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1、The New Human Age2023 Workforce Trends Report1?CompetitiveDriversIndividualChoiceTechAdoptionShifting Demographics4 key FORCES impacting the future of work14 underlying TRENDS that are acceleratingKey INSIGHTS and takeaways to help you plan aheadWhat You Will Find In This Report2?3Humans have always
2、 adapted to new technologies and better ways of doing things.As the saying goes,history repeats itself.And the pandemic taught us again that we can make extraordinary progress if we come together it is the combination of innovation,technology,and human ingenuity that will help us overcome the bigges
3、t challenges.ManpowerGroups predicted the Human Age over a decade ago when we identified human capital would become a major differentiator and driver of economic growth.Over the last few years,weve heard many narratives about robots taking our jobs.What we believed then,and has come to pass,is that
4、tech can augment human skills rather than replace them.We are now embarking on a New Human Age a time where people are utilizing technology and digital tools to enhance human connections,be more productive,and live more meaningful lives.This has never felt timelier.As a global community,we are facin
5、g some hefty issues addressing climate change,bridging the skills gap,and unleashing latent potential.Yes,workers are focused on success and career advancement,and they also care deeply about climate action,equity,diversity,and advancing opportunity for all.I am an optimist and a realist.Our world i
6、s getting better,yet to continue to make progress we must be intentional in enhancing human capabilities at scale and speed.The pandemic showed us how quickly we can adapt and cope when needed.We believe equipping people with the skills to leverage technology will create a future of work that is clo
7、ser to what workers of the future want;it is how we will build a path for all to increase prosperity for the many,not the few.In this report,well explore the workforce trends that are accelerating the New Human Age.Jonas Prising,Chairman&CEOA Message From Jonas Prising,Our Chairman&CEOTechnology May
8、 Be The Great Enabler.Humans Are Still The Future.?4Trends Driving the New Human AgeTrend 1:A Generational Shift in?o?e?e?o?sTrend 2:A Priority Issue for Workers:The Issues They Care AboutTrend 3:To What Degree Should You Consider A College Degree?Trend 4:Its Time to Retire Our Concepts of Retiremen
9、tShifting DemographicsDemographicsTrend 5:Not a Life Filled With Work,?e?edTrend 6:Women Want Workto Work For ThemTrend 7:Has the 5-day Workweek Had Its Day?Trend 8:Turn Down the Heat to Reduce BurnoutTrend 9:?ee?e?No?s?d?e?e?IndividualChoiceTrend 10:Growth Industries Will Need to Grow Their Own Tal
10、entTrend 11:?e?e?o?e?e?Trend 12:?or?o?e?o?of Hybrid WorkTechAdoptionTrend 13:Talent KnowsNo BordersTrend 14:Risk and Resiliencyin a Changing WorldCompetitiveDrivers?5Shifting DemographicsBirth rates continue to decline while populations age,creating acute talent shortages and reduced labor force par
11、ticipation in many countries.Skills shortages are concentrating in growth sectors,and more Gen Z workers are raising the bar for issues that matter to them,from DEIB(Diversity,Equity,Inclusion,and Belonging)to climate change.?6TREND 1A Generational Shiftin Employment ExpectationsAcross every global
12、issuefrom Diversity,Equity,Inclusion,and Belonging(DEIB)to Climate Change to the LGBTQ movementGen Zs are demanding more from their employers.On the environment,52%say companies are not doing enough.The role and expectation for business has never been greater,and organizations need to have a clear a
13、nd genuine purpose if they want to attract,develop,and retain Gen Z talent.Gen Z will make up 27%of the workforce by 2025 and they feel strongly about DEIB.68%of Gen Z workers are not satisfied with their organizations progress in creating a diverse and inclusive work environment and 56%would not ac
14、cept a role without diverse leadership.Younger generations will be four to seven times more exposed to heatwaves in their lifetimes than older generations.say the pandemic has affected what they want from their job vs.65%of workers age 55+ManpowerGroup Nov.2022 Consumer Study,7000 workers in the US,
15、UK,Spain,Italy,France,Nordics and the Netherlands.88%?78%6%but onlyManpowerGroup,The Search for ESG Talent,Nov.2022 of organizations have or are developing ESG goals say they have the talent they need to achieve them7TREND 2A Priority Issue for Workers:The IssuesThey Care AboutMore than ever before,
16、workers want to know where companies stand on issues they feel passionately about.Employers need to demonstrate their social and environmental impact with a more science-based approach.They need to focus on creating“Net Positive”employment broadening diversity,equity,inclusion,and belonging,increasi
