Why This Matters
Human capital management is at the core of our business and is how we create value for individuals, organizations and communities. Every year, we connect millions of people to meaningful work across a wide variety of skills and industries, helping to power the success of organizations around the world while providing individuals with opportunities to build skills for the future and achieve their potential. And our Sustainability Plan addresses human capital challenges facing organizations and individuals as they strive to stay relevant amid rapidly evolving skills and organizational demands: preparing young people to enter the workforce, upskilling and reskilling for long-term employability, and fostering diversity and inclusion at work.
Today, organizations are transforming faster than they ever imagined possible, with shifts to remote working and digitization happening practically overnight in response to the COVID-19 crisis. Even before the pandemic, technical and human skills demands were changing faster than organizations could predict: in January 2020, 54% of companies globally said they cannot find the skills they need — almost double what it was a decade ago.1 By March 2020, we were seeing the biggest workforce shift and reallocation of skills since World War II,2 with skills needs shifting from aviation and hospitality to driving, retail, healthcare and information security at an unprecedented scale. And despite soaring levels of unemployment, acute skills shortages — in cyber security, software development and data analysis for example — continue unabated, reinforcing the need for a Skills Revolution,3 now more than ever.
The COVID health crisis, now an economic and social crisis, is disproportionately impacting some communities – especially people of color and other minorities — in infection rates and deaths, furloughs and job losses. Organizations have work to do to address the potential acceleration of this bifurcation as remote working becomes a norm for white-collar workers while essential and blue-collar workers are required to show up and take more risk for less gain. We must all play a role in closing the skills gap and unleashing the potential of all people.
“We believe organizations need to be part of the solution to address the polarization, unrest and racism that is playing out in many of our communities and countries. When our society is broken for some, it is eventually broken for all of us.
We are confident that ManpowerGroup is uniquely positioned and able to help our clients and candidates succeed now and in the longer-term. We will contribute solutions within our field of expertise, which is providing meaningful and sustainable employment for millions of people across the world by matching their aspirations and skills with companies needing to become more agile and competitive.
We are committed to delivering on our values to making workplaces more equitable and more inclusive, and to ensuring organizations, individuals and communities can emerge from this crisis stronger, more skilled, more competitive and more successful than ever before.”
~ Jonas Prising, Chairman & CEO, July 2020
Developing Our People Capabilities for the Skills Revolution
Our success in creating value for individuals and organizations around the world depends on our ability to unleash the potential of our own people. Creating a culture of learnability. Developing our people’s skills and capabilities. Curating upskilling opportunities. Attracting and developing diverse talent. Fostering an inclusive and resilient culture that values the contribution and wellbeing of every person. Building a talented leadership team to drive the transformation of our business. ‘Skilling Up’ is a pillar of our Sustainability Plan and all of this begins at home, across our 28,000-strong talented team in over 75 countries.
LEADERSHIP SUCCESS TO UNLEASH POTENTIAL
We continue to invest in building a talented leadership team to drive the transformation of our business and unleash the talent of our people. During 2019, we enhanced our Executive Leadership Team bringing in strong strategic and operational leadership capabilities. And we refined our Leadership Success Model to ensure we are developing leaders who are not just good operators, but also have the skills and capabilities to unleash potential, identify and nurture high performers, prioritize diversity and inspire the highest integrity.
EMERGING LEADER EXPERIENCE: DEVELOPING OUR NEXT GLOBAL LEADERS
Our Emerging Leader Experience is a rigorous two-year program designed to rapidly develop high potential individuals to become our next global leaders. The program combines workshops and coaching with company executives and tailored coursework from Harvard Business School with individual psychometric assessments, development planning, stretch assignments and high-impact mentoring. Each cohort is geographically diverse and gender balanced – nearly 50% are female — and we track promotion and mobility rates to measure the effectiveness of the program.
EXPOSURE, EXPERIENCE, EDUCATION: DEVELOPING OUR EMPLOYEES
Employability, resilience and success in today’s world of work requires continuous upskilling, reskilling and a collaborative learning culture. Learning (education) includes assessment to identify strengths and opportunities and formal training to develop skills and capabilities. While all our employees have access to on-demand learning, a great deal of their development comes from experience and exposure — activities and projects to apply and continue developing skills (experience), supported by ongoing coaching and guidance from managers, peers and mentors (exposure). In 2019, more than 75% of employees globally received assignments and additional responsibilities that supported their development.
