The Total Talent Management Event Series from ManpowerGroup Solutions provides an opportunity for senior procurement professionals to explore the significant trends impacting future talent strategies. During our event in June 2018, we explored the theme: Gaining Business-Wide Support for Total Talent Management.

We were joined by guest speaker Ali Gilani, Talent & Resourcing Director for the Marine Sector at Babcock International Group. As the UK’s leading engineering support services organisation, Babcock is in the process of implementing a joined-up, holistic approach to talent, which ensures full alignment between their business and people strategies. As well as discussing their experience of implementing Total Talent Management, Ali shared his recommendations for others who would like to begin or continue their journey. His presentation was followed by an interactive audience discussion.

We’re pleased to share an overview of the event’s discussions below.

Introducing a Holistic Approach to Talent

Babcock’s journey to Total Talent Management began with a number of important labour market challenges. They have an ageing workforce, where the average age of workers is 51 years old. Added to this, they are competing against other organisations which may be deemed more ‘attractive’, and some of Babcock’s working locations are in areas not known for engineering skills. Compounding all of this is the potential impact of Brexit and an industry-wide skills shortage of between 40,000 and 70,000 engineers annually for the next 5 – 10 years.

As a result of these issues, Ali explained that Babcock realised they could no longer just rely on hiring directly from the market as their only talent solution, as many companies have done in the past. Instead, they needed a more holistic approach to talent. For Babcock, this means knowing where, when and how to use the 7 B’s of talent management:

• Buy – recruit permanent talent from outside the organisation
• Borrow – contract recruitment
• Build – developing talent through graduates and apprenticeships
• Bump – succession management, internal moves
• Bind – retention for difficult or niche skillsets (combined with buy, bind and bump)
• Bounce – move the work elsewhere
• Bale – reduce headcount

Importance of Strategic Workforce Planning

Nonetheless, Ali explained that Babcock is working to improve their approach so that they don’t tackle each of these areas in isolation. They need to be part of an orchestrated plan which is driven by Strategic Workforce Planning, which translates their multi-year business strategy into an annual HR action plan for recruitment. As a result of Strategic Workforce Planning, critical jobs will be secured; future skill requirements will be identified and proactively recruited/developed; demographics will be analysed and used to balance the workforce; and the organisation will be appropriately staffed, without being put at risk due to a lack – or abundance – of employees.

Strategic Workforce Planning can take many different forms. For Babcock, Ali outlined that their first step was to fully flesh out the business strategy. When the business strategy is finalised, this is translated into a demand forecast, which determined how many people with what skill sets would be required in the workforce over the following five plus years in order to deliver the business strategy.

Armed with the business strategy and demand forecast, Ali explained that they then look at the current workforce. By reviewing future attrition and expected retirements, they create a supply forecast. This allows them to assess whether they have too few or too many workers by skill set to meet business demand.

This gap analysis allows Babcock to create a workforce strategy that is directly linked to business strategy. Not only can this be used to create a five plus year people strategy by job type, but it is also used to create a cohesive, holistic overarching people strategy using the 7 B’s.

Recommendations for Organisations

In implementing Total Talent Management, Ali shared that one of their key learnings was to avoid “eating the whole elephant in one bite”. He recommended that organisations choose one critical area of the workforce to focus on – one that has a board sponsor and a tangible problem to solve. This could be a business area which could bring the business to a standstill, if there were issues with the talent pipeline.

Ali also recommended that organisations understand how long the learning curve is to SQEP (suitable qualified and experienced person). This is fundamental in forecasting the future talent pipeline.

As an example, Ali asked the audience to think about a Master Glass Blower working in a glass factory in Venice. The Master Glass Blower is a business critical role, taking 15 years to train to the right level. If you know your Master Glass Blower is likely to retire in five years’ time, you may as well start preparing to close the business – you don’t have enough time to train someone to the right level to replace them. However, if they’re likely to retire in 15 years’ time, now is the time to hire apprentices and other entry-level recruiters, and start training them, as part of your succession plans.

Audience Discussion

Early Years Career Development

During our discussion that followed Ali’s presentation, an attendee from a leading technology company proposed adding another B to the list: Birth. They explained that their organisation has heavily invested in early year’s education, and must continue to look that far ahead when developing their talent pipeline. It was noted that this links into the issue of ageing workforces. Since we are not effectively repopulating the workforce, retirement ages are being pushed back, which has a significant impact on the overarching workforce structure.

Another topic of conversation was the importance – and challenges – of recruiting graduates. One attendee explained that they focus on recruiting graduates within their organisation, and have a very structured progression plan to guide them through the first two years of their career. However, at the end of the graduate programme, there is a very high attrition rate. Recruiting graduates has been very beneficial for their organisation and, in many ways, has proven to be more successful than bringing in outside talent. Nonetheless, the issue of attrition must be overcome to ensure long-term success.

