Survey
2013-08
2013 ManpowerGroup Talent Shortage Survey
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ManpowerGroup recently surveyed nearly 40,000 employers across 42 countries and territories for our annual Talent Shortage Survey. The 2013 survey is the eighth in the series. The research on the following pages identifies the proportion of employers who report difficulty filling positions in their organization. It reports on which jobs employers say are most difficult to fill, and identifies candidate shortcomings that are preventing employers from filling positions. Employers are also asked to gauge the degree of impact talent shortages have on their organizations and which strategies they are using to overcome the skills gap.

2012-09
2012 ManpowerGroup Talent Shortage Survey
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For the 2012 Talent Shortage Survey, ManpowerGroup researched the views of more than 38,000 employers in 41 countries and territories. This is the seventh annual survey exploring the impact of talent shortages on the global labor market and how employers are responding to the challenges raised by the lack of available talent in specific job categories. A total of 38,077 interviews were conducted by phone with employers in three regions during Quarter 1 2012, including 10,232 in the Americas, 8,786 in Asia Pacific and 19,059 in Europe, the Middle East and Africa (EMEA).

2012-08
Leveraging Talent Through Training: A ManpowerGroup Research Report June
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To investigate the extent to which organizations use formal training and apprenticeship programs to develop their talent, ManpowerGroup conducted research among nearly 24,000 employers in 41 countries and territories. The research explores three distinct categories of employee: professional roles, skilled manual trades jobs and unskilled positions, and reveals the specific job roles where this kind of employee development is most likely to be targeted.

2012-07
2012 Talent Shortage Survey Research Result
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2012 Talent Shortage Survey Research Result

2011-11
The Borderless Workforce 2011
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Learn why employers worldwide are seeking foreign talent to fill certain roles.

2011-11
Borderless Solutions to Today's Talent Mismatch
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This paper and research refreshes ManpowerGroup's 2008 Borderless Workforce research, shedding light on how organizations are using foreign talent to help ease skills mismatches.

2011-11
India Update: Scaling a National Workforce
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ManpowerGroup updated the 2008 India's Borderless Workforce paper. India faces a chronic skills shortage.

2011-11
Building a High-Skilled Economy: The New Vietnam
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This local insights research paper is based on research that was commissioned as part of our Memorandum of Understanding (MOU) with the local Vietnamese government that explores how Vietnam can address its labor challenges to achieve its future growth potential.

2011-07
2011 Talent Shortage Survey Results
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Despite the slow and uneven recovery from the global economic downturn and lingering high levels of unemployment in many markets, organizations around the world still report that they cannot find the talent they need when they need it.

2010-10
2010 Talent Shortage Survey Results
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The results of the fifth annual Talent Shortage Survey revealed that 31 percent of employers worldwide are having difficulty filling positions due to the lack of suitable talent available in their markets, which is an increase of one percentage point over last year’s survey.

2010-07
Foreign and Chinese Private-Owned Companies Talent Competitiveness Survey Report (Chinese Content)
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Foreign and Chinese Private-Owned Companies Talent Competitiveness Survey was conducted by Manpower (China) on May, 2010 of 1041 job seekers and 1143 HR professionals. The survey aimed to help Chinese private-owned and foreign companies increase their competitiveness in attracting talent by analyzing the preference of employees in choosing their employers, as well as changes to “talent competitiveness” of Chinese private-owned and foreign companies.

2010-06
Chinese Private Companies’ Talent Strategy Survey(Chinese Content)
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From August to September 2009, Manpower China surveyed 166 Chinese private companies across ten cities in Zhejiang, Jiangsu, Guangdong, Fujian provinces and other regions which are homes to China’s most local private organizations in order to understand the major human resource problems faced by these companies.

2010-04
Employer Perspectives on Social Networking:Global Key Findings
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According a Manpower survey of nearly 34,400 employers worldwide, including 4,317 employers in mainland China, 63 percent of companies surveyed in China have no formal policy regarding the use of social networks.

2009-07
2009 Cross-city Talent Migration Survey Report (Chinese Content)
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Manpower China surveyed 1070 people in March 2009 to understand people’s attitudes towards, drivers of and opinions on relocating for employment opportunities.

2009-07
2009 Talent Shortage Survey Report
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Manpower surveyed nearly 39,000 employers across 33 countries and territories, including 4,097 employers in mainland China in the first quarter of 2009. This is the fourth consecutive annual talent shortage survey to determine which positions employers are having difficulty to fill in today’s labor market.

2008-09
The Borderless Workforce Survey: Global Results
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Survey Report: Manpower surveyed over 28,000 employers across 27 countries and territories in late July 2007. The survey focused on two key areas; the first was to determine the impact on the labor market from talent leaving their home country to go and work in another country and the second was to determine the extent to which companies are utilizing foreign talent to fill positions where they are experiencing skill shortages.

2008-09
Relocating for Work Survey: Global Results
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Survey Report: Manpower conducted an online survey in April 2008 to gauge people's attitudes and insights about relocating for employment opportunities, both within and across national borders. Of those surveyed, 43% indicated that they had already relocated for employment in the past, while 78% of workers would consider relocating for a job and one third of these would be willing to relocate anywhere in the world.

2008-05
2008 Manpower Talent Shortage Survey
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The survey report: Manpower surveyed nearly 43,000 employers across 32 countries and territories in late January 2008, including 3,900 employers in China. The survey was conducted to determine the extent to which talent shortages are impacting today's labor market...

2007-03
2007 Talent Shortage Survey
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The survey report: Manpower surveyed nearly 37,000 employers across 27 countries and territories in late January 2007, including 2,649 employers in China. The survey was conducted to determine the extent to which talent shortages are impacting today’s labor market...

2006-10
Talent Shortage and Wage Inflation Survey
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The survey report: Manpower, through its Manpower Professional division, surveyed nearly 32,000 employers across 26 countries and territories in July and August, including 2,618 employers in China. The survey was conducted to determine the availability of suitable permanent professional candidates in the marketplace and the impact of available talent on wage inflation...

2006-07
China Employee Engagement and Retention Survey

The survey report: Manpower China (Manpower) partnered with Right Management Consultants (Right) to conduct an Employee Engagement and Retention Survey in May 2006. The objective of the survey was to identify and understand factors important to employee engagement, attraction and retention. The survey was designed to establish why employees leave organizations and identify which drivers determine how positively they are engaged with their employer. Two parallel surveys of the groups provide two different viewpoints - a theme that will be explored in this report...

2006-05
China Employee Engagement and Retention Survey (Executive Summary)
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The report: Since now global and China is confronting the coming talent crunch, so it is important to retentate the talent existed in the company. Manpower China partnered with Right Management Consultants to survey Candidates and HR Professionals about retention issues in China. The result indicated that candidates and HR professionals place different emphasis on some views...

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