POWERYOU™: NURTURING LEARNABILITY WITH ON-DEMAND LEARNING
We know that people want the opportunity to develop skills on the job – this kind of learning ranks among the top five priorities for workers of all ages, genders and geographies.4 And free training opportunities at work correlate with higher job satisfaction too.
That’s why we continue to invest in PowerYOU, our global skills portal, providing access to thousands of microlearning opportunities on-demand for our 28,000 employees and the millions of associates that work for us throughout the year. Customized ManpowerGroup content combined with our Skillsoft™ library is curated for in-demand skills so our people can develop the capabilities they need to stay relevant today and keep learning for the future.
We designated 2019 the Year of Learning. Guided by dedicated, personalized learning pathways with a focus on digital and soft skills, 78% of our staff worldwide upskilled to develop the digital and human capabilities of benefit to them and our business. And nearly 62,500 of our associates also took advantage of PowerYOU to learn and upgrade their skills too.
During COVID-19 shutdowns, we ensured that furloughed staff and associates could continue to benefit from free access to online training, so they could build their skills and enhance their employability as we emerge from the crisis. Through our relationship with Skillsoft, we also facilitated 60 days of complimentary access for candidates to thousands of online learning experiences
CREATORS OF TALENT AT SCALE: TALENT AGENTS, MYPATH® AND SKILLS ACADEMIES
We are also investing in upskilling our own Recruiters — over 2000 have transformed their role to become Talent Agents, experts in assessment, data and coaching, so they can provide candidates personalized guidance to develop for future roles, creating a pipeline of skilled talent to our clients at a time when skills needs are changing faster than ever. And as remote working became the overnight norm during the COVID-19 pandemic, we swiftly upskilled our Sales teams in remote selling conversion courses to ensure we can continue to serve our clients and provide workforce solutions in this challenging environment. Our global Sales Academies will continue to build these capabilities in our people to benefit our clients and candidates in the future.
Our commitment to helping people adapt for future jobs extends beyond our employees to associates and candidates, and our workforce solutions increasingly position us as a creator of talent at scale, providing tailored learning, development and upskilling opportunities, while advancing the careers of hundreds of thousands of individuals.
In 2019 we rapidly expanded one of our key innovation initiatives, MyPath, to seven countries including two of our major markets, France and the U.S., providing 50,000 people with career advancement and skills development for growth sectors in IT, sales and finance, and increased earning potential through fast-track learning, on the job training and certification. Already driving operational efficiencies and added value, MyPath is delivering faster and higher placement rates, increased re-assignment rates, better skilled, better utilized and more motivated, increasingly loyal associates. As ManpowerGroup advocates, our associates are referring others to our brands and driving significant improvements in our Net Promoter Score for candidates and clients.
Through our ManpowerGroup Academies we are providing opportunities for individuals to develop skills and certifications for in-demand roles in IT, engineering, logistics and digital manufacturing. We now have Manpower and Experis Academies in 10 key markets – including Australia, Belgium, Israel, Italy, Netherlands, Norway, Spain, Sweden, UK, and the U.S. – where we are helping thousands develop the skills our clients increasingly need.
EMPLOYEE ENGAGEMENT: TAKING THE PULSE OF THE ORGANIZATION
Listening to our people is key to supporting an inclusive and resilient culture. Through annual and regular pulse surveys we can understand employee sentiment around various items from the effectiveness of our people and culture strategy, to leadership, ethics and values and development opportunities. For nearly 15 years, the ManpowerGroup Annual People Survey has given every employee around the world the opportunity to voice their opinion and provide critical feedback on what we’re doing well and where we can improve. We analyze results to identify actions we can take to enhance our global strategy, and also ensure that leaders and managers have the tools to develop action plans with their local teams.
More recently in light of COVID-19, we have been able to consult real-time to understand how our people feel about remote working, productivity, returning to and reimagining the workplace, wellbeing and more, and to turn real-time results into clear communications and action plans.
WELLBEING AND RESILIENCY FOR A POST-COVID WORLD
To create a work environment where all individuals are respected and valued and can contribute fully to the organization’s success, we must enable our people with tools and resources to support their wellbeing so they can perform at their best. Ensuring our people have access to health insurance, paid time off and parental leave is just a start. Our wellness initiatives around the world also support physical fitness and financial and emotional health. And even before COVID-19, we have been investing in technology that supports flexible work schedules and remote working for many of our staff.
