middle|2-Finding The Hidden Talent|3-Trusting The Data Strategy|4-Leading With Confidence|RESEARCH9By creating learning opportunities,employers can focus on the keenest.Let people opt in first,and then be rigorous in your assessment of their potential,”says Chamorro-Premuzic.“Our
44、 people are keen to embrace new opportunities,”says Temporiti.“Our Skills at Accenture platform enables people to declare,certify and update their skills and job experiences in real time.They recognize the imperative of developing new skills and want to learn at the pace required to advance in their
45、 careers.If you think about it,skills in the past had a much longer lifespan of several years,while now the average relevance of skills is closer to three years in duration.This is one of the reasons why we make significant investments on continuous learning.New skills and expertise are built both t
46、hrough classroom training as well as to a large extent through experience and exposure,”Raffaella Temporiti,Chief Human Resources Officer for Europe,Accenture.Such a pace of change can have a dramatic impact:98%of potential data science candidates would be screened out by employers stipulating just
47、four technical requirements and three years of work experience.When asked why they were having difficulty filling technology roles,34%of hiring managers responding to the Q3 2022 ManpowerGroup Employment Outlook Survey said not enough candidates had the correct technical skills,and 32%said they didn
48、t have enough relevant experience.More than a quarter(27%)said they lacked the right soft skills.Where reskilling initiatives work,raising their profile across the organization is important,says Carolyn Balkin,Vice President and General Manager,Global Sales,ManpowerGroup:“You need to improve the vis
49、ibility of successful reskilling programs,showing managers whats possible and highlighting the opportunity with their workforce.There is still a gap between acknowledgment and action,”she adds.“Everyone is saying the right things,but there is a major disconnect between the percentage of employees wh
50、o feel they have access to training and the percentage of employers that feel they provide training.”For Rapid Results,Target The WillingA c t i o n P o i n t sHOW TO LEAD WITH CONFIDENCEAssess individuals based on their potential,not past performanceAlign short,sharp and applied skills programs wit
51、h changing market demandRevamp the role of IT generalists and improve their access to ongoing training and developmentINTRO|1-Opening Up The Middle|2-Finding The Hidden Talent|3-Trusting The Data Strategy|4-Leading With Confidence|RESEARCH10With so many organizations competing to recruit IT workers
52、from the same talent pool,there is a golden opportunity for employers to look further afield.In the U.S.alone,there could be more than 27 million hidden workers.These candidates have been overlooked because they lack formal qualifications,theyve had health issues,they come from disadvantaged backgro
53、unds or they are juggling family care responsibilities.Recruitment strategies that embrace greater gender and ethnic diversity will also be significant in the hunt for IT talent.Accenture,for example,has set itself a target of reaching 50/50 gender equality in its workforce by 2025.And Verizon and M
54、anpowerGroup have provided support to Womens CoLab,a library of free resources that helps women advance and grow in their careers.FINDING THE HIDDEN TALENTHow to unlock new sources of talent and recruit potential Talent is exceptional performance now.Potential is the likelihood of exceptional perfor
55、mance in the future.Tomas Chamorro-Premuzic,Chief Innovation Officer and Leader of the Assessment Center of Excellence,ManpowerGroupINTRO|1-Opening Up The Middle|2-Finding The Hidden Talent|3-Trusting The Data Strategy|4-Leading With Confidence|RESEARCH11Employers Have Options ONETEN AND THE OPPORTU
56、NITY GAPIBM,alongside 37 other organizations,plans to hire and promote 1 million Black individuals in the U.S.who do not have a four-year degree over the next 10 years through OneTen,which aims to close the opportunity gap for Black talent in America.“These are what we call family-sustaining roles f
57、or a pool of talent that would otherwise not be top of mind at large corporations,”explains IBMs Humphrey.It is part of IBMs commitment to find talent from a more diverse pool beyond the usual university sources.Its efforts include offering apprentice programs at community colleges and providing“ret
58、urnships”to women returning to the workplace after maternity or other leave.“Some employers are more progressive than others,”says ManpowerGroups Balkin.“We have seen a tenfold increase among some of our more strategic clients,of partnering with local communities and underprivileged demographics,to
