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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​

​This report aims to demystify Artificial Intelligence (AI) for workers and employers by exploring the state of AI adoption at work, sentiments around it, and opportunities for bridging AI and tech skill gaps. Jump to full report. Key findings: According to ManpowerGroup’s Q3 2024 Employment Outlook Survey, more than half of global large enterprises with more than 5,000 employees (52%) are currently using AI. Across industries and global regions, survey respondents believe AI-based technologies will positively impact business performance and employee training, recruiting, onboarding, engagement, and diversity.Within the next few years, AI-based technologies are likely to be deployed in global workforces in a variety of ways, including objective performance analysis, customized skill building, and autonomous AI assistants. By 2030, the capabilities of AI and automation in the workforce will complete the shift from task-specific applications to interconnected agents with more sweeping responsibilities and increasing power. However, the speed of adoption en masse depends on factors such as regulatory and ethical environment. To build a people-first AI strategy, choose implementations that make sense for your business and select appropriate partners.Since ChatGPT was introduced to the market in late 2022, generative AI offerings are progressing at a rapid pace. Generative AI can generate text, images, or other media by learning the patterns and structure of input training data and delivering new data with similar characteristics.​The development of generative AI is a logical linear progression from the chatbots of the 2000s and 2010s. In the coming years, we will see generative AI use cases emerging across all industries, AI democratization expanding accessibility and impact among our workforces, and far greater integration into both major and minor aspects of traditionally human roles.​Furthermore, generative AI isn’t the only game in town. Advanced automation and talent intelligence are critical AI-based technologies in the market today that have the potential to transform the way we work.​However, none of this should be alarming. The development and deployment of artificial general intelligence – i.e. technology that can teach itself without human input, with the ability to do most cognitive tasks as well as, or better than humans – is still a distant reality.​In their current state, AI-based technologies aimed at workforce operations still require substantial human oversight, and most organizations are deciding in real time how to use AI effectively for many business purposes and problems. ​This report provides a snapshot of the current state of AI integration, as well as forecasts about the value new AI-based technologies are likely to bring to workforce operations and human resources by 2030 and beyond.​Full Report​​Download Report

Throughout history, humanity has navigated seismic shifts brought about by revolutionary advancements. From the agricultural revolution, which transitioned us from hunter-gatherers to settled farmers, to the industrial revolution that mechanized production and reshaped societies, each wave of innovation has tested our adaptability and resilience. ​Today, we find ourselves on the brink of another transformative era – the Artificial Intelligence (AI) revolution. No longer a distant concept, AI is here, actively redefining the way we work, communicate, and innovate.​In my role as the Global Brand Leader for Experis, a global leader in IT Professional Resourcing and IT Services, I've seen firsthand the revolutionary impact AI is having across industries and the employment landscape. Much like the steam engine powered the Industrial Revolution, AI is now the catalyst for a new wave of exhilarating yet challenging change.​Our new report “Building a People-First Strategy for AI-Powered Workforce Productivity," takes a deep dive into the AI revolution, examining its profound impact on jobs, businesses, and society. Powered by insights from the ManpowerGroup Employment Outlook Survey of over 40,000 employers across 42 countries, we've gathered critical data on the strategies and mindsets necessary to thrive in the AI era.​Riding the Wave of ChangeIn the fast-paced, ever-changing technological landscape of today, what once seemed like a distant whitecap now feels like a tidal wave growing larger every second. This wave is set to crash onto the shores of your industry, transforming everything in its path.​​Our research reveals that nearly half (48%) of companies have already adopted AI technologies, a significant increase from 35% just a year ago. This rapid uptake spans industries and regions, from healthcare in North America to manufacturing in Asia.​​Yet, the full scale of this revolution is still unfolding. By 2027, a staggering 81% of employers worldwide are expected to have AI tools deeply integrated into their operations. This projection highlights the urgent need for businesses and individuals to prepare for a future where AI is not merely a tool but a core component of the work ecosystem.​Debunking Myths: AI’s Real Impact on JobsAI and jobs – a topic rife with fear and uncertainty. Will robots replace humans? Will millions be jobless? It's time to debunk these myths.