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Career guidance is an important subject for more than 9 out of 10 young people but it causes stress for 69% of them - according to the study "Young people and guidance" conducted with Jexplore and Opinion Way  

While young people use a variety of resources to find out about their career path (websites on jobs and training, information brochures, social networks and streaming platforms dedicated to career guidance, internship search platforms, exchange platforms and immersive experiences in companies with virtual reality), 54% nevertheless regret their career choices. How can we provide better support for young people in their career choices?  

Career guidance for young people: a real challenge

Young people are now being asked to take responsibility for planning and controlling their own careers before they even start their studies or work. However, the accelerated digitalization of today's world and its environmental issues place them in front of three challenges: 

• Dealing with the obsolescence of skills: To counter the obsolescence of skills, it is necessary to help young people to value their soft skills, which are more durable over time, rather than their hard skills that can become obsolete after a few years (on average after 2.5 years) or even be replaced by technology, AI (Artificial Intelligence). 
• Preparing for today's uncertain world of work: Helping to guide young people in world of transformation and uncertainty. Some economic experts now see that we have moved from a VUCA framework (Volatile, Uncertain, Complex and Ambiguous) to BANI (Brittle, Anxiety-provoking, Non-linear and Incomprehensible) world.  
• Finding a job that interests and motivates them: Help young people identify the skills they need to do a job they are passionate about, in which they can fully develop and develop their skills. 

Which Career For Me: Student, an online career planning support method for young people aged 16 to 25 

The Which Career For Me: Student program, designed by Yves Duron and Zwi Segal, perfectly meets these challenges, and is fully in line with the needs of Generation Z who want to take charge of their own career and find meaning in the professional world. To achieve this, it requires a better knowledge of oneself and one's motivations.  

Aimed at guidance counsellors, coaches and career professionals (in school, college or university), Which Career For Me: Student allows them to help young people aged 16 to 25 to learn more about themselves and make the right career choices.

A valuable help in reflection 

Which Career For Me: Student helps young people with three areas of career planning: 

• Discover their professional interests, key motivations and strengths (soft skills). 
• Understand the job market and explore the types of trades and sectors of activity. 
• Validate their ideal job and find the right training.  

5 additional questionnaires measure:  

• Professional interests (among 8 fields and 40 professional sub-fields adapted to current professions) 
• The key drivers of motivation according to the job, work activities, colleagues, the direct manager, the company and in life in general 
• Strengths 
• Mindset 
• Skills of the future.   

They thus provide information on the sources of motivation and demotivation of the young people supported their professional interests, strengths and mindset. The result is a list of jobs and business styles that are in line with the motivational profile of the young person. Professions corresponding to their profile, based on a database of 2,000 professions codified on motivational criteria updated daily and including emerging professions as well, while accompanying videos explain each result. Young people also have access to online and collaborative exercises to help them in their thinking.

A useful programme for youth guidance professionals 

Many professionals who have already used Which Career For Me: Student to help young people build and validate their professional project, testify to its usefulness.  

Nathalie Cavagna - Occupational Psychologist, Consultant at APEC (French Association for the Employment of Executives) and founder of Nathalie Cavagna Conseil highlights an important point by stressing that "most of the young people I see do not know where to go and know more how to express 'what they don't want' than 'what they want'. Often, they only have a vague idea of direction, they may think of a training course rather than of a "profession". Which Career For Me: Student is particularly relevant in addressing this issue due to its approach based on interests, motivations and skills.”  

Thibaut Delacour - Independent Practitioner and Founder of facilitandi adds that "Which Career For Me: Student allows each young person supported to focus on what interests and what motivates them. It helps them to project themselves concretely, this is supported by a database of professions and resources that are directly accessible.”  

Marc Heim - Trainer, ESCCI (Ecole Supérieure de la CCI Portes de Normandie) adds by saying that "Which Career For Me: Student allows us to offer a support framework and offers answers and concrete steps with the help of the summary report, which is well presented and accessible to all."  

Finally, for Thierry Dupont - Certified Coach and Management Consultant, Professionalization and Partnership Ecosystems, IAAC, "Which Career For Me: Student has the advantage of being able to provide à la carte support, both on a collective and individual basis". 

A Pearson study analyzed labour market trends in four major economies: the United States, the United Kingdom, Australia and Canada. It found that while technical skills and expertise remain highly valued, the five most sought-after skills (now and in the short-term future) are all human skills. Otherwise known as "transversal skills", "behavioural and relational skills" or "soft skills", human skills are essential for success in the world of work. Unlike technical or business-specific skills ("hard skills"), they are transferable between different fields of activity and professions. Described as "Power skills", human skills are increasingly valued by employers.  

What does "Power Skills" mean?

"Power Skills" refers to interpersonal and behavioural skills that have a significant impact on professional and personal performance. These skills are called "power" because they increase a person's ability to succeed in a variety of contexts, independent of job-specific technical skills. They are easily transferable from one position, one sector of activity, from one work environment to another. They are durable: they remain relevant over time, unlike technical skills that quickly become obsolete.

