2015 Talent Shortage Survey

2015
TALENT
SHORTAGE
SURVEY
FOREWORD
By Jonas Prising, ManpowerGroup CEO
It’s ten years since ManpowerGroup conducted
our first Talent Shortage Survey, and a great deal
has changed. The world has experienced a global
recession, an uneven recovery, and demographic,
technological and economic shifts that have
transformed the employment landscape.
We have seen the emergence of the
Human Age, where talent is the new
differentiator. Through all of this uncertainty,
the one constant is that talent shortages continue
unabated. From speaking to CEOs and business
leaders across the 80 countries and territories in which we operate, I know talent shortages
are something companies struggle with all over the world.
The working population is declining, forcing employers to select from shrinking talent pools.
Technology is evolving faster than ever, changing the skills needed for jobs and shortening
the life cycle of those skills. We are also seeing a bifurcation of the workforce — those with
in-demand skills versus those with high-supply skills. Yet, too little has changed in
these ten years.
The first step to addressing talent shortages is to make sure talent strategy is
aligned with business strategy. The same old recruitment and workforce practices
won’t yield different results, so it is time to harness new people practices, and explore
Employers need to foster a learning culture within
untapped talent pools.
their organizations and encourage employees to own their careers.
They need to promote their employee value proposition to position the company as a
talent destination.
Businesses can no longer count on maintaining a sustainable competitive advantage

over decades, but must be prepared to identify and achieve more transient competitive
advantages. The ability to drive the speed and agility needed to succeed hinges on attracting,
recruiting and managing talent, and organizing the workforce in ways that support the
business strategy.
Here at ManpowerGroup, we’re proud to work with clients around the globe to develop,
source and retain the best talent for them through our strong and connected brands.
2 2015 TALENT SHORTAGE SURVEY

OVERVIEW
ManpowerGroup surveyed more than 41,700 hiring managers in 42 countries to identify the
proportion of employers having difficulty filling positions, which jobs are difficult to fill, and why.
Employers were also asked about the impact talent shortages have on their organizations and
what steps they are taking to address them.
41,700 EMPLOYERS WERE ASKED:
How much difficulty are you having filling jobs due to lack of available talent?
Compared to last year at this time, how much difficulty are you having filling jobs?
What is the one job you are typically having the most difficulty filling?
What level of impact does this talent shortage have on your ability to meet client needs?
How are talent shortages/skills gaps impacting your organization?
Why are you having difficulty filling this specific job?
What strategies are you pursuing to overcome these difficulties?
BEYOND THE AVERAGES

The number of global employers reporting talent shortages in 2015 peaks at a seven-year high of 38%.
Beyond the averages, 83% and 68% of employers in Japan and Peru respectively are struggling to fill
jobs, compared to only 11% of Irish employers. The number of employers reporting talent shortages
climbs most sharply in Singapore (to 40%), South Africa (31%), Romania (61%) and Greece (59%). In
contrast, the number of Argentinian employers falls most significantly to 37%.
THE TALENT THAT’S HARD TO FIND

Skilled Trades positions are the jobs employers globally have the greatest difficulty filling for the fourth
consecutive year, with Sales Representatives rising to second place. Last year’s second and third-placed
jobs, Engineers and Technicians, slip back to third and fourth respectively. The biggest climber in the
global top 10 this year is Drivers, moving from 10th to fifth position.
BUSINESS IMPACT
The proportion of employers who say talent shortages impact their ability to serve client needs remains
at the same level as 2014 (54%) reinforcing that not enough is changing to address talent shortages
globally. More than one in five global employers is still not pursuing strategies to tackle talent shortages.
This report includes global, regional and country level data. For more details on talent shortages
around the world, including an interactive data explorer tool, infographic, insight and blogs, visit
manpowergroup.com/talentshortage
EXECUTIVE OVERVIEW 3
60%
HIGHLIGHTS FROM THE 2015 TALENT SHORTAGE SURVEY

45% 40% 41%
36% 38%
Globally, 38% OF EMPLOYERS 34% 34% 35%
60% 31%
are having DIFFICULTY 30% 31%
30% FILLING JOBS in 2015
45% 40% 41%

36% 38%
15% 34% 34% 35%
31% 31% • A two percent
30% increase since 2014
30%
• Highest percentage
0% since 2007
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
15%
HARDEST JOBS TO FILL

0% For the fourth consecutive year, SKILLED
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
TRADES vacancies are the hardest jobs to
fill globally. SALES REPRESENTATIVES are
in second place, followed by ENGINEERS,
COUNTRIES EXPERIENCING MOST TECHNICIANS AND DRIVERS.
DIFFICULTY FILLING JOBS IN 2015
Skilled Trade Workers (especially
JAPAN, PERU AND BRAZIL were also three of the top 1 chefs/bakers/butchers, mechanics and
five countries where employers reported difficulty filling electricians)
jobs in 2014.
2 Sales Representative
Japan Peru Hong Kong Brazil Romania
Engineers (especially mechanical,
3 electrical and civil engineers)
4 Technicians
83% 68% 65% 61% 61%
Drivers (especially truck/lorry/heavy
5 goods drivers, delivery/courier drivers,
heavy equipment/construction drivers)
COUNTRIES EXPERIENCING LEAST
DIFFICULTY FILLING JOBS IN 2015 6 Management/Executives
Czech Rep Netherlands Spain UK Ireland Accounting & Finance Staff

7 (especially book keepers, certified
accountants and financial analysts)
8 Office Support Staff

18% 14% 14% 14% 11%
IT Staff (especially developers and
9 programmers, database administrators,
and IT leaders and managers)
10 Production/Machine Operations

TOP 5 KEY
REASONS
FOR
35% 34% 22% 17% 13%
DIFFICULTY
FILLING Lack of available Lack of technical Lack of Lack of workplace Looking for
applicants/ competencies experience competencies more pay
JOBS no applicants (hard skills) (soft skills) than is offered
Only 1 in 20 is looking
EMPLOYERS ARE NOT DOING ENOUGH TO ADDRESS to enhance benefits or
TALENT SHORTAGES increase starting salaries
5% are redefining qualifying

More than 1 in 5 Only 1 in 10 criteria to include individuals who
present a “teachable fit”
employers is not pursuing is adopting recruitment
any strategies to address strategies to utilize
talent shortages untapped talent pools Only 1 in 5 is providing
additional training and development
to existing staff
WHAT EMPLOYERS CAN DO
Design new people

practices – the same
old recruitment practices Adopt an agile
won’t yield different mindset – explore
results (e.g. redefine untapped pools to
qualifying criteria) source new talent
(e.g. candidates
from further afield,
youth, older
workers, women,
military veterans)
Foster a learning culture

and encourage employees
Promote your
to own their careers
SOLUTIONS
unique employee
value proposition
to become a
talent destination
EXECUTIVE OVERVIEW 5
GLOBAL
HOW MUCH DIFFICULTY DO EMPLOYERS HAVE FILLING JOBS DUE TO LACK OF
AVAILABLE TALENT?
Talent Shortages are on the rise globally. The problem is most severe in Japan, Peru
and Hong Kong
Worldwide, the percentage of employers who are experiencing difficulties filling job vacancies
continues to rise in 2015. When compared with 2014, the proportion increases from 36% to 38%.
This is the highest figure reported since before the global economic recession started in 2008: in
2007, 41% of employers were facing a talent shortage, falling to a low of 30% in 2009 (Figure 1).
GLOBAL: % HAVING DIFFICULTY FILLING JOBS

60%
45% 40% 41%

36% 38%
34% 34% 35%
31% 30% 31%
30%
15%
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
FIGURE 1
Hiring managers report the most severe talent shortage in Japan (83%), as has been the case since
2010. Around two in three employers report difficulty filling jobs in both Peru (68%) and Hong Kong
(65%), while talent shortages are an issue for 61% of employers in both Brazil and Romania.
A greater percentage of employers report talent shortages in 29 of the 42 countries and territories
this year, when compared with 2014. The most notable increases are evident in Singapore (40%),
South Africa (31%) and Romania (61%), where the proportions facing recruitment difficulties due
to talent shortages climb by 30, 23 and 21 percentage points from 2014, respectively. Elsewhere,
the proportion reporting talent shortages decreases in 12 countries, six of which are located in the
Americas. The most notable declines of 26 and 12 percentage points are reported in Argentina
(37%) and Panama (46%), respectively, while decreases of 11 percentage points are reported by
employers in both Finland (22%) and Turkey (52%).

