April 15, 2026 • 23 mins
Trillions in new factories are coming, supply chains are shifting closer to home, and yet the biggest constraint is not equipment or real estate, it’s people. We sit down with Isaac Hagan, Senior VP of Emerging Verticals at ManpowerGroup, to unpack what “emerging talent markets” really mean right now and why they often look like familiar industries under extreme transformation: manufacturing, semiconductors, energy, automotive, and materials.
We dig into industrial sovereignty, reshoring, and the new demand for predictability across both physical supply chains and talent supply chains. Isaac shares why the talent gap is becoming the defining risk for growth, what it means when millions of manufacturing roles could go unfilled, and why workforce planning has to start far earlier than most teams expect. We also talk about what actually scales: apprenticeships, skills-based hiring, reskilling in new geographies, and stronger partnerships between industry and government to build the volume of capability these investments require.
Then we zoom in on AI and the future of work. Data analytics and AI fluency are rising fast, but the most in-demand skill remains collaboration and other human strengths like EQ and empathy. We also address the strain showing up in longer workdays and stressed middle managers, and why culture and development become the “trust currency” that helps organizations survive rapid change.
If you work in supply chain management, procurement, manufacturing, or operations, this conversation is a practical map of where jobs are going, which skills travel, and how to stay relevant as the pace of change accelerates.
Subscribe, share this with a colleague, and leave a review with the skill you think will matter most over the next five years.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_01 (00:08):
Thanks for hanging out with us today.
So glad that you're here and uhjoining us and taking time out
of your day.
I'm Melanie Stern for ISM inanother episode of Supply Chain
Unfiltered.
And just, you know, take amoment for a second, think about
where you work, how you work,what you're doing, what you're
(00:28):
uh what you hope to be doing ifyou're thinking of making a
change.
We thought that would kind of bethe focus today with a little
bit of a twist.
Um we're looking at the futureof work uh under the auspice of
emerging markets.
And uh we're gonna delve deeperinto emerging markets today.
Um but think about think aboutthe fluctuating job reports that
(00:50):
we we see month to month.
You know, they take they uh it'slike two steps forward, one step
back, give us numbers, have tomake adjustments.
And it makes it hard, I'm gonnasay, for multiple generations in
the workforce to know, you know,what are the next steps and what
do we need to do to stayrelevant in our our area of
(01:10):
expertise.
Um so that's what we're gonnatalk about today uh in detail.
And let's welcome our guest,Isaac Hagan.
He's senior VP, EmergingVerticals at Manpower Group.
Hi, Isaac, thanks for beinghere.
SPEAKER_00 (01:26):
Hi, uh thrilled to be here.
Uh exciting conversation.
Pace of change right now isunlike anything we've seen in
decades.
SPEAKER_01 (01:34):
Yeah.
SPEAKER_00 (01:35):
Um from AI to EVs.
Feels like supply chainprofessionals are right in the
center of it.
SPEAKER_01 (01:40):
So appreciate you having me on.
Okay, so first off, I mean, whatexactly is an emerging talent
market?
I mean, maybe even thedefinition of that has changed
in the last handful of years andrecently.
Um, and and within that, whatspecific business verticals are
(02:01):
most, you know, most soughtafter or talked about and why?
SPEAKER_00 (02:06):
Yeah, absolutely.
So at Mamport Group, uh theemerging markets or emerging
verticals are actuallytraditional industries.
Uh, if you think about uhmanufacturing, semiconductor,
energy, automotive or materials,they're traditional industries.
They're just going throughmassive transformational change.
(02:27):
So I'm really focused uh onworking with companies in those
industries to help them uhnavigate uh a really unique time
in in which there's a lot ofcapital investment, supply chain
shifts happening, and talenttransformation all at the same
time.
So those are those are the majorareas I'm focused on and um and
(02:49):
have been for quite some time.
SPEAKER_01 (02:50):
And and and let's talk about supply management,
supply chains.
They've shifted geographicallyspeaking quite a bit.
Um not everyone, but you know,certain amount certainly have,
and others are considering doingso.
But how do you think that that'screated emerging markets and
maybe kind of revitalized othermarkets that we once thought of
(03:14):
as emerging, but kind offorgotten about maybe over the
course of the last, I'm gonnasay maybe decade, because when
we went to a more globalizedbusiness environment, and now
the model seems to be shifting,we're tightening supply chains.
What do you think about that?
SPEAKER_00 (03:31):
Yeah, it's uh I think the United States is a
great example.
Um there's this emerging trendaround industrial sovereignty
where uh for a long, long timeglobalization was the trend.
Companies were globalizing theirbusinesses, and now you're
seeing this focus on um andreally reshoring or making sure
(03:53):
your supply chain, both yourtalent supply and your supply
chain are in geographies whereyou've got predictability uh in
both your supply chain and thetalent.
So um, and then you havesignificant capital investment
happening right now.
Uh, what's making thatchallenging is on top of that,
uh there's a there's a prettysignificant talent gap.
So in semiconductors, forexample, 164 FTEs needed over
(04:17):
the next couple of years.
Energy is predicted to have askill gap of 100,000.
Manufacturing general, 2.1million jobs could go unfilled
by 2030.
