​As Baby Boomers approach or delay retirement, the workforce is undergoing a significant demographic shift, and Malaysia is no exception. The country is fast becoming an ageing society, with one in five Malaysians projected to be over the age of 60 by 2040 (DOSM). But the question remains will this generation strain or strengthen the future of work in Malaysia.​The Malaysian Ageing RealityMalaysia officially became an ageing nation in 2020, with 7.3% of the population aged 65 and above. This is projected to hit 14.5% by 2040. While many Baby Boomers are choosing to retire later due to financial needs or a desire to stay active, others are leaving the workforce earlier due to health concerns, caregiving responsibilities, or lack of support at work.​What Happens When Experience Walks Out the Door?The departure of older workers can trigger a “knowledge drain”, especially in sectors like manufacturing, engineering, healthcare, and public service, areas where experience takes years to build. In Malaysia, many SMEs and government-linked companies still rely heavily on Boomers to train younger staff and manage complex systems. Without proper succession planning, that wisdom could be lost.​Why Some Are Staying And Others Are NotA 2023 EPF report revealed that only 3% of EPF members have enough savings to retire comfortably, pushing many Boomers to extend their working years. However, ageism, outdated training models, and rigid work policies often push older workers out of employment.On the flip side, some organisations—particularly in finance, education, and healthcare—are beginning to see the value in retaining and reskilling older workers, tapping into their reliability and institutional memory.​Multigenerational Workplaces Need a RethinkWith up to five generations now working side-by-side, Malaysian companies are under pressure to design work environments that are inclusive for all ages. That means:Flexible hours or part-time roles for older workersTraining that accommodates different learning speedsMentorship programmes that encourage cross-generational knowledge sharingWhen managed well, this diversity can lead to stronger innovation, team dynamics, and employee loyalty.​What Employers Should Do NowTo prepare for the Baby Boomer shift, Malaysian employers should:Audit their workforce age profile to understand upcoming gapsInvest in age-inclusive policies, not just youth-focused hiringOffer phased retirement and contract-based consultancy optionsSupport lifelong learning, especially digital skills for older employeesCapture institutional knowledge through documentation and mentoring​ConclusionBoomers won’t break the workforce if employers act now. Malaysia’s path to a resilient, inclusive labour market depends on how well we integrate experienced talent with the rising generations. Instead of sidelining older workers, it’s time to redefine how we value them.

Absenteeism is a persistent challenge for Malaysian employers, particularly in hybrid or on-site work models. While occasional leave is expected, chronic absenteeism—when an employee is regularly absent without valid reasons - can hurt productivity, morale, and business continuity. Understanding the root causes can help HR leaders take proactive steps.​Here are the top 5 drivers of absenteeism among workers in Malaysia:​Health-Related Issues (Physical & Mental)In Malaysia, medical leave (MC) remains one of the most common reasons for absenteeism. But beneath the surface, chronic conditions, poor access to healthcare (especially in rural areas), and rising cases of mental health concerns (like burnout and anxiety) are contributing to longer or more frequent absences. According to Malaysia’s 12th Plan Mid-Term Review, mental health issues now affect nearly 1 in 3 people in Malaysia, especially post-pandemic.​Work-Life Imbalance and Care ResponsibilitiesA significant portion of Malaysia’s workforce—especially women and sandwich generation workers—report conflicts between work demands and family responsibilities. Caring for young children, elderly parents, or ill family members often leads to unplanned absences. The Global Talent Barometer 2025 shows that 58% of workers feel that their workload affects their work-life balance, making it harder to stay consistently present at work.​Low Engagement and Job DissatisfactionWhen employees feel disconnected from their roles or lack a sense of purpose, absenteeism can become a form of silent protest or disengagement. In Malaysia, while 83% of workers say their work feels meaningful, less than half are satisfied with their jobs. Disengaged workers are less motivated to show up regularly, especially in environments where they feel undervalued.​Workplace Stress and BurnoutIn high-pressure sectors like finance, customer service, and logistics, chronic stress and burnout have emerged as serious causes of absenteeism. Gen Z workers in Malaysia report the highest stress levels, and many struggle with emotional exhaustion. Employers who fail to address toxic workloads or lack wellness initiatives risk more frequent absences from burned-out employees.​Lack of Flexibility or Supportive PoliciesRigid workplace policies can backfire, especially in a workforce that increasingly values flexibility and autonomy. Malaysian employees—particularly younger generations—are more likely to call in sick or take unapproved leave if they feel their employer lacks empathy or does not offer flexible arrangements. This is especially relevant post-pandemic, as expectations for hybrid and remote options remain high.​ConclusionReducing absenteeism in Malaysia requires more than strict leave policies—it demands empathetic leadership, wellbeing-focused strategies, and engagement-driven HR practices. Employers who listen and adapt to their workers’ evolving needs will not only see lower absenteeism but also higher retention and morale.

​Understanding Temporary Worker Turnover​In Malaysia’s dynamic job market, managing employee turnover is essential. Temporary and contract staff often leave before contracts end, and understanding why can save your organisation time and money.Reasons Temporary Workers Leave Early​1. Job Insecurity Temporary contracts inherently carry uncertainty, workers often leave once they find permanent roles elsewhere.​2. Low EngagementContract staff may feel undervalued if they don’t receive the same induction, feedback, or support as permanent employees.​3. No Career Path⁣Temporary roles rarely come with clear progression, leaving workers unsure if long-term growth is possible.​4. Pay & BenefitsContract workers are often paid less and miss out on benefits like EPF, SOCSO, or job protection, making better offers hard to resist.​The Ripple Effect of High TurnoverDisrupted Operations: Constant onboarding interrupts workflow and strains your team.Rising Costs: Recruitment fees, training resources, and inefficiencies add up quickly.Knowledge Loss: Each departure takes away institutional memory that’s hard to replace.Poor Team Morale: High turnover undermines cohesion and productivity.How to Reduce Temporary Turnover​Provide Job Security & EngagementBe transparent about contract duration and any potential for permanent roles.Include temp staff in team meetings and social activities.Schedule regular check-ins to address concerns and share feedback.Offer Competitive RewardsAlign contract pay more closely with permanent roles; consider small benefits like training allowances.Introduce flexible scheduling—many contract workers value autonomy and work-life balance.Improve Hiring & OnboardingWrite clear job descriptions to match expectations accurately.Use a thorough onboarding process that includes training, systems access, and team introductions. A strong first month can reduce early departures by up to 70%. Effective onboarding fosters belonging, boosts morale, and enhances productivity, key to long-term retention in Malaysian firms Success Story​Reducing Temp Turnover for a Leading E-Commerce Brand​A major e-commerce player in Malaysia faced a big challenge: high turnover and no-shows among their temporary warehouse staff, especially during peak sales periods.​How We Helped:​We built a faster, more efficient recruitment process. Candidates were screened using clear criteria based on real job demands. We introduced pre-job briefings so workers knew what to expect. Our team provided close support throughout the assignment.​The result?Faster hiringBetter job fitMajor drop in no-shows and early dropoutsWith Manpower’s support, the client got a reliable, ready-to-work temp workforce, just in time for their busiest seasons.​The Takeaway​Temporary workers are a growing part of Malaysia’s labour force, and managing their turnover effectively is more important than ever. By addressing engagement, compensation, and integration, companies can build a more stable and efficient contingent workforce.Need help stabilising your temp workforce? Reach out to Manpower Malaysia for solutions tailored to your needs.​​ 

​Why Companies in APAC Are Hiring in Q2 2025 and What It Means for You Hiring intentions in APAC are showing signs of consistent growthBut here’s the more important question: why?In the latest ManpowerGroup Employment Outlook Survey Q2 2025 (MEOS), 44% of employers in APAC said they plan to increase their headcount this quarter. In contrast, only 14% anticipate a reduction.That’s a confident signal in a region where markets are cautiously optimistic and opportunities are ripe, especially for companies based in this region, including Malaysia.But here’s where it gets more interesting.​Download our MEOS report here​When we asked employers why they’re hiring, the top 3 reasons were:Company growth is creating more jobsNew ventures are requiring new rolesTech advancements are driving demand for new expertiseLet’s zoom in on that last one, because it’s reshaping what the workforce looks like today. Tech Advancements = Talent EvolutionAcross every industry, from manufacturing to marketing, employers are realizing that tech isn’t just “nice to have”; it’s central to growth.Cloud migration, automation, AI tools, data analytics, cybersecurity, and even robotics are no longer limited to tech companies. They’re now mission-critical in logistics, banking, healthcare, retail, and more.In our 2025 Workforce Trends report, this shift is captured under Trend 10: Workforce Career Durability, the idea that technical skills are now the foundation of long-term employability. Not just for tech roles, but for everyone. For employers in Malaysia, this trend shows up as:A surge in demand for multi-skilled digital professionalsGreater emphasis on project-based hiring for rapid implementation of tech toolsAn urgent need to reskill existing teams rather than always relying on external hiringThis demand isn’t going anywhere. 76% of IT employers globally say they are struggling to find the skilled talent they need. And What About the 14% Cutting Back?While the majority of employers are hiring, there are still some that are pulling back. Their top reasons?Economic uncertaintyAdapting to market changesRestructuring or downsizingIf you’re in this group, here’s what we’d advise:Don’t freeze hiring; pivot it. You may not need full-time hires, but project-based or contract workers can help you meet short-term needs while reducing long-term cost commitments.Invest in upskilling, not just headcount. If the budget is tight, consider building internal capabilities instead of expanding externally. It’s slower, but the ROI on reskilling is much stronger in the long run.Stay flexible. The trends report emphasized the importance of rapid talent assembly, the ability to shift your team composition quickly as your business evolves. It’s a future-proof strategy in an unpredictable world. What You Should Be Doing NowWhether you’re hiring aggressively or cautiously evaluating each new role, here are 4 action points for Q2 2025:​1. Reassess Your Workforce StrategyAre your current roles aligned to where your business is headed, or where it’s been? Identify skill gaps, especially in tech-related functions.​2. Build a Hybrid Talent ModelDon’t rely solely on permanent hires. Combine full-timers with contract staff, outsourced teams, or freelance specialists, especially for tech-driven projects.​3. Develop Career Durability InternallyStart building a roadmap for how your employees will evolve with your business. This includes training in digital tools, data literacy, AI basics, and communication.​4. Watch Your CompetitorsIf others in your industry are hiring while you’re not, ask why. Are they preparing for a shift you’ve overlooked? How can a recruitment agency help you?A recruitment agency like Manpower can be your strategic partner in navigating the evolving talent landscape across APAC. With hiring demand surging due to company growth, tech-driven transformation, and the launch of new ventures, it’s essential to move fast and smart. Manpower connects you to skilled professionals across permanent, contract, and project-based roles – helping you build hybrid teams that match your business needs and budget. Whether you’re hiring aggressively or pivoting cautiously, we provide access to hard-to-find digital and tech talent, so you don’t miss out on critical opportunities.​Moreover, Manpower supports employers beyond just filling roles. We help you identify emerging skill gaps, implement upskilling programmes, and build internal workforce agility, all aligned with long-term career durability and the trends shaping tomorrow’s workplace. In uncertain times, we offer flexible workforce solutions like Talent-as-a-Service, enabling you to stay competitive without overcommitting resources. No matter your hiring position this quarter, we’re here to help you build a future-ready workforce.​Hiring? Contact us here.

​The Talent Outlook in Malaysia: What You Need to Know from the Latest ManpowerGroup Employment Outlook Survey​The job market in Asia Pacific is heating up, and if you're an HR leader or business owner in Malaysia, it’s time to sharpen your hiring strategy.According to the Q2 2025 ManpowerGroup Employment Outlook Survey, the APAC region reports the strongest hiring outlook globally, with a Net Employment Outlook (NEO) of 30%. This means employers expecting to hire outweigh those planning to downsize, a promising sign for growth-oriented businesses like yours.But what does this mean for Malaysia, and more importantly, what actions should you take now? Let’s break it down.​Download the MEOS Q2 report here A Region on the Rise, but What About Malaysia?While Malaysia's specific NEO was not listed in this quarter’s summary, we are part of a region where countries like India (43%), China (32%), and Singapore (27%) are driving strong hiring momentum. The tech sector alone reports a 42% hiring outlook, the highest among industries in APAC.In Malaysia, our ICT sector is growing, and this aligns well with the tech hiring trend across APAC. What’s Driving Hiring?If you’re planning to hire soon, you’re not alone. The top reasons APAC employers are expanding their teams include:Company growth (42%)New ventures requiring new roles (33%)Tech advancements needing more expertise (31%)This aligns with what we’re seeing on the ground in Malaysia: companies expanding post-pandemic, embracing digitalization, and launching new products or services that require fresh talent. What Should You Be Doing Now?Here are 4 action points to consider for your Q2-Q3 hiring plans:​1. Don’t Delay Hiring DecisionsIn a high-demand market, top talent doesn’t stay available for long. Streamline your recruitment process. Partner with a workforce solutions provider (like us!) who can quickly tap into active and passive talent pools.​2. Consider Contract & Project-Based TalentIf economic uncertainty is causing hesitation, contract hiring can offer flexibility without long-term commitments. It’s also a great way to evaluate talent before full-time conversion.​3. Upskill & Reskill InternallyIf you're struggling to find external talent, especially in IT, engineering, or digital, your best bet might be internal. Launch internal mobility or training programmes. Remember, only 27% of workers globally say they have a career plan. Show them one.​4. Optimize for Gen Z ExpectationsAccording to our Gen Z white paper, 47% of Gen Z plan to leave their roles within 6 months. To retain young talent, offer purpose-driven roles, hybrid work options, and continuous learning opportunities. What’s Holding Others Back?For employers who anticipate staffing cuts this quarter, economic uncertainty is the main reason (37%), followed by market changes and organizational restructuring.If you’re in this group, consider workforce agility strategies, such as a Build-Operate-Transfer model, Managed Services, or Talent-as-a-Service to help reduce costs while keeping critical operations running. How can a recruitment agency help you?A recruitment agency like Manpower can play a pivotal role in helping your business navigate today’s competitive and fast-moving job market. With top talent in high demand across Malaysia, especially in tech, digital, and engineering roles, speed and access to quality candidates are critical. Manpower connects you with both active and passive job seekers through an extensive talent network, helping you fill roles faster and more efficiently. Whether you’re scaling up quickly or managing growth cautiously, we tailor solutions that match your hiring pace and strategic goals.​Beyond recruitment, Manpower supports workforce agility through flexible staffing models such as contract hiring, project-based placements, and Talent-as-a-Service, which are ideal for companies facing economic uncertainty or undergoing restructuring. We also partner with clients on internal upskilling and reskilling initiatives, helping you build capabilities from within when external talent is scarce. Whether you’re preparing for Gen Z workforce expectations or transforming your operations, we’re here to help you stay future-ready.Email us at [email protected] if you need further information regarding hiring.