Nine of the 10 countries with the least severe talent shortage issues are located in Europe, the
Middle East and Africa region (EMEA). As in 2014, the lowest level of difficulty filling jobs is reported
in Ireland (11%), although this figure increases by 9 percentage points year-over-year. Elsewhere,
talent shortages are an issue for just 14% in three countries – the Netherlands, Spain and the U.K.
(Figure 2).
GLOBAL: % HAVING DIFFICULTY FILLING JOBS

83%
68%
65%
61%
61%
59%
58%
57%
54%
52%
51%
50%
47%
47%
46%
46%
46%
44%
42%
41%
41%
40%
39%
39%
39%
38%
37%
32%
32%
31%
30%
29%
28%
28%
27%
24%
24%
22%
18%
14%
14%
14%
11%
Japan
Peru
Hong Kong
Brazil
Romania
Greece
India
Taiwan
Mexico
Turkey
New Zealand
Bulgaria
Colombia
Hungary
Costa Rica
Panama
Germany
Guatemala
Australia
Poland
Switzerland
Singapore
Austria
Israel
Sweden
Global Average
Argentina
Canada
USA
South Africa
Norway
France
Italy
Slovakia
Slovenia
Belgium
China
Finland
Czech Republic
Netherlands
Spain
UK
Ireland
FIGURE 2
GLOBAL 7
WHAT IS THE ONE JOB EMPLOYERS HAVE MOST DIFFICULTY FILLING?
Globally, the hardest-to-fill jobs continue to be in skilled trades roles, followed this year by
sales representatives
Across all 42 countries and territories as a whole, employers report that skilled trades vacancies are
the hardest to fill, as was the case in each of the previous three years. However, the second hardest
job to fill has changed from 2014, with the sales representative role rising up the list from fourth,
meaning that the engineer category slips from second to third and the technician category from third
to fourth this year.
Employers report considerably more difficulty recruiting drivers in 2015, with the category climbing
the rankings from 10th to fifth, while the production/machine operator category is new to the top 10
this year, climbing from 12th to 10th. Moving in the other direction, the sales manager category slips
out of the top 10 this year (Figure 3, Figure 4).
GLOBAL: TOP JOBS EMPLOYERS ARE HAVING DIFFICULTY FILLING 2006-2015
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Sales
1
Representatives
Engineers 2
Technicians 3
Skilled Trades *
4
Workers
* 5th most difficult job to fill in 2006
FIGURE 3
GLOBAL: TOP 10 JOBS EMPLOYERS ARE HAVING DIFFICULTY FILLING
1 | Skilled Trade Workers

2 | Sales Representatives
3 | Engineers
4 | Technicians
5 | Drivers
6 | Management/Executives
7 | Accounting & Finance Staff
8 | Secretaries, PAs, Administrative Assistants & Office Support Staff
9 | IT Staff
10 | Production/Machine Operators
FIGURE 4

LEVEL OF DIFFICULTY FILLING GLOBAL: LEVEL OF DIFFICULTY
JOBS COMPARED WITH 2014 FILLING JOBS COMPARED WITH 2014
The level of difficulty faced by
employers dealing with talent Having More Difficulty
shortages has eased when Filling Jobs
compared with 2014
Don’t Know 7%
While the proportion of employers 11%
who face difficulties with recruiting
due to talent shortage is increasing
over time, the survey suggests that
employers are not experiencing 19%
Having Less 63%
an increase in the level of difficulty. Difficulty
While 7% of employers globally
Having Similar
report greater difficulty filling jobs Difficulty
than in 2014, 19% say they face less
difficulty, while 63% believe the level
of difficulty is unchanged (Figure 5).
FIGURE 5
LEVEL OF IMPACT OF TALENT SHORTAGE ON ABILITY TO MEET CLIENT NEEDS

Most employers who do have a talent shortage say there is an impact on client-
facing relationships
As in 2014, more than half of those employers who are facing a talent shortage say it is having a
high (20%) or medium (34%) impact on their ability to meet client needs. Only around one in five
(21%) feel that talent shortages are not having any impact on client-facing activity (Figure 6).
GLOBAL: IMPACT ON ABILITY TO SERVE CLIENTS
20% 2015
High Impact 20% 2014
34%
Medium Impact 34%
24%
Low Impact 26%
21%
No Impact 18%
1%
Don't Know 2%
0% 10% 20% 30% 40% 50%
FIGURE 6
GLOBAL 9
HOW TALENT SHORTAGES ARE MOST LIKELY TO IMPACT THE ORGANIZATION
Employers expect reduced competitiveness and more limited ability to serve clients if they can’t
hire all the talent they need
Among employers who feel that talent shortages are impacting their ability to meet client needs,
the most likely consequences are expected to be a reduction in ability to serve clients (42%) and
reduced competitiveness/productivity (42%). In addition, 30% expect an increase in employee
turnover and 26% anticipate lower employee engagement and morale. One in four (25%) expects
reduced innovation and creativity in their organization and the same proportion say talent shortages
can lead to higher compensation costs (Figure 7).
GLOBAL: IMPACT ON THE ORGANIZATION
Reduced Ability 42%

To Serve Clients 41%
Reduced Competitiveness/ 42%
Productivity 40%
30%
Increased Employee Turnover
27%
Lower Employee 26%
Engagement/Morale 24%
25%
Reduced Innovation and Creativity
24%
25%
2015
Higher Compensation Costs 2014
22%
10%
Don’t Know
6%
0% 10% 20% 30% 40% 50%
FIGURE 7
WHY EMPLOYERS ARE HAVING DIFFICULTY FILLING JOBS

Talent shortages worldwide continue to be driven by a lack of available applicants and a lack of
technical competencies among those who are available
A lack of available applicants is the most common reason employers give to explain why they face
difficulty filling jobs in 2015. More than one in three (35%) say this is an issue, up from 31% in 2014.
The lack of candidates with the required technical competencies has a similar impact in terms
of driving talent shortage, with 34% saying this is a reason why they can’t fill jobs. The technical
competencies employers are seeking include candidates who have industry-specific professional
qualifications (16%) and those with industry-specific skilled trades certifications (13%).
More than one in five hiring managers (22%) say that lack of experience is behind talent shortages
and 17% report a lack of workplace competencies. The most frequent soft skills deficits are lack of
professionalism (6%) and lack of enthusiasm, motivation and a learning mindset (6%).

A further barrier for 13% of employers is candidates with salary expectations that exceed what
is offered. In addition, 5% say that candidates don’t want to work in the location where there are
vacancies and 5% are struggling to fill jobs because the company, business sector or occupation
has a poor image (Figure 8).
GLOBAL: REASONS FOR DIFFICULTY FILLING JOBS
Lack of available 35%

2015
applicants/no applicants 31%
2014
Lack of technical 34%
competencies (hard skills) 35%
22%
Lack of experience
25%
Lack of workplace 17%

competencies (soft skills) 19%
Looking for more 13%

pay than is offered 13%
Undesirable geographic 5%
destination 5%
Poor image of company/ 5%

business sector/occupation 4%
Lack of applicants willing to work 4%
in part-time/contingent roles
3%
Reluctance to change jobs in 3%

current economic climate 2%
2%
Reluctance to relocate
2%
1%
Overqualified applicants
1%
0% 20% 40% 60% 80% 100%
FIGURE 8
WHAT STRATEGIES EMPLOYERS ARE PURSUING TO OVERCOME TALENT SHORTAGES

Developing the capabilities of existing staff, seeking out new recruitment channels and tapping
into different labor pools are the most widely-used strategies for addressing talent shortages at
the global level in 2015
In order to address talent shortages, hiring managers at the global level are most likely to be
adopting new people practices (39%), although this proportion is down from 47% in 2014. More
than one in five (22%) employers seeks to explore new talent sources in order to tackle the
difficulties they face filling jobs, while 18% are implementing alternative work models (down from
23% last year) (Figure 9).
GLOBAL 11
GLOBAL: STRATEGIES EMPLOYERS USE TO OVERCOME TALENT SHORTAGES
39%
People practices
47%
22%
Talent sources
25%
18%
Work models
23%
2015
Not pursuing 21% 2014
strategies
at present 22%
0% 10% 20% 30% 40% 50%
FIGURE 9
One in five employers (20%) at the global level are revising their people practices to provide more
training and development for existing staff. Most commonly, this takes the form of training to develop
new skills (13%) and training to enhance existing skills (12%). There is also a trend for utilizing non-
traditional recruiting practices, both internally and externally to the organization, selected by 18% in
2015, compared to 13% in 2014 and 10% in 2013. Some employers are offering enhanced benefits
(5%) and/or higher starting salaries (5%), while 5% are seeking to redefine qualifying criteria to include
individuals who lack some required skills or qualifications but have the potential to acquire them.
With regard to seeking out new talent sources, 10% of employers are seeking to explore previously
untapped talent pools, particularly candidates from outside their immediate region (3%) and young
people (3%). Meanwhile, 8% of employers are appointing candidates who don’t have the relevant
skills at present but do have potential to learn and grow.
Employers who report implementing alternative work models to address talent shortages are most
likely to be increasing focus on improving their talent pipeline (7%), although the proportion taking
this approach is down from 10% in 2014 and 13% in 2013. One in 20 (5%) are redesigning existing
work procedures, for example by sharing work assignments between different employees.

AMERICAS
The 2015 Talent Shortage Survey includes responses
from nearly 14,000 hiring managers in Argentina, Brazil,
Canada, Colombia, Costa Rica, Guatemala, Mexico,
Panama, Peru and the United States.
HOW MUCH DIFFICULTY ARE EMPLOYERS IN THE AMERICAS HAVING FILLING JOBS DUE
TO LACK OF AVAILABLE TALENT?
The level of concern over talent shortages falls back from the high point reached in 2014, but
continues to be well above the trend set from 2008-13
Lack of talent in the labor market continues to be an issue for more than two in five Americas
employers in 2015, with 42% reporting difficulties filling jobs. While this figure reflects a dip of 6
percentage points on 2014, the proportion saying they face a talent shortage is the second highest for
the region since 2007 (Figure 10). Across the region, employers report greatest concern about talent
shortages in Peru (68%) and Brazil (61%), and more than half of the Mexican employers (54%) in the
survey also report difficulties filling jobs. The problem is least apparent in the U.S. and Canada, although a
third (32%) in both countries do say they are encountering this kind of recruitment issue.
AMERICAS: % HAVING DIFFICULTY FILLING JOBS
80% Americas
70%
Global
62%
60%
48%
41% 41% 42%
40% 37% 39%
40%
36% 34%
31%
36% 38%
34% 34% 35%
30% 31%
28%
20%
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
FIGURE 10
AMERICAS 13
When compared with 2014, the number of employers facing difficulties has fallen back in six of the
10 countries in the region. The most striking decline of 26 percentage points is reported in Argentina
(37%), while the figure for Panama (46%) slips by 12 percentage points. Meanwhile, talent shortages
have become more of an issue in four countries, particularly Mexico (54%) and Colombia (47%),
where the percentage of employers reporting a lack of talent increases by 10 percentage points.

