Executive SummaryJapan’s new Freelancer Protection Act (FPA) took effect in November 2024. Formally entitled the “Act on Ensuring Proper Transactions Involving Specified Entrusted Business Operators,” the law should bring welcome clarity to the legal status of freelancers and provide them with some much-needed protections, including some of a type that apply mostly in employment relationships, The new law will also increase the compliance burden and risks for companies using freelancers. Note that ManpowerGroup is not a law firm. This Alert is provided to facilitate understanding the services offered by our Japanese operations. Please consult with an attorney if you have any questions about employment law in Japan. What is a freelancer? The FPA defines a “freelancer” as an individual or corporation with only a single director and no employees that engages in outsourced activities. This definition is clearly intended to exclude SMEs with multiple employees or corporate officers from the scope of the law. However, guidance from the FPA’s principal regulator, Japan’s Fair Trade Commission (FTC) notes that freelancers who rely on the help of cohabitating family members (who are not corporate officers of the company) or the occasional part-time employee will not lose their status. Of course, merely describing an arrangement as “freelancing” will not make it so even if the “freelancer” meets the definitional criteria; if it is functionally an employment relationship, the law will treat it as such. The scope of “outsourced activity” covered by the FPA is broad, including manufacturing, content creation (programming, video, text, pictures, etc.) and the provision of services. This would mean both platform-based food delivery workers and lawyers handling trials for corporate clients as solo practitioners would be freelancers.  Duties of users of freelancersMost of the FPA is directed at users of freelancers, which are essentially any businesses that use them but are not freelancers themselves. The underlying assumption is that freelancers have less bargaining power compared to the companies that use them. A similar assumption underlies the Subcontractor Protection Act.[1] This is an existing law that protects subcontractors from abusive commercial practices by general contractors, in particular delays in getting paid. Some freelancers may also be subcontractors for purposes of that law. However, the FPA extends additional protections to freelancers, as well as imposing duties on a broader range of businesses who use them.[2]For example, the FPA mirrors the Subcontractor Protection Act by prohibiting the imposition of payment terms longer than sixty days on freelancers.[3] There is an exception for contractors who are further outsourcing all or a part of a job to a freelancer, in which case payment is required no later than 30 days from the contractor being paid. The FPA requires that when engaging a freelancer, a business must identify in writing (which may include e-mail or text messages) basic information about the engagement, including:Identification of the client and freelancerDate of engagementNature of engagement (deliverables or services required)The date and place of delivery of deliverables or servicesThe amount of compensation to be paid and payment date​In addition to protecting freelancers from excessively long payment terms, the FPA also prohibits users of freelancers from engaging in various other abusive practices such as:Refusing to accept deliverables or services for reasons that are not the freelancer’s faultReducing the compensation paid to freelancers for reasons that are not the freelancer’s faultSetting prices unreasonably low compared to prices for similar services or deliverablesForcing freelancers to use services or purchase items unless there is a valid reason for doing so, such as to ensure uniformity of output or improve quality of deliverablesRequiring freelancers to provide money, services or other benefitsRequiring the freelancer to make changes or redo deliverables when the need to do so is not the freelancer’s fault. All of these protections reflect the assumption that users of freelancers will generally be larger business concerns with greater bargaining power that can be used abusively. ​Employee-style protectionsThe FPA differs from the Subcontractor Protection Act in that it also extends certain protections to freelance workers that are typically associated with the employer-employee relationship. First, the FPA imposes requirements on the content of advertisements soliciting freelancers that are similar to those that apply to job listings. Second, users of freelancers will have certain obligations with respect to those who are pregnant or have child-rearing or other caregiving responsibilities. If the freelancing arrangement is of an ongoing nature, the business user must make reasonable accommodations for the freelancer’s situation if requested to do so by the freelancer. If the engagement is not of a continuing nature, the business user must at least make efforts to consider what accommodations might be possible.Third, users of freelancers must have measures in place to prevent harassment and other similar behavior directed at the freelancer which negatively impact the freelancing arrangement or their working environment, and to enable freelancers to raise their concerns about such behavior if it occurs. Canceling a freelancing contract or taking similar retaliatory actions against a freelancer raising such concerns is prohibited. Finally, freelancers in an ongoing arrangement must be given at least thirty days’ prior notice of the termination or non-renewal of their contract, subject to certain exceptions when doing so is not possible. During the notice period the freelancer may request an explanation of the reason for termination or non-renewal and the business user is obligated to disclose their reason.