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Brought to you by COSBE s Executive Roundtable Program

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The Road Ahead: Adapting to the Changing World of Work Jill Mattson Director of Business Development Manpower February 22 nd, 2018

Agenda Today s World of Work Today s Labor Trends Talent Shortages Shifting Demographics The Future World of Work Changing Work Dynamics Shifting Demographics and Generations Rethinking Talent Acquisition and Management 4

Today s World of Work

ManpowerGroup Employment Outlook Survey Quarterly measure of employers intentions to increase or decrease the number of employees in their workplace during the upcoming quarter 11,500+ U.S. employers surveyed; more than 58,000 globally - Net Employment Outlook is the key statistic 6

Wisconsin ManpowerGroup Employment Outlook Survey Results 25% of employers expect to increase hiring 4% of employers plan to decrease 69% expect no change in their hiring plans 2% are undecided Net Employment Outlook = +21% 7

Wisconsin Industry Sector Results Job prospects appear best in: Job prospects declining in: Employers planning no change to staff levels: Construction Durable Goods Manufacturing Non-Durable Goods Manufacturing Transportation & Utilities Wholesale & Retail Trade Financial Activities Professional & Business Services Education & Health Services Leisure & Hospitality Other Services Government Information Services None 8

Top 10 Jobs U.S. Employers Are Having Difficulty Filling 2016/2017 Talent Shortage Survey Results #TalentShortage

Future World of Work

Career Security Replaces Job for Life

The Rise of NextGen Work

On Demand is In-demand Protection Not Prevention is the Solution

Why Choose NextGen? Cash, Career and Control

Automation to Redefine, Not Replace Jobs In-Demand Skills 35% of core skills will change between 2015 and 2020 In 2015 In 2020 Complex Problem Solving Complex Problem Solving Coordinating with Others Critical Thinking People Management Creativity Critical Thinking Negotiating Quality Control Service Orientation Judgment & Decision Making Active Listening Creativity People Management Coordinating with Others Emotional Intelligence Judgment & Decision Making Service Orientation Negotiation Cognitive Flexibility Source: World Economic Forum

SHOULD I STAY OR SHOULD I GO NOW? American Millennials Are Planning For The Long-Haul And Want Work That Increases Their Life-Long Employability ManpowerGroup May 2016 17

WHAT DOES JOB SECURITY MEAN TO YOU? Job Security Is Critical For American Millennials, But They Define It Differently ManpowerGroup May 2016 18

PRACTICAL ADVICE Attracting, Retaining And Developing Millennial Workers Share examples of people who ve progressed through training and on the-job learning in your organization. Satisfy their appetite for new opportunities without them having to go elsewhere. Rather than annual reviews, focus on near term objectives and implement plans to achieve them. Find new channels that encourage recognition and sharing from managers and peers. Ride the career waves and make breaks an acceptable part of company culture. Adopt some of the attractive aspects of these models greater flexibility in where, when and how people work ManpowerGroup May 2016 19

Future World of Work: Applying Greater Sophistication to Talent Management Talent Sources Do we know all of our talent supply options? How can we optimize the talent we have? Are we reaching untapped and under-tapped talent pools? Work Models How do we manage talent to drive productivity? How do we manage a diverse workforce? How do we inject flexibility into our workforce mix? People Practices Today s practices were created with outdated assumptions - so why still use them? What new practices will we need in order to attract, develop and retain the talent?

What do you think is most important to a job-seeker? Job Description Brand Reputation of Company Compensation Package Interesting Relevant Role Personalized Targeted Message Source: ManpowerGroup Solutions

Employer Brand Has Never Been More Important Brand Reputation is the 2nd Most Important Factor to Job Seekers, Behind Job Description Source: ManpowerGroup Solutions

Source: ManpowerGroup Solutions

Building Employer Brand Make Sure Your Employees Understand the Brand Manage Social Media Live the Brand/Post About It Hiring Process Employee Ambassador Sell Your Value Through Recruiters-Internal/External Employee Referrals Company Camp Internships, School Visits, Site Tours 24

Top ways U.S. Employers Overcoming Talent Shortages 2016/2017 Talent Shortage Survey Results #TalentShortage

Traditional Approaches: Build or Buy Offer internal training Offer external training Bring in outside experts on a temporary basis to transfer skills to existing employees Recruit staff with new skill sets in addition to existing employees Recruit staff with new skill sets to replace existing employees Outsource business functions to third parties