Skilled trades vacancies have overtaken technician roles as the hardest-to-fill for
Americas employers
For the first time since the survey started in 2006, Americas employers report the greatest difficulty
filling skilled trades roles. The category was placed second in 2014 and fourth in 2013. Prior to the
current survey, the technician category was placed first in six of the previous seven years, but is now
in second spot. The third hardest-to-fill job roles are for sales representatives, up from sixth place in
2014, while fourth place is taken by the secretaries, PAs, administrative assistant and office support
category, which was ranked seventh in 2014.
Reflecting the global trend, driver vacancies have moved up the rankings this year, placed fifth in the
Americas compared with 11th in 2014. Meanwhile, the sales managers category drops out of the
top 10 in 2015 (Figure 11).
AMERICAS: TOP 10 JOBS EMPLOYERS ARE HAVING DIFFICULTY FILLING
1 | SKILLED TRADES WORKERS

2 | TECHNICIANS
3 | SALES REPRESENTATIVES
4 | SECRETARIES, PA’S, ADMINISTRATIVE ASSISTANTS & OFFICE SUPPORT STAFF
5 | DRIVERS
6 | ENGINEERS
7 | MANAGEMENT/EXECUTIVES
8 | PRODUCTION/MACHINE OPERATORS
9 | ACCOUNTING & FINANCE STAFF
10 | LABORERS
FIGURE 11

LEVEL OF DIFFICULTY FILLING JOBS COMPARED WITH 2014
The difficulty of finding recruits for hard-to-fill roles is easing for many Americas employers
Americas employers are considerably more likely to say the level of difficulty they are coping with has
eased (31%) in the past year, rather than worsened (7%). The majority (56%) report no change in the
level of difficulty they are experiencing. Hiring is most likely to be seen as more difficult this year in
Brazil (11%) and Peru (10%), while the greatest numbers saying that hiring is becoming easier are in
Panama (46%) and Argentina (42%).

A majority of Americas employers think talent shortages have a medium or high impact on their
ability to deliver client needs
Talent shortages are felt to have a high impact on client relationships by one in five (20%) Americas
employers, while a further 32% report a medium impact. A similar proportion (32%) say talent
shortages have a low impact on their ability to meet client needs. Fewer than one in six employers
(15%) think that talent shortages have no impact, although this proportion is up from 10% in 2014
(Figure 12).
AMERICAS: IMPACT ON ABILITY TO SERVE CLIENTS
20%
High Impact 22% 2015
2014
32%
Medium Impact
33%
32%
Low Impact 34%
15%
No Impact
10%
1%
Don't Know 1%
0% 10% 20% 30% 40% 50%
FIGURE 12
The perception that talent shortages have a high impact on ability to meet client needs is strongest
in Brazil (32%) and Colombia (29%). Meanwhile, U.S. employers are more likely than elsewhere to
report no impact on client-facing activity (22%).
AMERICAS 15
For Americas employers, the greatest organizational impact of talent shortages is expected
to be impaired ability to serve clients
Almost two in five (39%) Americas employers who expect talent shortages to have an impact
on their organization anticipate a reduced ability to serve clients, while 37% say talent shortages
can have a negative impact on productivity and competitiveness. Three in 10 (30%) believe talent
shortages lead to increased employee turnover, with 25% expecting to pay higher compensation
costs (Figure 13).
AMERICAS: IMPACT ON THE ORGANIZATION
39%
Reduced Ability To Serve Clients
34%
Productivity 33%
30%
Increased Employee Turnover
27%
25%
Higher Compensation Costs
24%
Lower Employee 23%
Engagement/ Morale 24%
2015
18%
Reduced Innovation and Creativity 2014
19%
10%
Don’t Know
4%
0% 10% 20% 30% 40% 50%
FIGURE 13

Lack of available applicants is the dominant reason for the talent shortage in the Americas in 2015
One key factor stands out as the main reason Americas employers are facing difficulties filling jobs
in 2015 – a lack of available applicants. The proportion identifying this as an issue has jumped from
25% in 2014 to 34% this year. Meanwhile, the percentage of Americas employers who encounter
a lack of hard skills in their candidates has declined to 24% in 2015, down from 34% last year. The
proportion identifying the lack of candidates with professional qualifications of relevance to their
industry declines from 17% to 12% this year, but this remains the most common hard skill deficit in
the eyes of employers.
In 2014, lack of experience was the second most important reason underlying the talent shortage
in the region. However, the proportion indicating that this is an issue in 2015 stands at 22%, down
from 29% last year.

Two further reasons are important for more than one in 10 hiring managers. Candidates who are
seeking more pay than is offered pose a problem for 12% of employers in the region, while 11%
identify lack of workplace competencies as an issue. A lack of professionalism (5%) is seen as the
most common workplace competency deficit (Figure 14).
AMERICAS: REASONS FOR DIFFICULTY FILLING JOBS


22%
Lack of experience 2015
29%
2014

in part-time contingent roles 4%
destination 4%
2%
1%
1%
2%

0% 20% 40% 60% 80% 100%
FIGURE 14

Americas employers are most likely to address talent shortages by offering additional training to
existing staff and by seeking to explore non-traditional recruiting approaches
More than four in 10 (42%) Americas employers are adopting people practices to address the
difficulties they face sourcing candidates with the skills they need, although the proportion taking this
approach declines from 53% in 2014. Employers are seeking to explore new talent sources in 16%
of cases while 11% are seeking to implement alternative work models. Meanwhile, 18% say they are
not adopting any particular strategy to deal with talent shortages. (Figure 15)
AMERICAS 17
AMERICAS: STRATEGIES EMPLOYERS USE TO OVERCOME TALENT SHORTAGES
42%
People Practices
53%
16%
Talent Sources
20%
11%
Work Models
20%
2015
Not Pursing 2014
18%
Strategies at
Present 21%
0% 10% 20% 30% 40% 50% 60%
FIGURE 15
In terms of people practices, employers are most likely to be offering further training and
development opportunities to existing employees (22%), even though this is down from 33% in
2014. The most widely-used approach is to develop new skills (14%) followed by enhancing existing
skills (12%). Meanwhile, almost one in five (19%) are seeking to utilize non-traditional recruiting
practices to address the talent shortage, and this approach is becoming increasingly popular, up
from 9% in 2014 and 7% in 2013. Some employers are offering enhanced benefits (6%) and/or
increased starting salaries (5%) in an effort to attract talent (Figure 16).
AMERICAS: PEOPLE PRACTICES
Providing additional training and 22%

development to existing staff 33%
Utilizing non-traditional – or previously untried - recruiting 19%
practices, both internally or externally, in response
to the growing challenge of workforce strategy 9%
6%
Enhancing benefits
7%
5%
Increasing starting salaries
7%
Redefining qualifying criteria to include individuals who 4%
lack some required skills/formal qualifications,
but have the potential to acquire them 5%
Providing clear career development opportunities 4% 2015
to applicants during recruitment 5% 2014
Creating an interim role for talented individuals with in-demand 1%
skills (especially for executive or very senior role) 2%
0% 10% 20% 30% 40% 50%
FIGURE 16

Those Americas employers who are exploring new talent sources typically do so by recruiting from
more untapped talent pools (6%), such as candidates from outside the local region (3%) and young
people (2%). In addition, 6% are partnering with educational institutions to create curriculum aligned
to particular talent needs (Figure 17).
AMERICAS: TALENT SOURCES
Adapting Talent Sourcing to Recruit 6%

More Untapped Talent Pools: 9%
2015
3%
...Candidates Outside My Local Region
3%
2014
2%
...Youth
3%
1%
...Candidates Outside My Country
2%
1%
...Older Workers
2%
...Women 0%
2%
...Ex-Military Personnel/Military Veterans 0%

2%
Partnering With Educational Institutions to 6%
Create Curriculum Aligned to My Talent Needs 8%
Appointing People Who Don’t Have the Skills 4%
Currently, But Do Have Potential to Learn and Grow 5%
Considering New Offices or Building Out 1%
Existing Facilities in Areas Where the Talent Is 1%
0% 10% 20% 30% 40% 50%
FIGURE 17
The most frequently used alternative work model approach to addressing talent shortages continues
to be increasing the focus on the talent pipeline, but just 4% currently adopt this approach,
compared to 8% in 2014 and 16% in 2013 (Figure 18).
AMERICAS: WORK MODELS
Increasing the Focus on Improving Our Talent 4%