At the same time, you're seeingtrillions of dollars in CapEx
investments.
So what the numbers are sayingright now and what they might
look like a couple of years fromnow when some of these factories
are are stood up, is it's gonnabe um a dynamic time and a time
(04:40):
in which um organizations andpeople really need to be focused
on skills.
SPEAKER_01 (04:45):
I I'm wondering, where do you think um or how do
you think we're gonna fill thatgap?
You know, take the 2.1 millionyou referenced.
Are we hoping that AI, you know,as we ramp up more AI use, that
the nature of the types of jobsthat we need to fill is gonna
shift and help with that?
Because I where are the whereare the 2.1 million people gonna
(05:09):
come from?
SPEAKER_00 (05:10):
Yeah, it's it it's one of those questions I don't
think anyone has answers to yet.
Uh AI will undoubtedly changework.
Um, but the big thing we know isthat the jobs will change.
The manufacturing jobs of todayare gonna require new skills.
Um, there's gonna be a lot ofadjacencies that happen.
(05:30):
So a lot of these new factoriesthat, you know, again, a good
example this week, the big Appleannouncement, these these big
centers are being established inareas where they had
traditionally been talent to dothat work.
So there's gonna be massivereskilling uh efforts that go
into place um in specificgeographies.
And then I think to answer yourquestion, there's gonna have to
(05:52):
be a strong partnership betweenthe industry community um and
and the federal government to toreally get the volumes of skills
into these uh into theseworkforces in these locations.
SPEAKER_01 (06:05):
And um, you know, take employers and recruiters.
How ready do you think uh theyare to meet the challenges, or
what are some of the processesor systems or just general
ideas, concepts to helpfacilitate hiring solutions that
(06:25):
we need to fill the fill theroles?
SPEAKER_00 (06:28):
Yeah, it's it's the biggest thing I see right now is
companies are not being asproactive as they need to be to
meet the demand that's coming 12to 18 months from now.
Um and and we're just now seeingit started with some of the some
of the CHIPS Act in IRA, uh, butthis Make American Skilled Again
(06:48):
initiative uh around launchingapprenticeship programs and
really scaling that, all that'sjust starting to get uh put into
place.
So we don't know exactly howit's gonna play out.
What we're really focused on isworking with companies to figure
out what talent are you gonnaneed a year from now, two years
from now, three years from now,what are the skill adjacencies,
and then start working withindividuals and organizations to
(07:11):
bridge that gap.
One of the significantchallenges we have is um we've
been so focused on thetraditional four-year degree,
and a lot of these jobs are notgonna necessarily require that
as well.
So there's a whole new employeevalue proposition and talent
attraction equation that has toget solved.
Uh, and we're all just startingto solve it.
(07:32):
Um, but there's it's the pace ofchange is happening so rapidly
that um the skills aren'tkeeping up with the demand.
SPEAKER_01 (07:40):
And when you mentioned, you know, you're not
sure companies are beingproactive enough in order to
meet the goals that we're alllooking at.
What would be the ideal timelinein your mind to get things
orchestrated in the manner thatneeds to happen?
SPEAKER_00 (08:01):
Yeah, it usually takes 12 to 18 months to build
up these employee valuepropositions and recruiting
plans.
Um, and we see we see multiplefactors.
Sometimes even the companies areproactive.
There's also other organizationsgoing to send these geographies.
So the it is a moving target.
The competition changes, yourvalue proposition changes, uh,
(08:22):
the skills people need are arechanging so rapidly with the
evolution of AI and how howquickly that's going as well.
SPEAKER_01 (08:30):
And you had mentioned um Apple, you know,
and and ramping up theirbusiness here locally.
SPEAKER_00 (08:37):
One of one of many.
SPEAKER_01 (08:39):
Yeah, exactly.
So we've got so supply chainshave to worry about tariffs.
There's the politicking, youknow, it all comes into play.
Um consumer preferences havedriven manufacturing decision
making as well.
Um one and I'll say anotherexample.
(09:00):
Um recent$4 billion investmentmade by GM to produce
gas-powered vehicles, which isquite the departure from the big
push for EVs.
Um and they they plan on uhopening facilities, Michigan,
Kansas, Tennessee, dedicated tothe gas-powered vehicles within
(09:21):
the next two years.
So what would that entail from ahiring perspective to make that
happen?
SPEAKER_00 (09:31):
Yeah, there's uh the GM perspective, the benefit they
have is some of these locationsare traditional skill locations.
So you at least have reallystrong skill adjacency.
Um but you think about likeNorth Carolina, uh Toyota's$14
billion EV plant, um, some ofthese geographies are shifting
completely from one industry toanother, and the skills required
(09:54):
in having to move industry toindustry and with a lot of skill
development happening.
So in geographies in the UnitedStates, where there are
traditional skills andtraditional uh industry, I think
there's an easier jump.
Some of these um industries,I'll use semiconductor as a good
example, chip packaging and someof the energy investments that
(10:16):
are happening, those are nottraditional uh energy or
semiconductor locations.
So massive skill development intalent transformation is gonna
have to happen and potentiallyuh talent migration.
Uh I I wouldn't be surprised ifthe next Silicon Valley is in
the rust belt.