When we transitioned more than 80% of our staff to remote working over 10 days to flatten the curve of COVID-19 transmission, we provided additional tools, technology and training so our people could stay safe and productive. Flexible and reduced hours and leaves of absence have allowed our people to prioritize personal and family responsibilities. And we’re leveraging our virtual collaboration technology in new ways to support our people, with a Global Wellbeing Resource Center to share best practices and a new TeamsBuddy app fostering connections and friendships between colleagues around the world.
Nurturing a Diverse and Inclusive Workplace
At ManpowerGroup, we believe in human potential and we advocate acceptance, respect and inclusion. We are committed to do all we can to fight racism and to strengthen diversity, equality and inclusion within our company, and in the communities in which we live and operate. We also know, from our vast experience in labor markets across the world, that we must engage and include all available talent and ignite human potential to sustainably grow prosperity around the world. It is the right thing to do, and it is what we must do to prosper.
Our commitment to diversity and inclusion is driven from the top by our CEO, and our leaders are held accountable to nurture workplace cultures where people from all backgrounds feel welcome and valued ‘Integrating & Including’ is a pillar of our Sustainability Plan. We focus on creating a culture of conscious inclusion in our own organization, and with our client and community partners we develop and support programs that upskill underrepresented and underserved populations for meaningful and sustainable work.
GLOBAL COMMITMENT, LOCAL FOCUS
Our business is naturally diverse, with operations in more than 75 countries around the world. We believe our organization, our leadership and our customers should reflect the diversity of those communities.
Globally, we are committed to gender parity as a first, shared diversity and inclusion priority in all our countries. Following gender, our key markets also prioritize a second diversity focus and goals relevant to each local labor market. These focus areas include addressing the representation of ethnic and racial minorities, people with disabilities, refugees and immigrants, generational diversity and socio-economically disadvantaged populations. Progress against diversity goals are reported annually to the Global Diversity Officer and the Board of Directors.
ADVANCING WOMEN INTO LEADERSHIP
Women represent 39% of the world’s total working population and now make up the majority of graduates, yet hold less than one third of managerial and leadership positions.5,6 At ManpowerGroup, 45% of our Board of Directors is female, the highest in our industry. Women make up nearly 65% of our organization, and hold 59% of all management positions and 37% of senior leadership roles globally. We are committed to hiring, retaining, developing and advancing more women into leadership, and are on track to achieve our goal of 40% women in leadership by 2024. In 2018 we launched our Women’s Leadership Summit, bringing together 50 of our senior female leaders globally for coaching, mentoring and networking, and we ensure our ongoing Emerging Leader Experience cohorts are gender balanced.
We are also committed to accelerating the path to pay equity, and conduct a gender pay equity analysis in our largest markets every year. In France, our single largest market, we are in the top 1% of companies on the Gender Pay Equity Index, as well as the clear leaders (by a margin of more than 10%) in our sector.
RESOURCE GROUPS PROMOTE INCLUSION, ACCELERATE CAREERS AND SUPPORT BUSINESS OUTCOMES
Our Business Resource Groups (BRGs) bring together a cross-section of diverse backgrounds to promote multicultural understanding and a stronger sense of community, build partnerships and networks, and develop high-potential talent to accelerate their careers.
The BRGs — for women, LGBTQ, young professionals and multicultural employees — take a leading role in forging strategic partnerships and alliances with professional associations and community organizations, providing learning and development opportunities, sponsoring cultural events, and most recently developing an Inclusion and Support toolkit for colleagues. Well established in the U.S., we are working to expand the BRGs to more markets.
COMMITTED TO BEING ANTI-RACIST: PRO-INCLUSION AND PRO-DIVERSITY IS NOT ENOUGH
We continue to make progress in building a strong pipeline of diverse leaders and providing opportunities to diverse candidates. We are consistently recognized as a best place to work for women, LGBTQ equality and disability inclusion and our employees rate us highly on Diversity & Inclusion in our Annual People Survey. We are proud of what we have accomplished, but know that we still have a long way to go to make our communities and workplaces more equitable and inclusive. As employers we should all be asking ourselves, what more can we do to make sure meaningful jobs, competitive wages, equitable promotions and wider opportunities are available to all?