Pipeline (Identifying High Potentials, Building 2015
a Succession Management Approach, etc.) 8%
2014
Redesigning Current Work Procedures (Such As 2%
Sharing Work Assignments Between Different
Employees, Departments or Bureaus) 5%
2%
Offering More Flexible Work Arrangements
4%
2%
Integrating Contingent Workers Into the Process
3%
2%
Providing Virtual Work Options to Candidates
3%
0% 10% 20% 30% 40% 50%
FIGURE 18
AMERICAS 19
ASIA PACIFIC
from over 7,700 hiring managers in Australia, China,
Hong Kong, India, Japan, New Zealand, Singapore
and Taiwan.
HOW MUCH DIFFICULTY ARE EMPLOYERS IN THE ASIA PACIFIC HAVING FILLING JOBS
DUE TO LACK OF AVAILABLE TALENT?
The number of Asia-Pacific employers reporting difficulties due to labor market talent
shortages continues to be higher than the global average
The incidence of employers facing difficulties when trying to recruit new talent has resumed an
upward trajectory in 2015. Following a dip to 45% last year, the current proportion who report talent
shortages stands at 48% and is the second highest since the research started in 2006 (Figure 19).
Japanese employers continue to face the most severe shortage, with 83% saying they encounter
difficulties. Elsewhere in the region, lack of appropriately talented candidates is most likely to be a
concern in Hong Kong (65%), India (58%) and Taiwan (57%). However, talent shortages are least
likely to cause difficulties for Chinese employers (24%).
ASIA PACIFIC: % HAVING DIFFICULTY FILLING JOBS
80% Asia Pacific

Global
60%
51% 48%
45% 45% 45%
40% 41% 41%
40% 31% 32%
34% 34% 35% 36% 38%
33% 31% 31%
28% 30%
20%
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
FIGURE 19

The number of employers reporting difficulties filling jobs increases in five of the eight Asia-Pacific
labor markets when compared with 2014. A sharp climb of 30 percentage points is reported in
Singapore (40%), with other noteworthy increases in Taiwan (up 12 percentage points to 57%)
and Hong Kong (up 9 to 65%). Meanwhile, the proportion reporting a problem declines by 8 and 6
percentage points in New Zealand (51%) and India (58%), respectively.

Sales representatives are once again the hardest recruits to find for Asia Pacific employers
The sales representative category returns to the top of the list of most difficult-to-fill job roles for
Asia Pacific employers this year, following the 2014 blip where the category was placed second.
Historically, sales representatives have been hardest to recruit in the region every year except
2014. Engineer vacancies are the second hardest-to-fill, down from first place last year, while the
technician category moves up the list from sixth in 2014 to third this year.
Skilled trades roles are ranked fourth on the list while IT staff are becoming more difficult to find, with
the category climbing from seventh on the list in 2014 to fifth in 2015. Two categories of employees
move into the top 10 this year. The secretaries, PAs, administrative assistant and office support
category is ranked eighth, up from 12th in 2014, while drivers are ranked 10th, up from 15th last
year. Meanwhile, production/machine operators and researchers (R&D) drop out of the top 10 this
year (Figure 20).
ASIA PACIFIC: TOP 10 JOBS EMPLOYERS ARE HAVING DIFFICULTY FILLING
2 | ENGINEERS
3 | TECHNICIANS
5 | IT STAFF
8 | SECRETARIES, PAs, ADMINISTRATIVE ASSISTANTS & OFFICE SUPPORT STAFF
9 | SALES MANAGERS
10 | DRIVERS
FIGURE 20
ASIA PACIFIC 21
Asia-Pacific employers report a mixed picture on how hiring difficulties have changed
in the past 12 months
Opinions are mixed among Asia-Pacific employers when it comes to how much difficulty they have
to deal with when compared with 2014. While 13% say they face fewer hiring difficulties than last
year, 12% say they are finding it harder to fill jobs and 55% say the level of difficulty is unchanged.
Employers are most likely to report greater difficulties in Japan (30%), Hong Kong (20%) and Taiwan
(20%). Hiring is most likely to be regarded as less difficult this year in Singapore (32%) and India (27%).

Asia-Pacific employers report the highest level of impact on ability to meet client needs
Close to two in three Asia-Pacific employers with a talent shortage problem say this is having a
medium (40%) or high impact (23%) on their ability to meet client needs. The total of 63% in these
two categories is five percentage points up on 2014 (58%). Meanwhile, 22% say they see little
impact on client-facing activity and 12% believe there is no impact (Figure 21).
ASIA PACIFIC: IMPACT ON ABILITY TO SERVE CLIENTS
19% 23%
High Impact 19%
40%
Medium Impact
39%
22%
Low Impact 25%
2015
12% 2014
No Impact 13%
3%
Don't Know 4%
0% 10% 20% 30% 40% 50%
FIGURE 21
Singapore employers are particularly concerned about this issue, with 52% saying talent shortages
have a high impact on client relations, and the proportion is also above average in Japan (35%).
Meanwhile, Indian employers are most likely to report no impact on client-related activity (26%).

Reduced competitiveness and lower productivity are most likely to be regarded as the key
business consequences of talent shortage in Asia Pacific
Asia-Pacific employers expect reduced competitiveness and productivity to be the main

consequence of talent shortages (41%), followed by a reduced ability to serve clients (35%). Around
one in four hiring managers anticipate reduced innovation and creativity in their organization (23%),
and a similar proportion expect an increase in payroll turnover (23%) (Figure 22).
ASIA PACIFIC: IMPACT ON THE ORGANIZATION

Productivity 43%
35%
Reduced Ability to Serve Clients
39%
23%
Reduced Innovation and Creativity
26%
Increased Employee Turnover 23%
24%
Lower Employee 21%
Engagement/Morale 23%
17% 2015
Higher Compensation Costs 2014
18%
Don't Know 13%

8%
0% 10% 20% 30% 40% 50%
FIGURE 22

Hard skills deficits in the labor force underlie the talent shortage in Asia-Pacific, according
to employers
Talent shortages in the Asia-Pacific region continue to be driven by the lack of technical
competencies in the labor pool – 35% of employers identify this as a reason underlying the
difficulties they are facing. The skills gaps are most obvious for employers seeking candidates with
relevant industry-specific skilled trades certifications, with 13% identifying this as a key area of skills
deficit, up from 9% in 2014. A similar number (12%) report a shortage of candidates with relevant
professional qualifications.
ASIA PACIFIC 23
A general lack of applicants is also a considerable concern for Asia-Pacific employers. One in three
(33%) say this is driving the talent shortage, up from 31% in 2014. Meanwhile, there has been
a modest decline in the proportion of employers identifying workplace competency deficits as a
concern, down to 28% from 32% last year. Employers who identify this kind of issue are most likely
to focus on lack of professionalism (9%), lack of enthusiasm (9%), lack of adaptability (8%) and poor
team working/interpersonal skills (8%).
General lack of experience is identified as an issue by 18% while 14% find that some candidates
have unrealistically high pay expectations (Figure 23).
ASIA PACIFIC: REASONS FOR DIFFICULTY FILLING JOBS

competencies (soft skills) 2015
32%
2014
18%
Lack of experience
20%
destination 7%
5%
3%
in part-time/ contingent roles 4%
2%
3%
0% 20% 40% 60% 80% 100%
FIGURE 23

More recruitment from non-traditional talent pools and additional training and development for
existing staff are both key approaches to tackling talent shortages in the Asia-Pacific region
In 2015, one in three (34%) Asia-Pacific employers is changing existing people practices to tackle
the issue of talent shortage. While changing people practices is the most widespread approach,
fewer employers are indicating that this is part of their strategy than in either 2013 (44%) or 2014
(48%). Almost three in 10 (29%) are seeking out ways to explore new talent sources, while 26% are

implementing alternative work models. However, the proportion who say they don’t have a defined
strategy (20%) is increasing, up from 17% in 2014 and 14% in 2013 (Figure 24).
ASIA PACIFIC: STRATEGIES EMPLOYERS USE TO OVERCOME TALENT SHORTAGES
34%
People Practices
48%
29%
Talent Sources
35%
26%
Work Models
29%
2015
Not Pursing 2014
20%
Strategies
at Present 17%
0% 10% 20% 30% 40% 50%
FIGURE 24
The most frequently adopted people practice being used by Asia-Pacific employers to address
the talent shortage is to provide additional training and development to existing employees (19%).
Typically, this takes the form of new skills development (12%) or enhancing existing skills (10%),
with 5% providing additional certification/accreditation to some members of staff. Meanwhile, 14%
are utilizing non-traditional recruitment approaches, 8% are increasing starting salaries and 7% are
enhancing benefits packages (Figure 25).
ASIA PACIFIC: PEOPLE PRACTICES
Providing Additional Training and 19%

Development to Existing Staff 16%
2015
Utilizing Non-Traditional—or Previously Untried—Recruiting
Practices, Both Internally or Externally, In Response
14% 2014
to the Growing Challenge of Workforce Strategy 16%
Increasing Starting Salaries