59、reskill and upscale talent and try to get them into the workforce.But there is still a hesitancy to hire from this talent pool.”One answer could be to look to the start-up sector,where a growing number of tech-enabled businesses are focusing on training the IT workers of the future.In the U.K.,the s
60、tart-up Academy has raised$4 million of seed finance to launch employer-sponsored training programs,while Multiverse is facilitating hundreds of apprenticeships.In the U.S.,NGT Academy focuses on retraining military veterans.“Employers already have access to more talent than they may realize.We have
61、 partners that sell our products,solutions and services,”says Hewlett Packard Enterprises van Rooij.“And,with that,we have a workforce that is many times bigger than our own.”Those employers that fail to explore these new pools of talent are overlooking an opportunity,warns Balkin.“You could be miss
62、ing out on very strong talent that has the power skills,or human skills,on top of core,technical capabilities.And by increasing exposure to these pools,you increase engagement and reduce misconceptions.”INTRO|1-Opening Up The Middle|2-Finding The Hidden Talent|3-Trusting The Data Strategy|4-Leading
63、With Confidence|RESEARCH12A c t i o n P o i n t sHOW TO FIND HIDDEN TALENT AND KEEP ITSearch and recruit candidates in untapped talent poolsThink about diversity holistically;how to attract diverse talent and ensure a culture of diversity,equity,inclusion and belonging to ensure they stayRevamp and
64、tailor the candidate experience based on their expertise,not your expectationsRecruit On Potential,Not The Past Employers need to rethink the way they recruit.Traditional approaches focused on filtering candidates according to qualifications and experiences may not identify those recruits who have t
65、he raw qualities that employers require.It is where employers look as well as how that needs to change.At Intuit,partnerships with organizations,such as the Mom Project and AnitaB,have facilitated recruiting individuals who have taken time out of their careers to look after their families.The compan
66、y has hired 80%of the candidates who have completed its programs.The reality of the technology sector is that employers and employees need to be more adaptable.“Its so important to make sure people are frequently pushed outside their comfort zone.Thats why you need to permanently challenge the organ
67、ization and encourage managers to move the best employees to other jobs.You need to push people to test themselves in new territories and see how they adapt,”says Capgeminis Giraud.“Do you have the right people who are able to master complexity and to adapt to a changing environment?If you dont have
68、 these guys,you might be the best in 2022,but you will be gone by 2025.”INTRO|1-Opening Up The Middle|2-Finding The Hidden Talent|3-Trusting The Data Strategy|4-Leading With Confidence|RESEARCH13Data-analytics tools allow recruitment and HR functions to make better decisions and reduce attrition.By
69、using data science,employers can begin to strip out biases and hire best-fit candidates.There are already moves in this direction:76%of organizations with more than 100 employees now rely on assessment tools,such as aptitude and personality tests for external hiring.There is so much data out there a
70、nd we are constantly finding new sources,including extensive analysis of our own workforce management and learning data.This helps us explore key industry and geographic trends to better predict how skills will fluctuate from market to market.Our view of the skills we are going to need is now much m
71、ore fine-tuned.Tim Humphrey,Vice President,IBM Chief Data OfficeTRUSTING THE DATA STRATEGYHow to use data to get better results from recruitment,retention and HR strategy INTRO|1-Opening Up The Middle|2-Finding The Hidden Talent|3-Trusting The Data Strategy|4-Leading With Confidence|RESEARCH14The sk
72、y is the limit with data.You can see how pay is affecting performance,or not.You can see how development and training affect performance;and you can also see your future resource and skills needs as a company.Addie van Rooij,Global People Operations Leader and Vice President of HR,Europe,Middle East
73、 and Africa,Hewlett Packard EnterpriseData-driven recruitment uses technologies such as data management and machine learning to analyze large talent pools to identify candidates with the right skills,experience and mindset.As more data becomes available,the organization secures greater insight.Exper
