​ManpowerGroup’s 2025 World of Work Outlook for Women report examines the progress, persistent gaps, and opportunities for employers, in Singapore and Globally, as women represent an increasingly significant portion of the workforce.  ​It leverages data from more than 40,000 hiring managers around the world to learn more about the current state of gender gaps and what organizations of all sizes are doing to address them.​Key Findings Include: ​Employers around the world are continuing their long-term efforts to address workforce gender gaps. In Singapore, initiatives to improve representation in frontline management, middle management, and PMET roles are showing the most progress. In Singapore, efforts to increase the number of women in senior leadership roles are proving more difficult with the smallest year-over-year increase. Across industries worldwide, organizations with on-track initiatives to recruit and retain women report less difficulty with global talent scarcity. Employers in Singapore and Globally remain committed to building a more inclusive workplace, only 7% say they currently have no initiatives. ​Download Report​

More than 4 in 5 employers in Singapore are having difficulty finding skilled talent. If you’re among them, a compelling EVP may be the answer.​​An Employer Value Proposition (EVP) refers to the unique set of benefits and values that an organization offers to its employees—and just as importantly—to prospective employees. The concept of an EVP is not new, yet its importance has never been more pronounced.​The Competition for TalentOur research shows that 83% of employers in Singapore—and 74% of employers worldwide—report difficulty finding skilled talent. This finding is based on our survey of over 40,000 hiring managers across industries. This number has changed very little in the last three years and is unlikely to improve in the current climate. Why?​Two reasons: New technologies require new skills, and the workforce is playing catch-up. With the rapid pace of technological innovation, this is getting more and more difficult. The population is aging. Baby boomers are retiring and there aren’t enough younger workers coming into the workplace. (For a closer look at what this will mean, see Will Baby Boomers Break the Workforce ?).​What Can an Employer Value Proposition Do?The Employee Value Proposition (EVP) is the heart of a company's employer brand, essential for distinguishing the organization in a crowded job market. For example, imagine your company as a box of cereal on a store shelf. What makes it stand out among all the other options? You might be offering the best oat flakes on the market. But if your audience is looking for corn puffs, it’s not going to work. ​In other words, find out what the “customer” wants.​Crafting an Effective EVPBefore you can begin to create an EVP, you need to determine what your target audience is looking for. Of course, you shouldn’t do a complete reset just to align with current trends, but getting a read on what people want is crucial. ​Here are key steps in developing a compelling EVP:​Research and AnalysisA natural place to start is with your current staff. Delve deep into their aspirations and motivations. Conduct surveys and interviews with employees to learn what they appreciate about working for your organization and what areas need improvement. This qualitative data can reveal hidden strengths and areas of opportunity within your existing employment offering. Don’t forget about exit interviews. ​Secondly, analyze competitors’ offerings (pay, benefits, culture, etc.) to identify potential gaps or the unique advantages your organization offers. Understanding the competitive landscape helps in positioning your EVP to highlight what sets your organization apart.​Define Your Core ValuesAlign your EVP with your company's mission and values. Clearly articulate what makes your organization unique and why it is an employer of choice. Think tangible benefits as well as the intangible qualities that define your culture. Ideally, your employee research should reflect awareness of these values. ​If there seems to be a disconnect between your stated values and actual practices, this is a good time to address and remedy the situation.​Components of a Strong EVPA robust EVP includes several components that collectively define the employment experience:​Compensation and Benefits: Competitive salaries, health benefits, retirement plans, and bonuses are fundamental. Ensure that your compensation package is not only attractive but also equitable and transparent.Career Development Programs: Opportunities for growth, training programs, and clear career progression paths are vital. Workers are increasingly looking for roles that offer continuous learning and professional development opportunitiesWork Environment: Company culture, work-life balance, and the quality of the physical or virtual workspace significantly impact employee satisfaction. A positive work environment fosters creativity and productivity. Company Reputation: How your organization is perceived in terms of ethics, stability, and innovation affects its attractiveness to potential employees. A strong reputation can be a powerful motivator for job seekers. Social Responsibility: Corporate social responsibility initiatives and your company's impact on society and the environment resonate with employees who want to work for socially conscious organizations. This component can be a deciding factor for many candidates.