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1、QUARTERLY WORKFORCE RESEARCH REPORTTALENT BRANDINGISSUE 2|MAY 2023The labor market is tighter than ever.To attract skilled workers,companies need to cultivate a stellar reputation among the people they already employ.QUARTERLY WORKFORCE RESEARCH REPORT02About Today at Work:Today at Work is a quarter
2、ly workforce report that blends ADPs extensive data set representing 25 million people with monthly worker sentiment surveys from a stratified random sample of 2,500 workers to provide a recurring,people-centered,and comprehensive view of the world of work.Today at Work presents a complete view of t
3、he employees job lifecycle rooted in data from every career touchpoint,coupled with surveys that capture how people feel about the workplace and how those feelings drive their actions.The mission of the ADP Research Institute is to generate data-driven discoveries about the world of work and derive
4、reliable economic indicators from these insights.We offer these findings as our unique contribution to making the world of work better and more productive,and to bring greater awareness to the economy at large.Learn more at www.ADPRI.orgQUARTERLY WORKFORCE RESEARCH REPORT03Marcus&NelaMarcus Buckingh
5、am is a world-renowned researcher on strengths,leadership,and high performance at work.Nela Richardson,a Ph.D.and ADPs chief economist,is on the U.S.Bureau of Economic Analysis Advisory Committee and a frequent contributor to NPR,CNBC,Bloomberg,and Fox News.Their mission,as co-heads of the ADP Resea
6、rch Institute,is to combine proprietary labor market data with psychometric sentiment insights to provide intelligence on worker behavior and how people think and feel about their jobs.The Today at Work report serves this mission.QUARTERLY WORKFORCE RESEARCH REPORT04In This Issue of Today at Work.Ta
7、lent BrandingHappening Now in People AnalyticsEmployee Sentiment Scorecard123QUARTERLY WORKFORCE RESEARCH REPORT05IntroductionTalent brand promotersDemographicsWho are the promoters-and where are they?OutputsHow are talent brand promoters different?InputsHow can talent brand promoters be cultivated?
8、Talent BrandingContentsQUARTERLY WORKFORCE RESEARCH REPORT06Section 1:Talent BrandingFEmployers have nearly 10 million job openings,but only about 6 million people are actively looking for work.That means that companies are fighting over a small and possibly shrinking pool of workers.In such a compe
9、titive environment,every employer should be thinking about their talent brand the perceptions employees have about their companies,how those workers promote their employer to friends and family,and what they say about it online and to potential recruits.A companys reputation among the people it alre
10、ady employs is critical to attracting new talent in a tight labor market.Employers need to be laser-focused on cultivating their talent brand as both a marketing and recruitment tool.In this issue of Today at Work,we look at talent brand promoters who they are and what drives them.The goal is to pro
11、vide employers with data-driven information that can help them cultivate strong promoters within their own employee ranks.or the past two years,the U.S.has been locked into one of the tightest labor markets in modern memory.SECTION 1-TALENT BRANDINGQUARTERLY WORKFORCE RESEARCH REPORT07Talent Brand P
12、romoters:The DemographicsWho are they and where are they?How likely are you to recommend your company as a place to work?Every month,the ADP Research Institute asks a stratified random sample of 2,500 U.S.workers how likely they would be to recommend their company to a family member or friend as a p
13、lace to work.Responding on a scale of 1 to 10,with 10 being“extremely likely”,37 percent of people emerged as talent brand promoters,recording a score of 9 or 10 on the likelihood scale.But as well see,the prevalence of talent brand promoters can vary widely depending on industry,company size,employ
14、ee rank,and a host of other demographics.50%40%30%20%10%0%2020202%34%41%37%SECTION 1-TALENT BRANDINGQUARTERLY WORKFORCE RESEARCH REPORT08IndustryTalent brand promoters by industryWhen it comes to industries,technology leads the way on worker advocacy,with 53 percent of survey respondents