​EnforcementThe dual character of the protections in the FPA makes enforcement complicated. The provisions on payment and other terms can be enforced by raising a complaint to the FTC. Potential violations of the “employment” style provisions, however, should be reported to the Ministry of Health Welfare and Labor (MHLW). Both ministries are empowered to conduct investigations, demand information and issue recommendations and orders for improvement. The Small and Enterprise Agency can also become involved in certain problem situations. There are minor criminal and civil fines for failing to comply with an order or providing false information in response to a demand. The most likely-used sanction will probably be the “name-and-shame” power that seems increasingly common in Japanese regulations. ​Compliance issues and solutions The FPA will require companies that rely on freelancers to establish at least a minimalist compliance system to use them without unintentional violation. Regulatory guidance issued with the law suggests that such violations may easily occur. For example, deducting a bank transfer fee from a payment to a freelancer will constitute an abusive “reduction in compensation” unless the freelancer has been notified at the time of the engagement. Similarly, businesses that use freelancers to create content should be clear to specify in their terms of engagement that transfer of intellectual property rights are included in the deliverables and reflected in the compensation. Unilaterally declaring the intellectual property rights to belong to the freelancer user risks being deemed an abusive practice.Just casually inquiring to multiple freelancers about their interest in possible engagements risks violating the FPA requirements on solicitations. Soliciting freelancers through technology platforms is also subject to these requirements. Finally, one interesting area where both the FPA and related regulatory guidance are silent is their applicability to freelancers working from abroad for companies in Japan. The ability to work from anywhere is one of the growing attractions of freelancing, but it remains to be seen whether freelancers abroad are protected by the FPA. From a compliance standpoint, the safe assumption should be that they are. ManpowerGroup works with a broad range of freelancers and takes pride in providing compliant workforce solutions to clients in Japan and globally. If you have any questions about this Alert, please contact: [email protected]. ​[1]The official title is the Act against Delay in Payment of Subcontract Proceeds, etc. to Subcontractors.[2]The Subcontractor Protection Act generally only applies to large general contractors whose capitalization exceeds certain thresholds depending on their line of business. [3] An exception is that in the case of contractors who are further subcontracting outsourced work to freelancers, the payment deadline is no later than thirty days from when the primary contractor is paid.​​​HR compliance is often a complex subject, and ensuring that your organization meets regulations, especially across various countries, can be challenging. At ManpowerGroup, we offer a variety of HR compliance services. Whether you need assistance locally in Singapore or regionally, we are here to help. See here for more details: https://www.manpower.com.sg/employers/our-services-manpower/compliance-services​​​

​More firms are giving out bigger bonuses and increments in 2024/2025 ​89% of employers plan to award bonuses averaging more than 1 month in 2024/2025.Employers in the Energy and Utilities sector are intending to give out the most bonuses going into 2025, with 100% of those surveyed planning to give out at least 1 month and more. 4 in 5 employers (82%) plan to increase salaries by 3% or more in 2024/2025.Employers in the Transport, Logistics, and Automotive sector expect to give out the most increments going into 2025, with 91% looking to increase salaries by 3% or more in 2024/2025.​SINGAPORE (2 DECEMBER 2024) – Employers in Singapore intend to give out bigger bonuses and salary increments, despite the uncertain economic landscape reveals ManpowerGroup’s latest survey on salary and bonus plans.​Out of the 525 employers in Singapore surveyed about their salary and bonus plans for 2024 going into 2025,89% of employers plan to award bonuses averaging more than one month in 2024/2025 — an increase of 5% when compared to 2023/2024(84%). ​When it comes to salary increments, more than 4 in 5 employers (82%) in Singapore plan to increase salaries by 3% or more in 2024/2025, setting aside factors such as industry, company performance, economic outlook, and individual performance.​“Amid higher inflation, employers are calibrating their compensation strategy to help employees cope with the higher cost of living as well as to remain competitive in attracting and retaining talent. Even while the global economy remains uncertain, many companies are still awarding bonuses to acknowledge employees' efforts throughout the year,” comments Ms. Linda Teo, Country Manager of ManpowerGroup Singapore.​KEY FINDINGS ON BONUSES​More employers are giving bigger bonuses more than one month: 35% of those surveyed plan to dispense between one to one and a half months of bonus in 2024/2025, while 12% look to distribute more than one and a half months of bonus. The figures increased by 8% and 5% respectively when compared to 2023/2024.Fewer employers awarding smaller bonuses of one month or less: 42% of employers intend to award one and a half months of bonus, while 11% report they will be awarding bonuses of less than 1 month — a decrease of 8% and 5% respectively when compared to 2023/2024.Sectors giving out the most bonuses: Employers in the Energy and Utilities sector plan to give out the most bonuses going into 2025, with 100% of those surveyed planning to give out at least 1 month and more. Followed by the Transport, Logistics, and Automotive sector (98%), and Communication Services sector (94%).​KEY FINDINGS ON SALARY INCREMENTS​More employers are giving bigger increments of 5% or more: 20% expect to increase salaries by between 5% to 7% in 2024/2025, while 6% plan to increase salaries by more than 7% — an increase of 1% and 3% when compared to 2023/2024.Fewer employers are giving smaller increments of less than 5%:18% intend to increase salaries by less than 3% in 2024/2025, while 56% of employers look to increase salaries by between 3% to 5% — a decrease of 4% and 1% respectively when compared to 2023/2024.​Sectors with the most increments: Employers in the Transport, Logistics, and Automotive sector expect to give out the most increments going into 2025, with 91% of those surveyed planning to increase salaries by 3% or more in 2024/2025. Followed by the Communication Services sector (90%) and the Healthcare and Life Sciences sector (87%).