​Communicating your EVPTo CandidatesPutting your EVP front and center will require you to update, or even overhaul, your recruitment process. Consider all these touchpoints:​Career Website: Highlight your EVP prominently on your career page. Use engaging visuals, employee testimonials, and clear messaging about what makes your company unique.Social Media: Leverage platforms like LinkedIn, Instagram, and Twitter to share stories, achievements, and behind-the-scenes content that reflect your company culture and values.Job Descriptions: Ensure your job postings clearly articulate your EVP. Mention benefits, growth opportunities, and any unique aspects of your workplace.Employee Advocacy: Encourage current employees to share their positive experiences on social media and review sites like Glassdoor. Authentic voices can be very persuasive.Recruitment Marketing: Use targeted ads and content marketing to reach potential candidates. Highlight your EVP in blogs, videos, and other content formats.Onboarding: Reinforce your EVP during the onboarding process to ensure new hires feel welcomed and understand the company’s values from the start.Events and Webinars: Host or participate in industry events, webinars, and career fairs. Use these opportunities to communicate your EVP directly to potential candidates.​To EmployeesCommunicating your EVP to current employees is an important way to bolster engagement and lower turnover (more on that below). Their satisfaction and advocacy are also crucial for attracting new talent.Here are some ways to spread the word.​Internal Newsletters and Intranet: Regularly share updates, success stories, and highlights that reinforce your EVP. This keeps employees informed and connected to the company's mission and values.Town Hall Meetings: Use these gatherings to discuss company achievements, future goals, and how the EVP plays a role in the organization's success. This fosters a sense of community and shared purpose.Recognition Programs: Highlight employees who embody the company's values and contribute to its success. Recognizing their efforts publicly reinforces the importance of the EVP.Training and Development: Offer programs that align with your EVP, such as leadership training, skill development workshops, and career advancement opportunities. This shows a commitment to employee growth and development. For tips on this, read How to Improve Employee Morale Through Learning.Surveys and Feedback: Regularly solicit feedback from employees about their experiences and perceptions of the EVP. Use this information to make improvements and show that you value their input.Employee Resource Groups (ERGs): Support ERGs that align with your EVP. These groups can help foster a sense of belonging and provide a platform for employees to connect over shared interests and values.Celebrations and Events: Host events that celebrate company milestones, cultural diversity, and other aspects of your EVP. These gatherings can strengthen the sense of community and shared purpose.​Making it WorkIn short, your EVP should be an important part of virtually every internal or external company communication.Make sure your messages are clear and consistent across all platforms, from job descriptions to social media and leadership communications. Ensure that your messaging is authentic and reflects the real experiences of employees within your organization. By sharing stories and testimonials, you can provide a more relatable and engaging depiction of your workplace culture.​The Role of EVP in Employee EngagementA well-crafted EVP not only attracts talent but also enhances employee engagement. When employees feel valued and aligned with the company's mission and values, they are more likely to be motivated, productive, and loyal. An effective EVP ensures that employees understand their role in the broader organizational mission, fostering a sense of purpose and belonging. Additionally, a strong EVP can be a catalyst for building a cohesive organizational culture that thrives on mutual respect and shared goals. This alignment between personal and organizational values is crucial for maintaining high levels of employee morale and reducing turnover rates.​Real-World Examples of Successful EVPsIn an oversaturated job market, a distinct EVP sets your organization apart from competitors. Here are a few examples of organizations that have successfully implemented EVPs that resonate with their workforce and attract top talent.​Google: Known for its innovative work environment and extensive employee benefits, Google emphasizes creativity, collaboration, and personal growth in its EVP. The company's focus on fostering an inclusive culture and providing opportunities for professional development has made it a highly desirable employer.Salesforce: With a focus on social responsibility and community engagement, Salesforce attracts employees who are passionate about making a positive impact in the world. By aligning its EVP with its core values, Salesforce has created a workplace culture that appeals to socially conscious individuals.Unilever: Unilever's EVP highlights career development and sustainability, appealing to employees who value growth and environmental stewardship. The company's commitment to sustainability and ethical business practices has positioned it as an employer of choice for those who prioritize corporate responsibility.