ManpowerGroup dla mediów

Labor market reports

Our company has been conducting employer surveys for many years – we have been publishing our quarterly “Employment Outlook Survey” report and, since 2006, a yearly “Talent Shortage” report. ManpowerGroup Poland has actively participated in all the survey projects since 2008.

Currently, ManpowerGroup’s surveys are conducted in over 40 countries, on a sample of more than 65,000 employers. The aim of these measures is to provide a better understanding of the world of labor and to communicate trends which significantly impact both companies and jobseekers.

If you are interested in the labor market and you want to follow the latest trends in this field, sign up for our mailing list to receive our reports.

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ManpowerGroup Employment Outlook Survey

Human Age

Talent Shortage

  • Talent Shortage 2021
    Talent Shortage 2021

    According to the latest ManpowerGroup report ‘Talent shortage’, acquiring candidates who have desirable skills is a challenge for 81% of Polish entrepreneurs. This number has increased by 11 percentage points when compared to 2019, and it is 30 points higher than in 2018. Talent shortage affects employers worldwide and it is indicated by 69% employers globally. Apart from talent shortage analysis, ManpowerGroup report elaborates on employers’ plans when it comes to home office continuing. The results are quite surprising and provide valuable source of business knowledge.

  • Talent Shortage 2020
    Talent Shortage 2020

    ManpowerGroup report „Closing the Skills Gap: What Workers Want” presents the scale of talents shortages what according to survey, is a problem for 70% employers in Poland and 54% companies worldwide and it also presents the list of 10 the most difficult professions to recruit.

    The vital element of the report are the results of employees’ preferences survey considering the factors which make employer’s offer more attractive and, on the other hand, motivates the employee to stay at the current company. At the top of the list of employees’ priorities is to be paid adequately to the performed skills and experience, the second one is personalized development strategy and ultimately, challenging job.

    How can employers reduce the problem of talent shortage? More details in the ManpowerGroup report.

  • Talent Shortage 2018
    Talent Shortage 2018

    In the digital age, technology is transforming how work gets done, creating new roles that require new skills. At the same time, organizations are increasing headcount in 42 of the 43 countries and territories that we survey and many markets are nearing full employment. As a result, talent shortages are more acute than they have been for decades

Workforce Insights

  • 21 Trends for 2021: Transforming Talent and the Future of Work
    21 Trends for 2021: Transforming Talent and the Future of Work

    Existing trends are accelerating, driving digital transformation at an unprecedented scale as a result of the global health, economic and social crisis. Coupled with uncertainty and the emergence of new trends organizations need to transform their workforces to ensure they have the skills and competencies needed to retain and retool for an uncertain future

  • Skills Revolution Reboot 2021
    Skills Revolution Reboot 2021

    The latest ManpowerGroup report “SKILLS REVOLUTION – REVOLUTION REBOOT: THE 3Rs – RENEW, RESKILL, REDEPLOY” presents the global impact of the pandemic Covid-19 on digitalization development in companies and its consequences in the area of employment.


    ManpowerGroup has over 70 years of experience translating in-demand skills across different sectors and developing innovative approaches to connect talent to jobs they can thrive in. Today, that includes tapping into gaming communities – more active than ever and growing in size during the COVID-19 pandemic – to identify a vast talent pool with a unique combination of digital capabilities and the soft skills organizations need most.

  • How We Want To Work
    How We Want To Work

    Workplace flexibility as a talent management policy is no longer an option – it is an essential practice that enables organizations to attract and develop skilled talent. To better understand how employers can leverage global candidate preferences and perceptions, ManpowerGroup went directly to the source — candidates.

    In the Global Candidate Preferences Survey, nearly 18,000 individuals in the workforce between the ages of 18 and 65 share how they want to work, what type of work they would prefer, what motivates them to choose specific model of work.

    Candidate preferences and the current workforce mix may vary by market, but themes of flexibility, One Life, autonomy and continuous learning underlie how candidates want to work.

  • Skills Revolution 4.0 - Humans Wanted: Robots Need You
    Skills Revolution 4.0 - Humans Wanted: Robots Need You

    Robot workers replacing human jobs. Rather than reducing employment opportunities, organizations are investing in digital, shifting tasks to robots and creating jobs. At the same time, with talent shortages at 12-year high and new skills appearing as quickly as old ones disappear, more companies are planning to build talent than ever before. Companies are scaling their upskilling, so their human workforce can perform new and complementary roles to those done by machines. Moreover, employers place increasing value on human skills as automation scales and machines prove better at routine tasks and they are pursuing one or more talent strategies to secure the skills they need.

  • Inwestment potencial of the IT sector in Poznan
    Inwestment potencial of the IT sector in Poznan

    The report “Investment Potential of the IT Sector in Poznan” was prepared by Experis company on request of Poznan City. The following publication provides the readers with information about the current situation, trends, and investment attractiveness of IT Sector in Poznan and Poznan agglomeration. A key element of the report is a study which aimed to verify the potential, possibilities, and barriers to the development of the analyzed industry. The study was conducted by Experis. 25 companies representing the local IT sector were surveyed.

  • Add to cart candidates are consumers too. The Impact of Candidate Experience on Buying Behaviors.
    Add to cart candidates are consumers too. The Impact of Candidate Experience on Buying Behaviors.

    Employer brand and consumer brand are inextricably linked. Shifting the recruitment process beyond transactional relationships to an opportunity to develop relationships with potential customers and advocates will build trust, loyalty and ultimately impact the bottom line.

    54% of candidates globally and 59% of candidates in Poland say that a negative candidate experience makes them less likely to buy a company’s products or service in the future. Moreover more than half of all global candidates and 57% respondents in Poland also say they are more likely to work for a company whose products they buy or use. Most impactful negative experiences on sales are more common than expected. Number one on the list is lack of transparency on salary or job description, with 63% of candidates in Poland saying it impacts purchase intent.

  • Siri, Find Me A New Job. Why Employers Should Adopt A High-Touch/High-Tech Approach to the Job Search?
    Siri, Find Me A New Job. Why Employers Should Adopt A High-Touch/High-Tech Approach to the Job Search?

    Companies are facing an unprecedented scarcity of workers. The global talent shortage is at a 12-year high, with 45% of employers globally reporting difficulty finding the skills they need.1 Qualified candidates are harder than ever to find and employers have attempted to address this challenge by investing in a range of technology tools designed to help them prospect, screen and engage candidates.

  • From C-Suite to Digital Suite. How to Lead Through Digital Transformation
    From C-Suite to Digital Suite. How to Lead Through Digital Transformation

    Digitization, data generation, automation, artificial intelligence, private cloud and
    public cloud, machine learning, Moore’s Law, Metcalfe’s Law and more. The impact of
    technology on organizations of every size and sector is infinite, and we know the pace of
    disruption is accelerating. By 2020, 30 percent of industry revenues will come from new
    business models.1 Rapid digital transformation is needed for forward-thinking businesses
    to capture opportunity and compete, and leaders must be ready to lead in the digital age.

  • Total Workforce Index
    Total Workforce Index

    Workforce planning is an increasingly essential component of business strategy. The Total Workforce Index™ allows companies to gain deeper insight into talent trends and workforce composition data to enhance workforce planning decisions.

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