15、saying theyd recommend their company as a place to work.Healthcare brought up the rear,with the smallest share of talent brand promoters at 28 percent.As employers think about their talent brand,they should look to their peers and competitors for comparison.As you can see in the chart below,because
16、advocacy varies so significantly,benchmarking to other industries is less helpful.50%60%30%40%20%0%10%53TECHNOLOGYINFORMATIONFINANCEREAL ESTATECONSTRUCTION&RELATED TRADESPROFESSIONAL SERVICESMANUFACTURINGOTHER INDUSTRYAPP-BASED TASK EMPLOYMENTLEISURE&HOSPITALITYHEALTHCARETRADETRANSPORTATION&WAREHOUS
17、INGFOOD SERVICEEDUCATIONHEALTHCARE SUPPORT504846424036363434333333323128SECTION 1-TALENT BRANDINGQUARTERLY WORKFORCE RESEARCH REPORT09Promoters by education50%30%40%20%0%10%50%30%40%20%0%10%EducationA persons level of education can make a big difference when it comes to talent branding.Nearly half o
18、f workers with a professional or advanced degree would recommend their employer.But as the chart shows,theres no linear trend.Employees with a high school diploma are more enthusiastic about their workplace than some of their college-educated colleagues.Education alone cannot explain why some worker
19、s advocate a companys talent brand and some dont.Promoters by employer sizeCompany SizeCompany size seems to play some role in cultivating promoters,but as this chart shows,smaller isnt necessarily better.Yes,the smallest companies have more promoters than midsize companies,but look inside the large
20、st companies and the number of promoters is about the same as in the smallest.Creating a strong talent brand is possible no matter what your companys size.3533313748SOME COLLEGE,NO DEGREEHIGH SCHOOL DIPLOMA/GED2-YEAR DEGREE4-YEAR DEGREEPROFESSIONAL ORADVANCED DEGREE393937333239411--499500
21、-9-49995000+SECTION 1-TALENT BRANDINGQUARTERLY WORKFORCE RESEARCH REPORT10Promoters by worker typeType of WorkThe kind of work you do does seem to have an effect on how likely you are to be a talent brand promoter.People who have higher levels of autonomy at work overall are much more
22、 likely to be promoters.Fully half of workers who say they have freedom to use their expertise would recommend their organization as a good place to work.The share of talent brand promoters drops quickly among workers who have less autonomy or hold jobs that require repetitive tasks.As we dig furthe
23、r into our survey data,this link between autonomy and talent brand promoters shows up repeatedly.“I have a level of freedom to use my expertise to create something new.”503150%40%30%20%10%0%“I use a level of expertise to solve similar problems each day.”28“I do similar repetitive tasks each day.”Pro
24、moters by work locationLocationOur data consistently has shown that hybrid workers those who split their time between remote and on-site work are more likely to be talent brand promoters.To be sure,hybrid work sometimes is mandated,but often its a choice made by the worker.And as weve already seen,e
25、mployees with greater levels of autonomy are more likely to speak highly about their place of work.When employees experience more choice,the likelihood that they will be a talent brand promoter is higher.OFFICE“I work only on site”363550%40%30%20%10%0%REMOTE“I work only remotely”42HYBRID“I work on s
26、ite&remotely”SECTION 1-TALENT BRANDINGQUARTERLY WORKFORCE RESEARCH REPORT11Promoters by tenure50%30%40%20%0%10%Time On The JobThe link between talent brand and tenure is not as clear as one might expect.From zero to four years there is very little difference in the percentage of promoters,which mean
27、s companies cannot assume that time on the job alone will inevitably build their talent brand.It wont.Among workers with five or more years on the job,the percentage of promoters rises,but this is likely a function of these workers being a skewed sample.Its not that something magical happens after f
28、ive years;its more that all the really unhappy people have already left the company,leaving a skewed sample of workers who say they would recommend their employer simply to justify their own decision to stay.Promoters by rank60%50%30%40%20%0%10%RankAs might be expected,executives in upper management
29、 are more likely to be advocates for their companies.Its interesting to see,though,that moving individual contributors to first-,second-,and third-level management roles cannot be relied upon as the only tool for building their talent brand.5936343231Upper ManagementMiddleManagementFrontlineManageme