SPEAKER_01 (10:35):
Interesting.
Huh.
We've we've certainly got uh gota lot of semiconductor um over
here in Arizona.
Um not to mention all the datacenters opening up and it's just
uh construction everywhere.
SPEAKER_00 (10:51):
Yeah, Arizona, Texas, Ohio, and uh boys you
just looked at uh Micron andtheir investment and then TSMC,
um just this mass, I meantrillions of dollars in capital
investment.
Most people don't realize, Ithink that's everyone's going,
where are these jobs?
Where are these jobs?
Why aren't why aren't we doingmore?
(11:12):
People don't realize it takes 12to 48 months to stand up a
factory.
So, and you can't, you're nothiring people ahead of that
typically.
So that's where I said 12 to 18months.
It really depends on the thetime it takes to stand up your
factory.
But you have to keep in mindthere's a lot of these factories
going into locations where otherother organizations are doing
(11:32):
the same thing.
So the the competition fortalent and migration of talent
is gonna um be really dynamic.
SPEAKER_01 (11:40):
And it's amazing how much that affects so many other
areas um of the population, youknow.
Um so I I want to get into AIfor a little bit, if that's
okay.
Um as you know, today's jobroles, you know, we're all
expected to be friendly with AI,learn to use it, anything from
(12:04):
administrative tasks tofull-scale autonomous system
integration.
But are you noticing any uptickin a specific area, a skill set
that's highly desirable becauseof this shift with AI?
SPEAKER_00 (12:20):
You know, so um we just looked at some data this
week, and I'm being reallyspecific to supply chain roles,
but it we see this across theboard.
It's the highest demand growthskill by far is still
collaboration.
It's still human skill.
And you know, you really startthinking about okay, we've we've
got all these wonderful tools,AI can automate a lot, but
(12:42):
really have the work still hasto get done between people,
organizations, partnerships.
So I think we'll continue to seethat for quite some time.
Is um there is a huge spike indemand for data analytics and AI
skills.
Uh, and I think at some pointthat'll be a non-negotiable for
employees to have these skills,but the Q core human skills, the
(13:03):
EQ, uh, the empathy, the abilityto collaborate is, I believe,
going to be more important thanever.
SPEAKER_01 (13:10):
I was just kind of gonna go there with you for a
second on the EQ.
Um but I'm wondering, okay, sois that is that something the
the EQ and you know being ableto be empathic?
Um is that apart?
I mean, do you specifically lookfor that when um you need to
(13:31):
fill roles related to AI or justbecause I I would think ideally,
you know, the hope is with AI weare able to integrate those
human qualities into themechanisms.
But um is that is that too faroff or is that too much of a
(13:51):
lofty goal?
Because I know that's the part Ithink that gives people a lot of
concern and a lot of insecurityabout their job going forward.
SPEAKER_00 (14:01):
Yeah, I think right now, um, and if you look at the
data, it very few organizationshave fully implemented AI.
There's still very much in thesepilot phases, so we aren't yet
seeing uh full transformative orfull fully automated AI
environments.
Um, in the technology sector,you are seeing that more so, and
(14:22):
you and because of that, you'reseeing lower demand for, I would
call it um repetitive tasks oryou know, IT roles that um that
AI can do quickly.
What we are seeing a higherdemand for though are our
manager and uh we'll call themmiddle manager roles where they
they're orchestrating teams,they're they're really trying to
(14:44):
determine and execute projectswith with this technology behind
it.
So um when the AI uh you knowgets really efficient in one
area, it does, and and wepredicted this create new jobs
and in the other to run theorganization in a very different
way.
SPEAKER_01 (15:01):
And do you ever run across um a job candidate that
is seasoned, knows their stuff,um, but is just so averse to
stepping, you know, puttingtheir big toe into AI in any
way.
Um what what would you say toaddress that?
SPEAKER_00 (15:22):
Yeah, I think it's it this isn't a new problem.
I think uh technology adoptionhas has always been something
that um takes takes generationsand and demographics a while to
get caught up with.
I would recommend to just get inand use it.
It's you know, if you know howto use Google, you you'll be
(15:45):
pretty efficient with AI.
It's it's basically the samething.
So at a basic form.
So don't I wouldn't be afraid ofChatGPT.
It's I don't I don't know if youall know this, but it's now the
lar number one most used app inthe world, uh, which just
happened, I think, uh four weeksago.
So it's it's now going to bepart of people's everyday life.
(16:06):
And um, I would highly recommendthat you know organizations and
individuals start to use in youreveryday job, you'll find that
it's really helpful.
And and because of that, it it'swhy it's picking up so quickly.
SPEAKER_01 (16:19):
And you know what's great about it too, if you're a
novice at it and you're juststarting your experiment, it
doesn't judge you, you know.
So so if you're just gettingstarted, you're not sure how to
how to use it uh well, and youknow, we all have to start
somewhere, but it's you know, nojudgy, it's okay.
SPEAKER_00 (16:36):
It's an incredible learning tool.
And it uh sure I'm there is ascary side to it, and you can
focus on that.
But if you you start using AI,you start to realize it's such
an incredible learning tool, canbe such a great partner.