​ManpowerGroup surveyed 525 employers in Singapore on their 2024/2025 salary and bonus plans. The survey was conducted alongside the Q1 2025 ManpowerGroup Employment Outlook Survey which will be released on 10 December 2024.The results of the Q1 2025 ManpowerGroup Employment Outlook Survey can be viewed here on 10 December 2024: www.manpowergroup.com.sg/meos.​Download Report​​​​FORWARD LOOKING STATEMENTSThis press release contains forward-looking statements, including statements regarding salary and bonus in certain regions, countries, industries, and economic uncertainty. Actual events or results may differ materially from those contained in the forward-looking statements due to risks, uncertainties and assumptions. These factors include those found in the Company's reports filed with the SEC, including the information under the heading "Risk Factors" in its Annual Report on Form 10-K for the year ended December 31, 2023, which information is incorporated herein by reference. ManpowerGroup disclaims any obligation to update any forward-looking or other statements in this release, except as required by law.​​ABOUT MANPOWERGROUP SINGAPOREEstablished in 1995 in Singapore, ManpowerGroup works with a range of manufacturing, resources, mining, transport and logistics, government, blue chip investment and retail banks, IT vendors and outsourcers, telecoms service providers and infrastructure, utilities and engineering services companies. In Singapore, the ManpowerGroup suite of solutions is offered through Manpower®, and Talent Solutions. More information on ManpowerGroup Singapore is available at: www.manpowergroup.com.sg​​ABOUT MANPOWERGROUPManpowerGroup® (NYSE: MAN), the leading global workforce solutions company, helps organizations transform in a fast-changing world of work by sourcing, assessing, developing, and managing the talent that enables them to win. We develop innovative solutions for hundreds of thousands of organizations every year, providing them with skilled talent while finding meaningful, sustainable employment for millions of people across a wide range of industries and skills. Our expert family of brands – Manpower, Experis, and Talent Solutions – creates substantially more value for candidates and clients across more than 75 countries and territories and has done so for more than 75 years. We are recognized consistently for our diversity – as a best place to work for Women, Inclusion, Equality, and Disability, and in 2024 ManpowerGroup was named one of the World's Most Ethical Companies for the 15th time – all confirming our position as the brand of choice for in-demand talent.

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Discover how gaming trends are reshaping the future of work in this ManpowerGroup Global Insights report. Uncover the pivotal technologies poised to revolutionize industries, understand their impact on work practices, and anticipate their influence on the global workforce. With the gaming industry leading the charge in technological innovation, organizations can tap into this realm to identify and nurture the essential tech skills driving digital transformation amidst talent scarcity.​​Download Report​​

Our Working to Change the World Plan - and its three pillars - is embedded in our business strategy – caring for the Planet, amplifying our impact on People & Prosperity, and adhering to strong Principles of Governance with new awareness and urgency.  ​Planet: Tracking progress vs pledges By committing to change and encouraging our people, partners and clients to do the same, we are making measurable, incremental progress towards our environmental goals. Progress is our top priority.​​People & Prosperity: Creating Global Impact, One Job at a Time​Advances in technology and human ingenuity are opening new doors of opportunity for people around the world, provided they have the necessary skills. ​As a global organization spanning more than 70 countries, with local presence in thousands of communities, and a vast network of employees, associates, candidates, clients and partners, we create global impact, one job at a time. ​Together we are on a journey to help millions of people develop skills, build knowledge and apply their talents to accelerate the adoption of new technologies across industries to improve their lives and impact the planet. For good.​Principles of Governance: Trust, Transparency, and Accountability​Trust, transparency, and accountability are foundational to delivering on our purpose and our promise to create value for all stakeholders. We are committed to running a responsible and transparent business, setting high ethical standards for our industry and supply chain, and embracing corporate governance best practices.​The people we impact, the planet we love, and the communities we live and work in drive ManpowerGroup’s commitment to meaningful and sustainable employment.​Explore our Working to Change the World plan in the new ESG report.​​Download Report​

​Employers Gain Confidence in Q4 2024, with Businesses in Financials and Real Estate Leading the Way: Latest ManpowerGroup Employment Outlook Survey​Singapore’s Net Employment Outlook (NEO) for Q4 2024 is +29%, improving 9% from Q3 2024, but weakening 7% year-over-year.Across the sectors, the Financials and Real Estate industry report the strongest outlook of +64%, the strongest hiring sentiment in Singapore and globally.More than 7 in 10 Singapore employers believe they hold the power in negotiations. 92% of organizations in Singapore do not have the talent they need to meet their Environment, Social, and Governance (ESG) goals.Nearly half (47%) of companies in Singapore have formal LGBTQIA+ inclusion strategies, and another 25% are developing them.SINGAPORE (10 SEPTEMBER 2024) – Hiring sentiments in Singapore gain momentum as employers gain confidence, reveals the latest ManpowerGroup Employment Outlook Survey.​​Out of the 525 employers in Singapore surveyed about their hiring plans for the October to December period, 46% plan to hire, 17% anticipate a decrease in their staffing levels, while 36% do not expect any change. The Net Employment Outlook (NEO) after seasonal adjustment is +29%, growing 9% from last quarter, but weakening 7% year-over-year. ​Used internationally as a bellwether of economic and labor market trends, the NEO is calculated by subtracting the percentage of employers who anticipate reductions in staffing levels from those who plan to hire.