30、ntIndividual ContributorIntern or Temporary Employee333532384741Less than one year1-2 years3-4 years5-6 years7-8 years8+yearsSECTION 1-TALENT BRANDINGQUARTERLY WORKFORCE RESEARCH REPORT12DemographicsWe looked carefully at demographics to learn how,where,and if a workers demographic characteristics w
31、ould affect a companys talent brand.The results displayed some intriguing patterns.First,as one might have predicted,younger workers are less likely than their older colleagues to promote their company.Yet skip to the next-older generation,and the percentage of talent brand promoters slips back down
32、.The youngest and oldest workers are more similar than one might think.Watch out for generational generalizations.The data dont support them.Second,gender reveals little about the likelihood of a worker to be a promoter or not.Women are neither more nor less positive than men.Third,a persons reporte
33、d sexual orientation tells us little about their likelihood to promote the company.A person of any sexual orientation can become,or fail to become,an advocate for your company.Finally,ones reported race revealed some interesting patterns,but as of yet it is difficult to pinpoint what these patterns
34、truly reveal.Yes,white workers are the most likely to promote their workplaces,and Asian workers are the least likely.That pattern,its stability,and its variance by industry,region,level,and tenure all deserve further study.Promoters by age30%40%20%0%10%Promoters by gender30%40%20%0%10%Promoters by
35、LGBTQ+identification30%40%20%0%10%Promoters by race30%40%20%0%10%36383739363524233638364040-5420-3955-74MenWhiteIdentifies as LGBTQ+Does not identify as LGBTQ+OtherAsianHispanic or LatinoBlack or African AmericanWomenSECTION 1-TALENT BRANDINGQUARTERLY WORKFORCE RESEARCH REPORT13Talent Brand Promoter
36、s:How Are They Different?Sentiment,outcomes,and other important signals every employer should heed.We know talent brand promoters can help employers polish their reputations and boost recruitment,but what else do they bring to their organizations?At the most fundamental level,talent brand promoters
37、are more likely to be fully engaged,resilient,and strongly connected to their organizations.Anything your company does to increase engagement,build resilience,and create stronger connections also will increase the strength of your talent brand.Employees who are.Fully engagedHighly resilientStrongly
38、connected30%50%40%20%0%10%477PROMOTERNON-PROMOTER44448PROMOTERNON-PROMOTER20PROMOTERNON-PROMOTERSECTION 1-TALENT BRANDINGQUARTERLY WORKFORCE RESEARCH REPORT14Promoters by intent to leaveIntent To LeaveNot surprisingly,we found a strong relationship between talent brand promoters and peoples intentio
39、n to leave their organization.People who have no intention of leaving their jobs are nearly four times as likely to be talent brand promoters than those who are open to leaving or actively looking for a new job.Pay EquityPeople who believe theyre fairly paid are nearly four times more likely to reco
40、mmend their organization as a good place to work than people who think theyre unfairly paid.50%60%30%40%20%0%10%Promoters by pay equity50%60%30%40%20%0%10%54No intent to leave my current companyIn process/considering leavingMy pay is fairMy pay is not fair231844SECTION 1-TALENT BRANDINGQUARTERLY WOR
41、KFORCE RESEARCH REPORT15Talent Brand Promoters:How Can They Be Cultivated?Because talent brand promoters are such a valuable group they are more engaged,more resilient,more connected,less likely to leave what can the best companies do to turn more employees into talent brand promoters?Here are four
42、ideas.People are invigorated by choice.The more flexibility you can give workers,the more likely they are to recommend your company.Promoters and job flexibility30%70%40%50%60%20%0%10%FlexibilityPeople respond well to feelings of self-efficacy.As the charts below show,if you can give a worker a grea
43、ter sense of control,they are more likely to advocate for your company.Autonomy6128HIGH FLEXIBILITYMy flexibility around how I do my work is crucial to meMy autonomy at work is central to why I stayI have all the freedom to do my job as I see fitFLEXIBILITY NOT CRUCIALPromoters and autonomy30%70%40%
