Research Centre

Welcome to Manpower Canada's Research Centre!

Economists, journalists, university researchers and think tanks are among the thousands of thought leaders who closely follow Manpower research products, utilizing our data to help them assess and forecast the health and direction of the world’s labor markets. They look to Manpower and our family of companies to provide information for today and insight on tomorrow.

Please visit this page often to view our most current offerings.


Manpower Employment Outlook Survey
The MEOS is released quarterly to measure employers' intentions to increase or decrease the number of employees in their workforce during the next quarter.

It is the only forward-looking survey of its kind, unparalleled in size, scope, longevity and area of focus. The survey has been administered for more than 47 years and is one of the most trusted surveys of employment activity in the world.

03.9.2010 - 2Q10 Manpower Employment Outlook Survey


Research & Survey Reports

Fresh Perspectives Social Netorking

Companies have often played catch-up in understanding how to harness new technologies without over-managing them. In the early years of the World Wide Web in the mid-to-late 1990s, many organizations feared that employees would spend too much time idly surfing the Web, so they tried to control access. While some employees undoubtedly did waste time that way, many soon figured out how to unlock the power of the Internet to do their jobs better, and the Internet quickly became a tremendously valuable resource for conducting desktop research, tracking competitors and other corporate activities. Our new Fresh Perspectives white paper, Social Networks vs. Management? Harness the Power of Social Media, reveals employer attitudes toward social media and social networking in the workplace. More importantly, the paper describes how organizations can benefit from the phenomenon – not by trying to curb its use in the workplace, but by leveraging the connective power of social media to enhance productivity, collaboration, reputation and employee engagement.
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World of Work Insight, Rules of Engagement: Harnessing the Potential of the Contingent Workforce.


Our new World of Work Insight describes why more organizations are turning to contingent employees to help them achieve strategic goals and better manage risk. It also describes why it is important to align contingent workers with your overall business strategy, and the simple steps you can take to maximize their value and performance.
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World of Work Insight, Règles d’engagement Mobiliser le potentiel des travailleurs occasionnels
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The Role of Contingent Workers in Workforce Strategy Survey

This Manpower research report draws on responses from more than 41,000 employers in 35 countries and territories to learn more about the current role of contingent workers in workforce strategy. Manpower believes that over time, as companies emerge from this recession and ultimately recover, contingent workers will play an ever more strategic role in employers' workforce strategy. Yet our findings suggest that organizations could do more to ensure that their contingent employees perform at the highest levels.
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Global Talent Crunch: Why Employer Branding Matters Now
The_Global_Talent_Crunch_Why_Employer_Branding_Matters_Now.pdf
2009_Talent_Shortage_Survey_Results_May.pdf


The eight-page paper discusses the results of our annual Talent Shortage Survey and the need for organizations to build their employer brand in order to attract and retain the talent they need. Here is an excerpt from the paper:

At a time of increasing layoffs and constrained resources, it may seem counterintuitive to invest energy and capital in devising talent strategies—and especially in strengthening the employer brand. On the contrary, the need for effective employer branding has never been greater. Companies must look beyond this recession to the inevitable recovery and to the intensifying talent shortages that will follow. (This is especially true for companies that may have bruised their employer brand during the downturn; it’s still possible to reverse course—though time is running out.) By focusing now on building their employer brands and enhancing their appeal to talented workers with scarce and vital skills, organizations can position themselves to win lasting competitive advantage in the talent marketplace.

2009_Talent_Shortage_National_News_Release.pdf


2008

06.2008 - The Borderless Workforce.pdf
06.2008 - The Borderless Workforce - National News Release.pdf
06.2008 - The Borderless Workforce - National Results.pdf
06.2008 - The Borderless Workforce - Global Results.pdf
06.2008 - Relocating Survey - Canadian Results.pdf
06.2008 - Relocating Survey - Global Results.pdf

Today’s global workforce is on the move as never before. But most employers and governments are a long way from fully understanding the complex issue of talent mobility and its growing role in the talent shortages that are affecting today’s global labor markets. The movement of talent is a growing part of the reality of managing what is rapidly becoming a borderless workforce. Individuals are increasingly willing and able to find employment far from their homes, whether they are Filipino electricians working in Western Australia or Indian petrochemical engineers working in the Arabian Gulf states. More people are living and working away from their home countries than at any other point in history.