​Employers in eight of nine sectors expect to increase headcount, with the most competitive sector being Financials and Real Estate, with a NEO of +64%, rising 49% from last quarter and 18% since the fourth quarter of 2023.“The growing emphasis on quantum and artificial intelligence (AI) technologies within financial institutions is anticipated to fuel job creation in Singapore's Financials and Real Estate sector,” comments Ms. Linda Teo, Country Manager of ManpowerGroup Singapore. “Overall, the fourth quarter of 2024 signaled a gradual improvement in the labor market. That said, we are at a tipping point where the economy and job market could either move towards recovery or face a further slowdown. Given Singapore’s open economic landscape, it remains to be seen if hiring optimism will continue amid global uncertainties.”Hiring sentiments gain momentum as employers gain confidence in Q4 2024: Singapore’s NEO for Q4 is +29%, increasing 9% from Q3 2024, but down 7% year-over-year. While 8 out of 9 sectors report positive hiring outlooks, hiring sentiments are weaker in 3 sectors compared to Q3. Singapore’s Financials and Real Estate sector ranks first globally: The sector beats the global average NEO by 32 points, reporting an Outlook of +64%, an improvement of 49% from Q3 and 18% year-over-year. Besides employment outlooks, the report also shed light on Singapore employers’ sentiment on the Gen Z workforce, strategies for retention and diversity and inclusion, as well as the ESG skills gap.Balance of power still favors employers: More than 7 in 10 employers in Singapore believe they hold the power in negotiations. This includes matters regarding pay (75%), working location (78%), and flexible hours (68%).Singapore employers believe Gen Z employees feel stressed despite being supported in personal well-being: Even as 84% of employers believe Gen Z employees are supported in work-life balance and personal well-being, 69% perceive their Gen Z workforce as feeling stressed daily.Employers prioritize work-life balance as they focus on worker retention: As they focus on increasing worker retention, employers in Singapore are working to increase work-life balance (61%), train managers to better support workers (50%), and reduce worker stress (48%).Employers are implementing various measures to better support their LGBTQIA+ workforce: Top three measures include hiring to increase diverse representation (57%), implementing company-wide diversity education and training (56%), and implementing non-discrimination policies (53%).​"While employers may believe they hold the power in negotiations, as the competition for skilled talent intensifies, employers may need to rethink their negotiating tactics,” Ms. Teo says. “Employers who want to attract and retain skilled talent should be willing to demonstrate flexibility and a willingness to meet the needs of their employees so they can position themselves as employers of choice.” ​Employment Outlooks Across the Asia Pacific Hiring managers across the Asia Pacific countries anticipate the second strongest regional Outlook (27%), an increase from the previous quarter (+4%) but decreased when compared to the same time last year (-5%). India (37%), Singapore (29%), and China (27%) continue to report the strongest Outlooks in the region. The most cautious Outlooks were reported by employers in Hong Kong (8%). The strongest Outlook globally for the Financials & Real Estate (64%) industry vertical was reported by employers in Singapore. To view complete results for the fourth quarter 2024 ManpowerGroup Employment Outlook Survey, visit: www.manpowergroup.com.sg/meos. The next survey will be released in December and will report hiring intentions for the first quarter of 2025.​ABOUT THE SURVEY ManpowerGroup® (NYSE: MAN), the leading global workforce solutions company, helps organizations transform in a fast-changing world of work by sourcing, assessing, developing, and managing the talent that enables them to win. We develop innovative solutions for hundreds of thousands of organizations every year, providing them with skilled talent while finding meaningful, sustainable employment for millions of people across a wide range of industries and skills. Our expert family of brands – Manpower, Experis, and Talent Solutions – creates substantially more value for candidates and clients across more than 75 countries and territories and has done so for more than 75 years. We are recognized consistently for our diversity – as a best place to work for Women, Inclusion, Equality, and Disability, and in 2024 ManpowerGroup was named one of the World's Most Ethical Companies for the 15th time – all confirming our position as the brand of choice for in-demand talent.​SURVEY METHODOLOGYThe ManpowerGroup Employment Outlook Survey is the most comprehensive, forward-looking employment survey of its kind, used globally as a key economic indicator. The Net Employment Outlook is derived by taking the percentage of employers anticipating an increase in hiring activity and subtracting from this the percentage of employers expecting a decrease in hiring activity.​FORWARD LOOKING STATEMENTSThis press release contains forward-looking statements, including statements regarding labor demand in certain regions, countries, industries, and economic uncertainty. Actual events or results may differ materially from those contained in the forward-looking statements due to risks, uncertainties and assumptions. These factors include those found in the Company's reports filed with the SEC, including the information under the heading "Risk Factors" in its Annual Report on Form 10-K for the year ended December 31, 2023, which information is incorporated herein by reference. ManpowerGroup disclaims any obligation to update any forward-looking or other statements in this release, except as required by law. ​​ABOUT MANPOWERGROUP SINGAPOREEstablished in 1995 in Singapore, ManpowerGroup works with a range of manufacturing, resources, mining, transport and logistics, government, blue chip investment and retail banks, IT vendors and