Going back to the Office? Make It Worth the Trip​A Malaysian take on getting your team back to the office in 2025.So, your team’s been working from home, maybe doing hybrid, maybe fully remote. And now you’re thinking, it might be time to bring people back into the office. You're not alone. Across Malaysia, more employers are starting to push for in-person work again.But here's the truth: you can’t just flip a switch and expect everyone to be excited about traffic jams and long commutes. If you want people to show up, not just physically but mentally, you’ve got to make the office worth coming back to.Let’s break down how.​Make the Office Feel Like a Place People Want to Be​Think about it: if the workspace still looks like a 90s cubicle farm, no one’s rushing to return. People need spaces that help them focus, connect, and feel comfortable.For admin teams? Quieter zones with good lighting. For contact centres? Better acoustic setups for calls and spaces to chill in between. For everyone? A space that doesn’t feel like punishment.Offices don’t need to be fancy, but they do need to feel human.​Talk About What They’ll Gain, Not What They’ll Lose​Saying “You have to come back” doesn’t inspire much. Instead, talk about what they’ll actually get out of being in the office.Need quick support? Easier when your teammates’s just across the table. Got a problem? Solve it in five minutes instead of a Teams meeting that drags on for hours. Want to grow? In-person coaching and career chats hit differently.For admin and contact centre staff, especially, the right in-office setup can help with speed, confidence, and support.​Flexibility’s No Longer a Bonus. It’s the Bare Minimum​Let’s be real. Most Malaysians now expect some form of hybrid. Studies show over half of local employees prefer a mix of home and office days, and nearly 40% say they’d quit if forced back full time. So even if you want more people in the office, try to meet them halfway:Maybe 3 days in, 2 days out.Or team-specific plans that reflect how they actually work.The goal? Structure with breathing room.​Bring Back the Buzz with the Little Things​You don’t need a massive budget to make people feel good about coming in. Just… make it a bit fun again.Surprise lunches (who says no to free nasi lemak?)Free fruits every MondayFestive potlucksCoffee that doesn’t taste like regret.Small wins celebrated with teh tarik and laughter.People miss the connection. Bring it back.​Help Managers Lead the Way​Some team leads were promoted during the remote era and may have never managed an in-office team before.Others are still figuring out how to juggle hybrid dynamics.Train them. Coach them. Give them tools to lead with empathy and not just attendance trackers. And most importantly? Teach them that micromanaging kills morale. Trust builds performance. No one thrives under a manager who’s always breathing down their neck.Because no one quits a company, but they quit a manager who doesn’t get it. ​Final Wrap​Returning to the office doesn’t have to feel like a step backward. Done right, it can feel like a reset. A fresh start. A better way to work together.Don’t push people back, but pull them in with purpose.To find out about the services Manpower provides for employers, click here.

​Supporting Mental Health in the Workplace​Employers can play a crucial role in the wellness of their workforce. Here’s how organizations can take action and be supportive. ​Organizations recognize there is a profound connection between an individual’s work life and their mental health. Happy and healthy employees are the backbone of a great organization. How employees feel directly impacts their contribution in the workplace. What’s important for employers to remember is that everybody struggles, and it’s not uncommon for challenges like mental health issues to spill over into the workplace.  Organizations that are able to support their employees can help foster a more productive environment, a more positive outlook for their employees. Tomas Chamorro Premuzic, ManpowerGroup Chief Talent Scientist, provides steps employers can take to create a culture that supports mental health.​Foster meaningful work Employees – especially Millennials – desire to do meaningful work that matches their values, interests, lifestyle and development. When that is lacking, it can lead to disengagement, burnout and depression. “One of the best ways to create a culture that supports mental health is to ensure people experience their jobs in a meaningful and purposeful way,” Premuzic says. “This can be achieved by giving employees autonomy and resources.” ​Have career conversations The impact of work extends to all areas of your employee’s lives. Perhaps the best way to create a culture that supports mental health is to ask employees what they need to be supported and make them aware of additional resources that are available, such as employee assistance programs. Schedule regular career conversations, maintain an open dialogue and truly listen. “It’s also important that managers do not check out from their employees,” Premuzic says. “People need guidance and direction from a leader so the worst thing you can do is disappear or be unapproachable.” ​Cultivate connections among colleagues Cultivating friendships inside your workplace helps workplace mental health as well as your employees’ careers. We spend much of our time at work, so it makes sense that socializing with colleagues can help make work more enjoyable. Encourage connecting beyond the usual project meetings and emails by creating social groups or outings beyond the confines of work. Encourage employees to take lunches or walks with each other during the workday. ​May is Mental Health Awareness Month, which provides a reminder that organizations should routine examine how they provide for employee well-being. But this is a topic that needs regular visitations. After this month is over, remember to make mental health a priority for your organization. 

How Malaysian Employers Can Thrive in a Changing Workforce​If you're a hiring manager or HR professional in Malaysia, you've likely noticed something: the workforce isn’t what it used to be. We're in an era of massive transformation—not just in how people work, but in what they expect from work. This is what we call the Expansive Workforce—a diverse, multigenerational, and increasingly complex talent pool with evolving expectations, needs, and challenges.Based on the 2025 Workforce Trends Report, here’s what the data tells us—and more importantly, what you can do about it.What’s Happening Globally?Let’s start with a few key insights:53% of Millennial managers report moderate to high daily stress.27% are considering leaving their jobs in the next six months.On average, women earn 20% less than men globally.48% of employers say they’re behind on pay equity initiatives.76% of employers are confident in Gen Z’s ability to perform—yet attrition among Gen Z remains high.1. Stress Is a Business Risk. Not Just a Personal Issue​Employee burnout is more than a wellness concern—it’s a productivity and retention challenge. In Malaysia, 2 out of 3 of employees report high stress levels, with lack of work-life balance being the biggest contributor to burnout. If you’re losing mid-level managers and high-potential Gen Zers, stress may be the hidden culprit.​What to do:Consider implementing regular pulse surveys to measure employee well-being.Encourage flexible work arrangements and mental health days.Train managers to recognize signs of burnout early.​2. Pay Equity Isn’t Optional Anymore​In Malaysia, the gender pay gap remains a concern. Women with the same experience, qualifications and job titles earned RM66 compared to a man’s RM100. Pay inequity contributes to attrition and damages your employer brand, especially with purpose-driven Gen Z workers.​What to do:Conduct a pay audit by role, gender, and level.Transparently communicate your pay philosophy and any upcoming equity initiatives.Review and update your compensation strategy annually.​3. Multigenerational Teams Need Tailored Approaches​With Baby Boomers, Gen X, Millennials, and Gen Z all coexisting in the workplace, “one-size-fits-all” leadership and development strategies don’t work. Gen Z wants purpose and learning; Millennials seek balance; Gen X wants career growth; Boomers value stability and respect.​What to do:Personalize performance development plans.Create cross-generational mentorship programs.Offer learning modules in different formats (videos, apps, workshops) to cater to different styles.4. Gen Z Is Capable, But You Still Need to Coach​Yes, 76% of employers say Gen Z is skilled—but many of them don’t have a career plan. Without guidance, even the most talented young workers may disengage or churn.What to do:Integrate career pathing into onboarding.Set project ownership early and let them lead small initiatives.Coach managers to provide frequent and constructive feedback.5. Employer Branding Is Now Internal Too​You may have built an attractive external employer brand, but what do your current employees think? Disengagement often stems from a disconnect between brand promises and day-to-day reality. In a competitive labor market, retaining your current team is just as important as attracting new talent.What to do:Align internal communication with your external EVP (Employee Value Proposition).Celebrate internal success stories that reflect your values.Conduct stay interviews to understand what makes your employees stay or leave.​How can a recruitment agency help you?​In today’s complex talent landscape, partnering with the right recruitment agency goes beyond filling vacancies, it’s about building a workforce strategy that reflects the realities of the Expansive Workforce. At Manpower Malaysia, we help organizations tackle the very challenges highlighted in this report, from addressing skills shortages and closing the gender pay gap to improving employee well-being and engagement.​We work with employers to develop tailored talent solutions that support multi-generational teams, enhance employer branding, and create meaningful career pathways for your people, especially for emerging talent like Gen Z. Our expertise in workforce consulting, talent mapping, and upskilling ensures you’re not just hiring for today’s needs, but building future-ready teams that will thrive in a changing world of work. Let us help you turn workforce challenges into opportunities for growth and transformation.Final Thoughts: From Insights to Action​The Expansive Workforce is not a future concept, it’s already here in your boardrooms, your Zoom calls, and your break rooms. The Malaysian economy is growing, digital transformation is accelerating, and new generations are redefining what work means. This is your moment to evolve your workforce strategy, not just to retain talent but to become the kind of employer people seek out.​At Manpower Malaysia, we help companies design workforce solutions that align with real-world trends and the needs of an expansive, dynamic workforce. Whether it’s staffing, upskilling, employer branding, or workforce strategy, we’re ready to help you future-proof your business.​Need help navigating your workforce transformation?​Let’s talk. Email us at [email protected]​​​​​​​​​​​​​

​5 Things Employers can do Differently to Build a Great Work Culture​A strong work culture isn’t built overnight, and it certainly doesn’t thrive on badmintons sessions, or annual dinner only. Today’s employees crave purpose, trust, and connection. To create a culture where people feel inspired and empowered, employers must take a fresh approach. Here are five things to start doing differently: -​1. Lead with Authenticity, Not AuthorityGone are the days when leadership meant staying distant and directive. Today, great leaders show up with honesty and vulnerability. They admit mistakes, share their "why," and create space for real conversations. Authenticity builds trust and eventually trust builds culture.​2. Embed Purpose, Not Just ProfitWhile business goals matter, employees also want to feel that their work has meaning. When organizations connect individual roles to a larger mission, people become more engaged, motivated, and loyal.​3. Prioritize Psychological Safety Over PerfectionismFear-based cultures kill creativity. When employees are afraid to speak up or fail, innovation stalls. The best workplaces are ones where people feel safe to share bold ideas, challenge the status quo, and learn from failure.​4. Recognize People Frequently and PersonallyRecognition shouldn’t be reserved for annual reviews or milestone achievements. A simple, timely “thank you” or shoutout can go a long way. When appreciation is personal and consistent, it fuels a sense of belonging.​5. Design for Life, Not Just WorkThe best cultures respect people as whole humans. That means offering flexibility, supporting mental health, and helping employees grow both personally and professionally. Work should support life, not compete with it, don’t you think so?​Building a great work culture takes intention, not just tradition. It’s about creating an environment where people feel seen, heard, and valued, not just managed. When leaders focus on purpose, trust, and human connection, culture stops being a buzzword and starts becoming a true competitive advantage.​By Velmurugen Subramaniam​

​What if I told you that the rise of artificial intelligence (AI) is not a threat to your career, but one of the greatest opportunities you'll ever encounter to become truly indispensable?Yes, AI might be able to crunch numbers and analyze data faster than you can say “algorithm,” but it lacks the depth, creativity, and human touch that you can offer. You see, AI is not about replacing humans with machines. It's about unlocking the full potential of people by leveraging the power of technology.Imagine a world where AI takes care of the mundane, the repetitive, and the predictable, freeing you up to tackle the most complex, challenging problems of our time. It's about creating a future where your unique expertise is more valuable than ever before; a future where the specialist reigns supreme.​The Generalist's Dilemma​Let's face it: being a jack-of-all-trades isn't what it used to be. In the past, generalists were the go-to folks in the workplace. They could juggle multiple tasks, wear different hats, and adapt to any situation. But with AI getting smarter by the day, the role of the generalist is starting to look about as relevant as a rotary phone.Think of AI as that super-smart kid in your class who always had their hand up first (though, admittedly, at times AI is also your annoying friend at the bar, providing confident rather than competent explanations of things they don’t truly understand). This tech whiz can chew through data, spot patterns, and get stuff done faster than you. So, if you're a generalist, you might be feeling a bit like a dinosaur eyeing the big, scary meteor of AI heading straight for you.But it doesn't have to be all doom and gloom. Adapting is something we humans are good at. Remember when emails took over and we thought it was the end of face-to-face communication? We adapted.So, it's time for generalists to adapt again. Learn new skills, embrace tech like AI, and figure out how we can work alongside it instead of competing against it. After all, if we're the jack-of-all-trades, surely we can add 'AI collaborator' to our list of roles.​The Specialist's Superpower​Despite all the hype, there's something that AI still can't touch - our unique, specialized knowledge. Remember that time when your specific skills made a real difference? That's what I'm talking about.Now, don't get me wrong. AI is impressive. It can do a lot of stuff. But compared to the depth of human knowledge in specific fields? Not even close. It's like comparing a microwave dinner to a gourmet meal. The microwave is faster, and it gets the job done, but it doesn't come close to the depth of flavor, the perfect balance, and the artistry that a well-trained chef brings to the table.Would you trust AI, regardless of its sophistication, to perform a complex procedure like brain surgery? The answer, most likely, is a resounding no. Certain tasks, especially those that require a high degree of precision, expertise, judgment, and more importantly, creativity, remain the exclusive domain of people. They require the human touch and the ability to adapt to the unexpected and make critical decisions on the fly, traits that machines and AI, despite their advancements, are yet to master.And that’s a specialist’s superpower.​Becoming a “Human in the Loop”​So, how do you ensure your relevance in the age of AI? The answer lies in becoming what I like to call a “human in the loop.” Basically, you want to be the person who can use AI tools to your advantage, but also bring your own special sauce to the table.For example, let's say you're a seasoned financial analyst. You could harness the power of AI algorithms to analyze vast amounts of market data, identify trends, and predict potential risks and opportunities. However, it's your deep understanding of the financial markets, economic principles, and the ability to interpret the results in context that will enable you to provide valuable insights and make strategic recommendations to mitigate potential losses.Or let's say you’re a skilled data analyst in the healthcare industry. You could utilize AI algorithms to process vast amounts of patient data and identify potential risk factors. However, it's your deep understanding of the healthcare system and the ability to interpret the results that will enable you to make meaningful recommendations to improve patient outcomes.By combining your specialized expertise with AI tools, you become a superhero of productivity. You're not just working harder; you're working smarter. And that is how you stay ahead of the curve.Embrace the AI Revolution​In a world where technology is advancing at an unprecedented pace, it's natural to feel overwhelmed and uncertain about your place in the workforce. But you’re not just a cog in the machine and AI does not signify the end of human expertise – it's the onset of a new era where specialists have the power to shape the future of work.Leverage your unique skills, stay adaptable, be curious, proactive, and never stop learning. The world needs your specialized expertise now more than ever, and with the right mindset and tools, you can achieve incredible things. Because in the end, it's not about beating the machines – it's about leveraging their power to become the best version of yourself. You possess the creativity, empathy, and strategic thinking that machines can't replicate – and that's what will set you apart.This blog was written by Dr. Tomas Chamorro-Premuzic, Chief Innovation Officer at ManpowerGroup.

