ManpowerGroup 2004 Annual Report Download - page 32

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employment option for disadvantaged individuals when other
avenues to employment have failed. This is important for both
employers and employees, as stronger employment laws are
being enacted in many countries to improve inclusion in the
workplace. More importantly, our systems are uniquely
designed to match people to positions that are the right fit for
their interests and abilities, where they can have a better
chance to succeed and establish a solid foundation in their
adopted countries.
BREAKING THE CULTURAL
BARRIERS FOR IMMIGRANTS
ALEXANDER DENHELDER
Alexander Denhelder arrived in Sweden as a Kurdish political
refugee from Iraq. He completed his economics degree
from Stockholm University, but had great difficulty finding a
company that would hire him. For a year and a half, he
searched in frustration for employment, completing hundreds
of applications without a single interview. Then, one day he
responded to an employment advertisement from Manpower
and everything changed.
“Manpower gave me a chance to work when no one else
would,” said Alexander. “Since the day I started at Manpower,
my managers have given me support and encouragement.
They trust in me to make our customers happy and I trust in
them to find me rewarding work and support my ambitions.”
It was six years ago when we found work for Alexander at
Siemens. Today, he is working as an archive assistant at
Sweden’s FMV (Försvarets Materielverk) defense materials
department.
This story from Sweden illustrates how Manpower is uniquely
positioned to help immigrants find work in their “new”
countries, and how we can help fill labor shortages in local
markets. In many countries, it can be difficult for immigrants
to find jobs. This can be due to a variety of reasons: lack of
certifications/education, lack of experience, language barriers,
cultural misunderstandings, and racial discrimination. At the
same time, employers in these very same countries are facing
skills shortages.
Because Manpower has proprietary assessment and selection
systems that focus strictly on the competence of the worker
– not nationality, race, gender or age – we are often the only
“What mattered to Manpower was my
experience, my education and whether I
could do a good job for the customer –
not my name or where I came from.”