outsourcers, telecoms service providers and infrastructure, utilities and engineering services companies. In Singapore, the ManpowerGroup suite of solutions is offered through Manpower®, and Talent Solutions. More information on ManpowerGroup Singapore is available at: www.manpowergroup.com.sg​​ABOUT MANPOWERGROUPManpowerGroup® (NYSE: MAN), the leading global workforce solutions company, helps organizations transform in a fast-changing world of work by sourcing, assessing, developing, and managing the talent that enables them to win. We develop innovative solutions for hundreds of thousands of organizations every year, providing them with skilled talent while finding meaningful, sustainable employment for millions of people across a wide range of industries and skills. Our expert family of brands – Manpower, Experis, and Talent Solutions – creates substantially more value for candidates and clients across more than 75 countries and territories and has done so for more than 75 years. We are recognized consistently for our diversity – as a best place to work for Women, Inclusion, Equality, and Disability, and in 2024 ManpowerGroup was named one of the World's Most Ethical Companies for the 15th time – all confirming our position as the brand of choice for in-demand talent.

​AI is rapidly advancing, but the human touch is still essential. Organizations must invest in both AI technology and human capital to navigate the future of work successfully.​The future vision of Artificial intelligence (AI) is one where machines can think and act like humans, tackling complex tasks with efficiency and accuracy.​OpenAI recently shared a set of metrics comprising five levels which allows it to track the progress toward building AI capable of outperforming humans. These levels are: ​Level 1: Conversational AI focused on language processing and understanding. This allows AI to use conversational language with people with examples including ChatGPT, Google Gemini, Claude, and Meta AI. Level 2: Reasoning AI, referred to as ‘reasoners’ that have reached human-level problem solving and can process information, analyze data, and make logical deductions. Level 3: Autonomous AI, referred to as AI ‘agents’ that can operate independently, making decisions and taking actions without human intervention.Level 4: Innovating AI that goes beyond problem-solving. AI ‘innovators’ can come up with new concepts and solutions, contributing to research, development, and creative processes. Level 5: Organizational AI is the final stage which involves AI ‘organizations’ that can carry out the work of a whole organization, with no human intervention.Amid the evolving landscape of AI, the human touch is still necessaryIt is estimated that the current state of AI is at level 1, on the cusp of reaching level 2.​According to ManpowerGroup’s report “Building a People-First Strategy for AI Implementation”, in its current state, AI based technology aimed at workforce operations still require substantial human oversight, and most organizations are still deciding how to use AI effectively for many business purposes and problems. ​While speaking at a recent Singapore Human Resources Institute (SHRI) event, Joyce Bijl, Business Development Director, APME, ManpowerGroup points out that even with the advancement of AI, we still need human beings. ​Tapping on an example of many of us may be familiar with – AI customer service chatbots, she presents some food for thought, “AI may be proficient in technical matters and efficient in providing immediate support. However, there are situations where we would rather be talking to a human representative.”​To illustrate this point, she shares an example of losing baggage while traveling which can be a stressful and emotional experience. In such a situation, human representatives can provide better support and reassurance to customers in distress due to their ability to offer empathy, navigate complex tracking processes, and provide personalized solutions. ​While AI may not be able to replace humans, that doesn’t negate the fact that AI technology is rapidly advancing and becoming more integrated into our daily lives and workplaces.​In fact, according to the ManpowerGroup Q3 2024 Employment Outlook Survey, nearly half (48%) of companies said they have already adopted AI and 33% of organizations who are yet to adopt the technology are planning to roll out AI tools in the next three years. This will increase the global average use of these applications to 81% of employers worldwide by 2027.​Navigating the challenges of AI implementation in Singapore​While implementing AI, employers in Singapore face challenges such as high cost of investment (42%), workers lacking the skills to use AI effectively (36%), and concerns around privacy and regulations (35%). Other challenges include a complex implementation process and resistance to change from employees and business leaders.​Bijl says, “Our research found that 39% of workers expressed negative feelings about AI like nervousness, confusion, and panic. We also found that optimism about AI varies by seniority level, with office workers as well as middle and senior management being significantly more optimistic compared to office workers.”​This perception gap points out areas organizations should focus on when implementing AI. She says, “We need to consider what this does to our company culture and why there’s such a big perception gap.”​She encourages employers to ask themselves the following questions when deciding to implement AI: ​What is our current IT infrastructure like?How can we develop our current IT infrastructure to include AI? Does our AI strategy consider risk management, law, and ethics?Do we have a proper change management plan in place? How have we have been communicating with employees?What skills do we need for successful AI implementation in the long term?How can we ensure workers have the skills needed to use AI? What can we do to support every employee through the transition? ​"For AI implementation to be effective, as leaders we should think how we can support workers in preparing themselves for AI and as employers we must ensure we take care of every employee, from the C-suite to the factory floor,” Bijl says. ​Beyond technical skills: The human factors of future-ready employees​Despite having a set of metrics to track AI’s progress and experts predicting it would take between 10 to 50 years to reach level 5, the reality is — we don’t know with certainty where we are going with AI. In such a situation, how can organizations future-proof their workforce? ​Bijl says: “With every new wave of technology, there is often a sense of unease and uncertainty about the future. In such scenarios, employers and employees need to make sure that we are adaptable. Instead of focusing only on the hard skills like programming, employers should look towards shifting mindsets and developing agile and resilient employees.”