​Bridging Purpose and Productivity: What Malaysian Employers Must Know About Gen Z Talent​As an employer in Malaysia, you're likely navigating an evolving workforce where traditional talent acquisition and retention strategies no longer guarantee success. With a rapidly shifting job market, two key factors are reshaping how businesses attract and engage talent: the rising influence of Generation Z and the workforce's pursuit of purpose-driven careers.​ManpowerGroup’s Global Gen Z Report and Malaysia Workforce Survey 2024 both reveal powerful insights to take note of. From the motivations of young professionals to their expectations of employers, one thing is clear—businesses that fail to align with these trends risk losing access to a large portion of the emerging workforce.​So, how do you attract, train, and retain Gen Z talent while meeting their needs for purpose, flexibility, and career growth? Let’s dive in.​1. Purpose is a Non-Negotiable Factor for Gen Z in Malaysia​According to the Malaysia Workforce Survey 2024, a staggering 98% of Malaysian workers are looking for meaning in their careers. This number surpasses the regional average and signals a shift in how talent evaluates job opportunities.For Gen Z:86% say having a sense of purpose is key to workplace satisfaction.90% consider a company's social and environmental responsibility when choosing an employer.45% are open to side gigs to expand their professional development.What This Means for YouIf you want to attract and retain Gen Z employees, your employer brand must highlight more than just a paycheck. Gen Z wants to work for companies that:Align with their values.Offer opportunities for continuous learning.Take concrete actions toward sustainability and social impact.Foster a workplace culture where they feel valued and engaged.Key Action: Develop strong Employer Branding Campaigns that showcase your commitment to sustainability, employee well-being, and career growth opportunities.​2. The Gen Z Talent Retention Challenge: They Are Ready to Leave​The Global Gen Z Report reveals an alarming statistic: 47% of Gen Z workers plan to voluntarily leave their current jobs within the next six months. Additionally, 34% believe they will be forced to leave due to job market uncertainty or lack of alignment with their needs.One major concern? Gen Z workers feel disengaged. Compared to previous generations, they experience:Lower workplace engagement.Higher daily stress levels (52% report experiencing high stress).Limited mentorship and career coaching opportunities.What This Means for YouGen Z employees are looking for career security, but not necessarily in traditional ways. They value stability but also want autonomy and flexibility. If they don’t see a clear growth path, they will seek alternative opportunities.​Key Action: Implement Personalized Career Development Plans, including:On-the-job learning experiences (42% of Gen Z prefers this method).Cross-functional training and job rotation programs.Regular mentorship and career coaching sessions.​3. The Skill Mismatch: Employers vs. Gen Z​Despite Gen Z’s enthusiasm to learn, 40% of global employers believe that recent graduates are unprepared for the workforce, with 94% admitting to avoiding hiring fresh grads at times.Why?70% of leaders cite "poor work ethic" as the main reason graduates struggle.Employers feel Gen Z lacks fundamental business and workplace skills.At the same time, Gen Zers are multi-skilled and adaptable, but they need structured guidance to thrive in corporate environments.​What This Means for YouInstead of dismissing Gen Z as "unprepared," employers should focus on training and integration. Businesses that proactively invest in developing Gen Z talent will gain a competitive advantage.​Key Action: Introduce Structured Training and Upskilling Programs, such as:Soft skills boot camps (communication, collaboration, problem-solving).Digital upskilling in areas such as AI, automation, and project-based work.Workplace mentorship programs that support career development.​4. Rethinking Hiring Strategies: The Future is Personalization​Traditional recruitment methods do not work for Gen Z. This generation expects a tailored approach that recognizes their individual skills and career aspirations.Rather than hiring in bulk or for rigid job descriptions, companies must focus on personalized recruitment experiences that:Highlight growth opportunities within the company.Allow for flexible career paths (including project-based work).Provide meaningful onboarding experiences.What This Means for YouIf your hiring process still relies on outdated models, you are likely losing top young talent to competitors who embrace agility and personalization.​Key Action: Revamp your recruitment to align with Gen Z’s expectations:Move beyond traditional job ads—use engaging employer branding, real employee testimonials, and social media outreach.Adopt AI-powered talent assessments to match candidates with roles based on skills, not just experience.Create a clear value proposition that explains why working with your company benefits their long-term career.​Final Thoughts: How ManpowerGroup Can Help​At ManpowerGroup Malaysia, we understand that hiring Gen Z talent isn’t just about filling vacancies—it’s about creating future-ready workforces.​Through our Workforce Solutions, we help businesses:​Develop purpose-driven hiring strategies that resonate with the next generation.Implement training and upskilling programs that reduce turnover and increase productivity.Provide workforce analytics and insights to ensure companies stay ahead of talent trends.​The workplace is changing fast. The companies that adapt now will be the ones attracting and retaining the best talent of the future.​Let’s build your future-ready workforce together. Want to learn more about hiring and managing Gen Z talent effectively? Download ManpowerGroup’s latest Gen Z workforce report today.Ready to align your talent strategy with the next generation of workers? Contact us today.​By Mohammad Kashif 

​How to Train, Upskill, and Coach Gen Z for Success in the Workplace​Gen Z is entering the workforce faster than ever, bringing new expectations, skills, and work styles with them. They are digitally fluent, ambitious, and eager to learn, yet many employers struggle to engage and develop them effectively.​In fact, 40% of leaders believe recent graduates are unprepared for the workforce, and 94% admit they sometimes avoid hiring them. But here’s the thing—Gen Z isn’t lacking potential; they just need the right kind of training, upskilling, and coaching to thrive.​So, how can you help Gen Z succeed in your organization? Here’s what you need to know.​1. Forget One-Size-Fits-All Training—Personalization is Key​Gen Z grew up in a world of customized content, from Netflix recommendations to personalized social media feeds. They expect the same from workplace training.​What you can do:Tailor learning paths to their individual interests and career goals.Move beyond generic onboarding and offer role-specific, interactive learning experiences.Provide self-paced digital learning, so they can learn at their own speed while balancing work responsibilities.​2. Mix It Up: Use Multi-Dimensional Upskilling​Gen Z isn’t interested in long, lecture-style training sessions. They learn best through hands-on experience, mentorship, and dynamic content.​What you can do:Job shadowing & cross-functional rotations: Let them explore different roles and develop diverse skill sets.Reciprocal mentoring: Pair them with senior employees—they learn from experienced colleagues, and older generations benefit from their tech skills and fresh ideas.Bite-sized, digital learning modules: Short, engaging video lessons from trusted internal & external sources work best.​3. Show Them a Clear Career Trajectory​A major reason Gen Z struggles with engagement is that they don’t see a clear path forward. They need to know where they’re going and how their work contributes to the bigger picture.​What you can do:Give them ownership over projects—allowing them to see the impact of their work.Set clear performance metrics that align with their strengths and growth areas.Create structured promotion paths so they can visualize their career development.​4. Invest in On-the-Job Training​Forget formal classroom settings—42% of Gen Z workers say on-the-job training is the best way for them to learn.​What you can do:Assign real-world challenges early on—learning by doing beats theory every time.Offer mentorship programs where experienced team members can coach GenZers through hands-on projects.Use project-based learning to develop skills while delivering value to your organization.​5. Create a Culture of Continuous Feedback & Coaching​Gen Z craves constant feedback—but not in the traditional annual review format. They thrive on real-time coaching and constructive input.​What you can do:Replace annual reviews with frequent check-ins (monthly or even weekly).Give immediate, actionable feedback to reinforce good habits and correct issues early.Use a two-way feedback system, where Gen Z employees can also share their thoughts on leadership and work culture.​6. Support Their Well-Being & Work-Life Balance​52% of Gen Z employees experience high daily workplace stress, more than any other generation. If they’re burnt out, their productivity and engagement will drop fast.​What you can do:​Offer flexible work arrangements to help them maintain balance.Encourage mental health support, wellness programs, and stress management training.Foster a supportive company culture where employees feel valued, heard, and motivated.​The Bottom Line: Set Gen Z Up for Long-Term Success​Training and upskilling Gen Z isn’t about forcing them into outdated learning models—it’s about adapting to their needs and strengths.​Personalize their learning experiencesUse hands-on, interactive, and digital trainingShow them a clear career path and give them ownershipProvide continuous coaching and real-time feedbackSupport their well-being for sustainable productivity​When you invest in Gen Z’s success, they invest in your company’s future. Want to learn more? Download ManpowerGroup’s latest Gen Z workforce report for deeper insights and action steps.By Mohammad Kashif

Hiring Gen Z? Here’s How to Optimize Their Productivity from Day One​Gen Z is entering the workforce in record numbers, and they’re bringing a new set of expectations, skills, and challenges. As an employer, you may have already noticed that traditional hiring and management strategies don’t always work with this generation.​Some are highly ambitious, multiskilled, and eager to learn—but they also demand purpose, flexibility, and personal growth. Others feel disconnected from their employers, leading to low engagement and high turnover. In fact, 47% of Gen Z workers are planning to leave their jobs within the next six months.​So, what does this mean for you? If you want to unlock their full potential, you need to rethink how you recruit, onboard, and engage Gen Z employees. Here’s how to do it.​1. Make the Hiring Process Personalized and Transparent​Gen Z has grown up in a world of instant access to information. They expect clarity and authenticity in every interaction—including hiring.​What you can do:Personalize the hiring experience—treat candidates as individuals, not just another resume in the pile.Be upfront about career growth, responsibilities, and company culture. They value transparency and won’t stick around if they feel misled.Show them a clear path forward—they need to understand how they’ll contribute and grow within your company.​2. Provide Ongoing Learning & Upskilling Opportunities​This is a multiskilled generation, and they’re constantly looking for ways to improve. 42% of Gen Z say that on-the-job training is the best way to grow their careers.​What you can do:Offer bite-sized digital learning, mentorship programs, and cross-functional experiences.Create "learning while working" opportunities, such as job shadowing, skills rotations, or collaborative projects.Recognize and reward learning efforts. If they feel their development is valued, they’ll be more engaged.​3. Create a Culture That Supports Mental Well-Being​Gen Z is the most stressed generation in the workforce. 52% report experiencing high levels of workplace stress daily, compared to just 33% of Baby Boomers. If you want them to be productive, you need to make well-being a priority.​​What you can do:Foster a culture of support—check in regularly, encourage breaks, and promote work-life balance.Provide mental health resources, flexible work arrangements, and employee wellness programs.Reduce unnecessary stressors like unclear job expectations or a lack of feedback.​4. Give Them a Voice (and a Seat at the Table)​43% of Gen Z workers believe that leaders need to do more to address their needs. Unlike previous generations, they don’t just want to be managed—they want to be heard.​​What you can do:Encourage open feedback loops through town halls, surveys, and small-group discussions.Let them own projects and make real contributions—not just execute orders.Involve them in innovation initiatives where they can share ideas and fresh perspectives.​5. Rethink Stability: Blend Job Security with Flexibility​Gen Z is expected to drive the rise of the contract workforce by 2030, yet 70% still value job security. They want flexibility without sacrificing stability—a tricky balance for employers.​What you can do:Offer hybrid work models—let them take on different projects while ensuring stability.Rethink rigid job descriptions—give them room to explore new responsibilities and pivot when needed.Ensure fair, structured career paths so they don’t feel like they’re in a "gig economy trap."​Final Thoughts: Build a Workplace Where Gen Z Can Thrive​Hiring Gen Z isn’t about making drastic changes—it’s about adapting to a workforce that thinks differently. When you personalize their hiring experience, invest in their growth, and support their well-being, you don’t just optimize their productivity—you create a workplace where they actually want to stay.​Want to learn more about hiring and managing Gen Z talent effectively? Download ManpowerGroup’s latest Gen Z workforce report today.If you are looking for Workforce Solutions, visit here.By Mohammad Kashif​

​The Rise of the 4-Day Workweek: Pros, Cons, and Implementation​In recent years, the concept of a 4-day workweek has gained significant traction as companies and employees alike seek better work-life balance, increased productivity, and improved well-being. With successful trials in countries like Iceland, New Zealand, and the UK, this model is no longer just a trend, it’s a potential game-changer for the future of work. But is it right for your organization? Let’s explore the pros, cons, and how to implement it effectively.​The Pros of a 4-Day Workweek​1. Increased ProductivityContrary to what some might think, working fewer days often leads to higher productivity. Employees tend to focus better, prioritize tasks, and eliminate distractions when they have a shorter workweek.​2. Enhanced Employee Well-beingAn extra day off allows employees to recharge, spend time with loved ones, or pursue personal interests. This can lead to reduced burnout, higher job satisfaction, and improved mental health.​3. Talent Attraction and RetentionOffering a 4-day workweek can set your company apart in a competitive job market. It’s a compelling perk that can help attract top talent and keep your current team engaged and loyal.​4. Environmental BenefitsFewer commuting days mean a smaller carbon footprint, aligning with sustainability goals and contributing to a greener future.​The Cons of a 4-Day Workweek​1. Not Universally Applicable Some industries, such as healthcare, retail, or customer service, may find it challenging to adopt a 4-day workweek due to the need for continuous operations.​2. Risk of OverworkWithout proper planning, employees might feel pressured to cram five days’ worth of work into four, leading to stress and fatigue.​3. Customer ImpactBusinesses that rely on constant customer interaction may face difficulties maintaining service levels with reduced operating hours.​4. Transition Challenges Shifting to a shorter workweek requires careful planning and adjustment. It may take time for teams to adapt to new workflows and expectations.​How to Implement a 4-Day Workweek​1. Start with a Pilot ProgramTest the model with a small team or department to evaluate its impact on productivity, employee satisfaction, and business outcomes. Use the pilot to identify potential challenges and refine your approach.​2. Set Clear ExpectationsDefine what a 4-day workweek means for your organization. Will employees work longer hours on their four days, or will workloads be adjusted to fit the new schedule? Clear communication is key to ensuring everyone is on the same page.​3. Leverage TechnologyUse tools like project management software, automation, and collaboration platforms to streamline workflows and maintain efficiency. Technology can help bridge the gap created by fewer working days.​4. Monitor and AdjustRegularly gather feedback from employees and track key metrics such as productivity, customer satisfaction, and employee well-being. Be prepared to make adjustments based on the results.​5. Communicate with StakeholdersInform customers, clients, and partners about any changes to your operating hours and how it may impact them. Transparency helps maintain trust and manage expectations.​Is a 4-Day Workweek Right for Your Business?​The 4-day workweek isn’t a one-size-fits-all solution, but for many organizations, the benefits are hard to ignore. By improving employee morale, boosting productivity, and positioning your company as a forward-thinking employer, this model could be a powerful tool for staying competitive in today’s evolving workplace.If you’re considering making the shift, start small, plan carefully, and keep an open mind. The future of work is all about flexibility, and the 4-day workweek might just be the change your business needs to thrive.​By Azmirul Hanif

​Cultivating a Healthy Workplace CultureMany organizations emphasize the importance of developing a strong workplace culture. This has led to the rebranding of Human Resources (HR) departments into "People & Culture" departments, reflecting a shift towards prioritizing employee well-being and engagement. This change arises from a growing concern that the "human" element in the workplace has been diminishing for various reasons.​Creating a positive workplace culture does not necessarily require extravagant investments in snacks, activities, or monetary rewards. Instead, small yet meaningful practices can make a significant impact. Below are five essential practices that organizations can implement to enhance workplace culture effectively:​1. Greetings and Small TalkA simple greeting can set the tone for a positive work environment. Whether it’s saying “Good morning” or “Have a great day,” acknowledging colleagues at all levels—from maintenance staff to the CEO—creates an inclusive and friendly atmosphere. Engaging in small talk, such as asking “How are you today?” or discussing light, positive topics, fosters connections and strengthens team morale.​2. Collective Decision-MakingWhen making decisions, whether for business strategies or casual gatherings, involving employees in discussions promotes transparency and inclusivity. Face-to-face meetings allow individuals to voice their opinions, contribute to outcomes, and feel valued. This approach helps prevent bias and ensures fair participation in decision-making.​3. Respect for AllRespect should be a fundamental value in every workplace. It transcends designation, position, seniority, race, religion, or any other personal attributes. Everyone deserves to be treated with dignity, and fostering a culture of mutual respect helps create a harmonious and productive work environment.​4. Managing Emotions ProfessionallyEmotions play a significant role in workplace interactions. While it is natural to experience feelings such as anger, frustration, or jealousy, it is crucial to manage and express them constructively. Encouraging emotional intelligence and self-awareness helps prevent conflicts and promotes a culture of understanding and collaboration.​5. Fairness in Recognition and DevelopmentA fair workplace culture acknowledges contributions and provides opportunities for growth. Organizations should celebrate high achievers, support those who perform well, and coach employees who need improvement. However, those who resist positive change should be managed accordingly. While equal treatment is vital, recognizing and rewarding those who add value fosters motivation and drives excellence.​Final ThoughtsA healthy workplace culture is not built overnight, nor does it require excessive spending. It thrives on simple, genuine interactions and fair practices that make employees feel valued and engaged. Organizations that prioritize respect, inclusivity, and fairness will naturally cultivate an environment where employees feel motivated and committed to their work.​By Velmurugen Subramaniam