17、ng individual employability,and giving workers greater control of their prosperity so they can feel confident they have the skills for today and tomorrow.People and Prosperity levers are a priority,and organizations will need to build multi-disciplinary capabilities to address the S of ESG.On the en
18、vironment,workers will seek new opportunities and skills in green growth industries.The pace of green collar job creation is set to accelerate in 2023 as is the definition:from jobs in green sectors to those that reduce the consumption of energy and raw materials,limit greenhouse gas emissions,minim
19、ize waste and pollution,protect and restore ecosystems,and enable enterprises and communities to adapt to climate change.About 6 in 10 Europeans believe that policies to fight climate change will create more new jobs than they eliminate.75%of investors say companies should address ESG issues,even if
20、 doing so reduces short-term profitability.?8TREND 3To What Degree Should You Consider A College Degree?Degree requirements have long been used to filter candidates,and the rise of resume parsing technology only accelerated that trend.But theres a downsidemany candidates without college degrees are
21、prevented from accessing better jobs,despite having skills and experience that make them eminently qualified.Now the tight labor market is prompting employers to reduce or eliminate degree requirements.Google,Delta Air Lines and IBM are just a few of the companies shifting to data and insightsnot ju
22、st academic performanceto better gauge a candidates employment potential.?of hiring managers are actively looking to hire returning retirees19%Only ManpowerGroup Nov.2022 Consumer Study9TREND 4Its Time to RetireOur Concepts of RetirementWith labor shortages growing,employers need to find talent wher
23、ever they can.And what better place to look than among the millions of capable and highly motivated retirees?People with a lifetime of work experience who are willing and able to make a contributionand a difference.Populations are aging rapidly in developed countries in France President Emmanuel Mac
24、ron is preparing to raise the minimum retirement from 62 to 65.A record 3.2 million U.S.workers retired in 2020,and 10,000 workers will retire every day until 2029.There will be a global worker shortage of 85 million by 2030(roughly equivalent to the total population of Germany).Rising costs of livi
25、ng and desire for connection are bringing retirees back to work.Employers need to re-educate themselves to identify how they can best use older workers.People working longer helps them live longer.Being socially integrated contributes to their longevity.Joseph Chamie,Demographer and Former Director,
26、United Nations Population Division?10The pandemic made flexible work a reality for many employees,causing a paradigm shift in how people balance their work and personal lives.They want more choices about when,where and how they do their jobs,without work-from-home becoming endless work.And they valu
27、e things like personal fulfillment,learning and growth over simple career advancement.Individual Choice?of millennials want more work/life balance42%11TREND 5Not a Life Filled With Work,but a Life FulfilledThe pandemic demonstrated that a career is only one dimension of a rich and fulfilling life.No
28、w people of all ages and genders are seeking employers who acknowledge and actively support a more healthy work/life balance.A majority of workers(81%)say the pandemic has affected how they think about work.31%of current workers would take another role in the next month if it offered a better blend
29、of work and lifestyle.61%of employees think asynchronous work creates a better work/life balance and 42%believe it is the future of work.64%of the workforce would consider looking for a new job if they were required to return to the office full-time.ManpowerGroup Nov.2022 Consumer Study?12TREND 6Wom
30、enWant Work toWork For ThemMillions of women left the workforce during the pandemic and many still have not returned as old ways of working feel less compatible with new priorities for living.Organizations need to reimagine when,where and how work gets done,offer pay equity,and advance reskilling,al
31、l of which will not only bring women back,but help ease the global talent crisis.Its clear that aligning business practices with the needs of women should be a top priority for employers worldwide.Women want more flexible office hours(more important than fully remote),including fewer days in the off
32、ice.Women are more motivated than men about getting back to the office:41%of women cite sociability/connection among their top reasons to return.They desire more stability,with less fear of losing a job,while equality in the workplaceregardless of age,race or genderis paramount.Skills matterwomen ar
33、e looking for more opportunities to learn and grow.of women say they value working in-person for social connection 41%ManpowerGroup Nov.2022 Consumer Study?workers would trade 5%of their salary for a 4-day week4 in 10ManpowerGroup Nov.2022 Consumer Study13TREND 7Has the 5-day WorkweekHad Its Day?Res
