Manpower | Research Center

Economists, journalists, university researchers and think tanks are among the thousands of thought leaders who closely follow Manpower research products, utilizing our data to help them assess and forecast the health and direction of the world’s labor markets. They look to Manpower and our family of companies to provide information for today and insight on tomorrow. Please visit this page often to view our most current offerings.

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Aug 2010	Strategic Migration - A Short-Term Solution to the Skilled Trades Shortage Download PDF - 182.8 KB
	The skilled trades are vital to business infrastructure, yet around the globe, employers rank them as the most difficult positions to fill. Manpower's new World of Work Insight paper examines the underlying causes of this particular talent shortage and offers both short- and long-term solutions to the problem.
3Q2010	Manpower Employment Outlook Survey Download PDF - 1.4 MB » View all languages
	This forward-looking survey asked employers in 36 countries and territories about their hiring activities the 3rd Quarter 2010. One of the most trusted indices for employment.
May 2010	2010 Talent Shortage Survey Download PDF - 6.9 MB
	This Manpower research survey asked 35,000 employers across 36 countries and territories to determine the extent to which talent shortages are impacting today's labor markets. The survey results revealed that 31 percent of employers are having difficulty filling positions due to the lack of suitable talent available in their markets.
May 2010	Teachable Fit: A New Approach to Easing the Talent Mismatch Download PDF - 2.9 MB
	Despite high unemployment, employers worldwide report difficulty filling key positions. This talent mismatch will only intensify as the economy recovers and demand increases. Organizations need to develop their talent strategies now and recalibrate their mindsets, as these shortages cannot be addressed one hire at a time. Refining job descriptions and candidate evaluations to find people with a "teachable fit" and a commitment to reskilling and upskilling employees, new hires and even candidates will become a key step in building a talent strategy that not only keeps up with business strategy, but accelerates it.
Apr 2010	Optimizing the Talent Pool (U.S.) Download PDF - 303.6 KB
	Boom or bust, the strategic fundamentals of the overall talent pool change slowly -- and that means the challenges of hiring in a "buyer's market" are every bit as great today as they are during stronger economic times. By leveraging the existing talent pool, nurturing global networks and investing in diversity, organizations can effectively mine new talent sources and be well-positioned for market success. "Optimizing the Talent Pool" shares best practices for driving a successful talent acquisition strategy in any economic climate.
2Q2010	Manpower Employment Outlook Survey Download PDF - 1.2 MB » View all languages
	Research report: This forward-looking survey examines the hiring activities for 2Q2010 across 36 countries and territories. One of the most trusted indices for employment.
Jan 2010	World of Work Trends Download PDF - 6.3 MB
	Following a detailed analysis of the world's shifting trends and dynamics, Manpower Inc. has identified the following megatrends as critical to navigating the changing world of work.
Jan 2010	Employer Perspectives on Social Networking Survey Download PDF - 593.7 KB
	This Manpower research report draws on responses from more than 34,000 employers in 35 countries and territories to gauge the pervasiveness and effectiveness of company social networking policies. Social media is a powerful tool, yet our findings suggest that organizations are only just beginning to tap into its potential.
Jan 2010	Social Networks vs. Management? Harness the Power of Social Media Download PDF - English - 851.7 KB Download PDF - Spanish - 2.7 MB
	Companies have long played catch-up in understanding how to harness new technologies without over-managing them. Social media is no exception. This eight-page Fresh Perspectives paper explores how organizations should leverage the connective power of social networking to enhance productivity, innovation, collaboration, reputation and employee engagement, among other issues. Leaders' efforts should not focus on controlling employees' social networking behavior. Instead, they should work to channel its use in directions that benefit organizations and their employees alike.

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