​Regularly Update Your EVPThe job market and employee expectations are constantly evolving. Regularly review and update your EVP to ensure it remains relevant and competitive. Incorporate feedback from employees and industry trends to refine your proposition continually. This proactive approach signals to employees and candidates alike that your organization is adaptable and committed to meeting their needs.​Anticipating Future TrendsAs the job market continues to evolve, organizations must anticipate future trends and adapt their EVPs accordingly. Factors such as remote work, digital transformation, and changing workforce demographics will continue to influence what employees value and expect from their employers. Staying ahead of these trends requires a proactive approach to workforce planning and EVP development. By anticipating changes and adjusting your EVP to reflect emerging priorities, you can maintain a competitive edge in attracting and retaining talent.​Need help crafting your EVP?Manpower has a highly tailored set of research-backed insights and services to meet employers wherever they are in shaping their employer value proposition. Contact us for details.​For other ways to tackle high turnover, read How to Reduce Employee Turnover and Raise Productivity.​

Story InsightsWhat do we want work to be once AI grows up?:This question could not be timelier as global leaders convened at the World Economic with the transformative power of GenAI a significant focus.Redefining Human Value:The challenge isn't just keeping up with technological advancements—it's redefining how we value human work in an AI-driven world.Trust: The Bridge Between Technology and Humanity:Once trust is established, companies can nurture a more human-centered workplace.The Future of Work:With thoughtful leadership and a commitment to ethical practices, the future of work can be a space where technology enriches the human experience, rather than replacing it.​What do we want work to be once AI grows up?Global leaders convened at the World Economic Forum in Davos under the theme of Collaboration for the Intelligent Age. With the transformative power of GenAI a significant focus, a leadership panel hosted by ManpowerGroup asked: “What do we want work to be once AI grows up?” This question could not be timelier.​Redefining Human Value in the Age of AI: The Future of WorkThe nature of work is undergoing a profound transformation. Driven by rapid technological advancements and economic uncertainty, the global labor market is evolving at an unprecedented pace. According to the World Economic Forum’s Future of Jobs Report 2025, by 2030, 22% of today’s jobs will be either created or displaced due to structural changes. Among the fastest-growing skills will be AI and big data.However, this seismic shift is not just about numbers. It’s about the very essence of work and human value in a future increasingly dominated by AI. While employers strive to navigate this landscape, a staggering 39% of existing skills are projected to become obsolete within just five years. The challenge isn't just keeping up with technological advancements—it's redefining how we value human work in an AI-driven world.​The Philosophical Shift: Human Fulfillment in a Digital FutureAmid these enormous changes, ManpowerGroup’s panel, The Meaning of Work in the Age of AI, delved into the philosophical and practical implications of the new work era. Key questions arose: How will we measure human value when AI takes over more cognitive tasks? Can work still provide purpose and fulfillment if machines are capable of doing so much of what we once did?Becky Frankiewicz, Chief Commercial Officer and President of North America at ManpowerGroup; Dr. Athina Kanioura, EVP and Chief Strategy and Transformation Officer at PepsiCo; and Francine Katsoudas, EVP and Chief People, Policy, and Purpose Officer at Cisco, explored these questions, offering a glimpse into the future of human identity in the workplace.​Trust: The Bridge Between Technology and HumanityA key point of consensus from the panel was that the fundamental question of what work will become in an AI-driven future cannot be answered with the conventional metrics of productivity and efficiency. As AI increasingly handles cognitive tasks, we must expand our vision of work. This shift is inherently unsettling for many, and the panelists acknowledged the deep fears surrounding job displacement.As Frankiewicz put it, “The future of work is in our hands—the visions we cast, the stances that we take. As work becomes more digital, how do we make sure it also becomes more human?” For Frankiewicz, the key lies in redefining the value of human work—not just in terms of productivity, but in terms of what makes work meaningful.Katsoudas echoed this sentiment, stating, “Behind everything we’re talking about is an element of trust.” For Cisco, building that trust involved creating a workplace environment centered on well-being, as evidenced by their daily quizzes on employee sleep patterns and overall health. Once trust was established, the company could nurture a more human-centered workplace. This balance between technological progress and human value is crucial as we move forward.