44、50%60%20%0%10%6630HIGH AUTONOMYLOW AUTONOMYPromoters and job freedom30%70%40%50%60%20%0%10%6828HIGH FREEDOMLOW FREEDOMSECTION 1-TALENT BRANDINGQUARTERLY WORKFORCE RESEARCH REPORT16People do best at work when they feel like theyre part of a team.When they sense that their colleagues support them,that
45、 theyre all working toward the same ends and have each others back when things get tough,workers feel much more inclined to recommend their company to friends and family.their teammatestheir team leaderssenior leadership30%50%60%70%80%40%20%0%10%27LOW TRUST25LOW TRUST28LOW TRUSTTeam ConnectionTrust
46、lies at the foundation of flexibility,autonomy,and team.And when we cut the data by a workers feelings of trust,the vital importance of trust to talent brand is revealed.As the charts below show,anything that a company can do to bring more trust into its workplace will help build its talent brand.Pr
47、omoters by level of trust in TrustPromoters and teams30%70%40%50%60%20%0%10%7028My primary team is the best I have ever been a part ofMy primary team is not the best71HIGH TRUST66HIGH TRUST72HIGH TRUSTSECTION 1-TALENT BRANDINGQUARTERLY WORKFORCE RESEARCH REPORT17Promoters by trust in HRTrust In Huma
48、n Resources This demand for trust includes one more very important group:The Human Resources department.It is also clear from our data that the building of a strong talent brand begins from the very first day of employment.Those companies who take onboarding very seriously,who make the welcoming of
49、a new person into the organization and onto their team more formal,are much more likely to have a high percentage of talent brand promoters.If a company wants to build its talent brand,it should start by looking at the front door,and how carefully and caringly it welcomes each person in.As part of o
50、ur ongoing monthly sentiment survey of 2,500 workers,ADP Research Institute asks:How formal is your companys process for onboarding hires?Trust in HR doesnt negate the need for trust in a team or management.But it can make or break a persons willingness to advocate for their employer.Its difficult t
51、o be enthusiastic about the company you work for if you dont trust how it serves and responds to its own employees.And heres an interesting correlation:People with a dedicated HR contact are more likely to be promoters.Ideally,employees want one person in HR to know everything about them and their j
52、obs.Even if they are then passed on to a different HR department dedicated to the specific issue theyre facing,initially they want to talk to an individual who knows them as a whole person.50%70%60%30%40%20%0%10%Promoters by HR contact7037HIGH TRUSTLOW TRUSTPromoters by formality of onboarding proce
53、ss50%70%60%30%40%20%0%10%50%70%60%30%40%20%0%10%45I DO NOT HAVE A DEDICATED HR CONTACTI HAVE A DEDICATED HR CONTACT654536323633EXTREMELY FORMALVERYFORMALSOMEWHATFORMALSLIGHTLYFORMALNOT AT ALLFORMALDO NOTREMEMBER32SECTION 1-TALENT BRANDINGQUARTERLY WORKFORCE RESEARCH REPORT18Promoters by level of att
54、entionAttentionOnce these employees have been welcomed,what do they need from their employer?Attention.Providing more frequent attention to employees can more than double the number of promoters.When we asked people about the attention they receive at work,from annual reviews to informal input on sp
55、ecific projects,we found that workers who reported more frequent contact with their managers,HR,or colleagues were far more likely to be talent brand promoters.When companies take seriously each employees need for frequent attention,a stronger talent brand grows.Conversely,if you want to shrink your
56、 talent brand,ignore your people.60%50%40%30%20%10%0%53444542413534ONCE A WEEK OR MORE2-3 TIMESA MONTHONCE A MONTHONCE A QUARTERTWICE A YEARONCE A YEARNONE IN THE LAST YEARSECTION 1-TALENT BRANDINGQUARTERLY WORKFORCE RESEARCH REPORT19Promoters by love and workLove and WorkFinally,how a person feels
57、about their job and their own performance can have a huge influence on how they feel about their company.An employee who loves their job and is good at what they do is nearly three times more likely to endorse their organization as a good place to work.Its interesting to note that even when a worker
58、 reports that they are great at their job,if they do not find love in the work itself,theyre dramatically less likely to promote the company to friends and family as a good place to work.The more that HR and team leaders can do to help each worker find something to love about their day-to-day work n
