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Thought leadership

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Manpower Employment Outlook Survey

 

Cover MEOS 4Q16The Manpower employment outlook survey is carried out each quarter to look at companies' intentions with regard to increasing or decreasing their staffing levels in the next quarter. Launched more than 50 years ago in the United States and conducted in 42 countries and territories, this survey represents one of the most recognized employment surveys in the world.

 

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Millennial Generation

Millennials at work

By 2020, Millennials – those born between 1982 and 1996 – will make up one third of the global workforce. To find out more about what career means to this generation of young people, Manpower carried out a major survey of 19 000 of them in 25 different countries. The results of this survey are now available to read in a number of publications. The first of these is dedicated to Millennials at work up to 2020, and the second looks at Millennials’ career aspirations.

 

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Tips to attract and retain Millennials

The answers given by members of this generation to questions we asked have allowed us to identify several key elements which may assist businesses as they seek to attract Millennials, support them in their development and retain their loyalty. Because this is a self-starting generation with a variety of talents and real confidence in the future.

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Human Age

The various eras of history were first defined by the raw materials being worked by early humans – the Stone Age, the Bronze Age, the Iron Age – and then by the fields of knowledge acquired by virtue of their technical advances – the Industrial Age, the Space Age, the Information Age. We are now entering a new epoch: the Human Age. 

In a report entitled Human Age 2.0: The Future of Work, ManpowerGroup calls for a change in how we think of work and its market. While its former constituent elements are breaking apart, a new, 21st-century world of work is beginning to emerge. 
 

 

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Talent shortage

Couverture pénurie de talents 2016

The Manpower survey on talent shortage is conducted every year with the aim of determining the jobs which are the most difficult to fill. It highlights the reasons which lead to these recruitment difficulties and describes the strategies adopted by employers to stem the lack of talent and skill. Each year, over 41,000 employers in 42 countries and territories take part in the survey, revealing a picture of the trends of the job market and possible lines of approach. This also brings to light conceivable solutions for an ideal management of human resources. In Switzerland, the representative survey is based on nearly 750 employers.

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Other publications

Over the last 50 years, technology has changed the face of our working world, and companies have always sought to benefit from the innovations. Social networks are revolutionizing today’s work environment. Online networking allows users to communicate quickly and easily. Access is possible from anywhere and at any time, even while at work. This is a cause for concern for managers. Loss of productivity, damage to the company’s image, security: what are the risks and to what extent are they justified? 

 

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In the coming upturn, employers will rely more and more on a flexible mix of permanent and contingent workers to reach their strategic goals and better manage risk.

 

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The extent of worker migration today is unprecedented. This white paper touches on one of the pivotal global issues at the beginning of the 21st century. 

 

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External employees currently represent approximately 20% of personnel in the majority of companies and their numbers are likely to grow to even greater proportions in the future. However, the majority of companies don't view external employees as an extension of their own staff, but rather as employees of their staffing suppliers. This way of viewing these employees has a significant impact on their motivation and productivity.

 

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