​Ethical Implementation: Making AI a Tool for Human AdvancementAnother crucial aspect of integrating AI into the workforce is the ethical considerations surrounding its use. At PepsiCo, AI’s implementation is treated as a strategic priority but is embedded within the company’s broader responsible business framework. “AI is not different than any other part of the business,” Dr. Kanioura emphasized. Ethical concerns, such as bias mitigation, are incorporated into their AI policies, ensuring that technology is used to enhance, rather than replace, human capabilities.The future of AI will not solely rely on technical expertise; the education system must evolve to ensure that workers are prepared for a blend of technical and human-centered skills. As Katsoudas pointed out, “You need social sciences; you need STEM; you need behavioral science.” Tomorrow’s workforce will need a diverse set of skills—technical knowledge combined with critical thinking, problem solving, and soft skills that machines cannot replicate but are essential for success in virtually every field.​The Future of Work: Human-Centric, AI-EnhancedThe panel’s discussions underscored an essential truth: The future of work will not be defined solely by what we do, but by how we do it. As AI becomes more sophisticated, the competitive advantage will belong to organizations that understand how to leverage technology to enhance human potential.Ultimately, this transformation requires a fundamental reassessment of how we measure human value in the workplace. When AI can perform many cognitive tasks more efficiently than humans, what remains our unique contribution? The answer lies in our distinctly human qualities—creativity, emotional intelligence, ethical judgment, and our capacity for forming meaningful connections.Dr. Kanioura highlighted that the beauty of AI, especially GenAI, lies in its user experience. “You do not need to understand the technology for it to enable you to make better decisions and work smarter.” Success in the transition to an AI-driven workplace will not be measured merely by adoption rates or productivity gains. Instead, it will depend on our ability to create environments where AI complements human capabilities, making work more meaningful, sustainable, and ultimately more human.As Frankiewicz concluded, “When you have AI, you’re future-proofing your skills and enabling employees to do work that is uniquely human, that’s meaningful and purposeful.” This vision of the future, where technology and humanity coexist to enhance work, promises a world where AI doesn’t diminish human value—it amplifies it.The challenge ahead is both technological and philosophical: ensuring that as AI matures, it serves human aspirations, rather than undermining them. With thoughtful leadership and a commitment to ethical practices, the future of work can be a space where technology enriches the human experience, rather than replacing it.

Singapore’s Employers Hold Steady on Hiring Amid Normalization and Uncertainty: Latest ManpowerGroup Employment Outlook Survey​Singapore’s Net Employment Outlook (NEO) for Q2 2025 is +27%, strengthening by 2 points from Q1 2025 and 3 points year-over-year.Across the sectors, the Healthcare and Life Sciences industry report the strongest Outlook of +49%, the strongest hiring sentiment in Singapore and second globally.Company expansion drives Q2 staffing increases in Singapore, with 41% reporting company expansion as the top reason for staffing increases.Employers in the Transport, Logistics, and Automotive sector were the most likely (56%) to expand their workforce in response to demands of tech advancements.Economic challenges influence workforce reductions in Singapore with 39% of employers reporting economic challenges as the main factor impacting staffing reductions.​SINGAPORE (11 MARCH 2025) – Hiring sentiments in Singapore remain relatively steady as employers adopt a balanced outlook amid normalization and economic uncertainty, according to the latest ManpowerGroup Employment Outlook Survey.​Out of the 525 employers in Singapore surveyed about their hiring plans for the next quarter, 39% plan to hire,12% anticipate a decrease in their staffing levels, while 49% do not expect any change. The Net Employment Outlook (NEO). after seasonal adjustment, is +27%, strengthening by 2 points from last quarter and 3 points when compared to the same time last 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.​For the first time since Q1 2024, employers across all sectors expect to increase headcount, with the most competitive sector being Healthcare and Life Sciences.​The sector records an NEO of +49%, increasing by 9 points since the last quarter and 13 points since the second quarter of 2024. This places Singapore second globally for the sector, beating the global average by 21 points.