​Setting Expectations in the Workplace ​The absence of clear expectations in the workplace can lead to a various challenges that hinder organizational performance. When employers fail to set clear expectations, employees often struggle to find direction, resulting in decreased productivity and a lack of accountability. Without a clear sense of purpose or well-defined goals, motivation wanes, and job satisfaction drops. In this blog, we’ll examine how unclear expectations contribute to disengagement and explore the steps leaders can take to address and resolve this issue.​Setting clear expectations in the workplace is crucial for: ​ProductivityEnsuring that each individual utilizes their time and resources optimally. AccountabilityEncouraging individuals to take ownership of their responsibilities and the outcomes of their decisions and actions. Employee SatisfactionEnhancing overall job satisfaction and engagement within the organization. Clear expectations ensure that everyone in the department and organization understands their roles, responsibilities, and performance standards. This directly reduces misunderstandings and fosters a positive work environment for everyone. Nowadays, employees prioritize not just salary packages but also the organization's culture and environment.​Let’s look at the key aspects of setting expectations, which include:​Clear CommunicationDefine job roles, deadlines, and performance goals explicitly. Face-to-face engagement is an effective starting point. Realistic GoalsSet achievable targets that align with company objectives and are agreed upon by all parties. Consistent & Constructive FeedbackProvide regular check-ins and constructive feedback to keep employees on track. Also, ensure employees have an opportunity to share their thoughts on the feedback to close the loop. AccountabilityEnsure employees understand the consequences of meeting or failing to meet expectations. Flexibility & SupportBe open to adjustments and provide resources to help employees succeed, keeping the organization's objectives in focus. Establishing clear expectations is essential to a successful workplace and goes beyond simple management duties. When expectations are well-defined, employees feel more engaged and motivated, leading to a productive and harmonious workplace. This has been a key factor in the long-standing success of many companies around the globe. Clarity improves work happiness, increases productivity, and fortifies corporate culture. Ultimately, a workplace with clear objectives is not only productive but also more satisfying for all employees. ​By Velmurugen Subramaniam

World of Work for Generation Z in 2025​​Transitioning from college to the business world has always been difficult for new graduates, as the workplace operates under different rules than academia. Previous generations had the advantage of extended orientation programs, close mentorship, spontaneous interactions, and regular social events like weekly happy hours. In contrast, Gen Z employees often find themselves navigating these challenges largely on their own.​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​Gen Z Workforce OverviewGeneration Z (born 1996-2012) will comprise approximately one-third of the global workforce in 2030. The generation is entering the workforce during a time of significant change, including the COVID-19 pandemic, geopolitical instability, and big automation and digital transformation.Key ChallengesGen Z workers were the most likely (47%) of all age groups to say they will voluntarily leave their current roles in the next six monthsMore than half (52%) of Gen Z reports high daily stress at work. In comparison, only 33% of Baby Boomers reported high daily stress at work. Employer Strategies to Attract and Retain Gen Z TalentImproving technology tools (76%) and workforce well-being (75%)Offering work hours flexibility (73%), increasing compensation (73%), and career development opportunities (73%). Future TrendsThe Gen Zers of 2030 will be more accustomed to remote or hybrid professional work and frontline work infused with AI-based technologies and automation.Most Gen Zers are likely to be tapped for c-suite roles at a younger age.For more insight into how employers can keep their Gen Z pipelines moving, download the full report.Ready to align your talent strategy with the next generation of workers? Contact us today.​​Download Now​​​

What Do Candidates Want From Employers? Insights from the Job Satisfaction in Talent Barometer ​In today’s fast-evolving job market, understanding what candidates truly want from their employers is crucial. The Global Talent Barometer provides insights into these priorities, offering a clear view of what individuals want from their work environments. Developed by ManpowerGroup, this tool measures well-being, job satisfaction, and confidence within the global workforce, evaluating twelve key benchmarks to capture employee perspectives in the changing world of work.The Job Satisfaction Index focuses on four key areas: current job satisfaction, job security, job-search confidence, and manager trust. With the Job Satisfaction Index as a guiding framework, here are the four key benchmarks that candidates consider when evaluating employers, explained below:Job Satisfaction Index: 63% of Workers Are Satisfied​According to the Talent Barometer, 60% of workers are satisfied with their current roles and are unlikely to leave voluntarily within the next six months. However, this leaves a substantial portion of the workforce—40%—who are either dissatisfied or open to new opportunities.​Key Insights:More than one-third of the global workforce plans to leave their current job in the next six months.47% of young workers (ages 18-27) are considering changing jobs, highlighting the restlessness of Gen Z in the workforce.41% of remote workers are likely to change jobs despite reporting higher well-being and work-life balance.What Employers Can Do:Conduct regular employee satisfaction surveys to identify pain points.Offer tailored benefits and perks that address the unique needs of different demographics, such as Gen Z and remote workers.Focus on creating meaningful work experiences that go beyond just a paycheck.​Job Search Confidence: 59% Believe They Can Find Another Job​59% of workers are confident they can find another job within six months. This high level of job search confidence underscores the importance of retaining top talent in a competitive market.​Key Insights:In Asia, 72% of workers in Singapore are the most likely to change jobs but Japan shows otherwise with only 25%Only half of IT workers expect to stay in their current roles, signaling a high turnover risk in this sector.What Employers Can Do:Invest in upskilling and reskilling programs to make employees feel more valued and secure.Highlight career growth opportunities within the organization to reduce the allure of external roles.Build a strong employer brand to attract and retain top talent.​Manager Trust: 63% Trust Their Managers​Trust in management is a critical factor in employee satisfaction. Currently, 63% of workers trust their managers to have their best interests in mind for career development. However, this leaves a significant portion of the workforce feeling unsupported.​Key Insights:Consumer Goods and Services workers report the lowest levels of manager trust.Gen X women have the lowest levels of overall manager trust, indicating a need for more inclusive leadership practices.Financials and Real Estate workers report the highest levels of manager trust, suggesting best practices that other industries can learn from.​What Employers Can Do:Train managers to be more empathetic and supportive leaders.Foster open communication and transparency between managers and employees.Implement mentorship programs to build stronger relationships within teams.​Job Security: 71% Feel Secure in Their Roles​Job security remains a top concern for workers, with 71% feeling secure in their current roles for the next six months. However, this means 29% of workers are uncertain about their future, which can lead to decreased productivity and engagement.​Key Insights:One in four workers globally anticipate job termination in the next six months.Communications Services workers are the most concerned about job security.Women report lower feelings of overall job satisfaction, which may be linked to concerns about job security.What Employers Can Do:Provide clear communication about the company’s financial health and future plans.Offer long-term contracts or permanent positions to reduce uncertainty.Create a culture of stability and reassurance, especially during times of change.​Additional Insights from the Talent Barometer​Gen Z men are 14% more likely than the global average to voluntarily leave their organizations, highlighting the need for targeted retention strategies for this demographic.Remote workers, despite reporting higher well-being, are still likely to change jobs, suggesting that flexibility alone is not enough to retain talent.Women and Gen X women workers report lower levels of satisfaction and trust, indicating a need for more inclusive and supportive workplace policies.​The Job Satisfaction Index reveals that candidates are looking for more than just a paycheck. They want:​Work-life balance and flexibility.Career growth and development opportunities.Competitive compensation and benefits.Trustworthy leadership and a supportive workplace culture.Job security and stability.​Employers who prioritize these factors will not only attract top talent but also build a loyal and engaged workforce. With more than one-third of the global workforce planning to leave their jobs in the next six months, the time to act is now.​What’s Next for Employers?Use the insights from the Talent Barometer to assess your organization’s strengths and weaknesses.Implement targeted strategies to address the unique needs of different demographics, such as Gen Z, women, and remote workers.Foster a culture of trust, growth, and security to reduce turnover and boost employee satisfaction.​By aligning your talent strategy with the priorities of today’s candidates, you can position your organization as an employer of choice in a competitive global market.

Executive Summary​Japan’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 freelancers​Most 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 protections​The 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 usermustmake 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.​Enforcement​The 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 Malaysia or regionally, we are here to help. See here for more details: https://manpower.com.my/about-manpower-and-manpowergroup/manpower-services/compliance-services

​What Do Candidates Want From Employers? Insights from the Well-Being Index In Talent Barometer​In today’s competitive talent market, understanding what employees value most is essential for attracting and retaining top candidates. The Global Talent Barometer sheds light on these priorities, offering a clear picture of what individuals seek in their work environments. The Global Talent Barometer is a robust tool by ManpowerGroup that measures the well-being, job satisfaction, and confidence of the global workforce. It assesses twelve unique benchmarks to capture employee perspectives in today’s evolving world of work. The Well-Being Index focuses on four key areas: Meaning and Purpose, Minimal Daily Stress, Values Alignment, and Work-Life Balance. With the Well-Being Index as a guiding framework, here are the four key benchmarks that candidates consider when evaluating employers, explained below:​Meaning and PurposeWork is no longer just about earning a paycheck—it’s about making a difference. Candidates want roles where they can:Contribute to something larger than themselves. Whether it’s through corporate social responsibility initiatives or meaningful projects, employees crave purpose-driven work.See the impact of their efforts. Providing transparency about how individual contributions support company goals can increase engagement and job satisfaction.According to the Well-Being Index, 80% of employees feel their work has at least some meaning or purpose, highlighting the importance of purposeful roles in today’s workforce.What Employers Can Do: Share your company’s mission and values prominently, and align job roles with that purpose. Regularly communicate how employees’ work impacts the organization and the community.​Minimal Daily StressThe modern workforce prioritizes mental health and well-being. Overwhelming workloads and lack of support can drive talent away. Candidates value:Supportive environments: Workplaces that foster open communication and provide resources for mental health.Clear expectations: Minimizing ambiguity in roles and responsibilities to reduce unnecessary stress.The Well-Being Index reveals that 41% of employees report feeling little to no daily stress in supportive environments, emphasizing the value of stress management in attracting and retaining talent.What Employers Can Do: Offer flexible working arrangements, provide access to wellness programs, and regularly check in with employees to identify and address stressors.​Values AlignmentJob seekers are increasingly selective, choosing employers whose values align with their own. Key considerations include:Corporate ethics: Commitment to sustainability, diversity, and inclusion.Leadership transparency: Leaders who practice integrity and open communication.Alignment with company vision and values matters greatly, with 71% of employees feeling somewhat or closely aligned with their organization’s values, according to the Well-Being Index.What Employers Can Do: Foster a culture where values are not just written statements but lived practices. Share stories that demonstrate your commitment to ethical business practices and social responsibility.​Work-Life BalanceIn the era of hybrid work, achieving work-life harmony is a top priority for candidates. They want:Flexibility: The ability to choose when and where they work.Boundaries: Respect for personal time, with clear expectations about availability outside working hours.The Well-Being Index highlights that 65% of employees who feel well-supported in achieving work-life balance are more likely to remain engaged and productive in their roles.What Employers Can Do: Implement policies that support flexible schedules and encourage employees to disconnect after hours. Promote a results-driven culture over one focused on "face time."​Why This MattersAccording to the Global Talent Barometer, understanding and addressing these benchmarks is crucial for employers to stand out in the global talent market. Candidates are more empowered than ever, and they’re seeking workplaces that prioritize their well-being and align with their personal values. By meeting these expectations, employers can not only attract top talent but also foster loyalty and long-term engagement.​Closing ThoughtsThe workplace is evolving, and so are employee expectations. To succeed in this new landscape, employers must adopt a people-first approach, prioritizing the well-being, purpose, and values of their workforce. By doing so, organizations can build stronger, more resilient teams that drive sustained success. Are you ready to adapt to what today’s candidates want?

​How HR Can Bridge Skills Gaps in the Age of Adaptability​In today’s fast-evolving job market, businesses face an urgent challenge: bridging the widening skills gap. According to ManpowerGroup’s Talent Shortage report, 75% of employers report difficulty in filling roles. This growing gap isn’t just a talent issue; it’s a business-critical imperative. To stay competitive, organizations must adopt innovative and adaptable strategies to build the workforce they need. Here are key ways HR can play a pivotal role in bridging these gaps:​Conduct Comprehensive Skills Audits​The first step in addressing skills gaps is identifying them. HR teams should conduct regular assessments to evaluate employees’ current capabilities against the organization’s strategic goals. By leveraging workforce analytics, HR can pinpoint specific gaps in technical, digital, and soft skills—aligning hiring and training efforts with business objectives.​Invest in Upskilling and Reskilling Programs​According to the WEF’s 2023 Future of Jobs report, 41% of workers have undergone training to bridge skills gaps. While many organizations acknowledge the importance of workforce-wide upskilling and reskilling initiatives, few have tackled this significant challenge independently. HR teams must develop comprehensive training programs to enhance employee skill sets. Reskilling equips employees for new roles, while upskilling hones expertise in current positions. Blended learning methods—integrating e-learning, hands-on training, and workshops—offer an effective way to achieve these goals.​Leverage Technology to Drive Learning​Incorporating digital learning platforms and AI-driven tools can create personalized and flexible training experiences. Adaptive learning technologies tailor content to individual needs, making it easier for employees to build competencies in areas like data analysis, coding, or leadership—all critical in an increasingly digital world.​Focus on Soft Skills Development​The World Economic Forum estimates 60% of the workforce needs additional training, but only 41% of respondents had received training in the past six months. One in five blue-collar workers (22%) believe their employer does not offer adequate opportunities to learn new skills. As HR, you can integrate soft skills training into development programs to ensure employees are equipped to navigate complex, dynamic work environments.​Build a Culture of Lifelong Learning​60% of Gen Z employees expect their employers to provide personalized career development paths with regular guidance, trained mentors, and transparent progression plans tailored to personal goals. Fostering a growth mindset within the organization encourages employees to continuously seek development opportunities. This culture starts with leadership, as managers play a crucial role in supporting ongoing learning and recognizing achievements. Cross-training programs can enable Gen Z and seasoned employees to transfer institutional knowledge. Offering mentorships, stretch assignments, and new learning opportunities helps retain mature workers. Enabling mid-career talent to reskill for adjacent roles sustains organizational productivity.​Promote Internal Mobility​HR can bridge skills gaps by creating pathways for employees to transition into new roles within the organization. Talent mapping and career pathing help employees understand how they can grow while addressing the company’s evolving needs. In the Global Talent Barometer report, Millennial and Gen Z men were the most confident about career development opportunities.​Collaborate with External Partners​Strong partnerships with educational institutions and training providers can ensure that learning programs align with industry demands. HR can also work with government initiatives and apprenticeship programs to access a broader talent pool. HR can introduce employees to Upskill where they search and apply for skills development programmes offered by the Malaysian Government.​Recruit for Potential, Not Perfection​The traditional approach of hiring candidates who check every box on a job description is no longer sustainable. Instead, HR should focus on candidates with high potential and a willingness to learn. With the right training and development, these individuals can excel in their roles.​Utilize Workforce Analytics for Predictive Insights​Data-driven decision-making is a game-changer for HR. Workforce analytics can forecast future skills needs, identify at-risk roles, and track the effectiveness of training programs—allowing HR to stay ahead of workforce trends.​Align Strategies with Business Goals​Finally, HR must ensure that all efforts to bridge skills gaps are closely aligned with the company’s strategic vision. This requires collaboration with leadership to prioritize skills development initiatives that deliver measurable business impact. In the Age of Adaptability report, to fill gaps, organizations must leverage untapped talent pools, including: Seasoned Employees: Offer reskilling and flexible schedules to retain and re-engage mature workers Returners/Career Changers: Enable transition reskilling through rapid upskilling programs Employees with Less Traditional Experience: Consider candidates with high potential and transferable soft skillsConclusion​Bridging skills gaps isn’t just about solving today’s talent challenges; it’s about preparing for the future of work. By adopting these strategies, HR can create an adaptable, future-ready workforce that drives innovation and resilience. The Age of Adaptability is here, and HR’s role has never been more critical.​To learn more about talent strategies for the modern workforce, explore the latest insights from ManpowerGroup’s Talent Shortage, The Age of Adaptability, and Talent Barometer.