8%
7%
Redefining Qualifying Criteria to Include Individuals
Who Lack Some Required Skills/Formal Qualifications,
7%
but Have the Potential to Acquire Them 8%
Enhancing Benefits
7%
7%
Providing Clear Career Development 4%
Opportunities to Applicants During Recruitment 6%
Creating an Interim Role for Talented
Individuals With In-demand Skills (Especially
2%
For Executive or Very Senior Role) 3%
0% 10% 20% 30% 40% 50%
FIGURE 25
ASIA PACIFIC 25
For those employers seeking to explore new talent sources, the most common approach is to recruit
more staff from previously untapped talent pools (19%), including candidates from outside the immediate
region (5%), those from outside the country (5%) and older workers (5%). In addition, 6% are appointing
people who don’t currently have the required skills but do have potential to learn and grow (Figure 26).
ASIA PACIFIC: TALENT SOURCES

Adapting Talent Sourcing to Recruit 19%
More Untapped Talent Pools: 25%
5%
...Candidates Outside My Local Region 8% 2015
5% 2014
...Candidates Outside My Country 7%
...Older Workers 5%
5%
4%
...Youth
6%
4%
...Women 4%
1%
Appointing People Who Don’t Have the Skills Currently, 6%
But Do Have Potential to Learn and Grow 8%
0% 10% 20% 30% 40% 50%
FIGURE 26
Employers who are implementing alternative work models are most likely to be increasing the focus
on their talent pipeline (13%) and/or redesigning current work procedures, such as sharing work
assignments (7%) (Figure 27).
ASIA PACIFIC: WORK MODELS

Pipeline (Identifying High Potentials, Building a
Succession Management Approach, etc.) 12%
2015
Redesigning Current Work Procedures (Such As 2014
7%
6%
5%
5%
7%
3%
4%
0% 10% 20% 30% 40% 50%
FIGURE 27

EMEA
from over 20,000 employers in Austria, Belgium,
Bulgaria, Czech Republic, Finland, France, Germany,
Greece, Hungary, Ireland, Israel, Italy, Netherlands,
Norway, Poland, Romania, Slovakia, Slovenia, South
Africa, Spain, Sweden, Switzerland, Turkey and U.K.
HOW MUCH DIFFICULTY DO EMEA EMPLOYERS HAVE FILLING JOBS DUE TO LACK
OF AVAILABLE TALENT?
Talent shortages are a growing concern in EMEA, with employers in most countries more
likely to report hiring difficulties than was the case 12 months ago
The proportion of EMEA employers who report facing difficulties with filling jobs is at its highest
since 2008 (Figure 28). Almost one in three (32%) say they having recruitment difficulties due to
lack of talent in the labor market, five percentage points above the proportion reported in 2014
(27%). The talent shortage problem is most acute in Romania (61%) and Greece (59%), while
employers in Turkey (52%), Bulgaria (50%) and Hungary (47%) also report well above average
levels of concern.
EMEA: % HAVING DIFFICULTY FILLING JOBS

80%
EMEA
Global
60%
40% 41%
36% 38%
40% 34% 34% 35%
32% 30% 31%
39%
31% 31% 32%
25% 26% 25% 26% 27%
20% 23%
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
FIGURE 28
However, EMEA employers continue to report lower levels of difficulty resulting from talent shortages
than their counterparts in other regions, with EMEA countries making up nine of the 10 countries where
talent shortages are least prevalent. Irish employers report the least difficulty filling jobs, with just 11%
EMEA 27
indicating that this is a problem. Elsewhere, only 14% of Dutch, Spanish and British employers report
talent shortage issues while the corresponding figure for the Czech Republic stands at +18%.
Employers in 20 of the 24 EMEA countries report higher levels of concern about talent shortages in
2015 compared with 2014. The most notable increases of 23 and 21 percentage points are reported
in South Africa (31%) and Romania (61%), respectively, followed by Greece (up 17 to 59%), Belgium
(up 11 to 24%) and Spain (up 11 to 14%). However, the proportion reporting talent shortages in their
local labor market declines in four countries, most notably Finland (down 11 percentage points at
22%), Turkey (down 11 at 52%) and Israel (down 10 at 39%).

The pattern of talent shortage in EMEA remains consistent, with skilled trades roles remaining
at the top of the list
The most difficult roles to fill in EMEA continue to be in skilled trades categories such as bricklayers,
electricians and plumbers, according to employers who rank the category at the top of the list for the
ninth consecutive year. The consistent nature of talent shortage in EMEA is underlined by the fact
that categories placed second and third – engineers and sales representatives – have not changed
for the past four years.
The fourth position on the EMEA list in 2015 is occupied by the driver category, up from sixth in
2014, while the technician category drops from fourth to sixth. A further noteworthy change is the
return of the IT staff category to the top 10, moving from 11th in 2014 to eighth this year. As a result
of this change, the restaurants and hotel staff category drops out of the top 10 (Figure 29).
EMEA: TOP 10 JOBS EMPLOYERS ARE HAVING DIFFICULTY FILLING

2 | ENGINEERS
4 | DRIVERS
6 | TECHNICIANS
8 | IT STAFF
9 | SECRETARIES, PAS, ADMINISTRATIVE ASSISTANTS & OFFICE SUPPORT STAFF
10 | LABORERS
FIGURE 29

Most EMEA employers feel the level of difficulty associated with hiring activity has remained
the same in the past 12 months
More than seven in 10 EMEA employers say they face a similar level of difficulty with hiring when
compared with this time last year (72%). Around one in eight (13%) reports less difficulty year-
over-year, but 5% are experiencing a harder time recruiting. Hiring difficulties are most likely to be
increasing in Hungary (16%), Romania (12%) and Bulgaria (11%), while those most likely to feel their
difficulties are easing are based in Spain (51%), Greece (31%) and Norway (25%).

EMEA employers report split views on how much impact talent shortages have on their
ability to meet client needs
Almost half of EMEA employers facing a talent shortage at the present time believe that this is
having a high (18%) or medium (31%) impact on their ability to meet client needs. However, a
similar proportion of employers feel there is only low impact (17%) or no impact (32%)
(Figure 30).
EMEA: IMPACT ON ABILITY TO SERVE CLIENTS
18%
High Impact 2015
19%
2014
31%
Medium Impact
31%
17%
Low Impact 19%
32%
No Impact
30%
2%
Don't Know 1%
0% 10% 20% 30% 40% 50%
FIGURE 30
Employers are most likely to feel talent shortages are having a high impact in the Czech Republic
(28%) and Sweden (28%). By contrast, majorities of employers in Finland (61%) and Hungary (57%)
believe there is no impact.
EMEA 29
A reduction in the ability to serve clients is seen as the greatest business impact of talent
shortages in EMEA, followed by reduced productivity and competitiveness
Well over half (55%) of the EMEA employers who expect talent shortages to impact their
organization say a reduced ability to serve clients is the most likely consequence − and the
proportion holding this view has climbed from 51% in 2014. More than half (51%) expect
reduced productivity and competitiveness as a result of talent shortages (up from 46% in 2014),
while the proportion expecting reduced innovation and creativity stands at +37%, up from
29% in 2014 and 21% in 2013. More than one in three (36%) anticipate increased employee
turnover (Figure 31).
EMEA: IMPACT ON THE ORGANIZATION
Reduced Ability To Serve Clients 55%

51%
Reduced Competitiveness/ Productivity 51%

46%
Reduced Innovation and Creativity 37%

29%
Increased Employee Turnover 36%

29%
Lower Employee Engagement/ Morale 34%

25% 2015
Higher Compensation Costs 32% 2014
24%
Don't Know 7%
6%
0% 10% 20% 30% 40% 50% 60%
FIGURE 31

A hard skills deficit in the workforce is the primary factor underlying talent shortages in EMEA
A lack of candidates with the necessary technical competencies is the most common reason for the
talent shortage in EMEA, according to employers. More than four in 10 (43%) identify this issue in
2015, up from 35% in 2014. Overall, 22% say that a key hard skill deficit is the lack of candidates
with industry-specific professional qualifications, up from 16% in 2014, while 19% find a lack of
candidates with relevant skilled trades certifications (up from 15% in 2014).
As in 2014, 37% of EMEA employers report a simple lack of candidates in the job market as a
reason underlying the talent shortage, while around one in four (24%) say that candidates
lack experience.

Soft skills deficits are identified by 16%, and these are most commonly related to lack of enthusiasm
and motivation (7%) and lack of professionalism (5%). In 12% of cases, employers say candidates
expect more pay than is being offered (Figure 32).
EMEA: REASONS FOR DIFFICULTY FILLING JOBS

Lack of experience 24%

2015
25%
2014
destination 6%
in part-time contingent roles 2%
Reluctance to relocate 2%
2%
Overqualified applicants 1%
1%
0% 20% 40% 60% 80% 100%
FIGURE 32
STRATEGIES EMPLOYERS ARE PURSUING TO OVERCOME TALENT SHORTAGES

EMEA employers continue to address the talent shortage issue by developing existing staff, but are
also increasingly seeking out non-traditional recruitment channels to help address their people needs
The adoption of new people practices continues to be the most common over-arching strategy for
EMEA employers seeking to address talent shortages, selected by 38% this year. However, this
proportion is down from 42% in 2014 and 44% in 2013. Meanwhile, the proportion of employers
who are seeking to explore new talent sources continues to grow, standing at 25% in 2015, up
from 24% in 2014 and 19% in 2013. One in five (20%) are implementing alternative work models
to address their talent needs. As in 2014, one in four (26%) do not have a fixed strategy to address
their hiring difficulties at this point in time (Figure 33).
EMEA 31
EMEA: STRATEGIES EMPLOYERS USE TO OVERCOME TALENT SHORTAGES
38%
People Practices
42%
25%
Talent Sources
24%
20%
Work Models
23% 2015
2014
Not Pursing 26%
Strategies at
Present 26%
0% 10% 20% 30% 40% 50%
FIGURE 33
Provision of new training and development opportunities to existing staff continues to be an

important approach in the battle to manage the impact of talent shortages in EMEA, with 19%
of hiring managers indicating that they offer this kind of opportunity. Most activity is focused on
developing new skills (14%), enhancing existing skills (13%) or supporting employees to achieve
additional accreditation/certification (5%) (Figure 34).
EMEA: PEOPLE PRACTICES
Providing Additional Training and 19%