Finally, it was noted that some organisations only recruit graduates because of the benefits it can have to their Corporate Social Responsibility strategy, rather than the role it can have in talent development. As a result, not enough time is spent considering their progression once they’re in a role. It’s important that organisations take a step back and assess what problem they’re trying to solve when recruiting graduates – rather than just recruiting them because they ‘always have’.

Diversity in the Workforce

Implementing a Total Talent Management approach enables business leaders to recognise and rebalance a lack of diversity across their entire workforce, rather than implementing strategies within siloed business areas. With many organisations currently considering the diversity of their workforce, this can be a compelling argument to harness when looking to gain business-wide support for Total Talent Management.

For example, one attendee noted that in a previous role, their organisation was very male-dominated. To overcome skills shortages, they brought older talent back into the workforce. However, in some ways, this hindered their efforts to rebalance gender diversity. With a Total Talent perspective, they would have the visibility needed to identify and address these issues.

The importance of diversity in succession planning and promotions was also an important topic of conversation. Many companies allocate quotas on gender split at interview and appointment stage – but very few talk about how they target equal progression through the ranks of the company. Once again, an effective Total Talent Management strategy can support organisations with this process.

Relationship between HR and Procurement

Implementing Total Talent Management brings HR and Procurement teams closer than ever before. Many benefits can be realised as a result. For example, having one supplier working across both the permanent and contingent workforce can simplify the recruitment process and allow business leaders to think more holistically about their entire workforce when making strategic decisions.

However, the reality of HR and Procurement teams working closely together very much depends on the maturity of both functions. As one attendee pointed out during our discussion, it can sometimes take time to get to the level of maturity needed to work efficiently together. And, sometimes, procurement can become the facilitator across different HR functions.

It’s all about human interaction. When procurement and HR teams come together, it’s because they have a clear purpose, and this has a big impact on whether business leaders can gain business-wide support for Total Talent Management. The intent of the individuals leading the journey is very important.

Join our next Total Talent Management Event

Our next Total Talent Management event will take place in November 2018 in Central London. If you’re interested in joining us and taking part in the discussion, please Contact Us today.

Alternatively, to read further Total Talent Management insights from ManpowerGroup Solutions, visit Our Thinking.

Skilled candidates are proving hard to find, and so many employers are investing in a range of new technologies to help them tap into new talent pools and enhance their ability to engage with in-demand candidates. From automated job postings to using artificial intelligence to parse CVs, employers are increasingly recognising the power that technology can have in elevating the hiring process.

However, while technology can improve the recruitment process in numerous ways, key questions are often remain unasked: Which technologies do candidates prefer? Are our investments enhancing – or hindering – the candidate experience? And what is the role of human interaction?

We surveyed nearly 18,000 respondents across 24 countries, and the message was clear: while candidates appreciate that technology can help to improve the recruitment experience, but it’s no replacement for human interaction.

The best blend: high-tech and high-touch

With so much automation during the initial communications between candidates and organisations, the importance of human interaction may only increase in the years ahead. After all, there are valuable non-verbal cues that both employers and candidates benefit from when meeting in person. Furthermore, personalised, tailored communications can positively differentiate one employer from the next in an increasingly tech-driven world.

The best approach is for employers to blend high-tech with high-touch. With the right skills, hiring managers and recruiters will be able to use technology to reduce administrative burden and streamline hiring processes, without losing the personal interaction that candidates value so much. We invite you to download our whitepaper to learn more about how your organisation can harness a high-tech, high-touch approach to recruitment.

Related whitepapers:

As organisations expand, relocate or seek new efficiencies, many look to expand their Managed Service Programmes (MSP) to help address their needs in different regions. This can be an effective strategy, as the right MSP providers will have extensive market knowledge, an understanding of cultural and regulatory landscape and on-the-ground presence.

However, no two countries or regions are the same. When organisations expand their Managed Service Programme (MSP) into new countries or regions, they’re bound to come up against a wide range of unique challenges and considerations. Added to this, there are also a number of macro drivers which are likely to emerge, regardless of the country or region in question. Let’s take a look at eight of the things organisations should consider when expanding an MSP globally.

1. Replication is easier said than done

If you have a successful MSP in one region, it’s common to want to replicate this success elsewhere. However, it’s not always so straightforward. From country to country, and region to region, technology, local business practices, employment legislation, corporate cultures and financial requirements can vary dramatically. As a result, the successful MSP that’s operating in North America or Europe may not easily translate into the Asia and Latin America markets. Each implementation must be considered in its unique context.

2. Understanding and addressing cultural differences is essential

The single biggest challenge faced by new MSP implementations is operating within the business culture. Whether it is understanding the legislative landscape in Japan, privacy in China, traditions in France, immigration in the UAE, supplier loyalties in India, or local norms in Brazil – all MSP stakeholders must understand the unique complexities of country-specific labour regulations. But this won’t happen overnight. Everyone should be prepared for the time and effort that will be necessary to build local support and implement change-management strategies.