Our Promise: MyPath

THE MANUFACTURING DILEMMA WHAT S THE PROBLEM? TALENT IS HARD TO FIND THERE S A SKILLS MISMATCH RESULTING IN + + IT S GOING TO GET WORSE Technicians #9 on ManpowerGroup s Talent Shortage Survey Hardest to fill Time to fill for technicians 70-120 days On pace for 2M manufacturing jobs to go unfilled by 2025 in the U.S. Cost of training escalates as you try to close not only the current gap, but a new gap resulting from skills evolution Longer time to productive employee 90 days - 2 years Attrition cycle starts again Maturing workforce 21% of manufacturing workers retire in next 8 years 24% of manufacturing workers are over 55 Rapid evolution in skills 75% of employers say new skills required over the next 2 years and many are not able to define them Copyright 2017 Rockwell Automation, Inc. All Rights Reserved. 28

CLOSING THE SKILLS GAP CREATING JOB-READY TALENT World Leader in Innovative Workforce Solutions World s Largest Company Devoted to Industrial Productivity APPROXIMATELY 175,000 VETERANS LEAVE THE MILITARY EACH YEAR EXTENSIVE VOICE OF CUSTOMER RESEARCH WITH MANUFACTURERS SOURCE. ASSESS. PLACE. PROVEN, INTENSIVE ENGINEER IN TRAINING (EIT) PROGRAM Training and certifying 1000 veterans annually Creates a pool of talented, skilled, disciplined - and underutilized resources Validates the shortage of qualified candidates to fill critical technology-based manufacturing roles and readiness to hire Global scope with a proven track record in innovative workforce solutions Experts in preparing talent for advanced manufacturing roles. Evolution of long-standing program with hundreds of global graduates annually - internal, customers, distributors for high tech roles in Advanced Manufacturing Advanced Certification Programs: Drives, Motion, Software, Instrumentation/Process, Mechatronics (Available Mid-2018) Copyright 2017 Rockwell Automation, Inc. All Rights Reserved. 29

PREPARING FOR DUTY EQUIPPING OUR VETERANS TO JOIN THE RANKS OF ADVANCED MANUFACTURING Evolving Rockwell Automation s highly successful Engineer in Training (EIT) program Leveraging and augmenting the technical aptitude of America s military veterans Building a pool of certified talent for in-demand advanced manufacturing roles ACADEMY OF ADVANCED MANUFACTURING (AAM) 12-WEEK COMPREHENSIVE PROGRAM DIVERSE CURRICULUM: Automation and Manufacturing Technology - Industrial Automation - Controllers - Networks - Visualization and Information Software - Drives and Motors - Instrumentation - Machine and Plant Floor Safety PROFESSIONAL SKILLS TRAINING: Ease transition to civilian life and facilitate success in advanced manufacturing roles ROCKWELL AUTOMATION CERTIFIED CAPABILITIES 2017 PROGRAM Mayfield Heights, Ohio Graduates available 11/2017 2018 PROGRAM Milwaukee, Wisconsin Mayfield Heights, Ohio Graduates available 04/2018 Copyright 2017 Rockwell Automation, Inc. All Rights Reserved. 30

What this Means for You Talent for your positions is more difficult to find. A re-evaluation of assumptions and mindsets is mandatory. An understanding about the trends changing the world of work is required. Aligning your talent strategy with your business objectives is key. Your employer brand is more important than ever before 31

ManpowerGroup: Workforce Experts

Download the Report to Learn More www.manpowergroup.com/ human-age

Download the Reports to Learn More http://www.manpowergroup.com/workforceinsights

Questions

Why is Career Development important and what to do about it? Kurt Johnson, VP of Client Services

CAREERS are increasing as the primary driver of workforce engagement & retention

Engagement & Retention of Workforce Talent Impact of Career Development and Career Opportunities on Turnover Impact of Career Development on Retention & Engagement 32% All 37% Millennials Career (opportunities & security) as #1 reason employees leave a company All 38% Career advancement opportunities and job security as #1 reason employees stay with an organization All 39% Millennials 45% Career & type of work as the #1 reason employees are engaged

Career Conversations What about Careers? 89% of employees believe they are responsible for their own career development, but still place expectations on employers for training and career advice Only 16% of employees indicate that they have ongoing conversations with their managers about their career 59% of employees surveyed believe that their manager is responsible for helping them achieve their career goals inside the organization. 82% of employees would be more engaged if their manager incorporated career conversations into their day to day reporting process

Career Conversations Why Aren t They Happening? The main reason that Career Conversations are not occurring more frequently is because most managers will do anything to avoid them. Here s why: Organizations that ignore the need to address the career development needs of their employees do so at their own peril.

Career Conversations What is a Career Conversation? The career conversation is not a single conversation. It is a series of conversations designed to help answer the questions employees most care about:

Career Conversations Aligning Individuals and Organizations