​To develop resilient employees who can embrace changes and quickly bounce back from setbacks, it’s crucial for organizations to build a culture of innovation, experimentation and risk-taking which involves: ​Giving teams the autonomy to make decisions and take risks.Creating a safe environment where employees are not afraid to fail and learn from their mistakes.Allocating resources for experimentation and research.Recognizing and rewarding employees for their innovative ideas and contributions.​“In Singapore, there’s still a tendency for people to be risk averse. To build such a culture requires leadership to set the right tone and put the right metrics in place to help drive it,” says Bijl.​An underlying factor in creating a culture of experimentation is psychological safety which requires leaders to create a supportive environment, encourage open communication, set clear expectations, ensure accountability, and lead by example.​While the onus is on employers to create a culture that enables innovation, keeping up with the evolving landscape of the modern workforce requires employees to have a change in perspective.​In today’s age, where we're likely to see many workplace transformations, it’s no longer about lifelong employment, it’s about lifelong employability. Individuals hoping to thrive in the future of work should be ready to make these 8 changes: ​Be willing to step out of comfort zones and embrace a risk-taking mindset. Develop entrepreneurial thinking, transitioning from being a doer to a problem solver.Build and leverage professional networks.Learn and gain skills across various domains to enhance adaptability.Embrace diversity and multi-generational collaboration.Develop a strong personal brand by excelling in their field to ensure they stand out.Practice self-awareness and authenticity, as well as understanding the purpose in their work.Practice empathy, active listening and understanding context.​As AI continues to evolve, it is crucial for organizations and individuals to embrace the opportunities and address the challenges to harness the power of AI to drive innovation, improve efficiency, while remembering that at the heart of our organizations are people.​The above contains insights gained during "Future of Work: Workforce Resilience & AI Skills" event, exclusively sponsored by ManpowerGroup, and co-organized by SHRI and SkillsFuture.​Download our whitepaper “Building A People-First Strategy For AI-Powered Workforce Productivity” to find out more about bringing your workforce operations and human resources by 2030 and beyond.

​Explore how outsourcing tasks like reception can streamline operations, free up resources, and boost the bottom line. Learn when and how to outsource strategically.In today’s competitive business landscape, business leaders face constant pressure to optimize resources and maximize efficiency yet are expected to respond quickly to opportunities and continually drive productivity across the organization.In such a landscape, it is crucial for organizations to quickly adjust their workforce size and capabilities to meet changing business needs. One way for an organization to gain access to expertise beyond its core capabilities and quick access to the right talent is to leverage on temporary, part-time, or contract workers to meet varying demands. ​Another way organizations can ensure staffing flexibility is through outsourcing which can provide a range of benefits including reducing costs, scalability, access to a broader talent pool, and allowing the in-house team to focus on other areas of the business. ​What is Outsourcing?Outsourcing is a strategic practice of delegating specific tasks, functions or entire processes to external providers. These providers are typically specialized companies or individuals with the expertise and resources to handle the outsourced tasks efficiently. ​Businesses typically use outsourcing for HR processes such as payroll and recruitment and tasks where specialized expertise is needed like RFID innovation. However, the power of outsourcing front office tasks such as receptionist services cannot be overlooked. ​How Outsourcing can help the business​Outsourcing tasks and functions such as receptionist services and more to a specialized provider allows the in-house team to focus on the tasks that would drive the core business.​Allocating these tasks to an external provider provides the assurance of uninterrupted service. For instance, if the regular receptionist were to go on leave due to vacation, illness, or other reasons, the external provider will typically provide a qualified cover to ensure smooth operations.​Placing these tasks in the hands of experienced specialists will also ensure that they will be carried out according to operational best practices that may be too complicated or time-consuming to develop in-house. ​Additionally, outsourcing gives businesses access to a larger talent pool and sustainable source of skills without having to spend additional time and resources to recruit. In line with that, scaling (up or down) can be done with greater ease and efficiency.​On top of the operational benefits outsourcing brings, it also offers a move from fixed to variable costs and makes variable costs more predictable, allowing businesses to effectively reduce costs, optimize resources and maximize efficiency.