34、earch indicates that moving to a 4-day workweek can increase productivity,reduce overhead,boost well-being,attract and retain talent,and spur job creation.Flexibility is important but needs to be equitably distributed across all categoriesnot just knowledge workers.From manual laborers to delivery d
35、rivers and warehouse employees,all need and deserve options,and they want employers that support their needs.If there is a silver lining of COVID,it has to be that we rethink our priorities,right?That we may decide we dont want our jobs to be the center of our lives,and we want to plan work around l
36、ife as opposed to vice versa,which too many of us,particularly in the West,have done for too long.Adam Grant,Professor of Management and Psychology,Wharton School,University of Pennsylvania After a six-month pilot of a 4-day workweek in the U.S.and Ireland,97%of workers say they want to continue wit
37、h a condensed schedule.Only 1 in 10 organizations currently offer 4-day workweeks.?48%of employees,nearly half,say they overwork regularly in any given week14TREND 8Turn Down the Heatto Reduce BurnoutOrganizations that build their business models on the expectation that employees will go above and b
38、eyond,working nights,weekends and even holidays to advance goals or meet deadlines,may need to rethink that strategy given growing employee choice and lifestyle options.The pandemic made it impossible to ignore what was already a growing mental health crisis.The task now is to move from awareness to
39、 action.Its about helping people spot the warning signs of mental health challenges so that they can seek the help they need,make the changes they need to make,and live the lives they want.Ariana Huffington,Founder and CEO,Thrive Global Workers feel that employers have all the power to determine whe
40、re they work(66%).Nearly a third(29%)of employees say they wish their manager would better understand the effort required to complete tasks.ManpowerGroup Nov.2022 Consumer Study?15TREND 9Seeking Fulfillment,Not Just AdvancementWorkers are increasingly motivated by developing skills and experiences r
41、ather than seeking hierarchy and job titles.This often involves making lateral moves to find fulfillment and grow into more agile employees.57%of employees are already pursuing training outside of work,because company training programs dont teach them relevant skills,dont advance their career develo
42、pment or simply dont help them stay competitive in the marketplace.Organizations plan to offer the majority of workers(71%)some training or tools to develop their careers,most often in technical roles.Women(67%)are less likely than men(75%)to have been retrained.Only a third of workers are currently
43、 taking upskilling courses.ManpowerGroup Nov.2022 Consumer Study?16TechAdoptionThe marriage of technology innovation with human ingenuity will create broad economic growth and help overcome societys challenges.As organizations continue to invest in technology,theyll need to foster digital skills fro
44、m within while seeking external talent to maximize return on investment.?17TREND 10Growth Industries Will Need to Grow Their Own TalentWhile many envision a broad economic softening in 2023,labor demand will remain strong in many growth sectors.Ongoing digital transformation will drive employers in
45、these sectors to find creative ways to fill medium-and higher-skill positions.Employers that focus on supporting their people in career advancement will attract,retain,create and curate the next generation of talent at scale.Today strong job growth cannot be met because of a widening gap between the
46、 skills people have and the specialist skills companies need.Dr Tomas Chamorro-Premuzic,Chief Innovation Officer,ManpowerGroup Demand will continue to grow for specialized skills of more than 140,000 tech workers laid-off since March 2022,72%found new jobs within three months.By 2025 there will be 1
47、49 million new digital jobs,in areas such as Privacy and Trust,Cybersecurity,Data Analysis,Machine Learning,and AI,Cloud,Data,and Software Development.50%of all employees will need reskilling by 2025,as adoption of technology increases.76%of global companies are struggling to fill vacanciesfor IT an
48、d tech workers.?18TREND 11Rehumanize,Dont DehumanizePeople are beginning to acknowledge how much technology and innovation have improved the world of workits no longer accurate to think of“human vs.automation.”Organizations now need to use the power of technology to rehumanizenot dehumanizethe workp
49、lace.Despite the most common type of training/tools being in technical skills,workers say productivity is not the most important characteristic in performing their job well.More workers think that the ability to collaborate(83%),solve problems(82%)and be trustworthy(82%)are important to doing their
