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MANPOWER PLC Abstract StafÞng and employment solutions organization, Manpower plc, has established a reputation over four decades for best employment practice in the UK and currently employs two groups of people Ð 1500 operations staff and, in the course of 12 months, around 200,000 contract workers, all of whom are on its payroll. But, despite its reputation, the company is rethinking talent management practices to sustain its market leadership. This case study details: - The business and sector context of Manpower plc and its triple challenges Ð attracting/retaining the best talent for its own purposes, promoting new ways of working and encouraging investment in disadvantaged areas to create employment. - How talent management is being repositioned in the organization, in relation to speciÞc populations such as senior/middle managers but also to beneÞt the whole workforce. - The elements of its value propositions used for talented people based on core values and its track record of providing employment policies that tend to lead legislative requirements. - Different talent management practices, including succession planning, development centres and an on-line university to facilitate 24-hour e-learning. Insights are provided by Manpower plc's director of HR whose job it is to lead talent management efforts as part of a more strategic HR role in the UK but also head the worldwide Global HR Council. Key Talent Propositions and Practices are discussed. If you are a subscriber, click here to read the full case study. Click here to find out how to subscribe. |