​Employee Expectations vs. Employer Needs: Finding Common Ground​The modern workplace is at a pivotal moment, as highlighted by ManpowerGroup’s Talent Barometer. The report underscores the widening gap between what employees expect—flexibility, purpose, and growth—and what employers need—productivity, collaboration, and results. These shifts demand organizations to rethink traditional approaches and find common ground to build a sustainable workforce that meets both needs. This alignment is necessary and will bring a competitive advantage in navigating today’s dynamic job market.​​Becky Frankiewicz, our Chief Commercial Officer and President, North America, ManpowerGroup, said, "People expect work to offer them more. More balance. More development. More options. More flexibility. More humanity." ManpowerGroup’s Global Talent Barometer offers workers the opportunity to share how they are feeling about the world of work today and in the future. It also offers employers the ability to understand employee needs and identify best practices to stand out in a competitive global talent market. These data-driven insights will help companies navigate the evolving relationship between employee expectations and employer needs. Let’s explore how businesses can find common ground and create win-win outcomes.​Download Global Talent Barometer​Flexibility: Meeting Employees Where They Are​The Employee Expectation: Employees increasingly value flexibility in when, where, and how they work. The demand for hybrid and remote work options has become a standard in many industries, with workers prioritizing autonomy over rigid schedules. According to the Talent Barometer, flexibility ranks among the top three priorities for today’s workforce.The Employer Need: While flexibility is desirable, businesses must ensure that productivity and collaboration remain intact. Teams need to stay connected, and deliverables must meet high standards regardless of location.​Finding Common Ground:Flexible Policies with Clear Expectations: Employers can offer remote or hybrid work arrangements while setting clear performance metrics and accountability frameworks.Technology Enablement: Invest in collaboration tools that facilitate seamless communication and project management.Individualized Approaches: Recognize that flexibility means different things to different employees. For example, some may prefer flexible hours, while others prioritize location flexibility.​Example: A global IT company introduced a “Work Your Way” policy, allowing employees to choose between remote, hybrid, or in-office setups. Productivity remained steady because the company implemented outcome-based performance evaluations, ensuring employees met goals regardless of where they worked. In the report, IT workers report the highest daily stress levels, but also the highest work-life balance.​Purpose: Aligning Work with Values​The Employee Expectation: Today’s workforce wants to feel that their work contributes to the greater good. Employees are seeking roles with organizations whose values align with their own, especially in areas like sustainability, diversity, and community impact. More than 4 out of 5 Millennial and Gen X men said their work is purposeful, and 7 in 10 or more feel aligned to their company’s vision and values.The Employer Need: Businesses require employees who are not only engaged but also aligned with the company’s mission and goals. Misalignment can lead to disengagement and high turnover.​Finding Common Ground:Communicate Purpose Clearly: Ensure employees understand how their roles contribute to broader organizational objectives.Invest in Corporate Social Responsibility (CSR): Highlight initiatives that reflect company values and involve employees in meaningful ways.Foster a Culture of Recognition: Celebrate contributions that align with organizational purpose to strengthen employee connection.​Example: A retail giant launched a sustainability campaign to reduce waste across its supply chain. Employees were encouraged to participate in green initiatives, fostering a sense of pride and purpose while improving operational efficiency.​Growth: Fostering Continuous Development​The Employee Expectation: Employees want opportunities for career advancement and skill development. According to the Talent Barometer, globally, 34% of workers feel their current employer lacks sufficient career opportunities for their goals.The Employer Need: Companies must offer opportunities to learn new skills to close skills gaps and to stay competitive in a rapidly changing market. Without upskilling programs, organizations risk falling behind in innovation and performance.​Finding Common Ground:Create Career Pathways: Offer transparent career progression plans to help employees visualize their growth within the company.Personalized Development Plans: Use workforce analytics to identify individual skill gaps and tailor training programs accordingly.Reward Continuous Learning: Recognize employees who actively pursue development opportunities, reinforcing a culture of growth.​Example: A healthcare provider partnered with an online learning platform to offer employees access to certifications and courses in emerging medical technologies. The initiative not only filled critical skills gaps but also boosted employee engagement and retention.​Productivity and Results: The Ultimate Goal​While meeting employee expectations is essential, businesses cannot lose sight of their ultimate goal: delivering results. This requires striking a balance between supporting employees and maintaining operational efficiency.​Finding Common Ground:Empower Managers: Equip leaders with tools and training to balance employee needs with performance objectives.Measure Impact: Use data-driven insights to evaluate the effectiveness of flexibility, purpose-driven initiatives, and growth programs on business outcomes.Iterate and Improve: Regularly assess employee satisfaction and productivity metrics, making adjustments as needed.​Example: A consulting firm implemented quarterly employee feedback surveys to monitor the impact of flexible work arrangements on productivity. Insights from these surveys allowed leadership to make data-informed adjustments, optimizing both employee satisfaction and business results.​Conclusion​The gap between employee expectations and employer needs is not an insurmountable challenge—it’s an opportunity for collaboration. By embracing flexibility, fostering purpose, and prioritizing growth, organizations can build a workforce that is not only engaged but also highly productive. The key lies in finding common ground where employees thrive and businesses succeed.​As the Talent Barometer suggests, adaptability is the cornerstone of success in today’s workplace. Employers who listen, innovate, and evolve will lead the way in shaping the future of work.​Download Our Global Talent Barometer

ManpowerGroup Malaysia at SG TVET Group’s 10th Convocation Ceremony​The 10th Convocation Ceremony of SG TVET Group was a celebration of achievements, innovation, and opportunity for Malaysia’s Technical and Vocational Education and Training (TVET) graduates. Held with great enthusiasm, the event marked a milestone for the graduates embarking on their professional journeys. Congratulations to all the graduates! 🥳🎓​ManpowerGroup Malaysia proudly participated in the event, represented by Farid and Tinesh, our dedicated recruitment consultants. They joined the ceremony as one of the employers offering promising TVET job opportunities to graduates. This initiative underscores ManpowerGroup Malaysia’s commitment to nurturing local talent and supporting the growth of Malaysia’s skilled workforce.​Adding to the significance of the event was the special appearance of YB Khairy Jamaluddin, former member of Parliament for Rembau and also former Minister of Malaysia. He graced the occasion to personally deliver certificates to employers like ManpowerGroup Malaysia, expressing gratitude for their invaluable contributions to the TVET industry. His presence and acknowledgment highlighted the collaborative efforts required to uplift TVET graduates and ensure their success in various industries.​The ceremony also provided an excellent networking platform, connecting graduates with potential employers and fostering meaningful collaborations. This event aligns perfectly with our mission at ManpowerGroup Malaysia to bridge the gap between talent and opportunities, driving the future of work forward.​Once again, congratulations to all the graduates! We look forward to working together to build a skilled and resilient workforce in Malaysia.​​​For more updates and job opportunities, click jobs.Check out SG TVET’s Facebook post for more details about the event and its highlights: SG TVET Facebook Post.​

​5 Key Lessons from the 2024 Promise of Integrity Conference: Why Training on Compliance is a Cornerstone of Ethical Business​The 2024 Promise of Integrity Conference, held on November 14 at the Ascott Gurney Hotel in Penang, brought together over 250 professionals, including leaders from 110 organizations. It was a compelling platform to address one of the most pressing challenges of our time: embedding ethics, ESG (Environmental, Social, and Governance) compliance, and responsible business practices into the DNA of companies worldwide.​As someone fortunate to participate in these powerful discussions, I walked away with five major lessons—lessons that reinforced the urgency for action, the necessity of training, and the importance of cultivating a culture of compliance. Here’s what stood out most: 1. Modern Slavery Is a Reality We Cannot Ignore​The numbers presented by the International Organization for Migration (IOM) were staggering. Globally, 50 million people live in slavery-like conditions, with 28 million of them forced into labor, the majority within the Asia Pacific region. Indicators of forced labor—such as debt bondage, isolation, retention of identification documents, and restriction of movement—paint a stark picture of exploitation.Businesses cannot afford to turn a blind eye. Compliance is no longer just a legal requirement; it is a moral imperative. Employers must adopt due diligence frameworks that are proactive and ongoing. This means continuously identifying risks, mitigating them, and ensuring that human rights violations do not occur within their operations or supply chains. Compliance is no longer optional—it is a must for any business operating responsibly. 2. Compliance Is More Than a Checklist—It Requires Leadership Commitment​One of the most impactful discussions at the conference was around greenwashing versus authentic ESG action. Far too often, ESG compliance risks becoming just another item on a corporate checklist, something companies do to “tick the box” for marketing purposes or procurement exercises rather than genuinely embedding it in their culture.​But genuine ESG compliance requires more than forms and audits—it requires true leadership involvement. A telling indicator of whether a company is serious about ESG is whether its board members and executives are personally invested in the initiatives. When leadership takes ownership, ESG becomes part of the company’s culture, not just its operations. Without this commitment, even the most well-intentioned ESG programs can fall flat. 3. RBA and ESG Training: A Critical Foundation for Success​The Responsible Business Alliance (RBA) presented a robust framework for businesses to start or advance their compliance journey. The Responsible Factory Initiative is particularly valuable for companies taking their first steps, offering accessible tools and resources to navigate the complexities of requirements. However, even the best tools will fall short without proper training.Training is the backbone of compliance—it is what transforms ESG and RBA standards from abstract principles into actionable practices. At the conference, it was repeatedly emphasized that training must happen across all levels and functions of an organization:​External Training: Workshops and certifications that educate teams on RBA and ESG principles.Internal Training: Formal onboarding programs, coaching, and mentoring to ensure every employee understands their role in compliance.Ongoing Education: Continuous learning opportunities to keep teams updated on evolving standards and practices.Without robust training programs, there is a real risk that RBA and ESG standards become superficial—a mere list of tasks to complete, rather than a transformative set of principles integrated into a company’s identity. 4. Supply Chain ESG Compliance Is an Opportunity for Creativity​In the panel I moderated on Supply Chain ESG Compliance, it became clear that large companies hold immense leverage in influencing their suppliers. This leverage comes with responsibility. Businesses must go beyond contractual obligations to actively empower and support their suppliers in meeting ESG standards.​Creative approaches are already emerging:​Financing ESG Initiatives: Larger firms can negotiate favourable terms with banks to help suppliers fund sustainability projects.Technology Support: Providing suppliers with access to advanced tools and systems to streamline ESG compliance.Risk Assessments: Using frameworks such as Six Sigma, lean manufacturing, and just-in-time supply practices to identify and mitigate ESG risks.This collaboration benefits both parties: suppliers become stronger and more compliant, while larger businesses gain the confidence that their supply chain aligns with their ESG goals. 5. Compliance Is the Foundation of Competitive Advantage​Far from being a burden, compliance can actually be a competitive advantage. Companies that prioritize ethical practices, sustainability, and governance will find themselves better positioned to attract investors, clients, and talent in an increasingly ESG-conscious market.​However, achieving this requires a clear ROI framework for ESG initiatives, something many businesses still struggle with ROI in ESG can take the form of:​Reduced regulatory risks.Improved reputation and brand equity.Long-term cost savings through energy efficiency and sustainable practices.The ability to measure and communicate these returns will set leaders apart from those who view compliance as merely a cost. Conclusion: Building a Culture of Compliance Through Training​The 2024 Promise of Integrity Conference underscored an essential truth: compliance is not a one-time task or a legal requirement—it is a commitment to building better businesses and a better world. However, this commitment will only succeed if it is backed by meaningful action, leadership ownership, and a strong foundation of training.​Companies must approach compliance as a cultural shift, embedding it into every level of their organization. With the right tools, training, and leadership, businesses can move beyond checklists and create meaningful, lasting change.​As I reflect on the conference, one thought remains clear: the future belongs to those who lead with integrity.​AuthorMohammad KashifPMP | Head of Marketing & Project Solutions