In the U.S. we have set bold targets to increase the representation of People of Color in both our total workforce and in leadership roles, and our commitment starts in the community where we are headquartered: Milwaukee, Wisconsin. Compared to peer regions across the country, Milwaukee shows a significant gap in economic prosperity measures for African American and Latinx communities, as well as disparity in workforce representation. In 2019-20, as Chair of the Metropolitan Milwaukee Association of Commerce (MMAC), our CEO leads the commitment of 64 local businesses — including Fortune 1000 companies Harley-Davidson, Northwestern Mutual, Quad/Graphics, Rexnord and Rockwell Automation — in pledging to make Milwaukee a Region of Choice for Diverse Talent, with the goal that by 2025, we can increase diverse management by 25% and diverse employment by 15%. The disproportionate impact of COVID-19 on our Black, Brown and Latinx communities means it is more important than ever to accelerate progress to this goal.
We say to every employee, especially Black and Brown, that we are with you, we support you and we hear your pain and anger. To accelerate our active listening inside our organization, leaders together with our Multicultural Employee Resource Group for Excellence launched a series of Courageous Conversations with colleagues across the U.S. on the role we can play in making positive change, starting with Minneapolis and Milwaukee. Collective action is how we will make progress fastest.
VOLUNTEERING SUPPORTS EMPLOYEE AND COMMUNITY RESILIENCE
We’ve always encouraged our people to take time out from work to volunteer in the community, to develop their skills and increase their adaptability while creating deeper connections both within and outside the organization. Our volunteer initiatives align with the three pillars of our Sustainability Plan and focus on preparing young people to enter the workforce, upskilling and reskilling for long-term employability, and fostering diversity and inclusion at work. Through global and national partnerships with organizations like Junior Achievement and United Way, local community investment initiatives, and service on local boards and committees, our people are supporting our communities every day. With COVID-19 lockdowns, we’ve taken many of our signature volunteer initiatives virtual, and will continue to adapt to as we emerge.
Creating Social Impact Through Upskilling
We believe meaningful, sustainable employment has the power to change the world. That’s why we partner with hundreds of public and private organizations around the world to develop programs that provide access to employment for as many people as possible. Our programs are designed to develop the in-demand skills and talent that organizations need to fuel their growth, while addressing diversity and inclusion challenges in our local markets and helping individuals overcome barriers to employment. This is how we deliver on our purpose in the 75+ markets where we operate, and some examples are illustrated here. See more at Work to Change the World.
|HUMAN CAPITAL PERFORMANCE INDICATORS|
|CULTURE & CAPABILITIES||2017||2018||2019|
|Employee Engagement Index score1||60%||59%||62%|
|Collaborative Country Index score1||82%||82%||84%|
|Fast & Agile Index score1||76%||75%||76%|
|Performance-based Culture Index score1||79%||80%||81%|
|Trusted & Ethical Culture Index score1||79%||79%||80%|
|Diverse & Inclusive Culture Index score1||—||84%||85%|
|Development & Career Index score1||73%||74%||75%|
|Investment in employee development (million $USD)2||$15||$17||$15|
|Average hours in formal training (per person)2||22||22||18|
|Courses taken on PowerYOU||72,000||170,000||232,000|
|Employees participating in formal skills training2||74%||82%||96%|
|Employees developing through experience and exposure3||74%||75%||77%|
|Management and leadership roles filled by internal promotion2||55%||52%||48%|
|Total turnover – at all levels2, 4||24%||27%||25%|
|Voluntary turnover – at all levels2, 4||16%||19%||17%|
|Total turnover – management level and above2||16%||17%||16%|
|Voluntary turnover – management level and above2||10%||10%||10%|
|Global Workforce Demographics|
|Asia Pacific & Middle East||13%|
|BY AGE GROUP|
|Field & Functional Management||16%|
|Global & U.S. Diversity|
|WOMEN (GLOBAL)||PEOPLE OF COLOR (U.S.)|
|Board of Directors||42%||45%||45%||18%||18%||18%|
|All management roles||57%||56%||59%||15%||15%||15%|
|Global & U.S. Diversity|
|Board of Directors||42%||45%||45%|
|All management roles||57%||56%||59%|
|PEOPLE OF COLOR (U.S.)|
|Board of Directors||18%||18%||18%|
|All management roles||15%||15%||15%|
NOTE ON PERFORMANCE DATA