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1、The Beamery Talent IPrivate&Confidential-Do Not Share Beamery Inc.All rights reservedThe changing economic landscape is making employees stay in roles they might otherwise leave but quiet quitting is having a negative impact on workplace culture.SIXTH EDITIONBeamery Talent Index Sixth Edition Execut
2、ive Summary2Beamery Talent Index Sixth Edition Executive SummaryIntroduction In this Sixth Edition of the Beamery Talent Index,6,017 office-based workers from the UK,USA,and France told us their feelings towards their workplace,employer,and work in general.This edition highlights the importance of r
3、etention strategies particularly internal mobility and learning&development opportunities as employees struggle with the cultural impact of quiet quitting,a cost of living crisis,and a continuing desire for flexibility.The market has changed:worries about job security have shifted,and the majority o
4、f employees feel like finding a new role would be challenging.That said,a sizable number of people are ready to move on.The data shows that lack of career progression,and lack of development opportunities,are key factors in regards to retention.Investment is clearly needed towards reskilling and ups
5、killing employees,and to help organizations become more agile and efficient.New in this edition of the Talent Index is an assessment of perceived progress relating to diversity,equity and inclusion.“Abakar SaidovCo-founder and CEO of Beamery2With very few employers seen to provide appropriate DE&I b
6、enchmarks and measurement,there is much work to be done to ensure your workplace culture is truly equitable and inclusive,and that the agenda is being set from the top.We found some interesting disparities between the views of Gen Z and older generations when it came to DE&I,in particular around per
7、ceptions of a gender pay gap.What are you doing to reach and engage with the workforce of the future?Why dont they believe men and women are being treated equally in the workplace?As employers try to find,retain and engage the best people,and begin to plan talent strategies for the new year,our insi
8、ghts show that,as well as looking at total compensation and rewards,they need a real focus on upskilling and career development,and on building an inclusive culture,if they want to attract and retain the workforce of the future.Beamery Talent Index Sixth Edition Executive Summary3Beamery Talent Inde
9、x Third Edition Executive Summary301Why Half Of Your Workforce Could Be Planning To QuitBeamery Talent Index Sixth Edition Executive SummaryRespondents in France were the most likely to say they were planning to leave their job in the next 12 months(54%).Why people are considering leaving their jobs
10、In a challenging economic landscape,50%of respondents still said they were considering leaving their job in the next 12 months.This is down slightly on the last edition of the Beamery Talent Index(where the figure was 53%),and only 20%said they were actively looking(versus 23%in the last Talent Inde
11、x).Of those who said this,their reasons were largely related to compensation,as we have seen in previous editions.But 22%said they were seeking a career change or looking to move to a new industry.Could your business offer people a career change inside the organization?Consider how easy it is for pe
12、ople to find,apply for,and move roles within the company.31%Better pay at other place(s)of interest27%Poor management in general22%The company is disorganized(including disorganized processes)18%The company values are not aligned to yours10%No PTO(Paid Time Off)17%Technology is outdated i.e.work sys
13、tems/tools are out of date compared to those used by your competitors29%No salary increases22%Am seeking opportunities in a new sector/career change19%No work benefits or perks18%No work flexibility/hard 9-5 hours16%An uncooperative teamBeamery Talent Index Sixth Edition Executive Summary4WHO IS WAI
14、TING IT OUT?63%of global respondents were confident that they would be able to find a new job in the“current environment”this is down from 68%in the Fifth Edition of the Beamery Talent Index,and 74%in the Third Edition.Is the threat of recession affecting when people would look to move?63%said that,
15、if there was a recession,it would affect when in particular they went looking for new opportunities with a new company.22%said they would start to look as soon as possible,and 11%said they would wait until January 2023 to look for a new role.WHAT PEOPLE WANTA good salary topped the list of things pe
16、ople would be looking for in a new company:64%mentioned this,and 51%cited rewards and benefits(such as pension and healthcare).53%mentioned job security,45%mentioned flexible working,and 38%mentioned opportunities for career development:so there are certainly areas to look at beyond remuneration.4We
17、 found 40%of US employees are putting job hunting on hold until the economy shows signs of stabilizing.Of the more than 2,500 U.S.employees surveyed,nearly a quarter(23%)reported they would choose not to look for new opportunities altogether if there were to be a recession.The most important element
18、s in the kind of organizations people want to work forBeamery Talent Index Sixth Edition Executive Summary5A Lack Of Internal Opportunities Could Be The Root Of Retention Issues Although numbers planning to quit are still relatively high,45%of respondents did admit they had(at least once in their li
19、ves)left a company due to unhappiness or unfulfillment,and later gone on to regret the decision.What can be done to engage and retain people?When asked for the most frustrating things at their current workplace,the highest proportion mentioned low salaries.Poor management,lack of individual recognit
20、ion,and lack of career progression were next on the list again,its clear that offering opportunities for learning and development,growth,and lateral moves could help people have the new job they want without leaving your business.But it doesnt seem like employers are making it easy.02With economic c
21、onditions in the UK tightening,its perhaps no surprise to learn that 37%of UK workers said that low salary was the most frustrating thing for them in their current workplace;but interestingly this was mentioned by 42%of the female respondents,versus 29%of the men asked.Yes,they are already set up fo