74、is Academy,for example,enables employers to match candidates to a set of minimum-level criteria,so that recruits can start work straight away.It then builds a bespoke training pathway for each individual to develop the required competencies.This means the organization gets the skills it needs now,an
75、d the employee increases their market potential.Some employers choose to go further with data science and entrust more of their hiring processes to technology,such as artificial intelligence.This may sit uneasily with HR leaders,but when a study compared humans against hiring algorithms for more tha
76、n 300,000 hires in high-turnover jobs,it found that hires chosen by AI technology stayed longer and performed equally or even better.The algorithms outperformed humans by at least 25%.Once staff are hired,data-driven technologies can help them acquire the skills they need to develop.Experis Career A
77、ccelerator tool helps employees set up personalized professional development programs by mapping their current skills,assessing these against what employers are looking for,and building a tailor-made menu of continuous learning.Data Provides A Clearer ViewINTRO|1-Opening Up The Middle|2-Finding The
78、Hidden Talent|3-Trusting The Data Strategy|4-Leading With Confidence|RESEARCH15Recognizing the value of data in recruitment and retention is essential.The majority of employers admit they do not have adequate data about the skills of their workers,and more than a quarter believe LinkedIn knows more
79、about their workforces capabilities than they do.Tools such as applicant tracking systems and performance management platforms will all play a role in collecting and organizing data.But that is only the start.“We still love our biases,”says ManpowerGroups Chamorro-Premuzic.“And we will only get rid
80、of these when we have the maturity to say,Look,this doesnt feel right to me Im going to trust the data and Im going to measure the results later on.”“I think even great digital capability is table stakes now for being a successful consumer-facing business,”says Sainsburys Jordan.“The next frontier i
81、s data.What do you do with the data?Do you know your data better than everybody else?How do you turn insight into action?”Better workforce data will enable prediction of potential performance,matching individuals to opportunities.Nearly one in three organizations(29%)globally plans to invest the sam
82、e in AI technology,including machine learning,over the next year,but a third intend to invest more.This rises to 55%in India and 37%in the U.S.There will be other benefits of automation.Using it to scan applications,for example,can significantly reduce hiring cost and time.And real-time data provide
83、s an ongoing opportunity to assess the success or otherwise of the change in approach,which can then be tweaked accordingly.First,Get The Data You NeedORGANIZATIONS INTEND TO INVEST IN AI AND OTHER TECHNOLOGIESA c t i o n P o i n t sHOW TO TRUST THE DATA STRATEGYBe selective on your sources and be c
84、lear about the boundaries of your data strategyUse data to set up personalized professional development programsBe willing to experiment and act on data-led insights10%14%46%31%Encryption&Cybersecurity9%14%44%33%Internet of Things&Connected Devices11%14%43%31%E-Commerce&Digital Trade Platforms11%15%
85、41%34%Cloud Computing16%16%33%35%Big Data AnalyticsArtificial IntelligenceSource:ManpowerGroup Employment Outlook Survey,Q1 2022Invest MoreInvest the SameInvest LessDont Know/Dont Use22%16%33%29%INTRO|1-Opening Up The Middle|2-Finding The Hidden Talent|3-Trusting The Data Strategy|4-Leading With Con
86、fidence|RESEARCH16LEADING WITH CONFIDENCEHow talent leaders can adapt to a new workplace reality Organizations increasingly expect employees to reinvent themselves.Leaders responsible for hiring tech talent know they need to do the same.But what does it take?Those hiring tech talent are becoming mor
87、e adept technologists,able to exploit advances in areas such as data science(78%of leading CHROs are much more aware of the value of data than in the past).The second area of change relates to a leaders ability to drive organizational and cultural transformation in a world where two-thirds of corpor
88、ate leaders now believe that culture is preeminent.Significantly,7 in 10 workers say having leaders that they can trust and follow is important to them,and 2 in 3 want to work for organizations that share their values.Leaders have an opportunity to harness digital technologies to support their teams
89、 in a wide range of value-added activities everything from predictive analytics technologies that give early warning of labor demand and supply issues,to sentiment analysis that tracks employee engagement.To exploit these tools full potential,talent leaders will need the skills to harness them.“We h