What are the 5 Power Skills to have in 2025?

The Pearson study highlights the five Power Skills that are most sought after by employers today:

• Communication: The ability to express thoughts and ideas clearly, and to listen to, understand, and respond to others' ideas.
• Customer Service: The provision of service to customers before, during, and after a purchase.
• Leadership: The ability of an individual, group or organisation to "lead", influence or guide other individuals, teams, or entire organisations. 
• Attention to detail: The ability to be precise and accurate in tasks, taking care to notice small details and ensuring that all aspects of a project are completed accurately.
• Collaboration: The ability to develop constructive and cooperative working relationships with others.

The 5 Power Skills to invest in development 

The Pearson study highlights the five Power Skills that are projected to be most in-demand by 2026 and in need of greatest improvement and investment:

• Collaboration: The ability to develop constructive and cooperative working relationships with others.
• Customer Focus: Actively look for ways to assist customers and clients. 
• Personal Learning and Mastery: The ability to acquire knowledge or skills through one’s study or experience.
• Achievement Focus: The ability to take on responsibilities and challenges with little or no supervision, develop one’s own way of doing things, and depend on oneself to get things done.
• Cultural and Social Intelligence: Have awareness and understanding of other’s reactions.

How to evaluate these Power Skills? 

The evaluation of these Power Skills can be done using reliable psychometric tests, designed according to rigorous scientific standards:

• Personality inventories: To assess communication, collaboration and interpersonal skills. They measure different personality traits, i.e. behavioural and interpersonal tendencies, which are grouped around several axes: relationships with others (leadership, sociability, cooperation, empathy, etc.), emotional management (resistance to stress, flexibility/adaptability, etc.), approach to work (reliability, attention to detail, respect for rules, perseverance, initiative, etc.) and way of thinking (innovation,  analytical reasoning, independence, etc.).
• Cognitive Ability Tests: To assess their intellectual potential, learning and adaptation abilities, data analysis skills, grasp of new concepts, reasoning, and problem-solving skills in search of innovative solutions. 
• Critical Thinking Assessment Tests: To measure ability to step back, identify and analyze problems, and seek and evaluate information to draw relevant and logical conclusions, making better decisions.  

As the Pearson study points out, technical skills are required in many jobs. However, with the pace at which technology is evolving, they quickly become obsolete, asking workers to constantly train themselves to master them. At the same time, many sectors are facing a shortage of employees with human skills in communication and collaboration.  A strong foundation of human skills is essential for success for employers and employees now and in the future. Recently, at the round table "Reskilling for the Intelligence Age" at the annual meeting of the World Economic Forum in Davos, international leaders including Omar Abbosh, CEO of Pearson, emphasized the importance of Human Skills such as leadership skills, empathy, agility, creativity and critical thinking to evolve alongside machines and algorithms. It is therefore essential to invest in the assessment and development of human skills and our psychometric tests are useful for this.

Faced with today's recruitment challenges in the public sector - be they budgetary constraints, complex administrative processes or a perceived lack of attractiveness - HR professionals need to adopt innovative strategies. Discover below some practical solutions for modernising and optimising these practices, based on five key strategic areas. By discovering these methods, HR managers will not only be able to respond more effectively to the needs of their organisation, but also attract and retain the right talent for the public service.

At a time when human skills are playing an increasingly decisive role, the importance of soft skills in public sector recruitment is becoming clear. When recruitment processes are often longer and career prospects are limited, interpersonal skills such as communication, empathy and critical thinking are becoming essential assets in guaranteeing a high-quality public service. Discover the infographic below to find out how these soft skills can transform recruitment practices and help overcome today's challenges, particularly through the use of psychometric tests.

The manufacturing industry is going through a period of transformation marked by a growing skills shortage and an urgent need to attract and retain skilled talent. The sector faces a number of challenges, including high staff turnover, under-representation of women and an ageing workforce. By optimising recruitment and skills development processes, it is possible not only to improve employee retention, but also to encourage innovation.

The insurance sector is facing major HR challenges, compounded by an ageing workforce and a perceived outdated image. With 400,000 professionals nearing retirement, attracting and retaining new talent is essential. Yet only 4% of Millennials are considering a career in the sector, exacerbating the skills shortage. To remain competitive, companies need to modernise their image, promote innovation and offer attractive benefits, while using tools such as psychometric testing to optimise their recruitment process.

The banking and finance sector is facing significant HR challenges due to the rapid evolution of the industry and the increasing adoption of AI. By 2024, 87% of banking executives expect major change, but more than half don't feel prepared for it. Furthermore, 65% of financial services employees believe their business will not survive a decade on its current trajectory. An HR approach focused on skills such as critical thinking and an agile organisational structure are essential to attract, recruit and retain the talent needed to adapt and grow in this changing sector.

In an ever-changing legal environment, companies need to adopt effective strategies to attract and retain the best talent. Recruiting and developing the skills of legal professionals is crucial to long-term competitiveness and success. This guide outlines five essential steps to mastering these processes, enabling legal businesses not only to recruit quality talent, but also to develop and retain them, while optimising their experience as candidates and employees.