3. Challenges emerge when cost objectives are the sole driver of expansion

MSP programmes often expand when procurement functions seek greater cost savings. However, this is not always the reality of MSP expansion. Some countries require pay parity between contingent and permanent workers, which may impact the ability to replicate cost savings. Other markets may not have the headcount that’s required to reach economies of scale. Successful MSP expansions are typically driven by other goals, in addition to cost savings.

4. Global workforce visibility is an increasingly important concern

Companies want more visibility over their global workforce. This may be driven by a desire for risk avoidance and compliance validation. Or it can be a matter of wanting to better understand the available resources. Whatever the reason, complete workforce visibility can only be achieved when there are consistent data collections and reporting systems in place across all geographies, to allow an organisation to fully understand its global presence.

5. Technology alignment is an important consideration

In most expansions, MSP technology will need to be aligned with the existing tools used in that particular market. In mature markets, back-office tools can be complex and wide-ranging, making expansion a complex process. In development markets, similar technology concerns can emerge too, often due to a lack of sophisticated VMS tools. In both cases, it’s essential that organisations appropriately plan and allocate resources for technology alignment efforts.

6. MSP expansion is integrated into strategic workforce planning

Successful MSP expansions are built into broader strategic workforce planning efforts. HR leaders, procurement teams and MSP providers must collaborate to extract the right data and insights from different regions, build forecasting capabilities, and align workforce needs with workforce availability. Everyone must be at the table and involved in strategic planning around MSP expansions.

7. MSP market maturity impacts implementation

Ahead of expansion, it’s important to understand the availability of potential vendors in the region, as well as the availability and structure of existing MSP programmes. After all, MSP models are well established in North America, Europe and Asia-Pacific, but they’re just emerging in Latin America, the Middle East and Africa, and this will impact implementation. Added to this, market maturity can significantly vary within a given region, too. For example, while we have seen the introduction of MSPs in Mexico and Brazil, they’re virtually unheard of in Peru.

8. Change is the only constant

No matter which region is being considered for expansion, organisations should expect the unexpected. Changing regulatory environments, geopolitical forces, immigration and refugee movements, and political and economic shifts can significantly impact the available workforce in a given country or region. Naturally these cannot always be anticipated during MSP planning, but it’s prudent to develop systems that can accommodate the unexpected.

---

Managed Service Programmes must adapt to the unique dynamics of the countries in which they operate. In some cases, this could mean a truly global solution. In others, it could involve a regional implementation operated out of a central location. Or, where the size of the programme and available infrastructure warrant, it may mean local, on-the-ground deployment.

To learn more, download our whitepaper Small World, Big Differences: Regional Perspectives on MSP, or visit our Managed Service Programmes page to learn more about how TAPFIN, ManpowerGroup Solutions can help.

Times are changing. In today’s digital age, new skills are emerging and the struggle to find talent is very real. And every industry is impacted – from manufacturing to mining, transport to trade, employers cannot find the people they need with the right blend of technical skills and human strengths.

So let’s look at the bigger picture. The Office of National Statistics tells us that the UK is seeing the lowest unemployment since 1975, the number of people currently unemployed and seeking a job fell to 1.42 million in the last quarter and net migration dropped 30% after the vote for Brexit.

All of this poses a number of challenges when looking to recruit.

The reality of the talent shortage

Our recent Talent Shortage Survey provides us with a more in-depth look at the growing skills shortages across the UK.

We’ve found that large companies – those with more than 250 employees – are experiencing the most difficulty filling job vacancies. And because these companies employ 40% of the UK’s total workforce you can see what an impact this talent shortage is having on the wider labour market.

The top in-demand skills in the UK begin with Skilled Trades: Electricians, Welders and Mechanics at #1, moving to Drivers at #2 and Healthcare Professionals at #3. Contact Centre and Office Support roles also feature in the Top 10.

Because of the near-record low levels of unemployment, the top driver of talent shortages in the UK is a lack of applicants at 30%. Followed by a lack of experience and a lack of hard skills.

As companies go digital and traditional roles transform, candidates with the technical hard skills and human strengths such as communication, customer service and organisation are now more important than ever before.

Connecting with in-demand candidates

There are number of key strategies to help companies overcome talent shortages in the future.

If you look to use skills that sit outside your organisation but only when you need them, Manpower is ideally placed to assist you. We connect with millions of candidates across the UK, through our extensive digital capabilities and intelligence-led approach. So whether you need to recruit one office administrator down the road, or forty mechanics at the other end of the country – we have the people, processes and technology to provide you with better access to in-demand talent.