​​Our research paints a different picture. Over half of employers (55%) expect AI and machine learning to create more jobs in the coming years. Instead of replacing us, AI might offer opportunities in roles we haven't yet imagined. And on the flip side, only about a quarter of employers (24%) believe AI won't have any impact on job growth, and an even smaller fraction (18%) anticipate staff reductions. ​​AI is like a pebble tossed into a pond, creating ripples that touch every aspect of the workplace. While it won't be smooth sailing for everyone – some roles will evolve or even vanish – there's a silver lining. That’s where upskilling and reskilling will take on an even more prominent role. AI is expected to be an ally rather than an adversary, with seven out of ten employers anticipating the technology will aid in their upskilling and reskilling efforts. By investing in training and development, we can equip our people to adapt and thrive in this new era.​Overcoming Hurdles to AdoptionLet's face it – bringing AI into the fold isn't always a walk in the park. Our survey shows a substantial 72% of employers believe AI will significantly boost their business. But there are significant challenges that organizations face when integrating these technologies into their workflows.​​First, the cost. One-third of employers (33%) we surveyed cited high costs as a major obstacle to AI adoption. Implementing AI can indeed be a significant investment, particularly for smaller businesses. However, the long-term benefits of AI frequently outweigh these initial costs.​​Next, privacy and regulations. With data constantly in motion, 31% of employers are concerned about security and compliance. Equally as challenging is the skills gap as nearly one-third of employers (31%) have reported a lack of employees with necessary AI skills as a major barrier to adoption. Again, upskilling and reskilling are the keys here.​Unlocking AI’s Potential: Five Strategies for SuccessAI adoption isn't just about integrating cutting-edge technology; it's about fostering a culture where your workforce thrives alongside it. Here are five strategies that can help:​Upskill and Reskill the Workforce: Scale upskilling and reskilling initiatives to equip employees with the necessary skills to work alongside AI-based technologies. Redesign Jobs Based on Human Talent: Use AI to enhance human capabilities in job redesign efforts. Remove Barriers: Overcome challenges like high costs, privacy concerns, and lack of AI skills by establishing AI governance policies and investing in workforce development. Foster Optimism Across All Levels: Engage employees at all levels to create a positive attitude and buy-in for AI-based technologies. Ensure Ethical Practices: Set up an AI council to discuss the tech's usage and develop a policy aligned with regulations.Putting People FirstAmidst the AI excitement, it's crucial to remember the heart of your organization: your people. After all, they're the ones who will be working alongside these intelligent systems day in and day out.​​Interestingly, AI optimism varies quite a bit depending on where you sit in the organizational hierarchy. According to the research, 69% of senior leaders are gung-ho about AI, while only 57% of frontline workers share that same level of enthusiasm. It’s understandable – leaders focus on strategic benefits, while those on the ground worry about day-to-day impacts. ​But here's the thing – if you want your AI adoption journey to be a success, you need to bring everyone along for the ride. That means involving and supporting employees at all levels, from the C-suite to the factory floor. This involves more than just training; it's about actively engaging your workforce in the process, soliciting their input and feedback, and addressing their concerns head-on. ​As Jonas Prising, ManpowerGroup Chairman & CEO, so eloquently puts it, “Now is the time to prioritize upskilling, reskilling, and job redesign to build a brighter future of work.” In other words, if you want to create a future where humans and machines can work together in harmony, you need to invest in your people. That means providing them with the skills and support they need to thrive in an AI-powered world. ​But it's not just about individual employees – it's about creating a culture of innovation and continuous learning. When your workforce feels valued, supported, and empowered to experiment with new technologies, amazing things happen. They'll be more likely to embrace AI as a tool to augment their capabilities, rather than a threat to their livelihoods.​Embracing the FutureThe AI era is here, bringing a world of opportunities for organizations ready to embrace change. By putting people first and implementing the strategies outlined in this report, you'll be well-positioned to harness the power of AI and create a future-ready workforce.​​The journey ahead is an exciting one, filled with the potential for increased productivity, more meaningful work, and enhanced human-machine collaboration. As AI continues to evolve and integrate into our workplaces, we'll see a shift towards a more innovative, creative, and adaptable workforce – one that is empowered to achieve remarkable things.​Download your copy of “Building a People-First Strategy for AI-Powered Workforce Productivity” now and start unlocking the full potential of AI for your organization.​This article was written by François Lançon, President of Asia Pacific and Middle East (APME) Region & Experis Global Brand Leader,.