The Post-Pandemic Landscape: Why HR Professionals Are Struggling In today’s rapidly evolving workplace, HR professionals are facing burnout at alarming rates. Based on the report by Workvivo, 98% of HR professionals have reported feelings of burnout. Additionally, 88% experience work-related dread, 97% cite emotional fatigue linked to their job, and 78% are considering a career change. ​These troubling figures highlight a profession on the verge of crisis. This is no surprise given the multifaceted challenges they are navigating—from post-pandemic workforce shifts to intensifying talent competition and ever-changing employee expectations. As the backbone of workforce adaptability and well-being, the HR function must be supported to mitigate burnout effectively.​The pandemic redefined workplace norms, thrusting HR into the spotlight as organizations scrambled to pivot to remote work, prioritize employee well-being, and manage economic uncertainty. While some challenges have abated, new pressures have emerged:​Talent Shortages: ManpowerGroup’s Talent Shortage Survey highlights a growing global challenge: 77% of employers report difficulty finding skilled talent. This shortage stems from mismatched skills, demographic shifts, and the rapid pace of technological change. Despite a surge of Gen Z entering the workforce, aging demographics and retirements are creating widening skill gaps. HR must identify untapped talent pools, such as career returners, seasoned employees, and those with transferable skills while leading upskilling initiatives.Diversity and Inclusion Demands: Although women have reentered the workforce in record numbers post-pandemic, they continue to be underrepresented in leadership and technology roles. HR must prioritize fostering equitable opportunities and implementing inclusive hiring practices to bridge these gaps.Employee Expectations: Workers today seek flexibility, autonomy, and purpose, especially Millennials and Gen Z workers. This creates a disconnect as companies push for in-person office returns while employees demand hybrid or remote arrangements. ​These demands expand HR’s scope of responsibility, contributing to heightened stress and workload. Factors Driving HR Burnout​1. Emotional LaborHR professionals are often the first responders to employee challenges, such as mental health concerns, workplace conflicts, and sensitive terminations. Managing these situations empathetically without external support can take an emotional toll.​2. High Workload and Role ExpansionAs organizations adapt to new workplace norms, HR faces increased responsibilities. From managing remote work policies to spearheading diversity initiatives, their workload is often unmanageable.​3. Regulatory ChangesStaying updated on labor laws, compliance requirements, and ESG mandates adds complexity to HR’s role.​4. Lack of ControlHR often feels powerless to enact systemic changes, especially when faced with resistance from leadership. This lack of control exacerbates stress.​5. Misalignment of ValuesToday’s workforce expects employers to champion social, political, and environmental causes. HR is tasked with navigating these expectations while balancing organizational priorities.​6. ScapegoatingHR is frequently the target of employee frustrations, bearing blame for layoffs, salary freezes, or perceived policy failures. How Organizations Can Mitigate HR Burnouts​To safeguard the health of HR teams, organizations must adopt a proactive and people-first approach:​Redefine Leadership SupportRecognize HR contributions and provide public appreciation.Offer open channels for HR professionals to voice concerns and discuss workload challenges.Empower HR leaders with the authority to influence strategic decisions.​Promote Realistic Workload ExpectationsPrioritize high-impact initiatives and reduce unnecessary administrative tasks through technology.Ensure sufficient staffing levels in HR departments to prevent burnout caused by chronic overwork.​Invest in Skills DevelopmentProvide ongoing professional development opportunities tailored to HR roles.Equip HR teams with training on emerging topics such as green workforce transformation and AI integration.Leverage mentorship programs to support career growth within the HR function.​Foster Workplace FlexibilityAllow hybrid work arrangements for HR professionals to improve work-life balance.Introduce flexible scheduling to help HR staff manage personal commitments.​Enhance Mental Health ResourcesProvide access to counseling services specifically tailored for HR professionals.Offer regular well-being check-ins to address stress and emotional fatigue.​Adopt a Long-Term Talent Strategy​Emphasizes the need forsustainable approaches to managing human potential.​Organizations should:Reskill HR professionals to handle emerging challenges, such as green job transitions and multi-generational management.Create clear career pathways for HR roles to enhance job satisfaction and retention.​Conclusion​Addressing HR burnout isn’t just about alleviating stress—it’s about sustaining the core of an organization’s workforce strategy. By implementing meaningful support systems, realistic workloads, and growth opportunities, businesses can ensure their HR teams remain resilient, adaptable, and ready to guide the future of work. ​​​"You need to have a long-term view of talent and a more sustainable approach to managing human potential."​Tomas Chamorro-PremuzicManpowerGroup’s Chief Innovation Officer​By taking these steps, organizations can empower HR professionals to not only survive but thrive in an ever-changing work environment.

​Selecting the Right Executive Search Agency: A Step-by-Step Guide for Perm Hiring​Finding the right executive search agency can be a challenging task. Executive hiring isn’t just about filling a position; it’s about finding leaders who will shape the direction and culture of your organization. Given the stakes, selecting an agency that truly understands your needs, has a proven process, and delivers results is crucial.​This guide provides a step-by-step approach to help you evaluate both existing and new executive search or perm hiring vendors. By following these steps, you can optimize your vendor selection process and ensure that your executive search agency is a true partner in helping you secure top talent.​Step 1: Define Your Requirements and ExpectationsStart by identifying exactly what you need from an executive search agency. Different perm roles and organizational contexts may require different agency strengths, so it’s essential to be clear about your expectations upfront.Ask yourself questions like:What roles are we planning to fill with this agency? Are they specialized roles or senior leadership positions?Are we looking for candidates with niche skills or global experience?Do we need the agency to handle international searches, or are we focused on local talent?How involved do we expect the agency to be in terms of candidate assessment, onboarding, and cultural alignment?Answering these questions will help you develop a checklist of must-have criteria that the agency must meet.​Step 2: Evaluate the Agency’s Industry Expertise and Track RecordExperience matters, especially in executive search. Look for agencies that have a strong track record in your industry and understand the nuances of your market.Consider:Industry Specialization: Does the agency have experience in your sector (e.g., technology, finance, manufacturing)?Success Rate: What is their placement success rate? Do they provide data on previous executive placements?Client Testimonials and Case Studies: Ask for references or case studies where the agency successfully filled similar roles.An agency with relevant experience is more likely to understand the specific qualities you need in a leader, reducing the time and risk involved in the search process.​Step 3: Assess the Search Process and MethodologyA good executive search agency should have a structured and transparent search process. This not only increases your chances of finding the right candidate but also ensures alignment with your organization’s needs.Look for:Candidate Sourcing Strategy: Where and how does the agency source its candidates? Do they leverage a strong network, industry contacts, and online platforms?Screening and Assessment: What methods do they use to assess candidates? Look for agencies that use a combination of interviews, psychometric testing, and skill assessments.Communication and Reporting: Ensure they have a clear communication and reporting structure, with regular updates on the progress of the search.A well-defined process is a good indicator that the agency can deliver consistent and quality results.​Step 4: Evaluate Their Cultural Fit and Alignment with Your OrganizationBeyond qualifications and skills, a successful executive search is about finding candidates who align with your company’s culture and values. Assess whether the agency understands and values cultural fit.Consider:Understanding of Your Company’s Culture: Does the agency take the time to learn about your organizational values and culture?Candidate Vetting for Cultural Fit: Do they include cultural alignment in their candidate assessment?Post-Placement Support: Some agencies offer post-placement support to help candidates transition smoothly into their new roles. This can be especially valuable for cultural alignment.Selecting an agency that values cultural fit helps you avoid misalignments that can lead to costly turnover.​Step 5: Review Their Commitment to Confidentiality and ComplianceExecutive searches often involve sensitive information. It’s essential that your agency has a strong commitment to confidentiality and complies with relevant laws and regulations.Check for:Data Security Policies: How does the agency handle and protect your sensitive information?Compliance with Employment Laws: Are they compliant with relevant employment laws and regulations in your jurisdiction?References and Background Checks: Ensure that they perform thorough reference and background checks to verify candidate credibility.An agency with a commitment to confidentiality and compliance safeguards your reputation and minimizes legal risks.​Step 6: Compare Pricing Structures and TransparencyExecutive search fees can vary widely. It’s essential to understand the agency’s pricing model and ensure it aligns with your budget and expectations.Consider:Pricing Model: Does the agency charge a flat fee, retainer fee, or contingency fee? Each has its pros and cons.Cost Transparency: Look for agencies that are transparent about their costs. Avoid agencies with hidden fees or ambiguous pricing structures.Value for Money: Focus on the value you’re receiving, not just the price. Sometimes, paying a premium for a reputable agency can save you money in the long run by reducing the risk of turnover.​Example Table for Evaluation and Scoring MechanismTo make the selection process objective, use a scoring table to evaluate each agency. Here’s a sample format:Each criterion is rated on a scale of 1 to 5, with 5 being the highest score. The agency with the highest overall score is the one that most closely aligns with your requirements. This could be further refined by adding weightage to different items based on areas that are most important to you.​​CriteriaAgency 1 ScoreAgency 2 ScoreAgency 3 Score​Industry Expertise​4​53​​Track Record (Success Rate)​5​4​4​Search Process Transparency​3​5​4​Cultural Fit Assessment​5​4​3​Confidentiality and Compliance​4​5​3​Pricing and Transparency​4​3​5​Overall Total​2526​22​​​Sample Scoring ExplanationHere’s how you might assign points for each criterion:Industry Expertise: Score agencies based on their knowledge and experience in your specific industry.Track Record: Evaluate their success rate and the relevance of their past placements.Search Process Transparency: Score agencies based on how clearly they communicate their search process and methodology.Cultural Fit Assessment: Rate their ability to evaluate and ensure cultural fit.Confidentiality and Compliance: Consider their policies on data security and legal compliance.Pricing and Transparency: Score agencies based on cost-effectiveness and transparency in pricing.​Each of these items could be investigated through a number of qualifying questions and sub categories. If you are looking to develop such an evaluation, we will be happy to support you. So feel free to reachout.Using this scoring system allows you to objectively evaluate each agency, ensuring you select a partner that aligns with your goals and standards.​Conclusion: A Strategic Partner for Executive Hiring​Choosing the right executive search agency isn’t just about filling a position; it’s about selecting a strategic partner that understands your organization’s vision and culture. By following this structured evaluation process, you can ensure that you’re not just selecting a vendor but an ally that will help you secure leaders who drive long-term value.​Executive hiring is a critical investment, and taking the time to carefully evaluate your options will pay off in the quality of candidates and the strength of your leadership team. Armed with this step-by-step approach and evaluation framework, you’re ready to find an agency that will elevate your executive hiring to new heights.​Ready to begin your search? Visit our Permanent Recruitment Page

​Total Workforce Index 2024: Mapping the Currents of Global Talent​In today's rapidly evolving business landscape, understanding global workforce trends is more crucial than ever. Whether you're a business leader, HR professional, or simply interested in the future of work, the insights from ManpowerGroup Talent Solutions' 2024 Total Workforce Index™ (TWI) offer valuable guidance for navigating these choppy waters.​As we delve into the latest findings, we'll explore how technological advancements, geopolitical shifts, and changing workforce dynamics are reshaping the global employment market. The TWI serves as a compass, helping organizations make informed decisions in an increasingly unpredictable world.​What's New in 2024?​Planning a workforce strategy without the right insights is akin to setting sail without a map. The TWI aims to provide that map, and this year, it's been enhanced with several new features:​AI Readiness: Recognizing the transformative potential of artificial intelligence, the TWI now incorporates measures of countries' AI readiness.Sustainability Focus: With the growing importance of environmental, social, and governance (ESG) factors, we've added metrics to evaluate markets' capacity for a sustainable, low-carbon future.Geopolitical and Climate Risk Assessment: New factors address political stability, potential for conflict, and climate-related risks that could impact economies and businesses.Enhanced Economic Indicators: We've expanded our economic analysis to account for inflation, currency volatility, and the ease of moving funds across markets.Demographic Emphasis: The TWI now places greater emphasis on younger populations, recognizing their crucial role in creating sustainable talent pools.​Let's cast off and explore how these new features illuminate the currents shaping the future of work.​What's Trending?​This year's TWI highlights several key trends steering the course of the global labor market:​Technological Tides: The surge of AI and automation is reshaping the workforce landscape, requiring organizations to chart new courses in skill development and workforce planning.Weathering the Talent Shortage: As the global talent pool continues to shrink, organizations must deploy strategic measures to recruit,retain, and upskill their crew.Economic and Geopolitical Crosswinds: Turbulent factors like inflation, political instability, and currency fluctuations are creating choppy waters for workforce investments.Sustainability and AI as New North Stars: Forward-thinking countries are gaining the upper hand by setting their compasses towards environmental sustainability and AI readiness.​The Global Workforce Leaderboard​In the vast ocean of global talent, certain markets stand out as beacons, guiding organizations through the complex currents of workforce management. Here are the top 10 markets, each a strategic port in the journey of global business:​​United StatesSingaporeCanadaMalaysiaIreland​United Kingdom​United Arab Emirates​Switzerland​AustraliaChina​It's worth noting that the United States, Singapore, and Canada have maintained their leading positions for four consecutive years. Much like seasoned Fortune 500 companies consistently outperforming market expectations, these nations have demonstrated remarkable stability and strength across key workforce factors. Their continued dominance speaks to the robustness of their talent ecosystems, regulatory environments, and overall economic health.​Market Profile for Malaysia​Malaysia stands out in regional and global rankings as a dynamic, competitive market with a skilled and adaptable workforce. As a key player in Southeast Asia after Singapore regionally, Malaysia ranks highly for economic resilience and growth potential, bolstered by its strategic geographic position and a diverse economy that attracts global investors. On a global scale, Malaysia’s competitive edge is driven by robust infrastructure, a strong manufacturing base, and government initiatives supporting business innovation and digital transformation.​Malaysia’s competitive edge in the global and regional job market is shaped by key factors like availability of skilled talent, cost efficiency, supportive regulations, and high productivity. Here’s a breakdown based on these pillars:Availability of Skilled Talent: Malaysia’s workforce is known for its adaptability and skill, particularly in key sectors like electronics, oil and gas, and finance. Additionally, with growing emphasis on digital transformation, there is a strong pipeline of talent in IT, data analytics, and engineering. However, specialized skills remain in high demand, pushing companies to invest in upskilling programs to bridge talent gaps.Cost Efficiency: Malaysia is highly cost-efficient compared to other major markets in the region, offering competitive labor costs without compromising quality. This cost advantage makes it an attractive choice for companies seeking operational efficiency and return on investment in Southeast Asia.Regulation: Malaysia’s business-friendly regulatory environment supports foreign investment and fosters industry growth. Policies aimed at economic resilience, innovation, and ease of doing business encourage global and regional companies to establish and expand their operations. Additionally, initiatives to improve workforce standards and digital infrastructure further boost Malaysia’s attractiveness as a competitive talent hub.Productivity: Malaysia ranks well in terms of productivity, driven by a skilled workforce and investments in automation and digital technology. The government’s focus on enhancing digital infrastructure and incentivizing high-efficiency practices in various industries has helped increase productivity, particularly in manufacturing and services sectors.​In summary, Malaysia’s robust workforce availability, cost-effective labor, supportive regulatory landscape, and high productivity levels make it a prime location for companies aiming to succeed in both regional and global markets.​To download the market profile click here.​Wrapping It Up​In the dynamic world of global talent, informed decision-making isn't just an advantage –it's essential for staying competitive. Ready to chart your course? Explore further at www.mpgtalentsolutions.com/twi. There, you can access in-depth data, request a customized analysis, or consult with our experts to optimize your workforce strategy. Let the TWI be your guide to smoother sailing in the complex seas of workforce management.

