skill mismatch & talent mobility
October 30, 2018
Sonja van Lieshout
global public affairs manager
randstad N.V.
consultation on EU-India Employers’ Perspective on Skill Shortages and Talent Mobility
© Randstad 2018 | 2
our purpose is to support people and organizations in realizing their true potential
randstadhuman forward.
randstad in numberssecond HR services provider worldwide.
€ 23.3billion in revenue
year-end 2017
212,200permanent placements
37,930avg. corporate employees
4,858offices in 39 countries
47%women in leadership positions
668,800people we help to work every day
© Randstad 2018 | 3
our core values guide us in how we work.
© Randstad 2018 | 4
to trustWe are respectful. We value our relationships and treat people well.
to serveWe succeed through a spirit of excellent service, exceeding the core requirements of our industry.
to knowWe are experts. We know our clients, their companies, our candi-dates and our business. In our business it's often the details that count the most.
striving for perfectionWe always seek to improve and innovate. We are here to delight our clients and candi-dates in everything we do. This gives us our edge.
simultaneous promotion of all interests We see the bigger picture and take our social responsibility seriously. Our business must always benefit society as a whole.
Our values shape our culture. They help us develop, grow and better serve our clients, candidates and other stakeholders.
our key brands.
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our global presence.
Andorra Japan
Argentina Luxembourg
Australia Malaysia
Austria Mexico
Belgium Monaco
Brazil Netherlands
Canada New Zealand
Chile Norway
China Poland
Czech Republic Portugal
Denmark Romania
France Singapore
Germany Spain
Greece Sweden
Hong Kong Switzerland
Hungary Turkey
India United Kingdom
Ireland United States
Italy Uruguay
(represents over 90% of the global HR services market)
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our ultimate goal.
touching the work lives of 500 million peoplearound the world by 2030.
© Randstad 2018 | 7
future of workskills
||
the new literacyproblem-solving skills using a computer.
||
need for high level skillsin Science, Technology, Engineering and Mathematics.
0
10
20
30
40
50
60
70
share labor force with high education2016 – in %
age 25 to 64 age 25 to 34
0
10
20
30
40
50
60
share STEM studies in high education2015 – in %
total female male
||
employment growth asks for higher skills.
share of tertiairy skills in employment
0
10
20
30
40
50
60
70
canada japan unitedkingdom
australia switzerland united states sweden netherlands france poland spain portugal germany italy
age 25 to 64 age 25 to 34
||
Science, Technology, Engineering and Mathematicsskills for the future.
share of STEM in enrollment tertiairy education
-
10.0
20.0
30.0
40.0
50.0
60.0
germany portugal unitedkingdom
poland switzerland spain france sweden italy canada australia united states netherlands
total female male
||
skills that will make a worker a talent.
• five years from now, over one-third of
skills (35%) that are considered
important in today’s workforce will
have changed
• creativity will become one of the top
three skills workers will need
• with the avalanche of new products,
new technologies and new ways of
working, workers are going to have to
become more creative in order to
benefit from these changes
soft
skills
||
life-long learning will be key in the future of work25-64 year-olds participating in education and training in the preceding four weeks.
Source: OECD 2016
Last update: 2018-07-11
future of workmigration
||
• decreasing workforces in
industrialized countries
• increasing funds needed
for pensions and
healthcare
• shift of economic power
to countries with strong
population growth
demographic challengepopulation decline and aging 2015 - 2060.
16
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demographic challengepopulation growth 2015 - 2030
Randstad Group Public Affairs 17
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patterns of migration240+ million migrants worldwide
Randstad Group Public Affairs 18
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jobs to people?
presence of suitable employees key for
(re)location of firms
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global mismatch of talentthe skills are available but not on the right location
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developments in labor demand and supplylosses in labor force mitigated by intensive migration and by increase of high-skilled workers whosupply considerably more hours worked
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people to jobs, jobs to peoplecollective action on talent mobility