Attracting applicants in an exhausted market

Helping companies find talent where and when they need is something Manpower has plenty of experience in. One example is Eishtec, a leading provider of business services outsourcing. When they won a significant contract, they needed to increase their planned recruitment very quickly. With an office based in a low population area, where the majority of people commute 50 miles a day to work in Belfast, recruiting wouldn’t be easy. And that’s where we came in – filling all 220 roles within six months with 100% fulfilment and 0% dropout. Our interview-to-placement ratio was 93%, and we reduced time-to-hire by around 75%. Take a look at their story here.

To learn more about skills shortages and how to overcome them, view our Talent Shortage report in more detail.

With UK unemployment at a record low, employers cannot find the people they need to fill open positions. Talent shortages are more acute than they have been for decades, and half of big businesses in the UK are struggling to find the skills their business needs.

Many organisations are implementing tactical changes in order to alleviate the issue of talent shortages. Some are adjusting the education or experience requirements for their roles; others are offering additional perks and benefits; and a few are looking to offer more flexible ways of working.

While many of these changes are valuable, it’s time for organisations to think more holistically about talent shortages. To win in the future of work, an effective talent strategy should have four parts: build, buy, borrow and bridge. Employers need to build the talent pipeline; buy skills where necessary; borrow from external sources; and help people with adjacent skills bridge from one role to another.

Build: Grow the Talent Pipeline

Employers can map and upskill their workforce like never before, thanks to improved people analytics, psychometric assessments and artificial intelligence’s ability to predict performance. However, learning is a two-way street. It’s essential for individuals to continually upskill and reskill in order to remain employable; and it’s critical for companies to develop the talent their business needs. In the Skills Revolution, driving a culture of learnability will be a critical component in building talent pipelines.

Buy: Recruit from External Market

In a tight labour market, employers must work hard to attract workers with in-demand skills. They need a strong employee value proposition; a clear purpose; and an attractive culture. Without these, low unemployment will drive up wages and attrition, and organisations will pay a premium for workers. It’s important to remember that candidates are consumers too and so, to attract and engage the best and the brightest, HR needs to think like Marketing.

Borrow: Harness Non-Permanent Talent

More often than not, HR departments solely focus on the management permanent employees. This is important, but to fill gaps for short-term projects or quickly find expertise you do not have, it’s important to borrow talent from elsewhere – such as contractors or temporary workers. Our research found that increasing numbers of skilled workers are choosing to work in non-traditional forms of employment. Employers must adapt their workforce strategy if they want to engage the best talent.

Bridge: Help People Move On and Up

Employers anticipate significant churn in the workforce, as digitisation causes new skill requirements to emerge and make others obsolete. In particular, roles that are routine or add less value to customers are under risk of automation. As employers, we have a responsibility to support individuals whose skills are no longer in demand. This means finding alternative pathways for them, so they can build the skills needed to be able to move into new and emerging roles elsewhere in the company. Or, if this is not possible, helping them smoothly transition into new roles beyond the organisation – treating them with respect and dignity at all times.

Importance of Total Talent Management

In order to implement these four strategies, employers must have a single, centralised view of their workforce. Looking across all types of talent, they must understand the skills they currently have in their workforce, how this is likely to change in the years ahead, and how the demand of the organisation will change too. This will enable them to more strategically decide when and how to Build, Buy, Borrow and Bridge talent in their workforce.

This is why it is so many organisations are embracing Total Talent Management. By uniting the entire workforce into a single, comprehensive workforce strategy, organisations can create a truly blended working population – where securing the best talent is prioritised over internal definitions, labels and reporting lines.

With this approach, organisations won’t simply jump straight into external recruitment when there is a new skill requirement or job vacancy. They will be able to make a more informed decision as to whether talent can be built internally, borrowed from an external source, bridged from elsewhere in the organisation or, indeed, bought through external recruitment. This creates improved control, better economies of scale, and a more structured process for forecasting short and long-term talent requirements. Most of all, it means HR will be able to focus on more meaningful talent management issues, rather than day-to-day, siloed recruitment tasks.

Having the right technology platforms in place will make all of this possible, providing simplification and enhanced automation throughout the workforce management process. However this isn’t just about infrastructure, programmes and processes. It’s also about having the right people in place – people who can augment and align your technology solutions, talent sources and analytics platforms, to ensure you can achieve a fully blended approach.

That’s where ManpowerGroup Solutions can help. We’re proud to partner with a number of organisations on their journey towards Total Talent Management – augmenting their approach to talent, and helping them achieve an inclusive approach to how they structure and manage their workforce. Learn more about our Total Talent Management capabilities by visiting Our Solutions. Or, for more information about the UK’s skills shortage, we invite you to take a look at the 2018 Talent Shortage Survey.

In the digital age, technology is transforming how work gets done, creating new roles that require new skills.

Continue reading