​In today’s diverse business landscape, recognizing and addressing unconscious bias is crucial for fostering an inclusive workplace culture. Unconscious bias refers to the attitudes or stereotypes that unconsciously affect our understanding, actions, and decisions. Understanding and mitigating these biases is essential for nurturing a collaborative and productive environment, especially in Malaysia where we are known for our rich tapestry of cultures and ethnicities.​Understanding Unconscious Bias​Unconscious biases are ingrained in our subconscious minds, often influenced by societal norms, media representation, and personal experiences. They can manifest in various ways, including:​Recruitment Practices: Candidates may be evaluated based on factors unrelated to their skills or experience, such as gender, ethnicity, or educational background. For example, a hiring manager unconsciously favors candidates from their own ethnic group, believing they would fit better into the company culture. This bias can lead to a lack of diversity in hiring and the exclusion of qualified candidates from other backgrounds.Performance Evaluations: Employees may be assessed through the lens of bias, leading to favoritism and inequitable opportunities for growth. In a performance review, a male employee receives praise for being "decisive," while a female employee is criticized for being "too aggressive," despite similar behaviors.Workplace Interactions: Unconscious bias can influence team dynamics, affecting communication and collaboration among colleagues. In team meetings, certain team members from specific ethnic backgrounds may be interrupted more frequently, while others may dominate the conversation, creating an unbalanced dynamic that marginalizes some voices.​Recognizing these examples is the first step in addressing unconscious bias within organizations. ​The Importance of Addressing Unconscious Bias​Enhanced Diversity and Inclusion: By addressing unconscious bias, organizations can create a more inclusive workplace that values diverse perspectives, fostering innovation and creativity. Improved Employee Satisfaction: A fair and equitable workplace boosts morale and increases job satisfaction, leading to higher retention rates. Better Decision-Making: Diverse teams make more informed decisions by considering multiple viewpoints, which can enhance problem-solving and drive business success.​Strategies to Combat Unconscious Bias​To effectively combat unconscious bias, organizations in Malaysia can implement the following strategies:Awareness and Training: Conduct workshops and training sessions to help employees recognize their biases and understand their impact. These sessions can foster open discussions about diversity and inclusion, creating a culture of awareness.Diverse Recruitment Practices: Implement blind recruitment techniques to focus on candidates’ qualifications rather than their personal backgrounds. Encourage diverse hiring panels to reduce biases during the recruitment process.Structured Performance Evaluations: Utilize standardized evaluation criteria to ensure that all employees are assessed fairly and consistently. Regularly review performance metrics to identify and address any disparities.Encourage Feedback: Create a safe environment for employees to share their experiences regarding bias and discrimination. Encourage open dialogue and take actionable steps to address concerns raised.Promote Mentorship Programs: Establish mentorship initiatives that connect employees from different backgrounds, fostering collaboration and understanding across diverse groups.Celebrate Diversity: Organize events and activities that celebrate the various cultures and traditions within the workplace. This can help promote understanding and appreciation among employees.​Conclusion​Combating unconscious bias is not a one-time initiative but an ongoing commitment to creating a fair and inclusive workplace. As organizations in Malaysia strive for excellence, acknowledging and addressing these biases will play a vital role in shaping a positive corporate culture. By fostering an environment where every employee feels valued and respected, businesses can unlock the full potential of their diverse workforce and drive meaningful change within the industry.​Read more about unconscious bias here.

​Is Outsourcing the Right Solution for Your Technical Workforce Needs in Malaysia?​In Malaysia’s fast-evolving industrial landscape, companies seek innovative ways to stay competitive while optimizing costs and operational efficiency. One such approach is outsourcing, especially when filling technical roles like manufacturing technicians. ​This article delves into how outsourcing in Malaysia can help companies meet their workforce demands, particularly in the manufacturing industry, and whether it's the right solution for your business.​What is Outsourcing?Outsourcing is a strategic practice of delegating specific tasks, functions, or entire processes to external providers. These providers are often specialized companies or professionals with the skills and resources needed to perform the outsourced tasks effectively.​The Benefits of Outsourcing Technical Roles in Malaysia​Cost Savings​Outsourcing technical roles can be more cost-efficient than hiring full-time employees. In Malaysia, labor costs are generally lower compared to other regions, allowing businesses to access skilled labor without the financial burden that comes with long-term employment. Companies save on recruitment, training, and employee benefits such as healthcare and retirement contributions.​Additionally, outsourcing partners offer the flexibility to adjust the workforce according to production needs, helping you avoid unnecessary costs during slower periods.​Access to Specialized Skills​In the manufacturing industry, having access to skilled technicians is crucial. Outsourcing offers a solution by providing immediate access to specialized talent. Malaysia’s growing Technical and Vocational Education and Training (TVET) sector has significantly boosted the number of skilled professionals, particularly in technical fields like robotics, automation, electrical systems, and mechanical maintenance.​The TVET reform in Malaysia is aimed at improving the country's technical workforce by offering quality, industry-aligned training. These reforms focus on building a talent pipeline of technicians who are equipped with practical and in-demand skills that match the needs of the manufacturing sector. According to experts, Malaysia’s TVET programs are expected to play a critical role in addressing the talent shortage by producing highly capable technicians for various industries. This ensures that companies can tap into a talent pool that is both competent and prepared for real-world technical challenges.​Increased Focus on Core Business Functions​Outsourcing technical roles allows internal teams to focus on core business functions like product development and strategic initiatives. This is particularly beneficial for manufacturing companies, where the technical operations of production need to be managed efficiently.​By outsourcing workforce management, including recruitment, onboarding, and administrative tasks, companies can free up resources to concentrate on driving growth and improving productivity.​Flexibility and Scalability​Outsourcing offers the flexibility to quickly adjust the workforce in response to production demands. Whether you need extra technicians for a short-term project or need to downsize after completing a large order, outsourcing provides the ability to scale the workforce without the long-term commitments associated with hiring permanent staff.​This flexibility is crucial in the manufacturing industry, where project cycles, market demand, and production needs often fluctuate. Malaysia’s large pool of TVET-trained technicians further supports this flexibility, making it easier to match the right talent to the right job.​How TVET Is Shaping Malaysia's Workforce for Manufacturing​The Malaysian government’s focus on TVET reforms is enhancing the technical talent available to industries, particularly in manufacturing. These reforms are designed to boost productivity and improve the quality of the workforce by aligning training programs with the skills that industries need.​As noted in a New Straits Times article, TVET programme have been instrumental in raising the quality of technicians across industries, ensuring that graduates are well-equipped with the latest industry standards and technologies. The TVET initiative in Malaysia is expected to provide a steady stream of well-trained workers in areas like advanced manufacturing, precision engineering, and automation, which are critical to maintaining the competitiveness of Malaysia’s manufacturing sector.​With TVET programs producing a pipeline of skilled technicians, companies can confidently turn to outsourcing as a strategy for meeting their technical workforce needs.​Challenges of Outsourcing Technical Roles​While outsourcing provides several benefits, there are challenges that businesses should consider before deciding to outsource technical roles.​Quality Control​Precision and quality are crucial for technical roles and it's important that the outsourced workforce meets industry standards. To mitigate this risk, businesses should partner with a reputable outsourcing firm with a proven track record in the manufacturing sector. ​Communication and Coordination​Effective communication between in-house teams and outsourced technicians is essential even though we can get a highly skilled workforce from Malaysia's TVET programme. Miscommunication can lead to delays or errors in production. It’s important to have clear communication protocols in place, especially when coordinating between internal teams and the outsourced workforce.​Dependency on External Providers​Outsourcing inherently involves relying on third-party providers. If the outsourcing firm faces labor shortages or management issues, your business operations will be affected. Choosing an established outsourcing partner with a stable presence in Malaysia is essential for minimizing this risk. ​Is Outsourcing the Right Choice for Your Business?​To determine whether outsourcing your technical roles in manufacturing is the right choice, consider the following:Do you need access to specialized skills quickly? Outsourcing offers fast access to a pool of qualified technicians, especially with Malaysia’s focus on developing a technically trained workforce through TVET programme.Are you looking to control labor costs? Outsourcing allows you to manage labor costs effectively, particularly for non-core roles.Is flexibility important to you? If your business requires rapid scaling or downscaling of technical staff, outsourcing offers the flexibility you need.Do you want to focus on core business functions? Outsourcing technical roles allows internal teams to focus on strategic initiatives and growth.​If the answer to these questions is yes, outsourcing could be an ideal solution for your company.​Conclusion​Outsourcing technical roles in Malaysia’s manufacturing industry offers several advantages, from cost savings and access to specialized skills to increased flexibility and scalability. With the government's ongoing efforts to reform and improve the TVET sector, Malaysia is becoming a hub for skilled technical talent, making it an attractive destination for outsourcing.​By carefully considering your company's needs and selecting the right outsourcing partner, you can leverage Malaysia’s growing technical workforce to enhance your operations and stay competitive in today’s market.​Contact Manpower today for a free consultation and discover how our customized solutions can help your business thrive in the region and globally.​Have a Business Challenge? Let's Talk​​​

​Promoting Diversity, Equity, Inclusion, and Belonging (DEIB) in Malaysia ​Building a DEIB (Diversity, Equity, Inclusion, and Belonging) workplace in Malaysia is not just a corporate goal but a continuous journey that requires the commitment of both employers and employees. In a rapidly globalizing world, diverse teams are increasingly common, and creating a workplace where everyone feels valued is not only morally right but also a smart business decision. ​Why DEIB Matters in the Malaysian Workplace ​As globalization deepens, Malaysian companies are becoming more multicultural, reflecting the diversity of race, ethnicity, religion, gender, and age that defines the country. Implementing DEIB principles helps create a more inclusive environment where all employees feel a sense of belonging and respect. Diverse teams bring a wide range of perspectives, leading to better problem-solving, more innovative ideas, and increased productivity. ​In fact, a report by Jobs_that_makesense Asia and Manpower found that 77% of Southeast Asians consider a company’s reputation for social responsibility, including DEIB practices, when choosing their career paths. Additionally, 72% expect companies to promote DEIB actively to address social inequalities. These figures illustrate how DEIB initiatives are not only important for workplace harmony but also for talent acquisition and brand reputation.​4 Key Steps Employers Can Take to Foster DEIB​Develop and Enforce Non-Discrimination Policies Biases—whether based on gender, age, or other factors—are common in many workplaces, and Malaysia is no exception. Malaysian companies should establish and strictly enforce policies that prohibit discrimination based on race, gender, ethnicity, religion, or any other protected characteristic. This sends a clear message that all employees deserve respect, from recruitment to promotion. As example, in Malaysia, we have Generational Bias where employers may assume that younger workers are less dedicated or that older workers are resistant to change. This can limit career advancement opportunities and lower job satisfaction. ​Recruit and Promote Based on MeritRecruitment processes should focus on merit by reviewing job descriptions for hidden biases and implementing blind resume reviews. Similarly, promotions should be based on clear and objective criteria, such as skills and performance. These measures help reduce biases and ensure that talent is recognized and rewarded fairly. Gender Bias is often seen in leadership roles, where men are favored for promotions, or in pay disparity, where men receive higher compensation for the same roles. Overcoming these biases requires conscious effort, fair compensation practices, and promoting women into leadership roles. ​Provide DEIB TrainingDiscrimination often stems from unconscious biases and microaggressions. Training employees on how to identify and combat these issues can create a more inclusive workplace. Topics such as cross-cultural communication, bystander intervention, and the importance of inclusive language are crucial in fostering awareness and respect. ​Support Employee Resource Groups (ERGs)ERGs play a critical role in promoting DEIB by bringing together employees with shared experiences or interests. Employers can support these groups by providing resources for activities, meeting spaces, and communication channels. When senior leaders participate in ERG initiatives, it demonstrates a company’s genuine commitment to DEIB. ​3 Tips for Employees to Ensure DEIB at Work ​Communicate EffectivelyRespect for different identities and experiences is essential in a DEIB-friendly workplace. Employees should practice active listening, use inclusive language, and engage in open conversations to foster understanding among colleagues. ​Celebrate Diversity Acknowledging and celebrating diverse cultures, religions, and traditions in Malaysia helps create a more inclusive environment. Employees can organize or participate in cultural events to build appreciation for their colleagues' backgrounds. ​​​Be Visible and Authentic Authenticity helps build connection and trust among coworkers. Sharing your background, culture, and experiences allows others to appreciate diversity, helping to normalize inclusion and fostering a sense of belonging at work. ​The Impact of DEIB on Malaysian Businesses ​Fostering a culture of DEIB results in numerous benefits, including increased employee satisfaction, better teamwork, and higher productivity. Moreover, it strengthens a company’s brand image, helping to attract top talent and creating a positive work culture. Organizations that prioritize DEIB are more likely to thrive in Malaysia’s competitive business landscape, as they harness the full potential of their diverse workforce. ​In conclusion, the journey toward building a DEIB workplace in Malaysia requires continuous effort from both employers and employees. By working together to create an inclusive environment, businesses can reap the benefits of a happy, productive, and innovative workforce. For organizations looking to enhance their DEIB initiatives, consulting experts and leveraging available resources can pave the way for success. ​

​ManpowerGroup Malaysia Participates in MAHSA Avenue International College's 1st Mini Career Fair​ManpowerGroup Malaysia was invited to participate in the 1st Mini Career Fair hosted by MAHSA Avenue International College (MAIC) on June 1, 2024. This event was part of MAIC’s College Preview Day and Campus Open Day, which took place from May 31 to June 2, 2024.​The fair provided an excellent platform for us to connect with students and lecturers, offering a unique opportunity to showcase our company and scout potential interns and graduates. We set up our booth on the 4th floor of Block A, engaging with enthusiastic students and sharing insights about career opportunities at ManpowerGroup Malaysia.​The event was a great success, allowing us to interact with future talent, lecturers, and external guests while promoting our open positions and business. We appreciated the warm reception and the chance to make a positive impact on the students’ career paths.​​We extend our heartfelt thanks to MAIC for organizing this event and providing a space for us to connect with the academic community. Special thanks to Ms. Syqin and Ms. Shazanora for their support and coordination.​We look forward to participating in future events and continuing to support the career aspirations of students.​#CareerFair #ManpowerGroupMalaysia #TalentAcquisition #MAIC #FutureWorkforce #CommunityEngagement

​Closing the Gap: Assessing the State of Gender Equity and Women at Work​As we celebrate International Women's Day, it's a time for both reflection and action. We've made progress, but let's be real - the numbers still tell a story of inequality. Only 5.8% of Fortune 500 CEOs are women. Less than a third of executive committee members at major companies are female. And the equal pay? Well, currently women around the world earn 77 cents for every dollar earned by men.​But amidst these hard truths, there are glimmers of hope shining through. ManpowerGroup's new “World of Work Outlook for Women in 2024“ report shows that some industries are stepping up and making real strides towards gender equity. Consumer Goods & Services, Financials & Real Estate, Communications Services, Health Care & Life Sciences, and Information Technology are leading the charge and showing us what's possible.​As Becky Frankiewicz, ManpowerGroup's President, North America Region and Chief Commercial Officer, puts it, “In a world of talent shortages, we need everyone contributing to employment in a meaningful way. Bringing women into the workforce with an equal playing field is an economic imperative, not a nice-to-have. Knowing what women expect and need is the foundation for building equity. Actively upskilling, empowering allyship, leveraging technology to enable flexibility - this is how we unlock potential and growth, both for women and organizations.”​The Business Case for EquityMomentum towards gender equity isn't just a feel-good movement. It's backed by powerful economic forces. Research shows that achieving gender equity could inject a staggering $12 trillion into the global economy over the next decade. And studies prove that when leadership teams are diverse, innovation soars, driving up profits and resilience.​So, organizations have a choice to make - do they want to be at the forefront of this evolution, realizing the full potential of women? Or do they want to risk becoming irrelevant as their competitors reshape around inclusive talent strategies?​Tech as a CatalystThe new report highlights some promising changes on the horizon. Over a third of employers confirm that flexible working policies are the most effective way to retain and attract diverse talent. And that's not all - leadership development, inclusive culture, coaching and mentoring, and academic partnerships are also top initiatives.​And let's talk about technology - it's playing a huge role in advancing gender equality. 65% of employers say new tech has helped them be more flexible, 62% report that it's diversifying their IT talent pipelines, and 52% say AI-based tools are helping them recruit the best candidates, regardless of gender.​Systemic Barriers RemainBut let's be real - there are still significant disparities deeply embedded in our systems. Just over half of the companies surveyed report that their pay equity initiatives are on track, while the rest are lagging behind or have no initiatives at all. And when it comes to expanding the number of women candidates, it varies by role - administrative and operational positions are leading the way, but Science, Technology, Engineering, and Mathematics (STEM) and top-level management? There's still a long way to go.​The Path ForwardSo, how do we unlock the full potential of women in the workforce? The report lays out some key opportunities:​Empower Women’s Allyship – Guide young women’s career journeys early on. Facilitate mentorship and sponsorship programs for women led by senior executive female allies.Leverage An Internal Talent Marketplace – Implement AI-based talent marketplaces matching women’s skills and aspirations to projects, gigs, and leadership opportunities enabling professional growth.Focus On Upskilling and Reskilling – Offer AI-enabled and virtual upskilling and reskilling to suggest personalized courses. Host tech academies to ensure women develop high-demand digital fluencies.Keep Flexible Benefits – Survey staff to shape policies supporting work-life harmony. With growing return-to-office plans, maintain caregiving benefits and hybrid remote options to retain women.Support Diversity, Equity, Inclusion, and Belonging (DEIB) Adequately – Embed DEIB goals into operations with executive support, clear KPIs, tools, and training that build capabilities across all levels.​The Road AheadThis International Women's Day, as we celebrate progress made, let's also confront the hard truths head-on. The road to true equity remains long and winding, with stubborn barriers and biases continuing to block women's paths.​But here's the good news - we know what works. ManpowerGroup's “World of Work Outlook for Women in 2024“ offers a comprehensive blueprint for unlocking women's full potential in the workforce. By implementing the report's key recommendations - from progressive policies and allyship programs to skills-based hiring and diversity-driven technologies - organizations can take concrete steps towards creating cultures where women thrive.​So the question becomes, what role will each of us play?​The insights are clear, the tools are within reach, and the time for action is now. Change won't happen overnight - we know that. But every small step we take brings us closer to a future where women can thrive at work without barriers or bias.

