ManpowerGroup 2013 Annual Report Download - page 18

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ManpowerGroup 2013 Annual Report Letter to Investors
16
We’re also mindful of what we call the “rise of voices” where technology has given
great power to individuals or groups, allowing them to speak out and be heard unlike
any other time in history. This continuous conversation has increased the sophistication
and expectations of consumers, a significant consideration for companies looking
to succeed. It’s also the fuel for movements and uprisings, especially among youth,
whose unemployment rate has long exceeded that of any other age group. As we
look to solve these and other workforce challenges, we are increasingly mindful of
the rise-of-voice dynamic and its rapidly growing influence on the world of work.
OUR OPPORTUNITY
There’s no doubt growth will be harder to come by than in previous periods of
economic recovery. However, the changing landscape, the way work gets done,
and how companies are seeking out agility is a pitch right into our wheelhouse
of expertise. That doesn’t mean it will come easy. We must continue to execute
superbly while increasing the depth of our offerings, especially in our higher-margin
areas, like ManpowerGroup Solutions, including RPO and MSP. We have to do
better with Experis; with the strategic investments and decisions we made in 2013,
it has all the makings for greater success.
In 2013, we simplified our organization, programs, delivery and technology with an
urgency and laser focus that boosted our innovation and productivity. It created a
bounce in our step across the organization. We increased the speed in which we
make decisions and established greater clarity and accountability among our people.
Most of all, we delivered results, a credit to our organization’s DNA and eagerness
to collaborate across brands, borders and functions. We’re now working out of
shared locations, our sales teams are cross-selling and our leaders are taking on
broader responsibilities, particularly at the country level.
I’m certain our collaboration has sent a strong message to our clients and made a
positive impact on our profitability. Still there’s more opportunity out there. We need
to be more aggressive and creative in driving growth, which remains a top priority.
We’re continuing to pursue our goal of 4% operating profit margin and are buoyed
by the impact of our recalibration efforts.
We’re continuing to pursue our goal
of 4% operating profit margin.