22、r this(19%)Yes,I would be able to do this with relative ease(30%)Yes,but I would need to push for this(21%)No,its not something they promote or offer(19%)I dont know(11%)Do you think your employer is set up to,and willing to,support you moving into a new role within the organization that complements
23、 your existing skills?Beamery Talent Index Sixth Edition Executive Summary6HOLDING ON TO TOP TALENTWhen asked why employers were struggling to retain workers,responses went beyond salary to also include a negative company culture(24%)and(once again)lack of opportunities for development(22%).Its clea
24、r that there is an appetite for internal progression and training from employees that isnt being met by employers.Moreover,according to our respondents,colleagues are leaving but not being replaced,creating a vicious circle when it comes to staff retention.Its never been more important for business
25、leaders to focus on improving retention strategies,particularly around compensation,culture and learning opportunities.It could be worth considering a Talent Marketplace,where AI is used to match employees with open roles and other types of internal opportunities,based on skills.Lack of salary incre
26、ases/bonusesLack of opportunities for developmentNot enough work flexibilityNegative working cultureEmployees leaving but not being replacedReasons companies struggle with employee retentionBeamery Talent Index Sixth Edition Executive Summary7THE IMPACT OF QUIET QUITTINGParticularly with confidence
27、declining,not everyone will actually leave(or even plans to leave)a company or role they arent enjoying.The term quiet quitting refers to when workers decide not to abruptly leave a job but simply to do exactly what the job requires:no more,no less.We asked:If at all,how does quiet quitting impact y
28、our work team?of respondents mentioned at least one aspect of their work had been negatively affected by the quiet quitting culture.said team or company morale dramatically decreased due to this phenomenon.said it made them more likely to want to leave the organization.Quiet quitting also topped the
29、 list of things that people felt could most damage company culture.Employers may not necessarily worry about a decent member of staff coasting but they should be aware of,and mitigating for,the ripple effect of malcontent.63%27%20%The things that cause most damage to company cultureBeamery Talent In
30、dex Sixth Edition Executive Summary8A Winning Culture Requires Flexibility,And Chances To LearnWith only small numbers of people claiming hybrid working models are damaging company culture,flexible working arrangements are still on the workplace agenda:45%of people globally said the freedom to somet
31、imes work at home would be an important element for them when it comes to organizations theyd want to work for.However,55%of respondents across the three markets said they had returned to an office full time.Are employers really listening to the needs of their people?And its not just about where peo
32、ple feel most productive:26%across the three markets said that the increasing cost of travel means fewer people are in regularly(i.e.more than twice a week).On the other hand,21%said the increasing cost of living means more people are coming into the office (i.e.more than twice a week)rather than wo
33、rking from home.03Those from the UK were particularly keen for flexible working with 52%of those from this market saying this was an important element,vs 40%of those from the USA and 39%of those from France.Beamery Talent Index Sixth Edition Executive Summary9GIVE PEOPLE THE CHANCE TO LEARN NEW SKIL
34、LS As noted,progression and development opportunities are one vital route to employee retention and satisfaction.But,in our survey,69%of respondents said they had lost at least one opportunity to upskill or retrain in their current role,with the highest number saying this had happened due to being t
35、oo busy,or because of budget.17%said that their employer“doesnt know what skills I already have so cant make suggestions on my progress.”It is crucial for businesses to rethink how they offer on-the-job training to staff.One way to ensure you have a pipeline of talent to fill vacancies is to use the
36、 skills of your existing workforce,and continually develop those skills.Again,this can be achieved through an AI-powered Talent Marketplace,where you can make those connections dynamically and let employees take control of their own career path,freeing up HR professionals to focus on more strategic
37、tasks.Why people have lost opportunities to up-skill or re-train in their current rolesBeamery Talent Index Sixth Edition Executive Summary10Diversity,Equity And Inclusion:Plenty More Work To Be DoneThe benefits of a diverse and inclusive workplace,not least for staff retention,should be well known
38、by now and we know that many business leaders have set DE&I targets and put programs in place to help them get there.However,only 14%of our respondents said their organization“provides benchmarks to identify insufficient diversity,equity and inclusion and measures progress”.And it doesnt look like e
39、mployees are seeing much improvement in this area.Only 18%said they felt the workplace was more diverse in the last 12 months,and just 16%said it had become more inclusive.Worryingly,just 23%said their business“promotes acceptance of diverse cultures and beliefs among employees”.Just 11%said of thei
40、r organization:“They prioritize DE&I through the introduction of leadership level initiatives”suggesting that any perceived improvements in diversity,equity and inclusion are stemming from the employees themselves.04What companies are seen to be doing around DE&I11Beamery Talent Index Sixth Edition
41、Executive SummaryBeamery Talent Index Sixth Edition Executive Summary12THE GENDER PAY GAPOverall,77%of respondents believed the gender pay gap,in some way,still existed.Of those,around a third(34%)said there were more men than women in senior roles in their own organization,which was evidence that t