​ManpowerGroup Malaysia celebrates International Women's Day 2024​More than 70% of employees in ManpowerGroup Malaysia are women including a mix of many ethnicities, cultures, and religions that we value. We know that it is essential to prioritize the recruitment, retention, and nurturing of women's skills in the workplace. As you all know, International Women's Day (IWD) on 8 March is an annual global event recognizing the social, economic, cultural, and political achievements of women. The global theme for #IWD24 is “Inspire Inclusion” and is a day that also marks a call to action for accelerating gender equality. ​In a world that is continually evolving, the empowerment of women stands as a beacon of progress, fostering positive change and breaking down barriers. To "Inspire Inclusion", it is also important to adapt company infrastructure to better serve their needs. Integrating women and girls into tech and advancing sustainability initiatives, such as providing educational opportunities in critical sectors like sustainable agriculture and food security, fosters a more inclusive environment.​Faces of #WoManpowerGroup​​The ManpowerGroup Employment Outlook Survey sheds light on the world’s progress toward gender equality, with the goal of closing gaps and increasing productivity and engagement of global workforces. The 2024 data illustrated that, across the globe, gender equality initiatives are on track for less than half of roles. One-third of respondent organizations said that while Diversity, Equity, Inclusion, and Belonging (DEIB) initiatives have been set, slow or little progress toward goals has been achieved.​Our Country Manager, Sanjoy Ghose said it was great to take the time on International Women’s Day to celebrate the differences that make us all great together. He also shared about the Diversity, Equity, Inclusion, and Belonging (DEIB) initiatives as it is very important to us, in ManpowerGroup Malaysia ,and also globally. He urged us to speed up the progress and also reminded us to reach toward gender equality. Gender equality in our definition includes aspects such as equal pay, equal promotion opportunities, and equal leadership development initiatives. ​Faces of #WoManpowerGroup​​​Not only is it a social requirement, but empowering women is also a basic human right. It is essential to acknowledge the work that remains to be done even as we appreciate the successes and advancements accomplished. Through education, equitable chances, and the demolition of stereotypes, we may establish a society in which each woman is enabled to realize her whole potential. To create a more fair and just future for all, let's unite to support women's empowerment.

Beware of Non-Compliant Recruitment Suppliers: A Crucial Alert for Businesses​In the complex world of business relationships, the choice of suppliers can significantly impact success. Unfortunately, not all suppliers uphold ethical standards. Some of the potential implications are violating human rights, as it may lead to legal action and punishment. Human rights risk affects the entire organization, including partners and suppliers in the value chain, newly acquired companies or operations in new international markets and geographic areas, project financing, loans, asset-management services, and more.​From warning signs to potential repercussions, this blog sheds light on the importance of vigilance in supplier relationships and how to navigate the ethical landscape for sustained business integrity​Cases in Malaysia​​First Solar Company​First Solar, a leading U.S. solar panel manufacturer, based on an audit that they had conducted, found that migrant workers in its operations in Malaysia were victims of forced labor. Four on-site service providers in Malaysia had subjected migrant workers to unethical recruitment practices, including “the payment of recruitment fees in their home countries, passport retention, and the unlawful retention of wages”.​​First Solar said it had taken steps to return passports, wages and recruitment fees to the affected workers.​​Top Glove Corp​​The company employed around 1,000 contract workers but because of the poor condition of the housing facilities, the virus infection spread across the neighborhood. Investigations showed that the housing options offered to its employees were the source of the infection. Investigators found the accommodations to be cramped, and uncomfortable. The dormitories also has poor ventilation, and to lack rest and kitchen areas.​Top Glove’s shares declined 17 percent with about RM11 billion in market capitalisation reportedly wiped out because of the allegations.​The danger of non-compliance supplier​Risk of not following governmental legislation:​Like anti-discrimination laws, data privacy regulations, and background check laws. Agencies invest in comprehensive training for their consultants and establish robust compliance protocols. They also rely on technology solutions that help automate compliance checks, ensuring that each step of the hiring process adheres to the relevant legal requirements.​​Reputation Damage:​Engaging with an unethical HR supplier can tarnish the reputation of the client's business. News of unfair labor practices, discrimination, or other unethical behavior can spread quickly, causing public backlash and negative perceptions among customers, employees, and stakeholders.​News agency Bernama stated that labour department in Malaysia has acted against 400 companies so far this year for breaking labor regulations. According to V. Sivakumar, the ex-minister of Ministry of Human Resources MOHR) fined 272 employers a total of RM2.17 million, and the courts punished 128 employers a total of RM242,000. Among the labor infractions were unauthorized wage deductions.​Employee Morale and Productivity:​Unethical HR practices, such as unfair treatment, harassment, or exploitation, can significantly impact employee morale and job satisfaction. Low morale can lead to decreased productivity, increased turnover, and difficulties in attracting and retaining top talent.​Recent accusations of mistreatment of migrant workers, who are mostly employed in the nation's industrial and plantation sectors, have resulted in US sanctions on Malaysian corporations. Among the accusations of forced labor are financial bondage, long work hours, passport retention, and filthy dorms.​Operational Disruptions:​Unreliable HR suppliers may not fulfill their contractual obligations, leading to operational disruptions for client businesses. Delays in payroll processing, benefits administration, or other HR functions can hinder the smooth operation of the business and affect employee satisfaction.​​Financial Risks​Non-compliant HR suppliers may engage in fraudulent activities, putting client businesses at risk of financial losses. This could involve embezzlement, inaccurate financial reporting, or other financial mismanagement that could negatively impact the client company's financial stability.​​Loss of Focus on Core Business Activities​Dealing with the fallout from unethical HR practices can divert the management's attention away from core business activities. Businesses should ideally be able to trust their HR suppliers to handle HR functions competently and ethically, allowing the company to focus on its primary goals and objectives.​​Attraction of Legal Liabilities​Engaging with an unethical HR supplier may expose the client business to legal liabilities arising from the supplier's actions.This can include lawsuits related to discrimination, wrongful termination, or other labor-related issues.​In summary, businesses in Malaysia, like anywhere else, should prioritise ethical HR practices to maintain legal compliance, protect their reputation, ensure employee satisfaction, and mitigate various risks associated with unethical behavior. Choosing reputable and ethical HR suppliers is crucial for the long-term success and sustainability of any business.​Contact us here if you want to know more about our recruitment compliance or any hiring needs.​

​Green Venture Unveiled: A Guide for Employer Transition to Green Industries​As the global transition to a greener economy evolves, sustainability goals alone are no longer enough. Growing demand for action to address climate change from consumers, investors, and government policymakers will accelerate the need for green business transformation. As a result, opportunities for a larger portion of the workforce to participate in the global green economy will grow.​According to IEA analysis, by 2030, the green transition is expected to create up to 30 million new jobs. The market is changing because of climate change. Demand for Green Talent and Green Skills Outpacing Supply. The World Economic Forum expects global green business transformation to become the largest driver of job creation in the coming years ​Learn more​Across industries, green skills are in short supply. 75% of employers around the world say they are struggling to find skilled talent. For employers seeking skilled green talent specifically, they say their greatest challenges are finding qualified workers (44%), creating relevant upskilling programs (39%), and identifying applicable existing skills (36%). Based on the LinkedIn Global Green Skills Report, today, only 1 in 8 workers has more than one green skill. Some worker are unaware that their current skills could be valuable in the emerging growth industries. Particularly in highly specialized areas like automotive and renewable energy, there is a severe shortage of green talents. The number of roles and skills needed in this industry will continue to grow, as global battery production scales up to meet growing demand.Bring workers along for the green transition ​Along with the implementation of generative AI, the transition to green will be the next great labour market revolution. From finance to manufacturing, roles will be transformed. As employers, we need to continue to bring people along during times of momentous change–showing workers what the future will look like, guiding them to upskill and reskill, and ensuring green jobs are attractive to all generations and collars. Now Green is the New Blue where employers around the world and across industries are the most interested in recruiting for green roles/skills within skilled technical functions such as Manufacturing & Production (36%) and Operations & Logistics (31%). But they are also seeking green skills for roles within IT & Data (30%), Sales & Marketing (27%), Engineering (26%), Administration & Office Support (25%), and Human Resources (25%) as per our ManpowerGroup Outlook Survey.​Know the recruiting challenge ​In our recent ManpowerGroup Outlook Survey, most employers (70%) said they are currently or actively planning to recruit green talent. When asked specifically, about the challenges of recruiting for green jobs and skills, employers report consistent hurdles across the talent acquisition process. Employers need to fully optimize their strategic workforce planning to attract, hire, and retain workers amid persistent talent scarcity and growing green jobs demand. Global upskilling and reskilling efforts must be scaled up to close green skills gaps. Deploying ESG best practices (e.g., diversity & inclusion) can help you improve your Employer Value Proposition and reach underutilized sources of talent. Workers around the world, particularly Gen Z, view sustainable employers more favorably.​How ManpowerGroup can assist Malaysia Green Client Success Stories ​The client has ambitious targets of becoming Net-Zero greenhouse gas emission by 2030 and has the biggest repair operations facility in Malaysia. They faced challenges in having a sustainable talent pipeline for their radio telecom repair unit and technicians, Engineers, and support staff required to oversee reducing scrap units and prolonging product life. They process on average 6,000 telecom0related units per month while, a total workforce size of over 300 resources including engineers and technicians ​So ManpowerGroup conducted path finder sessions with the client by providing the client with market insights on talent availability. We leveraged on existing MPG academy database and referrals and implemented rigorous screening techniques to identify quality talent We provided profiles for Mechanical, Mechatronic, Robotic, and E&E specialists and coordinated physical & online interviews with the client ​Conclusion​Since skilled human talent will become more scarce in the most developed nations due to an aging population, today's green business transformation is crucial. This suggests that to increase their organization's environmental efficiency, leaders must not only innovate but also practice the same considering how best they could use their human resources. In the future green economy, companies that can completely optimize their hiring, training, retention, and deployment processes will be at the forefront. ​Work doesn’t need to happen in the corporate building for people to be productive. Hybrid is emerging as the new normal, and remote vs. in-office is balancing out. White-collar employers see productivity gains as investments in tech, data quality and employee well-being pay off. The challenge now is for leaders to see the same harmony – balancing investments in tech with quality jobs, skills development and work-life balance to attract and retain.​Learn more about our ManpowerGroup Global Insights study, which explores the impact of the green transition on the future of work for employers and workers​​Download our Global Insights A People-First Green Business Transformation

Three things companies need to do before growing their own talent​​Demand for tech skills outpacing the supply, and many companies are finding it difficult to hire the talent they need​76% of global companies struggle to fill IT and tech workers' vacancies. While employers have their plates full to attract and retain top candidates in the industry, it is consuming their time and energy to address the specific wants and needs of the pool. There are new issues that they need to engage in. For some companies, it has arrived early, causing staffing issues and dislocations in business operations. Reskilling the pool to fit business requirements is the coming big thing that will consume business leaders. With the demand for tech skills outpacing the supply, many companies are finding it difficult to hire the talent they need. ​To address this shortage, they are investing in programmes to develop and train their own employees, as well as initiatives to attract and retain top talent. This includes offering continuous learning opportunities, flexible work arrangements, and competitive compensation packages. Companies that focus on developing their own talent are better equipped to stay ahead in a rapidly changing industry.​​Download infographic here​Evaluate the employees' current abilities and capabilities​Companies must have a clear understanding of their employee's skills and competencies in order to effectively develop their own talent. Companies are able to make educated decisions regarding which skills they need to focus on developing by comprehending the strengths and weaknesses of their current workforce. This can involve conducting regular performance reviews, seeking feedback from employees and managers, and tracking employee engagement and satisfaction. Employers that focus on supporting their people in career advancement will attract, retain, create, and curate the next generation of talent at scale. Based on the World Economic Forum’sFuture of Jobs Report, 50% of all employees will need reskilling by 2025 as the adoption of technology increases. 40% of employees will require reskilling of six months or less.​Reskill digital skills learning from the Tech Academy programme​By 2025 there will be 149 million new digital jobs, in areas such as Privacy and Trust, Cybersecurity, Data Analysis, Machine Learning, AI, Cloud, Data, and Software Development. Companies can provide access to training programs, mentorship opportunities, and regular performance feedback to support employee development. As one of the recruitment agencies in Malaysia, ManpowerGroup Malaysia has developed a Tech Academy programme to reskill IT employees based on the skills needed by their future employers before they start working. Demand will continue to grow for specialized skills — of more than 140,000 tech workers laid off since March 2022, 72% found new jobs within three months.By investing in the growth and development of their employees, companies can create a culture that values learning, and help employees feel valued and motivated to continue to grow and develop.​​Create a talent development strategy​After evaluating their skills and competencies, companies need to create a talent development strategy. Setting goals and criteria to gauge progress as well as specifying the training and development programs they must build are all aspects of this process. For instance, a business may wish to raise the proportion of staff members who hold a specific certification or have successfully completed a particular training course. The talent development strategy should be constantly monitored and revised and should be in line with the whole business strategy.​Now is the time for business leaders to identify and understand the skills needed for their employees to retain good talent for the future of the company. Identifying skill gaps and finding a good training programme to ensure top performance and the grow the company.​​​