ManpowerGroup: Asian Companies Must Prioritize Leadership Development

    ManpowerGroup: Asian Companies Must Prioritize Leadership Development

Lack of Leaders Threatens Region's Economic Progress as Talent Supply Lags
Demand

PR Newswire

DALIAN, China, Sept. 11, 2013

DALIAN, China, Sept. 11, 2013 /PRNewswire/ --ManpowerGroup (NYSE: MAN), the
world leader in innovative workforce solutions and World Economic Forum (WEF)
strategic partner, warns that businesses in Asia must prioritize developing
high-potential leadership talent that can grow their organizations on a global
scale and keep pace with the region's rapid economic progress.

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Nowhere in the world is the shortage of leaders more pronounced than in Asia;
ManpowerGroup's 2013 Talent Shortage Survey found that management and
executives are fourth in the list of the region's Top 10 Hardest Jobs to Fill,
and a separate survey conducted by Right Management — the global leader in
talent and career management within ManpowerGroup — and the Conference Board
found that 45% of Asian HR executives said that their leaders are either not
prepared or only marginally prepared to address business challenges over the
next one to two years.

"Experienced, sophisticated and globally-minded leaders that organizations
require to achieve business growth are in short supply right across the
region. Yet, nurturing high-potential talent is a business imperative," said
Darryl Green, ManpowerGroup President. "By putting in place holistic,
experiential and broad-based leadership development programs, Asian companies
can grow their pipeline of senior leaders who will drive better financial
results, superior operational value and increase competitive advantage,
ultimately allowing them to win in the global marketplace."

As demand for local leaders has grown, the supply of available talent has
remained low. Demographic shifts have contributed to this problem in countries
such as China and Japan, where working populations are shrinking. In India,
while there are large numbers of available candidates entering the employment
market, too few of them have the skills and experience that companies are
seeking.

Talent development programs which strike the right combination of experience,
exposure and education are most likely to produce successful results in a
desired timeframe. Cross-functional job rotations provide high-potential
employees with valuable exposure to different business functions. This can
include what ManpowerGroup has termed as the "Reverse Expat" strategy —
rotating a leader who is at the helm of a company's emerging market operation
to one or more of the company's more mature and established operations,
allowing them to absorb effective protocols, processes and practices,
considering how to quickly adopt in their market upon return for immediate and
lasting impact. Executed effectively, the Reverse Expat approach results in
reduced time to value for the newly-established operation, and creates a more
sustainable operation.

High-potential employees gain additional experience through stretch
assignments whereby they are assigned roles and responsibilities much broader
than their current scope. Senior management uses stretch assignments to
observe high-potentials and gauge how they respond to and cope with challenges
and uncertainties. These are accurate estimates of high-potentials' fit for
roles with broader responsibilities.

On-the-job learning through coaching and mentoring is considered much more
effective than formal classroom training because senior leaders provide unique
and authentic insights and guidance that neither textbooks nor formal training
curricula can replicate. Additionally, executives, who know the
high-potentials, are more willing to take more risks on them, give them
stretch assignments and help them grow. In fact, supportive executives are the
primary drivers of high-potentials' development. According to Right
Management, executive sponsors' commitment to and involvement in
high-potential development programs is critical to their success.

The Right Management and Conference Board report "Accelerating the Leader
Development of High Potentials in Asia" can be downloaded from:
https://dtwcm.manpower.com/wps/wcm/connect/manpowergroup-en/home/thought-leadership/research-insights/?WCM_Page.ResetAll=TRUE

About ManpowerGroup
ManpowerGroup™ (NYSE: MAN) is the world leader in innovative workforce
solutions that ensure the talent sustainability of the world's workforce for
the good of companies, communities, countries, and individuals themselves.
Specializing in solutions that help organizations achieve business agility and
workforce flexibility, ManpowerGroup leverages its 65 years of world of work
expertise to create the work models, design the people practices and access
the talent sources its clients need for the future. From staffing,
recruitment, workforce consulting, outsourcing and career management to
assessment, training and development, ManpowerGroup delivers the talent to
drive the innovation and productivity of organizations in a world where
talentism is the dominant economic system. Every day, ManpowerGroup connects
more than 630,000 people to work and builds their experience and employability
through its relationships with 400,000 clients across 80 countries and
territories. ManpowerGroup's suite of solutions is offered through
ManpowerGroup™ Solutions, Manpower®, Experis™ and Right Management®.
ManpowerGroup was named one of the World's Most Ethical Companies for the
third consecutive year in 2013, confirming our position as the most trusted
brand in the industry. See how ManpowerGroup makes powering the world of work
humanly possible at www.manpowergroup.com. Follow ManpowerGroup Chairman and
CEO Jeff Joerres on Twitter: Twitter.com/manpowergroupjj

SOURCE ManpowerGroup

Website: http://www.manpowergroup.com
Contact: Ania Waszkiewicz, +1.414.906.6476,
ania.waszkiewicz@manpowergroup.com; Mark Jelfs, +1.414.906.6675,
mark.jelfs@manpowergroup.com
 
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