90、ave had to transform our function in three years,”says Hewlett Packard Enterprises Addie van Rooij.“Out of 200 job roles,I now have 100 technical role descriptions.They did not know anything about systems,tools and technology before.I told them three years ago that I need people who can help me prog
91、ram a robot or tell me which is the most intuitive HR application.”The future of work is about being smarter.Weve introduced new sabbatical policies,for example,to give people more choice and freedom.Were trying to build a toolkit of different incentives that appeal to people joining our business be
92、yond the brand and our values.Phil Jordan,Group CIO,Sainsburys INTRO|1-Opening Up The Middle|2-Finding The Hidden Talent|3-Trusting The Data Strategy|4-Leading With Confidence|RESEARCH17A c t i o n P o i n t sHOW TO LEAD WITH CONFIDENCEShow how your culture and values guide your talent decision-maki
93、ngBe clear on your principles and how they translate to employee-centric policies and benefitsAct,dont just talk,on employee well-beingTHE POWER OF CULTURE When Capgemini acquired Altran Technologies,Hubert Giraud,Member of the Capgemini Group Executive Committee and President of Altran Technologies
94、,led the integration of Altran Technologies 50,000 employees into the Group.“I would say that what matters most more than the trillion activities,process harmonization and systems are people,feelings and culture,”says Giraud.Leaders must seize the initiative and explore innovation.Salesforce,for exa
95、mple,has launched the Trailblazer Ranch,a new gathering place where employees can forge trusted relationships,learn from and inspire one another,get trained and grow in their careers and give back to the community.Change Anchored In ValuesThe pandemic has focused minds on what matters.In the U.S.,71
96、%of workers want to prioritize time with family.Employee well-being will become even more important as companies wrestle with new models of work.In research conducted by ManpowerGroup on what makes workers thrive,when employees were asked how their workplace reinforced the importance of mental healt
97、h,the top answer(38%)was:“I didnt use any mental health resources/I was unaware.”Just 13%said they had access to as much mental health support as was needed.“Well-being,mental health and authenticity are key priorities for all successful organizations today,”says Accentures Raffaella Temporiti.“Lead
98、ers need to be more empathetic,compassionate,inclusive and great at creating and maintaining networks,so the organizational culture spans and thrives across the digital and physical working environment.They are aware that people need to feel seen and safe to be connected at their best,contribute and
99、 innovate continuously.”18INTRO|1-Opening Up The Middle|2-Finding The Hidden Talent|3-Trusting The Data Strategy|4-Leading With Confidence|RESEARCHAbout ExperisExperis is a global leader in IT professional resourcing,permanent recruitment,project solutions and managed services specializing in Busine
100、ss Transformation,Cloud and Infrastructure,Digital Workspace,Enterprise Applications and Cybersecurity.As digital transformation and acute skills shortages in tech continue unabated,Experis delivers talent with the powerful combination of in-demand technical skills together with the soft skills that
101、 are critical for business success.Through Experis Academy,we work with a broad range of technical schools and universities to design and deliver curriculum for in-demand skills that can be immediately applied on the job.Experis is part of the ManpowerGroup family of brands,which also includes Manpo
102、wer and Talent Solutions.To learn more,visit About The ResearchThe data and research insights included in this report came from quantitative and qualitative sources.Specifically,survey data from our quarterly ManpowerGroup Employment Outlook Survey(MEOS)and other proprietary surveys.In addition,we c
103、onducted eight interviews with internal Experis and client experts between January and April 2022.This report could not have been completed without their generous support and input.We would like to thank the following participants for their time and insights:Carolyn Balkin,VP,Global Client Solutions
104、,ManpowerGroup Tomas Chamorro-Premuzic,Chief Innovation Officer,ManpowerGroup Ger Doyle,SVP,Experis Digital and Business Innovation,ManpowerGroup Hubert Giraud,Member of the Capgemini Group Executive Committee,President of Altran Technologies,Capgemini Tim Humphrey,Vice President,Chief Data Office,IBM Phil Jordan,Group CIO,Sainsburys Addie van Rooij,Global People Operations Leader and Vice President of HR Europe,Middle East and Africa,Hewlett Packard Enterprise Raffaella Temporiti,Chief Human Resources Officer for Europe,Accenture