​Boost the bottom line & increase efficiency: A closer look at the power of OutsourcingFor instance, high receptionist turnover can disrupt business operations, requiring urgent coverage and leaving businesses scrambling to train replacements. The constant change of staff can lead to unstandardized workflows which further complicate matters. Long receptionist leaves can also create unmanned counters and a negative first impression on visitors. To curb these challenges, businesses can choose to contract an external provider or virtual receptionist service to manage tasks such as answering phone calls, greeting visitors, scheduling appointments, and handling basic administrative duties. ​Outsourcing receptionist duties to an external service provider can help businesses:Streamline their operations, improve efficiency.Ensure visitors get a consistently professional first impression.Have assurance of reliable coverage for unexpected absences, missing disruptions.Save costs on hiring, training, and maintaining an in-house receptionist.Gain more flexibility, including after-hours and weekend support.Enable the business to easily scale the function up as it grows.Allow the business to focus more on their core activities and strategic goals without being bogged down by administrative tasks.To further streamline operations, businesses can opt to engage a provider which provides multiple office services for ease of vendor management.​7 factors to consider when deciding to outsource​Despite its benefits, outsourcing doesn’t come without its share of challenges. When tasks are outsourced, some degree of control over how it’s done is relinquished. Security risks can also be introduced when data, especially confidential data, is being shared with the provider. Furthermore, it can be tricky to integrate outsourced work within-house operations.​Start by listing out the various tasks and processes the business can potentially outsource and consider them against these questions:Does the task require expertise or specialized technology?Does the task involve a lot of administrative work that takes away from core business activities?Is not having direct control over the task something that will adversely affect the business?Can the risks be managed effectively by a service provider?Is it necessary to scale the task quickly? Can an external provider ensure quality?Is it more cost effective to outsource?If the answer to most of these questions is a resounding “yes”, outsourcing is the way to go.7 things to look at when selecting and onboarding an outsourcing service provider​Selecting the right provider matters just as much as deciding which task to outsource. Practice due diligence when choosing an outsourcing partner and conduct reference checks before signing the contract. Things to look out for include: ​Does the provider have industry expertise for the task? Does the provider have a pool of professionals trained to deliver quality results?What have previous clients said about working with the service provider? And does the provider have a good reputation in the market?Does the company have reliable case studies that showcase their experience and expertise? Does the company have robust security practices that comply with data privacy regulations?Is the contract clear with well-defined quality standards and performance metrics?What is the handoff process like and what communication channels will be used to ensure a smooth workflow?Looking to outsource front office services like receptionist duties, pantry management, RFID Innovations, or more? Contact us to find out how our outcome-based, talent-driven outsourcing solutions can deliver the results you need to win.​​

​This ManpowerGroup Global Insights report focuses on the Industrial sector and the top 5 trends influencing the industry and its workforce today.​​​Download Report

Gen Zs and Millennials will soon form the bulk of the workforce. But how should employers keep them engaged and productive? Here are 3 actionable tips. While Millennials (those born between 1981 and 1996) currently make up the bulk of today’s labor force, Generation Z or ‘Zoomers’ (those born between 1997 and 2012) who are just starting to enter the workforce will eventually take over in the coming years. In Singapore, according to statistics released by the Ministry of Manpower, residents aged 30 to 44 (Millennials) make up 35% of the labor force. Meanwhile, about 16% of the country’s labor force consists of Gen Z (aged 15 to 29). Combined, the MZ Generation (Millennials and Gen Z members born between 1980 and 2005) make up half of the local labor force. In general, each generation has its own distinctive traits. For instance, having grown up in a diverse and connected world, Gen Z championed social causes like equality and sustainability. This extends to the workplace, where they are strong believers in equal opportunities, and seek an inclusive work environment where they feel like they are valued members of the organization. Zoomers grew up with the internet and mobile technology at their fingertips and entered the workforce amid the pandemic where remote work and collaboration technologies are the norm. Hence, it’s no surprise that they seek a modern work environment with efficient technology tools and value work-life balance and flexibility.​Employers Face a Challenge: Engaging Gen Z And Millennials ​Shaped by their digital-native upbringing and evolving social values, Gen Z's digital fluency and social values offer a fresh take on work. However, keeping them engaged is a challenge for employers in Singapore, particularly when it comes to work-life balance expectations. The latest Q3 2024 ManpowerGroup Employment Outlook Surveyrevealed that work-life balance expectations (41%) and employee engagement and motivation (39%) are the top two challenges Singapore employers face with new workers with less than 10 years in the workforce. ​Rounding out the top five challenges are: Career advancement expectations (38%)Workplace technology expectations (34%)Lacking skills to perform their role (32%)A similar trend can be seen globally, where employee engagement and motivation (34%), work-life balance expectations (32%), and career advancement expectations (32%). With that in mind, what are some strategies employers can leverage to motivate and engage the MZ Generation? ​Strategies for Boosting Engagement and Productivity of Gen Z And Millennials ​The survey also revealed employers in Singapore found that improving technology tools (78%) and emphasizing well-being (78%) are the top two drivers in boosting engagement and productivity of their newer workforce. Other initiatives employers found effective for managing