50、job well than simply being a high producer(76%).Employers agree that trustworthiness is among the top important characteristics(40%),followed by flexibility(31%)and reliability(31%).The last things machines are going to be able to do is to show respect,appreciation or care for others.So even though
51、some may think that as technology becomes more prominent we should all become data scientists and learn coding,actually the real need is for people to boost their human skills and the soft side of talent,which are actually the hardest skills to find.Dr Tomas Chamorro-Premuzic,Chief Innovation Office
52、r,ManpowerGroupManpowerGroup Nov.2022 Consumer Study?dont want to work from the office full-time87%of survey respondentsprefer a hybrid modelOf them,42%19TREND 12Still Working on aDefinition of Hybrid WorkEveryone agrees hybrid work is about flexibility,choice and giving employees more control over
53、when,where and how they do their jobs.And it needs to work for them as well as their employers.Beyond that,its a mixed bag of models and approaches,often geared to certain industries or professions.A top priority for knowledge workers,for example,is asynchronous work,which supports both in-person an
54、d remote collaboration,at a time and place of each team members choosing.Hybrid can involve work from homeor not.The most valued perk for 66%of shift workers is flexibility.As record numbers of employees take on second full-time jobs to supplement their incomes,offering greater flexibility and short
55、er shifts will give employers an advantage in a hot jobs market.Being in a company is a team sport,so teams will have to decide how best to engage and when to be together,when not,and for what purpose.Jonas Prising,Chairman and CEO,ManpowerGroup Main motivations to come back to the office are more s
56、ocial interaction(39%)and efficient collaboration(26%).The majority of workers(52%)and many employers(46%)say in-person brainstorming sessions generate the most creative ideas.Over a quarter of employees(27%)and employers(28%)think hybrid or remote workers are less likely to be considered first for
57、a promotion compared to full-time workers.ManpowerGroup Nov.2022 Consumer Study?20Competitive DriversIn a digital-first global economy,access to highly skilled talent is a distinct competitive advantage.And you need to meet that talent wherever they arethe marketplace for the best and brightest is t
58、ruly borderless.Competingand winningis also about managing risk and building resiliency in the face of ongoing economic and geopolitical uncertainty.?21TREND 13Talent Knows No BordersSkilled workers have always been highly sought-after,but today the demand is more acute than ever,with 75%of companie
59、s globally reporting difficulty recruitinga 16-year high according to ManpowerGroups 2022 Talent Shortage Survey.Everybody wants to hire local,but the reality is global.From the Americas to Asia,Africa to Europe,skilled talent is widely dispersed.And in many countries,the regulatory environment is e
60、mployment-friendly,infrastructure is geared for remote work,labor costs are low and productivity is high.In ManpowerGroup Talent Solutions Total Workforce Index,the top three overall markets for skilled talent are the United States,Singapore,and Canada.(The Netherlands and Switzerland fell out of th
61、e top 10,mostly because of aging workforces and TWIs reduction of education requirements.)Organizations looking to separate from the pack turn to the Index to help them navigate change in real-time.This includes navigating new markets that will enable companies to compete for much-needed talent proa
62、ctively and creatively,while still meeting business objectives.Companies need to become employers of choice,regardless of location,and factor in the needs most important to employees.Dave McGonegal,VP,Talent Solutions Consulting?90%of companies are planning to invest in onshoring or nearshoring manu
63、facturing facilities22TREND 14Risk and Resiliency in a Changing WorldRisk and uncertainty will continue to impact business in the year ahead,driven by the Ukraine conflict,recession concerns,stubborn inflation,and supply chain disruptions.The latter are gradually easing,but going forward we can expe
64、ct more repositioning toward regional vs.global systems.Single suppliers and vertical supply chains are outcircular,networked,regional,resilient,and sustainable are in.Those who are proactive in establishing supply chain resilience and vendor consolidation will mitigate uncertainty,manage risk,and b
65、etter position themselves for future success.One of the three most important strategies for growth is managing geopolitical risk.90%of companies are planning to invest in onshoring or nearshoring manufacturing facilities as they seek to de-risk supply chains with alternative sourcing.Turning data into meaningful insights is critical for human capital risk management.This includes the responsible integration of gig,freelance,and contract workers.?23Thank you for readingThe New Human Age