The technology and IT services industry (Tech & IT) is at the heart of global innovation and is growing rapidly. However, this expansion is accompanied by major challenges, particularly in terms of human resources management. Let's take a look at the main obstacles faced by companies in this sector and the strategies proposed to overcome them.

Faced with a talent shortage crisis, effective recruitment in the manufacturing industry requires an approach structured around eight key steps. From the precise analysis of specific needs to the implementation of a personalised onboarding process, each stage aims to attract and integrate the best-qualified talent for each position.

The retail sector faces major challenges in attracting and retaining the best talent, with a staff turnover rate of 60%. This infographic outlines the main reasons why employees leave, such as lack of flexibility and insufficient remuneration, and proposes solutions, including the use of psychometric tests, to improve recruitment and retention. Find out how these tools can align employee profiles with your company's culture and reduce turnover costs.

According to the National Association of Manufacturers (NAM), nearly three-quarters of manufacturing executives believe that attracting and retaining a quality workforce is their main challenge. The talent shortage affects many industrial groups, with 10 million jobs vacant in the sector worldwide.

Origins and Consequences of the Talent Shortage in the Manufacturing Industry

The talent shortage can be attributed to several factors:

• Aging Workforce: 51% of jobs in the manufacturing sector are held by employees aged 45 to 65 or older. Experienced workers are retiring, and few young talents are stepping in to replace them.
• Lack of Interest in Manufacturing Careers: The manufacturing industry suffers from a negative image associated with low-paying jobs and difficult working conditions. Only 14% of Generation Z members consider a career in the industrial sector for these reasons.
• Evolving Technologies and Required Skills: Automation and the adoption of advanced technologies (Internet of Things (IoT), artificial intelligence, 3D printing, robotics) are changing the nature of work in manufacturing. Jobs are becoming more specialized, requiring advanced technical and general skills.
  
• Inadequate Education and Training: Training and education programs in the industrial sector are not always aligned with labor market needs, leading to a gap between available skills and those required by employers.
  
• Production Offshoring: The relocation of production to low-cost labor countries has reduced the number of manufacturing jobs in some developed countries and made the sector less attractive.

Consequences for Manufacturing Companies

 The talent shortage has significant repercussions for manufacturing companies:

• Decreased Productivity: With fewer skilled workers available, factories struggle to maintain their usual production levels, affecting production timelines, delivery schedules, and customer satisfaction.
  
• Recruitment and Retention Difficulties: Manufacturers find it hard to recruit and retain qualified workers, leading to prolonged vacancies, decreased productivity, and increased costs (loss of revenue, recruitment, and training expenses).
• Increased Labor Costs: To attract and retain skilled workers, wages and benefits are raised, increasing overall labor costs.
• Increased Dependence on Automation: Facing employee shortages, many manufacturers invest in automation, which requires significant capital investment and skilled human resources for proper deployment.
• Safety and Quality Risks: A lack of workers to perform critical tasks (equipment maintenance, quality control) increases the risk of safety incidents or product quality decline.

Strategies to Attract and Retain Talent in the Manufacturing Sector

 Manufacturers can use these strategies to attract and retain skilled workers:

• Offer Attractive Working Conditions: Provide fair and competitive salaries, appealing benefits, merit-based reward programs, and flexible work options.
• Provide Training and Personal Development Programs: Help employees acquire new skills and advance in their careers.
• Promote a Safe and Healthy Work Environment: Ensure the well-being and safety of employee.
• Foster a Positive Company Culture: Value, respect, and include employees to enhance their satisfaction and engagement.

Best Practices for Developing Manufacturing Team Skills

Here are some effective methods to develop employees' skills in the manufacturing industry:

• Mentorship and Apprenticeship Programs: Encourage skill transfer and create a collaborative working environment between experienced workers and new recruits.
• Innovative Training: Utilize online and on-demand learning platforms, augmented reality (AR), and virtual reality (VR) tools for immersive, real-world scenario training.
• Certifications and Retraining Programs: Enable workers to develop new skills or specialize in manufacturing fields.
• Continuous Improvement and Innovation Projects: Include identifying and solving workplace issues, proposing, and implementing new ideas and technologies.
• Skills Analysis Tools: Evaluate employees' current technical and general skills, identify gaps, and develop personalized training plans to acquire necessary skills. Internationally recognized for over 60 years, the Bennett Mechanical Comprehension Test II (BMCT-II) is particularly recommended in the manufacturing industry to assess mechanical understanding. It evaluates the ability to understand and apply basic mechanical and physical concepts, and the key principles behind the operation, maintenance, and repair of machines. It is suitable for a wide range of professions in mechanics, production, and maintenance, helping to analyze a candidate's or employee's knowledge and logical abilities, and identify those with good spatial perception, mechanical reasoning skills, and an aptitude for learning mechanical processes and tasks.

The rapid pace of technological innovation in the manufacturing sector is widening the skills gap. More and more entry-level and intermediate jobs require technical and general skills. It is crucial to identify, evaluate, and develop these skills within the workforce to overcome the talent shortage.