the younger generation include: ​Formal leadership coaching and mentoring programs (77%)Increased compensation and financial stability (76%)Increased focus on purpose and values (76%)Similarly, global employers found improving technology tools (76%) and emphasis on overall well-being (75%)the most effective. Based on that, here are some tips on how employers can effectively leverage the top three drivers in boosting engagement and productivity of Gen Z and Millennials. ​1. Improving Technology Tools ​When implementing new technology tools, some things to keep in mind include: ​Usability and user experience (UI/UX): Tech tools implemented should have visually appealing user interfaces, be intuitive and easy to navigate, and take a mobile first approach. Prioritize efficiency and automation: Look for tools that automate repetitive tasks and reduce manual data entry, can integrate seamlessly with each other, as well as facilitate real-time collaboration and communication. Innovation and future-proofing: Consider if the tools can integrate with emerging technologies such as artificial intelligence or virtual reality (VR) as they become relevant to the workplace? Ensure that the tools are regularly updated and improved to meet evolving needs. Accessibility: Ensure the tools are accessible for everyone, including those with disabilities. Training and Support: Provide adequate training and support for employees to learn and use the new tech tools effectively. Other than that, it’s important to focus on the "why" instead of just implementing new tools for the sake of it. ​2. Emphasizing Well-being​For employees to be productive, it’s crucial for them to feel like they are in an environment where they can do their best work some ways in which organizations can emphasize well-being include: ​Work-life balance: Promote healthy balance with limits on working overtime and flexible work arrangements such as flexi hours and remote work options to accommodate different working preferences. Additionally, management can model healthy work-life balance and encourage open communication about workload, stress, and mental health.A holistic approach to wellness: Take a 360-degree view on wellness encompassing five key dimensions – mental & emotional, physical, social, occupational and financial wellness. Actionable strategies include offering diverse options such as mental health support, mindfulness training, fitness programs, financial wellness workshops, team-building activitiesPersonalized wellness programs: Instead of a one-size fits all approach to wellness, consider implementing a flexible wellness program with a variety of resources to cater to diverse needs and allow employees to choose the programs they want to participate in.Purpose-driven work:A recent survey by Jobs_that_makesense and Manpower revealed that in 98% of Southeast Asians, 98% found having meaning at work important to them. To enhance meaning at work, Southeast Asians are looking for better work conditions, as well as advocacy for Diversity, Equity and Inclusion (DEI) and other social causes. Apart from that, it’s also important to communicate the company's mission, values, and impact regularly to employees, involve them in decision-making processes, and highlight how their work contributes to these goals.​These strategies address key priorities for younger generations, fostering a supportive and engaging work environment that enhances both productivity and well-being.​3. Implement Formal Leadership Coaching and Mentoring Programs ​Implementing formal leadership coaching and mentoring programs helps Gen Z and Millennials feel valued and supported, enhancing their commitment to the organization. Here are some things to consider when implementing these programs: ​Focus on development: Prioritize skill-building (communication, collaboration) over traditional leadership styles and incorporate discussions on purpose, social responsibility, and ethical leadership which the younger generation are passionate about.Collaborative approach to mentorship: When implementing mentorship programs, match mentors and mentees carefully based on personality, goals, and leadership styles. Ensure that mentors are trained to take a collaborative approach to mentorship, utilizing open dialogue and regular, specific feedback. Flexibility and customization: Offer program options with varying time commitments and consider incorporating technology for online learning modules or progress tracking.Evaluation and adaptation: Regularly track program outcomes to ensure they align with the objective and create a safe environment for open communication and expressing ideas to facilitate regular feedback and adapt the program to the employee's changing needs.​Not only do these strategies help enhance younger employees’ commitment to the organization, but it also helps equip them with the skills and knowledge they need to become successful future leaders in the future.​​The Future of Work: A Collaborative Effort​Engaging Gen Z and Millennials isn't just about keeping up with the times; it's about investing in the future of work. These generations bring a unique set of skills, perspectives, and a drive for positive change.​This requires a shift in perspective. It’s not just about offering interesting perks or trendy office spaces. It’s about recognizing their strengths and catering to their needs and the key lies in collaboration. Employers should listen to the needs and aspirations of the MZ Generation, and these younger workers, in turn, should be open to adapting and learning within the workplace.​By creating an engaging and supportive work environment, companies can unlock the full potential of Gen Z and Millennials to ensure the future workforce that is innovative, productive, and dedicated to making a difference.​To view more findings from the latest ManpowerGroup Employment Outlook Survey, which includes Singapore employers’ hiring plans across 9 industry sectors for the third quarter of 2024, AI adoption, and more, download the full report here. For more tips and tricks on managing your workforce, view our management resources here.​Other related articles: The True Purpose of Work Revealed: 98% of Southeast Asians Want Meaning at WorkA generational shift: How Singapore’s Millennials and Zoomers are reshaping the workplace​