Many of them are calledco-pilots, and the idea of that
is it's it's something rightnext to you to help you with
your job.
And that's always been ourbelief system, it'll actually
(16:58):
enhance jobs, not replace jobs.
SPEAKER_01 (17:01):
Yeah.
So I I want to um mentionsomething I caught in the Wall
Street Journal recently.
Um article uh stated that theythey they found after, you know,
a survey, survey findings, theyfound that more employees were
involved in um meetings thatwere taking place after 8 p.m.
(17:24):
And uh so I'm kind of wondering,you know, what is that about?
And does it have anything to dowith more of this, you know,
kind of migration back into theoffice, or maybe, you know,
couple days hybrid?
Um, or or do we have a smaller,smaller talent pool out there
that are bearing moreresponsibilities, or is it you
(17:46):
think it's something else?
SPEAKER_00 (17:48):
Yeah, what we what our data has found is that there
is less people doing more work,uh, more G.
So yeah, your time bleeds intothe evenings because the this
globalized business is you maybe flexing at a different time.
Um, the return to work is Ithink every company's handled it
(18:10):
differently.
But for uh we we specificallyhave found a drop in uh job
satisfaction for millennialwomen, uh, and managers, 77% of
them feel like their careers areat risk, uh higher levels of
stress.
So specifically for middlemanagement, there's uh there's a
lot of pressure, and it isdefinitely impacting um their
(18:32):
their work life.
SPEAKER_01 (18:33):
And is that is that you think because uh companies
are operating leaner and youknow, want doing what they can
to keep staff?
SPEAKER_00 (18:44):
Yeah, undoubtedly companies are operating leaner
right now uh and are asking morespecifically of their middle
management, and that's uhputting a strain on.
And you you have a lot that'schanged so quickly.
You think about we, you know, wehit the pandemic a couple years
ago, we were all home, slowlycame back to work.
Uh now AI was introduced.
(19:06):
So there's there's a lot ofpressure on the manager.
I feel like the the leadersnever been more important in an
organization, but they've alsonever been more stressed and
pressured.
So it's it's a difficult timefor leaders to navigate those
waters.
And and because of that, I thinksome of the work's getting
pushed down onto people, hoursare getting longer.
(19:28):
Um and it's just somethingorganizations really need to
focus on is don't forget thevalue of your people and and how
critical it is for them to haveuh uh a good work-life balance
and and value in their work.
SPEAKER_01 (19:43):
Yeah, transition is hard.
And I don't know, is there areadily available playbook on uh
transition and how to sailthrough it uh without stress?
I don't know.
I I'd opt to buy a copy of that.
SPEAKER_00 (19:56):
Um there's yeah, there's a lot of great research
out there.
Um and and what we see is thereare organizations that focus on
culture first and really drivethat.
And even through uh dramaticchange, transformation,
technology enablement, they keepthat at the core.
And it's an important time to beuh to be looking at your
(20:17):
employee engagement and reallybeing thoughtful about um how
how you transform uh into thisnew age of work.
SPEAKER_01 (20:25):
And uh with all the details that we've discussed and
all the little nuances that yousee are uh happening or look to
be in the near future, what doyou envision as what what do you
think the future is of work isgonna look like and and what is
it gonna feel like for ushumans?
SPEAKER_00 (20:45):
I I think I'm I'm a glass half-hole person, so I
think it's gonna be a reallyexciting time.
Um in, and I say that becausethe one thing that we know is uh
development is a trust currencyfor organizations.
And with AI, you you can developyourself, your organizations,
(21:07):
your people, your processes soquickly.
So it's gonna be a reallyexciting time for work.
Uh, we talked a lot at thebeginning, the the show on uh
the capital investment, thesenew um these new skills that are
being required in geographies.
It's in a period of time wherepeople are gonna go through a
lot of change, they're gonnawant to learn a lot of new
skills.
(21:27):
It's not gonna be a monotonoustime for people.
And I think that if you look atall the blue zones, everything
else, that drives a lot of valueand excitement in in people's
lives.
So um I think at least for thenext five to ten years, I think
it's gonna be a really excitingtime.
I don't know that any of us cansee much past that, uh,
especially GPT 5 releasingyesterday.
And Sam's saying uh we we don'tknow what we built here.
(21:50):
So it's um, you know, there'sfun times incredible the face of
change.
SPEAKER_01 (21:55):
Yeah, yeah.
Well, this has uh been apleasure.
Thank you so much for beinghere.
Here.
And do you have any last-minutethoughts or anecdotes for us?
SPEAKER_00 (22:05):
Yeah, especially for the supply chain management
group, it's uh another reallyexciting time for all of you.
We're seeing demand for supplychain management increase.
It's clear it's not a costcenter anymore.
It's it's a strategic part ofthe business.
So your roles are so important.
Uh geopolitics, um, industrialsovereignty and the need for
(22:27):
skill into uh in in your supplychain is is really important.
So um we're we're just gladyou're all out there.
And uh you're obviously gonna bepressured with digital and ai,
but I think the you know thecore skill in the background is
is really critical and and we'reseeing shortages and need for
more and more supply chainleaders and managers.
(22:47):
So it's a great time for theindustry.