04.2008 - Confronting the Coming Talent Crunch - 2008 - National News Release
04.2008 - Confronting the Coming Talent Crunch - 2008
04.2008 - Confronting the Coming Talent Crunch FR - 2008
04.2008 - Talent Shortage Survey 2008 - Global Results

The talent shortage can no longer be viewed as a crisis on the horizon. In many regions and across many industry sectors, it is a crisis that is occurring now, and it threatens to grow more acute and widespread. Talent shortages pose a threat to world economic growth and prosperity. Yet, although many of the problems associated with the talent shortage are broadly acknowledged, potential solutions have yet to be widely embraced or implemented by the companies, governments and individuals who stand to benefit from their application.


2007

04.2007 - The New Agenda for an Older Workforce - National News Release
04.2007 - The New Agenda for an Older Workforce - Survey Results
04.2007 - The New Agenda for an Older Workforce - White Paper

White Paper: Across the world today, populations are aging rapidly and birth rates are declining, which is leaving employers wondering: where exactly will the workers come from in the future? Coupled with the talent shortages that are already becoming pervasive in many countries, the retirement exodus could have a crippling effect on many national economies, as a disproportionate number of workers are left to support those in retirement. The new White Paper explores these trends and the likely changes that employers, individuals and governments will need to adapt to in the coming years. It includes the results of a proprietary Manpower survey of 28,000 employers across 25 countries and territories regarding their older worker recruiting and retention strategies.


03.2007 - Confronting the Coming Talent Crunch - 2007
03.2007 - Talent Shortage Survey 2007 - Global Results

White Paper: This paper, which has been updated since its original publication in 2006, explores which trends are likely to become more pronounced, and what further steps governments and employers can take in response. It also looks at how individuals can be both encouraged and enabled to regularly redefine their career objectives, renew their skills and, when necessary, re-engage with the labor force in more sustainable ways.


2006

10.2006 - Talent Shortage and Wage Inflation Survey Results

Survey report: Manpower surveyed nearly 32,000 employers across 26 countries and territories in August 2006 to determine the availability of suitable permanent professional candidates in the marketplace, and the impact this is having on salaries/compensation. The survey results revealed that 29 percent of employers worldwide report they would have hired more professional staff over the past six months if candidates with the right skills would have been available.


08.2006 - The China Talent Paradox

Research Report: This white paper explores the talent shortages currently facing organizations in China, and how to better attract, engage and retain employees during the talent shortage.


05.2006 - The Future of Work in Latin America

Research report: This study examines the crossroads at which Latin America finds itself and the factors that will determine its future viability in the global economy.


05.2006 - Engaging the Total Workforce

White Paper: As skill shortages permeate the world’s workforces, optimizing and engaging talent will be critical in the future. This white paper highlights an international study, conducted by Manpower, which examines the engagement drivers of contingent and permanent employees around the world. Solutions, a few quick fixes, and a three three-phase process toward developing a strategy on how Human Resource Executives can effectively impact employees to generate greater productivity and bring new light to understanding how to optimize the total workforce is also discussed.


02.2006 - Confronting the Coming Talent Crunch: What's Next?

White paper: There is already a talent shortage in many areas of the global labor force, a situation that will grow more acute and more widespread across more jobs over the next 10 years – and could threaten the engines of world economic growth and prosperity. This paper explores which trends are likely to become more pronounced, and what strategies governments and employers can employ to lessen the impact to their organizations.


02.2006 - Talent Shortage Survey

Survey report: Manpower surveyed nearly 33,000 employers across 23 countries and territories in late January to determine the extent to which talent shortages are impacting today’s labor markets. The survey results revealed that 40 percent of employers worldwide are having difficulty filling positions due to the lack of suitable talent available in their markets.



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