Development to Existing Staff 20%
Utilizing Non-Traditional—or Previously Untried—Recruiting 19%
Practices, Both Internally or Externally, In Response
to the Growing Challenge of Workforce Strategy 14%
Redefining Qualifying Criteria to Include Individuals Who 5%
Lack Some Required Skills/Formal Qualifications,
but Have the Potential to Acquire Them 5%
4%
Increasing Starting Salaries
4%
3%
Enhancing Benefits
4% 2015
Providing Clear Career Development 2% 2014
Opportunities to Applicants During Recruitment 3%
Creating an Interim Role for Talented Individuals With 1%
In-demand Skills (Especially For Executive or Very Senior Role) 1%
0% 10% 20% 30% 40% 50%
FIGURE 34
EMEA employers are looking increasingly to non-traditional recruitment routes as another approach
to address the talent shortage. Almost one in five (19%) are doing this in 2015, compared with 14%
last year and 11% in 2013. In addition, 5% are redefining qualifying criteria to include individuals who
lack some required skills and qualifications but have the potential to acquire them.

In terms of exploring new talent sources, EMEA employers are most likely to say they are appointing
people who do not yet have the required skills but do have potential to develop and grow (13%), and
this is becoming more common, up from 11% last year and 7% in 2013. Some employers (8%) are
looking to recruit more from previously untapped talent pools, focusing particularly on young people
(3%), while a similar proportion (8%) are partnering with educational institutions to create curriculum
aligned to specific talent needs (Figure 35).
EMEA: TALENT SOURCES

Appointing People Who Don’t Have the Skills 13%
Currently, But Do Have Potential to Learn and Grow 11%
Adapting Talent Sourcing to Recruit 8% 2015
More Untapped Talent Pools: 9% 2014
3%
...Youth 4%
2%
...Candidates Outside My Local Region 3%
2%
...Candidates Outside My Country 2%
1%
...Older Workers 2%
0%
...Women 0%
0%
0% 10% 20% 30% 40% 50%
FIGURE 35
For employers who are using alternative work models to help overcome talent shortages, the most
common approaches are to increase the focus on improving the company talent pipeline (7%) and
to integrate contingent workers into the process (7%) (Figure 36).
EMEA: WORK MODELS

Pipeline (Identifying High Potentials, Building
a Succession Management Approach, etc.) 11% 2015
2014
7%
6%
Redesigning Current Work Procedures (Such As 6%

2%
1%
0%
0%
0% 10% 20% 30% 40% 50%
FIGURE 36
EMEA 33
APPENDIX
Americas
Responses from nearly 14,000 hiring managers in Argentina, Brazil, Canada, Colombia,
Costa Rica, Guatemala, Mexico, Panama, Peru and the United States.
ARGENTINA: % HAVING DIFFICULTY FILLING JOBS ARGENTINA

100% 59 64 60 47 49 55 59 37 63
TOP 10 JOBS EMPLOYERS ARE HAVING DIFFICULTY FILLING
1 | Technicians
80%
2 | Engineers
3 | Skilled Trades
60% 63
53 51
4 | Sales Managers
45
40% 41 40 41 5 | Drivers
36 37
6 | Secretaries, PAs, Receptionists, Admin Asst. & Office Support Staff
20%
7 | IT Personnel
0% 8 | Laborers
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
9 | Management / Executive (Management / Corporate)
% HAVING DIFFICULTY % NOT HAVING DIFFICULTY
Argentina joined survey in 2007.
BRAZIL: % HAVING DIFFICULTY FILLING JOBS BRAZIL

100% 36 43 29 32 37 39
1 | Technicians
80%
2 | Skilled Trades
71
60% 64
68
63
3 | Production Operators / Machine Operators
61
57
40% 5 | Laborers
6 | Drivers
20%
0% 8 | Engineers
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
10 | IT Personnel
Brazil joined survey in 2010.
CANADA: % HAVING DIFFICULTY FILLING JOBS CANADA

100% 34 64 69 76 79 71 75 66 69 68
1 | Skilled Trades
80%
2 | Drivers
60%
66 3 | Management / Executive (Management / Corporate)
4 | Technicians
40% 5 | Sales Representatives
36 34 32
31 29 31 6 | Engineers
24 25
20% 21
0% 8 | Laborers
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
10 | Teachers

COLOMBIA: % HAVING DIFFICULTY FILLING JOBS COLOMBIA
100% 61 65 75 67 70 43 53
1 | Engineers
80%
2 | Technicians
60%
57
4 | Skilled Trades
47
40% 39 5 | Management / Executive (Management / Corporate)
35 33
30 6 | Production Operators / Machine Operators
25
20%
7 | Sales Managers
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
9 | Laborers
Colombia joined survey in 2009.
COSTA RICA: % HAVING DIFFICULTY FILLING JOBS COSTA RICA

100% 7 66 52 64 70 65 60 49 54
93
1 | Technicians
80%
60%
3 | Skilled Trades
51
48 46
40% 40 5 | Production Operators / Machine Operators
34 36 35
30 6 | Engineers
20%
0% 8 | Laborers
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
10 | Drivers
Costa Rica joined survey in 2007.
GUATEMALA: % HAVING DIFFICULTY FILLING JOBS GUATEMALA

100% 77 80 64 73 64 67 54 56
80% 2 | Management / Executive (Management / Corporate)
3 | Technicians
60%
4 | Laborers
46
40% 44 5 | Accounting & Finance Staff
36 36
33
27
6 | Engineers
20% 23
20
0% 8 | Skilled Trades
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
10 | IT Personnel
Guatemala joined survey in 2008.
MEXICO: % HAVING DIFFICULTY FILLING JOBS MEXICO

100% 22 18 72 56 57 58 57 62 56 46
80% 82
78
3 | Skilled Trades
60%
54 4 | Engineers
40% 44 43 42 43 44 5 | Production Operators / Machine Operators
38
28 6 | Technicians
20%
0% 8 | Sales Managers
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
10 | IT Personnel
APPENDIX 35
PANAMA: % HAVING DIFFICULTY FILLING JOBS PANAMA
100% 62 64 53 62 42 54
80%
2 | Technicians
60%
58
4 | Skilled Trades
47 46
40%
38 38
36
6 | IT Personnel
20%
7 | Engineers
0% 8 | Drivers
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
9 | Sales Managers
Panama joined survey in 2010.
PERU: % HAVING DIFFICULTY FILLING JOBS PERU

100% 48 72 44 58 90 59 72 33 32
1 | Skilled Trades
80%
60%
67 68 3 | Technicians
52
40% 42 41 5 | Sales Representatives
28 28 6 | Restaurants & Hotel Staff
20%
7 | Engineers
10
0% 8 | Customer Service Representatives & Customer Support
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
9 | Drivers
Peru joined survey in 2007.
USA: % HAVING DIFFICULTY FILLING JOBS USA

100% 56 59 78 81 86 48 51 61 60 68
1 | Skilled Trades
80%
2 | Drivers
60%
3 | Teachers
52 4 | Sales Representatives
49
44
40% 41 39 40 5 | Secretaries, PAs, Receptionists, Admin Asst. & Office Support Staff
32
20% 22
19
14
7 | Nurses
0% 8 | Technicians
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
10 | Engineers

APPENDIX
Asia Pacific
Responses from over 7,700 hiring managers in Australia, China, Hong Kong, India, Japan,
New Zealand, Singapore and Taiwan.
AUSTRALIA: % HAVING DIFFICULTY FILLING JOBS AUSTRALIA

100% 68 39 48 51 55 46 50 55 59 58
1 | Skilled Trades
60% 61
54
4 | Engineers
52 50
49
40% 45 45
42
5 | Technicians
41
32 6 | Laborers
20% 7 | Accounting & Finance Staff
8 | Drivers
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 9 | IT Personnel
% HAVING DIFFICULTY % NOT HAVING DIFFICULTY 10 | Secretaries, PAs, Receptionists, Admin Asst. & Office Support Staff
CHINA: % HAVING DIFFICULTY FILLING JOBS CHINA

100%
76 81 85 85 60 76 77 65 76 76
1 | Technicians
3 | Sales Managers
60%
40% 5 | Laborers
40
35
6 | Skilled Trades
20% 24 24 23 24 24
19 7 | Engineers
15 15
8 | IT Personnel
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 9 | Production Operators / Machine Operators
% HAVING DIFFICULTY % NOT HAVING DIFFICULTY 10 | Researchers (R&D)
HONG KONG: % HAVING DIFFICULTY FILLING JOBS HONG KONG