SPEAKER_01 (22:49):
And uh for anyone that wants to find you and
continue with their ownconversation, uh, do share your
contact info.
SPEAKER_00 (22:57):
I will absolutely uh I'm readily available on
LinkedIn and uh you can get methere quickly.
SPEAKER_01 (23:03):
Okay.
Isaac Hagan, senior VP EmergingVerticals at Manpower Group.
Thanks again.
Um pleasure having you uhchecking us out.
Whether you're listening orwatching, uh we appreciate you.
And to check out all of ourshows, you can simply go to
ismworld.org and uh under thenews and publication drop-down
(23:24):
menu, that's where you'll findus.
Have a great rest of your day.
Thanks for tuning in.
I'm Melanie Stern for ISM.
Thanks for hanging out with us today.
So glad that you're here and uhjoining us and taking time out
of your day.
I'm Melanie Stern for ISM inanother episode of Supply Chain
Unfiltered.
And just, you know, take amoment for a second, think about
where you work, how you work,what you're doing, what you're
(00:28):
uh what you hope to be doing ifyou're thinking of making a
change.
We thought that would kind of bethe focus today with a little
bit of a twist.
Um we're looking at the futureof work uh under the auspice of
emerging markets.
And uh we're gonna delve deeperinto emerging markets today.
Um but think about think aboutthe fluctuating job reports that
(00:50):
we we see month to month.
You know, they take they uh it'slike two steps forward, one step
back, give us numbers, have tomake adjustments.
And it makes it hard, I'm gonnasay, for multiple generations in
the workforce to know, you know,what are the next steps and what
do we need to do to stayrelevant in our our area of
(01:10):
expertise.
Um so that's what we're gonnatalk about today uh in detail.
And let's welcome our guest,Isaac Hagan.
He's senior VP, EmergingVerticals at Manpower Group.
Hi, Isaac, thanks for beinghere.
SPEAKER_00 (01:26):
Hi, uh thrilled to be here.
Uh exciting conversation.
Pace of change right now isunlike anything we've seen in
decades.
SPEAKER_01 (01:34):
Yeah.
SPEAKER_00 (01:35):
Um from AI to EVs.
Feels like supply chainprofessionals are right in the
center of it.
SPEAKER_01 (01:40):
So appreciate you having me on.
Okay, so first off, I mean, whatexactly is an emerging talent
market?
I mean, maybe even thedefinition of that has changed
in the last handful of years andrecently.
Um, and and within that, whatspecific business verticals are
(02:01):
most, you know, most soughtafter or talked about and why?
SPEAKER_00 (02:06):
Yeah, absolutely.
So at Mamport Group, uh theemerging markets or emerging
verticals are actuallytraditional industries.
Uh, if you think about uhmanufacturing, semiconductor,
energy, automotive or materials,they're traditional industries.
They're just going throughmassive transformational change.
(02:27):
So I'm really focused uh onworking with companies in those
industries to help them uhnavigate uh a really unique time
in in which there's a lot ofcapital investment, supply chain
shifts happening, and talenttransformation all at the same
time.
So those are those are the majorareas I'm focused on and um and
(02:49):
have been for quite some time.
SPEAKER_01 (02:50):
And and and let's talk about supply management,
supply chains.
They've shifted geographicallyspeaking quite a bit.
Um not everyone, but you know,certain amount certainly have,
and others are considering doingso.
But how do you think that that'screated emerging markets and
maybe kind of revitalized othermarkets that we once thought of
(03:14):
as emerging, but kind offorgotten about maybe over the
course of the last, I'm gonnasay maybe decade, because when
we went to a more globalizedbusiness environment, and now
the model seems to be shifting,we're tightening supply chains.
What do you think about that?
SPEAKER_00 (03:31):
Yeah, it's uh I think the United States is a
great example.
Um there's this emerging trendaround industrial sovereignty
where uh for a long, long timeglobalization was the trend.
Companies were globalizing theirbusinesses, and now you're
seeing this focus on um andreally reshoring or making sure
(03:53):
your supply chain, both yourtalent supply and your supply
chain are in geographies whereyou've got predictability uh in
both your supply chain and thetalent.
So um, and then you havesignificant capital investment
happening right now.
Uh, what's making thatchallenging is on top of that,
uh there's a there's a prettysignificant talent gap.
So in semiconductors, forexample, 164 FTEs needed over
(04:17):
the next couple of years.
Energy is predicted to have askill gap of 100,000.
Manufacturing general, 2.1million jobs could go unfilled
by 2030.
At the same time, you're seeingtrillions of dollars in CapEx
investments.
So what the numbers are sayingright now and what they might
look like a couple of years fromnow when some of these factories
are are stood up, is it's gonnabe um a dynamic time and a time
(04:40):
in which um organizations andpeople really need to be focused
on skills.
SPEAKER_01 (04:45):
I I'm wondering, where do you think um or how do
you think we're gonna fill thatgap?
You know, take the 2.1 millionyou referenced.
Are we hoping that AI, you know,as we ramp up more AI use, that
the nature of the types of jobsthat we need to fill is gonna
shift and help with that?
Because I where are the whereare the 2.1 million people gonna
(05:09):
come from?