59、ot all of it,but some of it the more likely they are to be a talent brand promoter.Phrased another way,no matter how much a worker believes in the values and mission of their company,if they find no love in the day-to-day activities of their work,they will be far less likely to promote the company.A
60、s part of our ongoing monthly sentiment survey of 2,500 workers,ADP Research Institute asks people how they spend most of their time in their current position.Among people who say they spend their days doing what they love to do and are great at doing,more than half are talent brand promoters.60%50%
61、40%30%20%10%0%Things I love to do and am great at doingThings I love to do but have to work at to do wellThings I do not love doing but am great at doingThings I do not love doing and have to work at to do well53352327QUARTERLY WORKFORCE RESEARCH REPORT20Section 2:Happening Now In People AnalyticsTo
62、 build your talent brand,raise the career development baris one way.Many workers advance their careers by moving up the ranks of their employers management chains.Promoting from within benefits employers by lowering recruitment costs.Workers benefit from stronger resumes and higher pay.Workers also
63、develop their careers by pursuing certifications to qualify for higher-paying jobs.To attract quality candidates and encourage retention,a growing number of employers include education incentives in their compensation packages.But how hard is it to upskill or get promoted in the U.S.?ADP Research In
64、stitute analyzed the job histories of more than 51 million U.S.workers who collectively worked for more than 93,000 employers between January 2019 and February 2023.1Based on the rates of promotion and job separation in each month of a workers tenure,we calculated the share of workers who ever get p
65、romoted by their employer,rather than leave before any promotion happens.We also calculated the share of workers who ever upskill and move to better jobs at their current employer.Career development lies at the heart of talent brand development.Although promotion and development is not the only way
66、to build your talent brand,itSECTION 2-HAPPENING NOW IN PEOPLE ANALYTICSSECTION 2-HAPPENING NOW IN PEOPLE ANALYTICSIn The U.S.,The Bar Is Low For Career-Development OpportunitiesPromotion and upskilling are rarePromotionOnly 4.5 percent of the 51 million workers in ADP Research Institutes sample get
67、 promoted within two years of being hired.2 Nearly 75 percent leave an employerfor any reasonwithout ever getting promoted.Among those who stay,fewer than 1 percent get promoted within their third year.The career development challenge continues with upskilling.Only 3.8 percent of workers upskill wit
68、hin two years of being hired.A big reason for that low number is the lack of upskilling opportunitytoo few employers offer education incentives,or they do offer them but dont give workers a chance to use the training to pursue a better position within the company.3That lackluster opportunity is bad
69、news for workers.The good news is that employers can stand out by raising the low bar on promotions and upskilling.Share of workers who are promoted or upskilled within two years since hireQUARTERLY WORKFORCE RESEARCH REPORT21UpskillingSECTION 2-HAPPENING NOW IN PEOPLE ANALYTICSQUARTERLY WORKFORCE R
70、ESEARCH REPORT22With Promotion Opportunity Comes More Promotion OpportunityOnly so many management slots exist,which is one reason only 2.9 percent of non-managers rise into management within two years.In contrast,a first-level managersomeone who manages only non-managershas a more than 11 percent c
71、hance of advancing in that same timeframe.Promoting from second-level management is easier than advancing as a third-level manager,but the chances that a third-level manager will be promoted within two years is 7.2 percent,or 2.5 times higher than for non-managers.For upskilling,no clear pattern eme
72、rges.Two-year chance of promotion and upskilling by managerial levelEver Promoted0%2%4%6%8%10%12%14%16%18%2.911.216.37.2Ever Upskilled0%0.5%1%2%1.5%2.5%3%4.5%4%3.5%5%5.5%6%4.54.93.75.54.4NON-MANAGER1ST-LEVEL MANAGERS2ND-LEVEL MANAGERS3RD-LEVEL MANAGERS2ND-LEVEL MANAGERS1ST-LEVEL MANAGERSNON-MANAGERS