100%
69 51 39 63 56 58 65 43 44 35
80% 2 | Engineers
65
3 | IT Personnel
60% 61
57 56 4 | Sales Managers
49
40% 44 42 5 | Accounting & Finance Staff
37 35
31 6 | Cleaners & Domestic Staff
20% 7 | Drivers
8 | Skilled Trades
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 9 | Technicians
% HAVING DIFFICULTY % NOT HAVING DIFFICULTY 10 | Laborers
APPENDIX 37
INDIA: % HAVING DIFFICULTY FILLING JOBS INDIA
100%
87 91 88 80 84 33 52 39 36 42
80% 2 | IT Personnel
67 3 | Secretaries, PAs, Receptionists, Admin Asst. & Office Support Staff
60% 64
61
58 4 | Teachers
48
40% 5 | Engineers
6 | Marketing / Public Relations / Communications Staff
20% 20 7 | Sales Managers
16
13 12
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 9 | Legal Staff
% HAVING DIFFICULTY % NOT HAVING DIFFICULTY 10 | Researchers (R&D)
JAPAN: % HAVING DIFFICULTY FILLING JOBS JAPAN

100%
42 39 37 45 24 20 19 15 19 17
1 | Engineers
85
80% 80 81 81 83 2 | Sales Representatives
76
3 | IT Personnel
60% 61 63
58
55 4 | Accounting & Finance Staff
40% 5 | Drivers
6 | Technicians
8 | Doctors & other Non-Nursing Health Professionals
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 9 | Laborers
% HAVING DIFFICULTY % NOT HAVING DIFFICULTY 10 | Skilled Trades
NEW ZEALAND: % HAVING DIFFICULTY FILLING JOBS NEW ZEALAND

100%
75 38 53 61 70 56 52 49 41 49
1 | Skilled Trades
80% 2 | Technicians
3 | Engineers
60% 62
59
51 51
47 48
40% 44 5 | IT Personnel
39
25
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 9 | Doctors & other Non-Nursing Health Professionals
% HAVING DIFFICULTY % NOT HAVING DIFFICULTY 10 | Drivers
SINGAPORE: % HAVING DIFFICULTY FILLING JOBS SINGAPORE

100%
53 43 43 63 47 56 63 53 90 60
3 | Engineers
60%
57 57
53
47 47
40% 44 5 | Marketing / Public Relations / Communications Staff
40
37 37
10
8 | Insurance Staff (non-sales)
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 9 | IT Personnel
% HAVING DIFFICULTY % NOT HAVING DIFFICULTY 10 | Technicians

TAIWAN: % HAVING DIFFICULTY FILLING JOBS TAIWAN
100%
47 48 49 38 59 46 53 54 55 43
80% 2 | Technicians
3 | Engineers
60% 62
53 54
57 4 | Researchers (R&D)
52 51
47
40% 41
46 45 5 | Production Operators / Machine Operators
20% 7 | Drivers
8 | Skilled Trades
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 9 | IT Personnel
% HAVING DIFFICULTY % NOT HAVING DIFFICULTY 10 | Secretaries, PAs, Receptionists, Admin Asst. & Office Support Staff
APPENDIX 39
APPENDIX
EMEA
Responses from over 20,000 employers from hiring managers in Austria, Belgium,
Bulgaria, Czech Republic, Finland, France, Germany, Greece, Hungary, Ireland, Israel, Italy,
Netherlands, Norway, Poland, Romania, Slovakia, Slovenia, South Africa, Spain, Sweden,
Switzerland, Turkey and U.K.
AUSTRIA: % HAVING DIFFICULTY FILLING JOBS AUSTRIA

100% 69 67 56 72 65 73 60 59 58 61
1 | Skilled Trades
80% 2 | Technicians
3 | Drivers
60%
40% 44 42
40 41 39
31 33 35 6 | Sales Representatives
28 27
20% 7 | Engineers
8 | IT Personnel
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 9 | Accounting & Finance Staff
% HAVING DIFFICULTY % NOT HAVING DIFFICULTY 10 | Nurses
BELGIUM: % HAVING DIFFICULTY FILLING JOBS BELGIUM

100% TOP 10 JOBS EMPLOYERS ARE HAVING DIFFICULTY FILLING
58 64 74 81 73 64 73 78 87 76
1 | Skilled Trades
3 | Technicians
60%
40% 42 5 | Drivers
36 36
6 | IT Personnel
26 27 27
20% 22 24
13
8 | Engineers
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 9 | Project Managers
BULGARIA: % HAVING DIFFICULTY FILLING JOBS BULGARIA

58 49 46 56 50
1 | Engineers
80% 2 | Skilled Trades
60%
54 4 | IT Personnel
51 50
40% 42 44 5 | Accounting & Finance Staff
6 | Drivers
20% 7 | Doctors & other Non-Nursing Health Professionals
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 9 | Project Managers
% HAVING DIFFICULTY % NOT HAVING DIFFICULTY 10 | Restaurants & Hotel Staff
Bulgaria joined survey in 2011.

CZECH REPUBLIC: % HAVING DIFFICULTY FILLING JOBS CZECH REPUBLIC
63 83 81 78 86 91 89 82
1 | Skilled Trades
60%
4 | Engineers
40% 5 | Technicians
37
6 | Drivers
20% 19
22
7 | Sales Managers
17 18
14
11
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 9 | Management / Executive (Management / Corporate)
Czech Republic joined survey in 2008.
FINLAND: % HAVING DIFFICULTY FILLING JOBS FINLAND

73 67 78
1 | Skilled Trades
80% 2 | Drivers
60%
4 | Restaurants & Hotel Staff
33 6 | Nurses
27
20% 22
7 | Laborers
8 | Supervisors
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 9 | Secretaries, PAs, Receptionists, Admin Asst. & Office Support Staff
% HAVING DIFFICULTY % NOT HAVING DIFFICULTY 10 | Engineers
Finland joined survey in 2013.
FRANCE: % HAVING DIFFICULTY FILLING JOBS FRANCE

70 60 69 82 77 80 71 67 79 71
1 | Skilled Trades
80% 2 | Drivers
60%
40
30 31 29
33
29
20% 23
20 21 7 | Technicians
18
8 | IT Personnel
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 9 | Restaurants & Hotel Staff
% HAVING DIFFICULTY % NOT HAVING DIFFICULTY 10 | Sales Managers
GERMANY: % HAVING DIFFICULTY FILLING JOBS GERMANY

47 73 66 65 71 60 58 65 60 54
1 | Skilled Trades
3 | Technicians
60%
53
4 | IT Personnel
40% 42
46 5 | Engineers
40 40
35 35
34
29
27
8 | Sales Managers
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 9 | Drivers
% HAVING DIFFICULTY % NOT HAVING DIFFICULTY 10 | Doctors & other Non-Nursing Health Professionals
APPENDIX 41
GREECE: % HAVING DIFFICULTY FILLING JOBS GREECE
100% 53 63 71 59 76 62 58 41
3 | Skilled Trades
60% 59
4 | Engineers
47
40% 41 42 5 | Secretaries, PAs, Receptionists, Admin Asst. & Office Support Staff
37 38
29 6 | IT Personnel
20% 24
7 | Technicians

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
9 | Laborers
10 | Sales Managers
Greece joined survey in 2008.
HUNGARY: % HAVING DIFFICULTY FILLING JOBS HUNGARY

100% 70 77 65 55 53
66
1 | Skilled Trades
80% 2 | Drivers
3 | Engineers
60%
45 47
34 35
30 6 | Supervisors
20% 23
0% 8 | Production Operators / Machine Operators

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Hungary joined survey in 2010.
IRELAND: % HAVING DIFFICULTY FILLING JOBS IRELAND

68 83 86 95 96 95 98 97 98 89
1 | Skilled Trades
3 | Engineers
60%
40% 5 | Drivers
17
14 5 5
4 2 3 2 11
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 9 | Nurses
% HAVING DIFFICULTY % NOT HAVING DIFFICULTY 10 | Technicians
ISRAEL: % HAVING DIFFICULTY FILLING JOBS ISRAEL

100% 64 50 51 61
1 | Skilled Trades
80%
2 | Engineers
60%
50
4 | Drivers
49
40% 39 5 | Technicians
36
20%
0% 8 | Cleaners & Domestic Staff
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
10 | IT Personnel
Israel joined survey in 2012.