42、he pay gap persisted.23%said more men than women had been recruited into senior roles in the past 12 months.THE WORKFORCE OF THE FUTUREWith the talent market in continual flux,employers are also working hard to attract and retain younger workers taking increasingly into account the importance of cor
43、porate values to Gen Z workers.16%of 18-24s agree that DE&I is very important in the talent acquisition process,but just 15%would leave because the companys values are not aligned to their own.Gen Z are,however,the most likely to believe that the gender pay gap still exists:with 83%saying it has eit
44、her become bigger or stayed the same,compared to 67%of 55-64 year olds.People in the UK were the least likely to believe that the gender pay gap had increased with 1 in 10 mentioning this,versus 2 in 10 from France and from the USA.1223%More men than women have been recruited into senior roles in th
45、e past 12 monthsWomen returning to work after taking extended maternity leave have been offered roles with less responsibility(and reduced pay)27%More men have been identified as suitable for internal gigs17%Women have chosen to work in low-paid roles16%34%There are more men in senior roles than wom
46、en21%More men have been promoted in the past 12 monthsPart-time senior roles dont exist/are very limited21%Beamery Talent Index Sixth Edition Executive Summary13Education Needed Around The Use Of AI In HiringAs businesses and HR teams aim to create efficiencies in their processes,many are embracing
47、Artificial Intelligence(AI)and automation to do more with less.Employees seem less convinced than those making investment decisions around the true benefits of AI in the areas of recruitment and talent management.05The key things AI(Artificial Intelligence)can provide for an organization when it com
48、es to recruitment/HRAI can save organizations a lot of cost as processes are automatedAI can help create training and development plansAI can highlight high-level achievers/the best performing employees without those employees feeling the pressure to make themselves known within the organization i.e
49、.promote themselvesAI can help understand how parallel skills can be complementary to new roles/training opportunitiesAI can highlight high-level achievers/the best performing employees without those employees always having to be present in the office/workplaceAI can help map career paths in an orga
50、nization to improve motivation and retentionAI can help identify candidates for roles which may have otherwise been overlookedAI can save recruiting/HR/people teams a lot of timeAI can help identify where skills are required in the business,and those individuals that can be trained into those rolesW
51、hile 57%of our respondents had some level of trust towards AI in the workplace,31%had low or no trust in AI to get the best out of employees.Beamery Talent Index Sixth Edition Executive Summary14TRUST IN AIIts clear that giving too much power to a machine to make decisions is a big part of the fear
52、amongst employees.When asked how their workplace could“do more to educate employees on the use of AI in the workplace,to help ensure they understand the technology?”,the top answer(34%)was to place“More emphasis on the use of human-in-the loop AI(the human in the process makes the ultimate decision,
53、not the AI)”.Organizations must look at how they are communicating the added value of AI,and ensure they are both using it and explaining its use as an enabler,not the final decision maker especially when it comes to hiring,firing and promotions.Trust in employers when it comes to the use of AI with
54、in the workplace,and getting the best out of employees19%I have a high level of trust towards AI in getting the best out of employees38%I have a reasonable level of trust towards AI,but do have some concerns13%I dont know10%I have no trust towards AI and its use in getting the best out of employees2
55、1%I have a low level of trust towards AI,and have more concerns than excitement towards itBeamery Talent Index Sixth Edition Executive Summary15ConclusionIts clear that the changing economic landscape is making some employees stay in roles they might otherwise leave but the threat of recession,and i
56、ncreasing costs,mean salaries are top of mind,while travel costs or heating costs may change where people choose to work.With quiet quitting making plenty of headlines,employers still face a struggle to retain and engage their top talent in a difficult economic landscape.In order to attract and reta
57、in the best talent,organizations should consider how they create and communicate meaningful career opportunities to their employees,even at the application stage.Do your people see a path for their future at your company?Will they be able to find new opportunities,internal gigs,mentors and chances t
58、o learn?We recommend looking at talent through the lens of skills:With AI,you can then match opportunities with ideal candidates based on the skills that they are bringing,or could bring,to the table.Gathering data on the abilities of your workforce,alongside the skills gaps you face as an organizat
59、ion,is a strong basis for effective Talent Lifecycle Management.To find out more,speak to Beamery today.06Beamery Talent Index Sixth Edition Executive Summary16About BeameryBeamerys Talent Lifecycle Management platform allows enterprises to create more human experiences for all talent,and unlock the
60、 skills and potential of their global workforce.We help organizations identify and acquire top talent,move the needle on DE&I,close key skill gaps and retain top performers.For more information,visit the Beamery website,follow BeameryHQ on Twitter,or email us at .This product overview and all conten
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65、the State of Delaware,USA with file number 5469735.If you have legal comments,queries or feedback in relation to this presentation please notify Beamery at .Beamery 2022.All rights reserved.RESEARCH METHODOLOGY An online survey was conducted by Atomik Research among 6,017 respondents from the UK,USA,and France all of whom were office workers and at some point left their offices during the pandemic.The research fieldwork took place on 7th14th September 2022.Atomik Research is an independent creative market research agency that employs MRS-certified researchers and abides to MRS code.