73、3RD-LEVEL MANAGERS4TH-LEVEL MANAGERS&ABOVESECTION 2-HAPPENING NOW IN PEOPLE ANALYTICSQUARTERLY WORKFORCE RESEARCH REPORT23Barriers To Job Entry Mean Barriers To PromotionADP Research Institute looked at how a persons chance of promotion varied depending on their education,on-the-job training,and the
74、 level of experience their job required.4Workers in jobs that require more education,training,and experience have a better chance of promotion within their first two years on the job.Someone whose work requires extensive preparation,such as a graduate degree,has a 16.2 percent chance of promotion,19
75、 times better than the chance of advancement for someone whose job requires a high school diploma and little experience or training.For upskilling,no clear pattern emerges.Two-year chance of promotion by job requirements0%2%4%6%8%10%12%14%16%18%2.55.112.816.2SOME PREPARATIONLITTLE OR NO PREPARATIONM
76、EDIUM PREPARATIONCONSIDERABLE PREPARATIONEXTENSIVE PREPARATIONTwo-year chance of upskilling by job requirements0%1%2%3%4%5%6%7%8%9%8.64.54.42LITTLE OR NO PREPARATIONSOME PREPARATIONMEDIUM PREPARATIONCONSIDERABLE PREPARATIONUpskilling Is A Promising But Uncertain Path To PromotionWhile promotion chan
77、ces are higher for workers in jobs with more rigorous entry requirements,upskilling chances are higher for workers in jobs with fewer requirements.Someone in a job that requires little to no preparation has an 8.6 percent chance of upskilling within two years.A person in a job that requires consider
78、able preparation,such as a four-year degree and years of experience,has only a 2 percent chance of moving to a job that requires a graduate degree.Because workers in jobs that require more preparation have better promotion prospects,upskilling could enhance careers by moving people into jobs with gr
79、eater upward mobility through management.Yet upskilling becomes more challenging the higher workers move through the job levels.Moreover,if too many workers upskill,the promotion advantage of upskilling could disappear.SECTION 2-HAPPENING NOW IN PEOPLE ANALYTICSQUARTERLY WORKFORCE RESEARCH REPORT24C
80、areer Development Opportunities Have Improved Little For Recent HiresThe figures presented so far are based on prevailing promotion,upskilling,and separation rates for people who worked at any time between 2019 and 2023.But how have more recent hires fared in terms of career development?About 3.7 pe
81、rcent of workers hired in January 2021 upskilled within two years,a tenth of a percentage point lower than would be expected based on 2019-2023 rates.Promotion chances for this cohort are a percentage point higher than expected.The scenario is similar for the upskilling and promotion chances of work
82、ers hired 12 months later and on the job only a year.The improved promotion chances might reflect employers need to backfill management positions as quits continue their decade-long climb.The pace of quits reached a historic high in November 2021 and has remained elevated.Promotion and upskilling ch
83、ances by hire cohortTwo-year outlook for workers hired January 2021One-year outlook for workers hired January 20223.83.70%1%2%3%5%6%4%Chance of upskilling4.55.6Chance of promotion2.42.3Chance of upskilling3.23.9Chance of promotionExpected from 2019-2023 ratesActual cohort experienceQUARTERLY WORKFOR
84、CE RESEARCH REPORT25CONCLUSION:Build Talent Brand By Improving Career-Development OpportunityOne way to attract talent is to increase career development opportunities for existing workers.Employers that raise the bar on opportunities internally can strengthen their talent brand externally.Even a sma
85、ll improvement raises the bar more than you might think.For example,if a worker in a job that requires vocational training has even an 8 percent chance of upskilling to a position at your company that requires at least a bachelors degree,then your company already has provided that worker nearly 2 ti
86、mes the upskilling opportunity of similar workers in the U.S.as a whole.Footnotes:1 We calculate promotion chances for workers whose management level is known from employer HR records,and upskilling chances for workers whose Standard Occupational Classification(SOC)https:/www.bls.gov/SOC/code is kno
87、wn from a job title match.We define termination dates based on employer HR records or a gap of at least three months in paid/active status.2 We measure time since workers were last hired by their current employer.Workers can appear more than once in the data if they are re-hired by an employer.3 For