ITALY: % HAVING DIFFICULTY FILLING JOBS ITALY
68 77 82 74 69 71 86 83 66 72
1 | Skilled Trades
80% 2 | Secretaries, PAs, Receptionists, Admin Asst. & Office Support Staff
3 | Technicians
60%
32 31 29
34
28
6 | IT Personnel
26
20% 23
7 | Teachers
18 17
14
8 | Sales Managers
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 9 | Doctors & other Non-Nursing Health Professionals
% HAVING DIFFICULTY % NOT HAVING DIFFICULTY 10 | Restaurants & Hotel Staff
NETHERLANDS: % HAVING DIFFICULTY FILLING JOBS NETHERLANDS

70 83 85 81 83 83 93 91 95 86
1 | Skilled Trades
3 | Technicians
60%
30 6 | IT Personnel
20% 19 7 | Laborers
17 15 17 17
5 14
7 9 8 | Customer Service Representatives & Customer Support
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 9 | Engineers
% HAVING DIFFICULTY % NOT HAVING DIFFICULTY 10 | Sales Representatives
NORWAY: % HAVING DIFFICULTY FILLING JOBS NORWAY

74 65 60 81 89 91 78 79 80 70
1 | Skilled Trades
80% 2 | Engineers
3 | Drivers
60%
40
35
30 6 | Technicians
26
20% 19
22 21 20 7 | Doctors & other Non-Nursing Health Professionals
11 9 8 | Sales Representatives
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 9 | Teachers
% HAVING DIFFICULTY % NOT HAVING DIFFICULTY 10 | Nurses
POLAND: % HAVING DIFFICULTY FILLING JOBS POLAND

100% 51 52 49 96 63 68 67 59
1 | Skilled Trades
80%
2 | Engineers
60%
3 | Technicians
51
4 | IT Personnel
49 48
40% 41 5 | Drivers
37
32 33
20%
4
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
10 | Laborers
Poland joined survey in 2008.
APPENDIX 43
ROMANIA: % HAVING DIFFICULTY FILLING JOBS ROMANIA
100% 27 38 64 47 55 46 60 39
1 | Skilled Trades
80%
2 | Engineers
73
60%
3 | Drivers
62 61
53 54 4 | Management / Executive (Management / Corporate)
45
40% 40 5 | IT Personnel
36
20%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
10 | Laborers
Romania joined survey in 2008.
SLOVAKIA: % HAVING DIFFICULTY FILLING JOBS SLOVAKIA

100% 83 90 78 72
1 | Skilled Trades
80%
2 | Drivers
60%
4 | IT Personnel
40% 5 | Engineers
28 6 | Technicians
20% 22
10
0% 8 | Restaurants & Hotel Staff
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
9 | Sales Managers
10 | Laborers
Slovakia joined survey in 2012.
SLOVENIA: % HAVING DIFFICULTY FILLING JOBS SLOVENIA

100% 71 74 76 81 73
1 | Skilled Trades
80% 2 | Laborers
3 | Engineers
60%
4 | Drivers
29 27
6 | IT Personnel
26 24
20% 19 7 | Doctors & other Non-Nursing Health Professionals
0% 8 | Technicians
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
10 | Sales Managers
Slovenia joined survey in 2011.
SOUTH AFRICA: % HAVING DIFFICULTY FILLING JOBS SOUTH AFRICA

100% 61 62 65 84 86 90 94 92 69
1 | Skilled Trades
80% 2 | Engineers
60%
40% 39
38
35
20%
16 14
7 | Drivers
10 8
0%
6 8 | Technicians
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
9 | Teachers
10 | IT Personnel
South Africa joined survey in 2007.

SPAIN: % HAVING DIFFICULTY FILLING JOBS SPAIN
43 67 73 92 85 89 91 97 97 86
1 | Skilled Trades
80% 2 | Technicians
3 | Engineers
60%
57 4 | IT Personnel
33 6 | Drivers
27
20% 7 | Nurses
15 14
11 3 3
8 9 8 | Accounting & Finance Staff
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 9 | Teachers
% HAVING DIFFICULTY % NOT HAVING DIFFICULTY 10 | Legal Staff
SWEDEN: % HAVING DIFFICULTY FILLING JOBS SWEDEN

100% 61 TOP 10 JOBS EMPLOYERS ARE HAVING DIFFICULTY FILLING
71 68 61 71 82 83 64 76 67
1 | Skilled Trades
80% 2 | Drivers
60%
39 39
36
29
32
29
33 6 | Supervisors
20% 24
18 17 7 | Engineers
8 | Technicians
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 9 | Production Operators / Machine Operators
% HAVING DIFFICULTY % NOT HAVING DIFFICULTY 10 | Management / Executive (Management / Corporate)
SWITZERLAND: % HAVING DIFFICULTY FILLING JOBS SWITZERLAND

52 63 64 64 65 54 72 63 67 59
1 | Skilled Trades
60%
48
40%
46
41
37 36 36 35 37
28
33 6 | Engineers
20% 7 | Legal Staff
8 | Technicians
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 9 | Supervisors
% HAVING DIFFICULTY % NOT HAVING DIFFICULTY 10 | Project Managers
TURKEY: % HAVING DIFFICULTY FILLING JOBS TURKEY

100% 52 59 42 37 48
1 | Skilled Trades
80% 2 | Engineers
3 | Technicians
60% 63
58
48
40% 41 5 | Sales Representatives
6 | Laborers
20%
7 | Marketing / Public Relations / Communications Staff

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
9 | Drivers
Turkey joined survey in 2011.
APPENDIX 45
UNITED KINGDOM: % HAVING DIFFICULTY FILLING JOBS UNITED KINGDOM
58 66 88 89 91 85 89 87 88 86
1 | Skilled Trades
80% 2 | Engineers
3 | Drivers
60%
40% 42 5 | Accounting & Finance Staff
20% 7 | Nurses
15 13 14
12 11 11 12
9 8 | Technicians
0%
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 9 | Secretaries, PAs, Receptionists, Admin Asst. & Office Support Staff
% HAVING DIFFICULTY % NOT HAVING DIFFICULTY 10 | Customer Service Representatives & Customer Support

ABOUT MANPOWERGROUP
ManpowerGroup® (NYSE: MAN) is the world’s workforce expert, creating innovative workforce
solutions for more than 65 years. As workforce experts, we connect more than 600,000
people to meaningful work across a wide range of skills and industries every day. Through
our ManpowerGroup family of brands – Manpower®, Experis®, Right Management® and
ManpowerGroup® Solutions – we help more than 400,000 clients in 80 countries and territories
address their critical talent needs, providing comprehensive solutions to resource, manage and
develop talent. In 2015, ManpowerGroup was named one of the World’s Most Ethical Companies
for the fifth consecutive year and one of Fortune’s Most Admired Companies, confirming our
position as the most trusted and admired brand in the industry. See how ManpowerGroup makes
powering the world of work humanly possible: www.manpowergroup.com

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2015 Talent Shortage Survey

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2015

Businesses can no longer count on maintaining a sustainable competitive advantage

2 2015 TALENT SHORTAGE SURVEY

41,700 EMPLOYERS WERE ASKED:

How are talent shortages/skills gaps impacting your organization?

Why are you having difficulty filling this specific job?

What strategies are you pursuing to overcome these difficulties?

BEYOND THE AVERAGES

THE TALENT THAT’S HARD TO FIND

HIGHLIGHTS FROM THE 2015 TALENT SHORTAGE SURVEY

45% 40% 41%

HARDEST JOBS TO FILL

Czech Rep Netherlands Spain UK Ireland Accounting & Finance Staff

8 Office Support Staff

4 2015 TALENT SHORTAGE SURVEY

5% are redefining qualifying

WHAT EMPLOYERS CAN DO

Design new people

Foster a learning culture

GLOBAL: % HAVING DIFFICULTY FILLING JOBS

45% 40% 41%

6 2015 TALENT SHORTAGE SURVEY

GLOBAL: % HAVING DIFFICULTY FILLING JOBS

GLOBAL: TOP JOBS EMPLOYERS ARE HAVING DIFFICULTY FILLING 2006-2015

GLOBAL: TOP 10 JOBS EMPLOYERS ARE HAVING DIFFICULTY FILLING

1 | Skilled Trade Workers

8 2015 TALENT SHORTAGE SURVEY

LEVEL OF IMPACT OF TALENT SHORTAGE ON ABILITY TO MEET CLIENT NEEDS

GLOBAL: IMPACT ON ABILITY TO SERVE CLIENTS

0% 10% 20% 30% 40% 50%

GLOBAL: IMPACT ON THE ORGANIZATION

Reduced Ability 42%

0% 10% 20% 30% 40% 50%

WHY EMPLOYERS ARE HAVING DIFFICULTY FILLING JOBS

10 2015 TALENT SHORTAGE SURVEY

GLOBAL: REASONS FOR DIFFICULTY FILLING JOBS

Lack of available 35%

Lack of workplace 17%

Looking for more 13%

Poor image of company/ 5%

Reluctance to change jobs in 3%

0% 20% 40% 60% 80% 100%

WHAT STRATEGIES EMPLOYERS ARE PURSUING TO OVERCOME TALENT SHORTAGES

0% 10% 20% 30% 40% 50%

12 2015 TALENT SHORTAGE SURVEY

AMERICAS: % HAVING DIFFICULTY FILLING JOBS

WHAT IS THE ONE JOB EMPLOYERS HAVE MOST DIFFICULTY FILLING?

AMERICAS: TOP 10 JOBS EMPLOYERS ARE HAVING DIFFICULTY FILLING

1 | SKILLED TRADES WORKERS

14 2015 TALENT SHORTAGE SURVEY

LEVEL OF IMPACT OF TALENT SHORTAGE ON ABILITY TO MEET CLIENT NEEDS

AMERICAS: IMPACT ON ABILITY TO SERVE CLIENTS

0% 10% 20% 30% 40% 50%

AMERICAS: IMPACT ON THE ORGANIZATION

WHY EMPLOYERS ARE HAVING DIFFICULTY FILLING JOBS

16 2015 TALENT SHORTAGE SURVEY

AMERICAS: REASONS FOR DIFFICULTY FILLING JOBS

Lack of available 34%

Lack of technical 24%

Lack of workplace 11%

Reluctance to change jobs in 1%

0% 20% 40% 60% 80% 100%

WHAT STRATEGIES EMPLOYERS ARE PURSUING TO OVERCOME TALENT SHORTAGES

0% 10% 20% 30% 40% 50% 60%