SPEAKER_00 (05:10):
Yeah, it's it it's one of those questions I don't
think anyone has answers to yet.
Uh AI will undoubtedly changework.
Um, but the big thing we know isthat the jobs will change.
The manufacturing jobs of todayare gonna require new skills.
Um, there's gonna be a lot ofadjacencies that happen.
(05:30):
So a lot of these new factoriesthat, you know, again, a good
example this week, the big Appleannouncement, these these big
centers are being established inareas where they had
traditionally been talent to dothat work.
So there's gonna be massivereskilling uh efforts that go
into place um in specificgeographies.
And then I think to answer yourquestion, there's gonna have to
(05:52):
be a strong partnership betweenthe industry community um and
and the federal government to toreally get the volumes of skills
into these uh into theseworkforces in these locations.
SPEAKER_01 (06:05):
And um, you know, take employers and recruiters.
How ready do you think uh theyare to meet the challenges, or
what are some of the processesor systems or just general
ideas, concepts to helpfacilitate hiring solutions that
(06:25):
we need to fill the fill theroles?
SPEAKER_00 (06:28):
Yeah, it's it's the biggest thing I see right now is
companies are not being asproactive as they need to be to
meet the demand that's coming 12to 18 months from now.
Um and and we're just now seeingit started with some of the some
of the CHIPS Act in IRA, uh, butthis Make American Skilled Again
(06:48):
initiative uh around launchingapprenticeship programs and
really scaling that, all that'sjust starting to get uh put into
place.
So we don't know exactly howit's gonna play out.
What we're really focused on isworking with companies to figure
out what talent are you gonnaneed a year from now, two years
from now, three years from now,what are the skill adjacencies,
and then start working withindividuals and organizations to
(07:11):
bridge that gap.
One of the significantchallenges we have is um we've
been so focused on thetraditional four-year degree,
and a lot of these jobs are notgonna necessarily require that
as well.
So there's a whole new employeevalue proposition and talent
attraction equation that has toget solved.
Uh, and we're all just startingto solve it.
(07:32):
Um, but there's it's the pace ofchange is happening so rapidly
that um the skills aren'tkeeping up with the demand.
SPEAKER_01 (07:40):
And when you mentioned, you know, you're not
sure companies are beingproactive enough in order to
meet the goals that we're alllooking at.
What would be the ideal timelinein your mind to get things
orchestrated in the manner thatneeds to happen?
SPEAKER_00 (08:01):
Yeah, it usually takes 12 to 18 months to build
up these employee valuepropositions and recruiting
plans.
Um, and we see we see multiplefactors.
Sometimes even the companies areproactive.
There's also other organizationsgoing to send these geographies.
So the it is a moving target.
The competition changes, yourvalue proposition changes, uh,
(08:22):
the skills people need are arechanging so rapidly with the
evolution of AI and how howquickly that's going as well.
SPEAKER_01 (08:30):
And you had mentioned um Apple, you know,
and and ramping up theirbusiness here locally.
SPEAKER_00 (08:37):
One of one of many.
SPEAKER_01 (08:39):
Yeah, exactly.
So we've got so supply chainshave to worry about tariffs.
There's the politicking, youknow, it all comes into play.
Um consumer preferences havedriven manufacturing decision
making as well.
Um one and I'll say anotherexample.
(09:00):
Um recent$4 billion investmentmade by GM to produce
gas-powered vehicles, which isquite the departure from the big
push for EVs.
Um and they they plan on uhopening facilities, Michigan,
Kansas, Tennessee, dedicated tothe gas-powered vehicles within
(09:21):
the next two years.
So what would that entail from ahiring perspective to make that
happen?
SPEAKER_00 (09:31):
Yeah, there's uh the GM perspective, the benefit they
have is some of these locationsare traditional skill locations.
So you at least have reallystrong skill adjacency.
Um but you think about likeNorth Carolina, uh Toyota's$14
billion EV plant, um, some ofthese geographies are shifting
completely from one industry toanother, and the skills required
(09:54):
in having to move industry toindustry and with a lot of skill
development happening.
So in geographies in the UnitedStates, where there are
traditional skills andtraditional uh industry, I think
there's an easier jump.
Some of these um industries,I'll use semiconductor as a good
example, chip packaging and someof the energy investments that
(10:16):
are happening, those are nottraditional uh energy or
semiconductor locations.
So massive skill development intalent transformation is gonna
have to happen and potentiallyuh talent migration.
Uh I I wouldn't be surprised ifthe next Silicon Valley is in
the rust belt.
SPEAKER_01 (10:35):
Interesting.
Huh.
We've we've certainly got uh gota lot of semiconductor um over
here in Arizona.
Um not to mention all the datacenters opening up and it's just
uh construction everywhere.
SPEAKER_00 (10:51):
Yeah, Arizona, Texas, Ohio, and uh boys you
just looked at uh Micron andtheir investment and then TSMC,
um just this mass, I meantrillions of dollars in capital
investment.
Most people don't realize, Ithink that's everyone's going,
where are these jobs?
Where are these jobs?
Why aren't why aren't we doingmore?
(11:12):
People don't realize it takes 12to 48 months to stand up a
factory.
So, and you can't, you're nothiring people ahead of that
typically.