“Singapore’s hiring outlook reflects a stabilizing labor market, supported by stronger-than-expected economic growth in 2024. While the overall Outlook has improved,a deeper analysis reveals a shift in employer sentiment. Fewer companies are planning to increase or decrease hiring, with nearly half(49%) now opting to maintain current workforce levels. This trend suggests a dual narrative where staffing levels are either normalizing after post-pandemic adjustments or employers are adopting a cautious 'wait-and-see' approach amid global trade tensions and economic uncertainties,” comments Ms. Linda Teo, Country Manager of ManpowerGroup Singapore.“It’s also important to note that this survey was conducted from 2-31 January 2025, prior to the release of Singapore Budget 2025, which may further shape hiring plans in the coming months."​Besides employment outlooks, the Singapore report also shed light on the main reasons for staffing increases and decreases.​Company expansion drives Q2 staffing increases in Singapore: 41% of employers in Singapore report company expansion as the top reason for staffing increases, followed by needing the latest skills to stay competitive (33%), and tech advancements needing more expertise (33%).Technological advancements power job creation in Transport, Logistics, and Automotive sector: Employers in the Transport, Logistics, and Automotive sector (56%) were the most likely to expand their workforce in response to demands of tech advancements, followed by those in Communication Services (36%), Consumer Goods & Services (35%), and Financials & Real Estate (35%).Economic challenges influence workforce reductions in Singapore: 39% of employers in Singapore report economic challenges as the main factor impacting staffing reductions, followed by restructuring or downsizing (36%), and automation having reduced some roles (31%).Ms. Teo adds, “Technological advancements, such as AI, are a key factor in reshaping Singapore’s workforce landscape. On one hand, the demand for specialized skills related to tech advancementsdrives job creation, prompting sectors such as Transport, Logistics, and Automotive to innovate and create new roles. On the other hand, automation is also streamlining some functions. The dual impact where some jobs are lost while new ones are created, underscores the need for businesses to prioritize upskilling and strategic planning to thrive in an AI-driven economy.”​Employment Outlooks Across the Asia Pacific​The region reports the strongest regional Outlook with 30%, showing a 3-percentage point increase from both the previous quarter and year-over-year.India leads global hiring confidence with an Outlook of 43%.The region leads in creating new roles due to tech advancements, with Taiwan (39%) and India (38%) as frontrunners.To view complete results for the Q2 2025 ManpowerGroup Employment Outlook Survey, visit: www.manpowergroup.com.sg/meos. The next survey will be released in June 2025 and will report hiring expectations for the third quarter of the year.​ABOUT THE SURVEYThe ManpowerGroup Employment Outlook Survey is the most comprehensive, forward-looking employment survey of its kind, used globally as a key labor market indicator. The Net Employment Outlook (NEO) 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.​SURVEY METHODOLOGYSurvey responses were collected from January 2-31, 2025. Size of organization and sector are standardized across all countries and territories to allow international comparisons.​FORWARD LOOKING STATEMENTSThis report contains forward-looking statements, including statements regarding labor demand in certain regions, countries and 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 U.S. Securities and Exchange Commission (SEC), including the information under the heading "Risk Factors" in its Annual Report on Form 10-K for the year ended December 31, 2024, whose 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 2025 ManpowerGroup was named one of the World's Most Ethical Companies for the 16th time – all confirming our position as the brand of choice for in-demand talent.

​In a time of massive workforce disruption, Gen Z remains steadfast in their flexibility, while seeking opportunities for growth and positive well-being encouraged by employers, notes ManpowerGroup’s latest Global Insights White Paper: World of Work for Generation Z in 2025. ​​Key findings include: Generation Z (born 1996-2012) will comprise approximately one-third of the global workforce in 2030. The majority of the generation has entered or will enter the workforce during a period of massive disruption – from the COVID-19 pandemic to geopolitical unrest and widespread digital transformation and automation. According to ManpowerGroup’s 2024 Global Talent Barometer Research, global Gen Zers’ current lives as “corporate Zoomers” are a mixed proposition. Gen Z workers were the most likely (47%) of all age groups to say they will voluntarily leave their current roles in the next six months, but were also the least confident they could find a new job that meets their needs. Despite some persistent concerns, employers are undertaking a variety of strategies to make their workplaces more palatable to Gen Z, including improving technology tools (76%), workforce well-being (75%), work hours flexibility (73%), increasing compensation (73%), and career development opportunities (73%). The Gen Zers of 2030 will be more accustomed to remote or hybrid professional work and frontline work infused with AI-based technologies and automation. Gen Zers are likely to amass an unprecedented number of diverse, transferable skills that they can use to redeploy into new roles as business and economic conditions continue to evolve. For more insight into how employers can keep their Gen Z pipelines moving, download the full report. ​​