88、 example,a November 2017 study https:/journals.aom.org/doi/abs/10.5465/2015958 in the Academy of Management Journal showed that a tuition reimbursement program reduced voluntary turnover while employees were in school,but increased it for those who finished school if they didnt also get promoted.4 W
89、e measure a jobs combined education,experience,and training requirements using the Occupational Information Network(O*NET)https:/www.onetonline.org/help/online/zones Job Zone.SECTION 2-HAPPENING NOW IN PEOPLE ANALYTICSQUARTERLY WORKFORCE RESEARCH REPORT26Section 3:This Quarters EmployeeSentiment Sco
90、re CardEmployee SentimentFully EngagedFindings from ADP Research Institutes monthly survey of 2,500 U.S.workersRespondents who feel motivated to deliver their best at workHighly ResilientEmployees who feel strong enough to withstand workplace challenge and changeStrongly ConnectedRespondents who say
91、 they feel seen,heard and valuedTrustRespondents who completely trust their team leader and senior leadersIntent to LeaveRespondents actively looking for a new job or interviewingSECTION 3-THIS QUARTERS EMPLOYEE SENTIMENT SCORE CARDQUARTERLY WORKFORCE RESEARCH REPORT27%Fully EngagedFully EngagedResp
92、ondents who feel motivated to deliver their best work.0%10%20%30%Highly ResilientHighly ResilientEmployees who feel strong enough to withstand workplace challenge and change.0%10%20%30%APR2022MAY2022JUN2022JUL2022AUG2022SEP2022OCT2022NOV2022DEC2022JAN2023FEB2023MAR2023APR2023APR2022MAY2022JUN2022JUL
93、2022AUG2022SEP2022OCT2022NOV2022DEC2022JAN2023FEB2023MAR2023APR2023SECTION 3-THIS QUARTERS EMPLOYEE SENTIMENT SCORE CARD24 202219SECTION 3-THIS QUARTERS EMPLOYEE SENTIMENT SCORE CARDQUARTERLY WORKFORCE RESEARCH REPORT28%Strongly ConnectedStrongly Connected
94、Respondents who say they feel seen,heard and valued.0%10%20%30%Who Completely Trust Their Team Leader and Senior LeadersTrustRespondents who completely trust their team leader and senior leaders.0%10%20%30%APR2022MAY2022JUN2022JUL2022AUG2022SEP2022OCT2022NOV2022DEC2022JAN2023FEB2023MAR2023APR2023APR
95、2022MAY2022JUN2022JUL2022AUG2022SEP2022OCT2022NOV2022DEC2022JAN2023FEB2023MAR2023APR202325252826272425252928282629259202022526282627292928282727Team LeaderSenior LeadersSECTION 3-THIS QUARTERS EMPLOYEE SENTIMENT SCORE CARDQUARTERLY WORKFORCE RESEARCH REPORT29%Who are actively s
96、eeking or already interviewing for a new jobIntent To LeaveRespondents actively looking for a new job or interviewing.APR20220%10%30%MAY2022JUN2022JUL2022AUG2022SEP2022OCT2022NOV2022DEC2022JAN2023FEB2023MAR2023APR2023221920%QUARTERLY WORKFORCE RESEARCH REPORT30About The Authors
97、:*Registered representative of ADP Broker Dealer,Inc.(ADP BD),Member FINRA,an affiliate of ADP,Inc.,One ADP Blvd,Roseland,NJ 07068 and Principal Investment Strategist for ADP Strategic Plan Services,LLC(SPS)an SEC Registered Investment Adviser.Registration does not imply a certain level of skill or
98、services.Ben HanowellDirector of People Analytics ResearchNela Richardson,Ph.D.*Chief Economist,ADP and Co-Head of ADP Research InstituteMary Hayes,Ph.D.Research DirectorMarcus BuckinghamNYT Best-Selling Author and Co-Head of ADP Research InstituteJared NorthupResearch AnalystFrances Chumney,Ph.DSen
99、ior Researcher for Psychometric MethodsFor detailed biographical information,see ADPRI.org/about/Read Marcus bioRead Nelas bioRead Marys bioRead Bens bioRead Frances bioRead Jareds bioQUARTERLY WORKFORCE RESEARCH REPORT31About The ADP Research InstituteAbout ADP The mission of the ADP Research Insti
100、tute is to generate data-driven discoveries about the world of work and derive reliable economic indicators from these insights.We offer these findings as our unique contribu-tion to making the world of work better and more productive,and to bring greater awareness to the economy at large.For more i
101、nformation,visit ADPRI.org.Designing better ways to work through cutting-edge products,premium services and exceptional experiences that enable people to reach their full potential.HR,Talent,Time Management,Benefits and Payroll.Informed by data and designed for people.Learn more at ADP.comThe ADP Logo,ADP,and ADP Research Institute are registered trademarks of ADP,Inc.All other trademarks and service marks are the property of their respective owners.Copyright 2023 ADP,Inc.All rights reserved.