So that's where I said 12 to 18months.
It really depends on the thetime it takes to stand up your
factory.
But you have to keep in mindthere's a lot of these factories
going into locations where otherother organizations are doing
(11:32):
the same thing.
So the the competition fortalent and migration of talent
is gonna um be really dynamic.
SPEAKER_01 (11:40):
And it's amazing how much that affects so many other
areas um of the population, youknow.
Um so I I want to get into AIfor a little bit, if that's
okay.
Um as you know, today's jobroles, you know, we're all
expected to be friendly with AI,learn to use it, anything from
(12:04):
administrative tasks tofull-scale autonomous system
integration.
But are you noticing any uptickin a specific area, a skill set
that's highly desirable becauseof this shift with AI?
SPEAKER_00 (12:20):
You know, so um we just looked at some data this
week, and I'm being reallyspecific to supply chain roles,
but it we see this across theboard.
It's the highest demand growthskill by far is still
collaboration.
It's still human skill.
And you know, you really startthinking about okay, we've we've
got all these wonderful tools,AI can automate a lot, but
(12:42):
really have the work still hasto get done between people,
organizations, partnerships.
So I think we'll continue to seethat for quite some time.
Is um there is a huge spike indemand for data analytics and AI
skills.
Uh, and I think at some pointthat'll be a non-negotiable for
employees to have these skills,but the Q core human skills, the
(13:03):
EQ, uh, the empathy, the abilityto collaborate is, I believe,
going to be more important thanever.
SPEAKER_01 (13:10):
I was just kind of gonna go there with you for a
second on the EQ.
Um but I'm wondering, okay, sois that is that something the
the EQ and you know being ableto be empathic?
Um is that apart?
I mean, do you specifically lookfor that when um you need to
(13:31):
fill roles related to AI or justbecause I I would think ideally,
you know, the hope is with AI weare able to integrate those
human qualities into themechanisms.
But um is that is that too faroff or is that too much of a
(13:51):
lofty goal?
Because I know that's the part Ithink that gives people a lot of
concern and a lot of insecurityabout their job going forward.
SPEAKER_00 (14:01):
Yeah, I think right now, um, and if you look at the
data, it very few organizationshave fully implemented AI.
There's still very much in thesepilot phases, so we aren't yet
seeing uh full transformative orfull fully automated AI
environments.
Um, in the technology sector,you are seeing that more so, and
(14:22):
you and because of that, you'reseeing lower demand for, I would
call it um repetitive tasks oryou know, IT roles that um that
AI can do quickly.
What we are seeing a higherdemand for though are our
manager and uh we'll call themmiddle manager roles where they
they're orchestrating teams,they're they're really trying to
(14:44):
determine and execute projectswith with this technology behind
it.
So um when the AI uh you knowgets really efficient in one
area, it does, and and wepredicted this create new jobs
and in the other to run theorganization in a very different
way.
SPEAKER_01 (15:01):
And do you ever run across um a job candidate that
is seasoned, knows their stuff,um, but is just so averse to
stepping, you know, puttingtheir big toe into AI in any
way.
Um what what would you say toaddress that?
SPEAKER_00 (15:22):
Yeah, I think it's it this isn't a new problem.
I think uh technology adoptionhas has always been something
that um takes takes generationsand and demographics a while to
get caught up with.
I would recommend to just get inand use it.
It's you know, if you know howto use Google, you you'll be
(15:45):
pretty efficient with AI.
It's it's basically the samething.
So at a basic form.
So don't I wouldn't be afraid ofChatGPT.
It's I don't I don't know if youall know this, but it's now the
lar number one most used app inthe world, uh, which just
happened, I think, uh four weeksago.
So it's it's now going to bepart of people's everyday life.
(16:06):
And um, I would highly recommendthat you know organizations and
individuals start to use in youreveryday job, you'll find that
it's really helpful.
And and because of that, it it'swhy it's picking up so quickly.
SPEAKER_01 (16:19):
And you know what's great about it too, if you're a
novice at it and you're juststarting your experiment, it
doesn't judge you, you know.
So so if you're just gettingstarted, you're not sure how to
how to use it uh well, and youknow, we all have to start
somewhere, but it's you know, nojudgy, it's okay.
SPEAKER_00 (16:36):
It's an incredible learning tool.
And it uh sure I'm there is ascary side to it, and you can
focus on that.
But if you you start using AI,you start to realize it's such
an incredible learning tool, canbe such a great partner.
Many of them are calledco-pilots, and the idea of that
is it's it's something rightnext to you to help you with
your job.
And that's always been ourbelief system, it'll actually
(16:58):
enhance jobs, not replace jobs.
SPEAKER_01 (17:01):
Yeah.
So I I want to um mentionsomething I caught in the Wall
Street Journal recently.
Um article uh stated that theythey they found after, you know,
a survey, survey findings, theyfound that more employees were
involved in um meetings thatwere taking place after 8 p.m.
(17:24):
And uh so I'm kind of wondering,you know, what is that about?
And does it have anything to dowith more of this, you know,
kind of migration back into theoffice, or maybe, you know,
couple days hybrid?