​The global Financials & Real Estate sector is facing a wave of change as disruptive forces alter its global landscape. Economic pressures, shifting labor dynamics, digital advancements and evolving regulations are changing how organizations operate and compete. As a result, companies in the industry are examining workforce strategies and rethinking business priorities that balance transformation, cost savings and reduced risk. This ManpowerGroup Global Insights report examines how these megatrends will impact the future of work in the financial sector. How will accelerating AI adoption impact the future of finance? Will return to office mandates help the commercial real estate sector rebound? How are industry leaders handling the accelerated pace of change? Download the full report for the latest industry trends in Financial Services and Real Estate for employers to consider in 2025. ​​​

​In 2025, 83% of employers in Singapore report difficulty finding the skilled talent they need, increasing 4% from 2024’s survey (79%). This figure has doubled since 2019 (41%). Employers in the Transport, Logistics, and Automotive sector face the most difficulty finding skilled talent (91%), followed by Communication Services (90%), and Information Technology (88%). SINGAPORE (23 JANUARY 2025) – Even as employers in Singapore maintain cautiously optimistic approach towards hiring in Q1 2025, rising talent shortages present a significant challenge to recruitment efforts, according to the latest ManpowerGroup Global Talent Shortage Survey. ​Despite a stable hiring demand (a Net Employment Outlook of +25%), 83% report difficulty finding the skilled talent they need in 2025, increasing 4% from 2024’s survey (79%). This figure has doubled since pre-COVID-19 (2019: 41%). ​To address the ongoing talent scarcity, employers in Singapore are focusing on three main actions, including upskilling & reskilling current employees (39%), increasing wages (28%), and targeting new talent pools (27%). ​“Singapore has long grappled with falling birth rates and a rapidly ageing population which cumulates in a shrinking workforce. Coupled with factors such as rapid technological advancements demanding specialized skills, and a widening gap between available skills and employer needs, talent shortage has seen a significant increase since 2019,” says Ms. Linda Teo, Country Manager of ManpowerGroup Singapore. "This underscores the need for employers to adapt by investing in upskilling and targeting new talent pools to navigate talent scarcity and remain competitive.” ​Key Findings: Majority of sectors in Singapore see an increase in talent shortage in 2025: Employers in six of nine sectors report experiencing more talent scarcity than a year ago. Talent shortage most acute in Transport, Logistics, and Automotive sector: Those in the Transport, Logistics, and Automotive sector report the most difficulty finding skilled talent (91%), followed by Communication Services (90%), and Information Technology (88%). IT & Data skills continue to be the most difficult to find: The top three skills employers in Singapore report as the most difficult to find are IT & Data (38%), Engineering (28%), and Operations & Logistics (23%). Skills related to ESG and green economy remain in demand: Demand for Sustainability/Environmental skills and ESG Risk/Advisory/Governance skills form a collective 41%. Top skills demanded in 2025 Top skills demanded in 2024 1. IT & Data 2. Engineering 3. Operations & Logistics 4. Sustainability & Environmental 5. Sales & Marketing 6. ESG/Advisory Risk, & Governance 7. Human Resources 8. Manufacturing & Production 9. Administration & Office Support 10. Front Office & Customer-Facing 1. IT & Data 2. Engineering 3. Sustainability & Environmental 4. ESG/Advisory Risk, & Governance 5. Operations & Logistics 6. Sales & Marketing 7. Manufacturing & Production 8. Front Office & Customer-Facing 9. Administration & Office Support 10. Human Resources ​ “Within the Transport, Logistics, and Automotive sector, shifts in trade routes along with the normalization of shipments transiting Singapore drove hiring intentions to an all-time high in Q1 2025, leading to the increase in demand for talent with strong operations and logistics skills," says Ms. Teo. “Rapid advancements in technology create a constant demand for specialized IT and data skills. With more companies investing in emerging technologies such as AI and quantum computing, demand outpaces the ability of traditional education and training programs to keep up.” ​She further comments, "In line with growing demand for action to address climate change, skills related to sustainability and environmental is likely to continue remaining high as employers search for the talent they need to achieve their sustainability goals.” ​To view the full Singapore Findings of the 2025 Talent Shortage Survey, visit: www.manpowergroup.com.sg/talent-shortage-2025.

