Jonas Prising was named ManpowerGroup Chairman in December of 2015 and Chief Executive Officer (CEO) in May of 2014. He leads all aspects of ManpowerGroup’s $20 billion business across 80 countries and territories worldwide. Prior to being elected CEO, Prising served as ManpowerGroup President from 2012 to 2014, leading the company’s operations in the Americas and Southern Europe, and overseeing the global Right Management and ManpowerGroup Solutions businesses. Prising joined ManpowerGroup in 1999 and has also served as managing director of Manpower Italy; director of Manpower Global Accounts — Europe, Middle East and Africa; President of North America; and President of the Americas.
A recognized expert on the labor market and world of work trends, Prising regularly speaks at conferences and summits around the world. He actively engages in the World Economic Forum annual and regional meetings and frequently provides commentary on jobs and employment trends for national and global media.
Before joining the company, Prising worked for Electrolux, a Swedish multinational. During his 10-year tenure with Electrolux, he held various international positions within the consumer goods and business-to-business divisions, including regional manager for Asia Pacific, managing director of Sales Companies in France and the United Kingdom, and finally head of Global Sales and Marketing for one of its business-to-business divisions.
Prising is passionate about preparing the workforce of tomorrow. He is a former chairman of the board of directors of Junior Achievement (JA) USA, and currently serves on the board of both the USA organization and JA Worldwide. In addition, he serves as a co-chair of Innovation in Milwaukee, an organization focused on supporting entrepreneurial leadership, and is a member of the board of directors of Kohl’s Corporation.
Prising holds an MBA (equivalent) from the Stockholm School of Economics and has participated in executive programs at Harvard, INSEAD, Stanford and Yale. He speaks five languages: English, French, German, Swedish and Italian and has lived in nine countries across Asia, Europe and North America. Prising and his family reside in the Milwaukee area.
ManpowerGroup® (NYSE: MAN) is the world’s workforce expert, creating innovative workforce solutions for nearly 70 years. As workforce experts, we connect more than 600,000 people to meaningful work across a wide range of skills and industries every day. Through our ManpowerGroup family of brands – Manpower®, Experis®, Right Management® and ManpowerGroup® Solutions – we help more than 400,000 clients in 80 countries and territories address their critical talent needs, providing comprehensive solutions to resource, manage and develop talent. In 2016, ManpowerGroup was named one of the World’s Most Ethical Companies for the sixth consecutive year and one of Fortune’s Most Admired Companies for the 13th consecutive year, confirming our position as the most trusted and admired brand in the industry. See how ManpowerGroup makes powering the world of work humanly possible: www.manpowergroup.com.
Changes in the world of work are accelerating at a pace and scale never seen before. From demographic shifts and greater individual choice to the ongoing technological revolution and increasing sophistication around workforce data, cyclical and structural trends are changing the way we live and work. At ManpowerGroup, we call this new era the Human Age, where talent is the key differentiator driving the success of individuals, organizations and nations.
As new ways of getting work done emerge, the workforce will need to adapt and upskill. Technological disruption continues to polarize the labor market, giving those with in-demand, specialized skills the edge across many industries. Our latest global Talent Shortage Survey revealed that 38% of employers had difficulty filling jobs in 2015, with IT staff (including developers, programmers, database administrators and IT leaders) and engineers (especially mechanical, electrical and civil) consistently in the top 10 hardest jobs to fill. We see this particularly in our Experis business, where high-skilled workers—especially those specializing in emerging IT fields—increasingly have their pick of employers as the competition for talent intensifies.
The global urgency for STEM skills means fueling that talent pipeline for the future will be a crucial challenge for employers, educators and policymakers alike. As technology continues to reshape employment and how work gets done, more STEM-educated workers will be critical to meeting demand.
In the next 10 years, the country will need an additional 1.7 million engineers and computer scientists. In the U.S. and elsewhere, we see that women are often more educated than men, yet in STEM courses the number of women enrolling is falling. Last year, just 12% of engineers were women, and the number of women in computing has fallen from 35% in 1990 to just 26% today.Gender parity in the workplace is more than an ethical imperative; it leads to better decision-making and better business results. Organizations need diverse perspectives to navigate a rapidly evolving world. Adding women strengthens the talent pool and leads to better creativity, innovation and productivity.
So what needs to change? To address gender parity in STEM roles, organizations need to first take a hard look at their talent pipelines. Women tend to be clustered in certain professions or functions—like HR, communications and support roles. To really shift the needle, we need to find ways to move more women into technical roles too. Increasing the number of female leaders as role models as well as male leaders affecting culture change is also key. The growing demand for STEM skills puts pressure on organizations to fill gaps quickly, however, building a robust, agile and diverse talent pipeline takes time. Businesses need to act now to partner with education and encourage more women and girls into the STEM fields from the earliest ages, before stereotypes risk kicking in.
The time is ripe for disruption and new thinking in the labor market, and the workforce needs to be ready for it. Estimates suggest that the sharing economy has the potential to grow from around $15 billion in revenue today to $335 billion by 2025. Emerging workforce models driven by new technology will continue to up-end traditional industries and change how work gets done. Helping people adapt to these disruptions may be the defining labor challenge of our time and countries that manage it well will be much more likely to succeed.
What we do know is that STEM career opportunities are critical to remaining competitive in this shifting, bifurcating labor landscape. Individuals with in-demand IT skills like .NET, SAP, Vendavo—or mechanical, electrical and civil engineering skills—are in a better position to manage their careers and will continue to see wages increase. Those with low or outdated skills will see wages stand still or decline as those kinds of jobs increasingly get simplified or automated. It’s no longer enough to just be skilled; individuals now feel the pressure to have more specialized skills.
In this reconfigured labor market, the workforce needs to demonstrate learnability—the desire and ability to quickly grow and adapt one’s skill set—in order to stay relevant and succeed. Employers, educators and governments can play a supporting role through workforce development and other programs, but all of that depends on having a workforce that is hungry to learn and take advantage of upskilling opportunities. Encouraging lifelong learning and creating strong talent pipelines in the workforce—particularly in STEM—will therefore be an essential part of staying competitive in the 21st Century, not just in the United States, but everywhere.