Um, or or do we have a smaller,smaller talent pool out there
that are bearing moreresponsibilities, or is it you
(17:46):
think it's something else?
SPEAKER_00 (17:48):
Yeah, what we what our data has found is that there
is less people doing more work,uh, more G.
So yeah, your time bleeds intothe evenings because the this
globalized business is you maybe flexing at a different time.
Um, the return to work is Ithink every company's handled it
(18:10):
differently.
But for uh we we specificallyhave found a drop in uh job
satisfaction for millennialwomen, uh, and managers, 77% of
them feel like their careers areat risk, uh higher levels of
stress.
So specifically for middlemanagement, there's uh there's a
lot of pressure, and it isdefinitely impacting um their
(18:32):
their work life.
SPEAKER_01 (18:33):
And is that is that you think because uh companies
are operating leaner and youknow, want doing what they can
to keep staff?
SPEAKER_00 (18:44):
Yeah, undoubtedly companies are operating leaner
right now uh and are asking morespecifically of their middle
management, and that's uhputting a strain on.
And you you have a lot that'schanged so quickly.
You think about we, you know, wehit the pandemic a couple years
ago, we were all home, slowlycame back to work.
Uh now AI was introduced.
(19:06):
So there's there's a lot ofpressure on the manager.
I feel like the the leadersnever been more important in an
organization, but they've alsonever been more stressed and
pressured.
So it's it's a difficult timefor leaders to navigate those
waters.
And and because of that, I thinksome of the work's getting
pushed down onto people, hoursare getting longer.
(19:28):
Um and it's just somethingorganizations really need to
focus on is don't forget thevalue of your people and and how
critical it is for them to haveuh uh a good work-life balance
and and value in their work.
SPEAKER_01 (19:43):
Yeah, transition is hard.
And I don't know, is there areadily available playbook on uh
transition and how to sailthrough it uh without stress?
I don't know.
I I'd opt to buy a copy of that.
SPEAKER_00 (19:56):
Um there's yeah, there's a lot of great research
out there.
Um and and what we see is thereare organizations that focus on
culture first and really drivethat.
And even through uh dramaticchange, transformation,
technology enablement, they keepthat at the core.
And it's an important time to beuh to be looking at your
(20:17):
employee engagement and reallybeing thoughtful about um how
how you transform uh into thisnew age of work.
SPEAKER_01 (20:25):
And uh with all the details that we've discussed and
all the little nuances that yousee are uh happening or look to
be in the near future, what doyou envision as what what do you
think the future is of work isgonna look like and and what is
it gonna feel like for ushumans?
SPEAKER_00 (20:45):
I I think I'm I'm a glass half-hole person, so I
think it's gonna be a reallyexciting time.
Um in, and I say that becausethe one thing that we know is uh
development is a trust currencyfor organizations.
And with AI, you you can developyourself, your organizations,
(21:07):
your people, your processes soquickly.
So it's gonna be a reallyexciting time for work.
Uh, we talked a lot at thebeginning, the the show on uh
the capital investment, thesenew um these new skills that are
being required in geographies.
It's in a period of time wherepeople are gonna go through a
lot of change, they're gonnawant to learn a lot of new
skills.
(21:27):
It's not gonna be a monotonoustime for people.
And I think that if you look atall the blue zones, everything
else, that drives a lot of valueand excitement in in people's
lives.
So um I think at least for thenext five to ten years, I think
it's gonna be a really excitingtime.
I don't know that any of us cansee much past that, uh,
especially GPT 5 releasingyesterday.
And Sam's saying uh we we don'tknow what we built here.
(21:50):
So it's um, you know, there'sfun times incredible the face of
change.
SPEAKER_01 (21:55):
Yeah, yeah.
Well, this has uh been apleasure.
Thank you so much for beinghere.
Here.
And do you have any last-minutethoughts or anecdotes for us?
SPEAKER_00 (22:05):
Yeah, especially for the supply chain management
group, it's uh another reallyexciting time for all of you.
We're seeing demand for supplychain management increase.
It's clear it's not a costcenter anymore.
It's it's a strategic part ofthe business.
So your roles are so important.
Uh geopolitics, um, industrialsovereignty and the need for
(22:27):
skill into uh in in your supplychain is is really important.
So um we're we're just gladyou're all out there.
And uh you're obviously gonna bepressured with digital and ai,
but I think the you know thecore skill in the background is
is really critical and and we'reseeing shortages and need for
more and more supply chainleaders and managers.
(22:47):
So it's a great time for theindustry.
SPEAKER_01 (22:49):
And uh for anyone that wants to find you and
continue with their ownconversation, uh, do share your
contact info.
SPEAKER_00 (22:57):
I will absolutely uh I'm readily available on
LinkedIn and uh you can get methere quickly.
SPEAKER_01 (23:03):
Okay.
Isaac Hagan, senior VP EmergingVerticals at Manpower Group.
Thanks again.
Um pleasure having you uhchecking us out.
Whether you're listening orwatching, uh we appreciate you.
And to check out all of ourshows, you can simply go to
ismworld.org and uh under thenews and publication drop-down
(23:24):
menu, that's where you'll findus.
Have a great rest of your day.
Thanks for tuning in.
I'm Melanie Stern for ISM.
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