Singapore’s Labor Market a Source of Consistency Amid Uncertainties: Latest ManpowerGroup Employment Outlook Survey ​Singapore’s Net Employment Outlook (NEO) for Q1 2025 is +25%, weakening 4% compared to both Q4 2024 and year-over-year. Across the sectors, the Transport, Logistics, and Automotive industry report the strongest outlook of +67%, the strongest hiring sentiment in Singapore and globally. 74% of employers report having reached and are getting closer to gender equality, an improvement from 55% in 2024. 3 in 5 organizations (61%) are on track with their pay equity initiatives, improving 6% when compared to the same time last year. ​​SINGAPORE (10 DECEMBER 2024) – Hiring sentiments in Singapore remains relatively stable as employers maintain a cautiously optimistic approach, reveals the latest ManpowerGroup Employment Outlook Survey. ​Out of the 525 employers in Singapore surveyed about their hiring plans for the next quarter, 45% plan to hire, 20% anticipate a decrease in their staffing levels, while 34% do not expect any change. The Net Employment Outlook (NEO) after seasonal adjustment is +25%, weakening 4% from both last quarter and 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 Transport, Logistics, and Automotive. The sector records an NEO of +67%, rising 22% from the previous quarter and 26% since the first quarter of 2024. This places Singapore first globally for the sector, beating the global average by 43 points. In fact, Q1 2025 sees the highest NEO recorded in Singapore’s Transport, Logistics & Automotive sector since tracking began in Q1 2010. ​“Amid geopolitical tensions and uncertainties, Singapore's role as a safe and reliable hub in Asia is becoming increasingly important. Shifts in trade routes arising from geopolitical concerns as well as the normalization of shipments transiting Singapore are expected to drive job creation in the Transport, Logistics, and Automotive sector,” comments Ms. Linda Teo, Country Manager of ManpowerGroup Singapore. “Despite a slight slowdown in hiring intentions from the previous quarter, the local labor market remains resilient, serving as a source of stability and consistency during these uncertain times. Given that the survey was conducted in October 2024, just before the U.S. presential elections, employers are likely practicing cautious optimism."    ​Besides employment outlooks, the Singapore report also shed light on strategies and progress on diversity and inclusion, and more. ​More companies have reached and are getting closer to gender equality: 74% of employers report having reached and are getting closer to gender equality, an improvement from 55% in 2024. More organizations are on track with their pay equality initiatives: 3 in 5 organizations (61%) are on track with their pay equity initiatives, improving 6% when compared to the same time last year. Employers reveal top strategies they have in place that are helping drive progress in gender equality in recruitment and retention: These include effectively supporting employee well-being (43%), building trusting relationships with teams (43%), and measuring the use and impact of flexibility policies (41%). ​​Ms. Teo adds, “We're witnessing a positive shift in the corporate landscape, with more companies than ever committed to gender equality. Organizations recognize that diversity and inclusion are not just moral imperatives; they're also smart business strategies. By creating diverse and inclusive workplaces, organizations can unlock innovation, improve decision-making, and enhance their bottom line.” ​Employment Outlooks Across the Asia Pacific ​Hiring managers across the Asia-Pacific countries anticipate the second strongest regional Outlook (27%), remaining unchanged from the previous quarter, but decreased by 3 percentage points when compared to the same time last year. India (40%), China (29%), and Singapore (25%), continue to report the strongest Outlooks in the region.  The most cautious Outlooks were reported by employers in Hong Kong (6%). The strongest Outlook globally for the Transport, Logistics, and Automotive industry vertical was reported by employers in Singapore (67%). Employers in China reported the highest Outlooks for both Financials and Real Estate (53%, tied with employers in Belgium) and Healthcare and Life Sciences (47%). ​​To view complete results for the Q1 2025 ManpowerGroup Employment Outlook Survey, visit: www.manpowergroup.com.sg/meos. The next survey will be released in March 2025 and will report hiring expectations for the second quarter of the year. ​​​ABOUT THE SURVEY ​The 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. ​​SURVEY METHODOLOGY ​The methodology used to collect NEO data has been digitized in 42 markets for the Q1 2025 report. Survey responses were collected from October 1-31, 2024. Both the questions asked, and the respondent profile remain unchanged. The size of the organization and sector are standardized across all countries and territories to allow international comparisons. ​​FORWARD LOOKING STATEMENTS ​This 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 SINGAPORE ​Established 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 MANPOWERGROUP ​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.

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.