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1、The Future of WorkRevolves Around TalentOCTOBER 2023Source:BCGs Future of WorkGlobal Employer Survey,2023.Note:n=121.Five key findings about the workplace today1People-focused initiatives are lagging2Attracting and retaining talent are the biggest drivers of new workforce initiatives3Hiring and keep
2、ing frontline workers is proving particularly difficult4Finding the right hybrid-work model for office-based employees requires significant focus5CEOs are playing an increasingly prominent role in leading future ways of workingCompanies should consider four broad categories and 12 dimensions when bu
3、ilding a better work environmentSource:BCGs Future of WorkGlobal Employer Survey,2023.Note:n=121.How we work Customer relationships Work models Ways of workingHow we lead Generative leadership Purpose-driven culture Societal impact How we organize Adaptive organization New and diverse talent models
4、Continuous learning opportunitiesWhat we need Employee value proposition Location,workspace design,and travel Tools and technologyPreparedness in important dimensions continues to lag,especially in developing generative leadership and continuous learning opportunitiesSource:BCGs Future of WorkGlobal
5、 Employer Survey,2023.Note:n=121.Respondents ranked the dimensions on a scale of 1 to 12,and their answers were grouped into quartiles.Rankings represent the dimensions relative position;the distance between dimensions does not represent the size of the differences.MOST IMPORTANTSOMEWHAT IMPORTANTIM
6、PORTANTMOSTPREPAREDSOMEWHATPREPAREDPREPAREDNew and diverse talent modelsLocation,workspace design,and travelWork modelsTools and technologySocietal impactAdaptive organizationCustomer relationshipsGenerative leadershipContinuous learning opportunitiesWays of workingEmployee value propositionPurpose-
7、driven cultureAttracting and retaining talent are among organizations top reasons to support workforce initiativesSource:BCGs Future of WorkGlobal Employer Survey,2023.Note:n=121.Strengthening the company culture1Attracting talent2Retaining employees3Improving productivity4Keeping up with competitor
8、s5Increasing cost effectiveness6Being pressured by workers7Addressing ineffective infrastructure8CEOs seem best at preparing companies on the tools and technology dimension,while CHROs seem best at generating societal impactSource:BCGs Future of WorkGlobal Employer Survey,2023.Note:n=121.Four percen
9、t of decision-makers are“other,”including board members,C-suite team members,vice presidents,and chief administrative officers.CHRO=chief human resources officer.58616157Who leads the initiatives,policies,and investments to improve work?Dimensions that are most important in companies where the CEO l
10、eads future-of-work initiatives CEOCHROPurpose-drivenculturePurpose-drivencultureWays ofworkingEmployee valuepropositionCustomerrelationshipsSocietal impactTools andtechnologyLocation,workspacedesign,and travelRESPONDENTS(%)RESPONDENTS IN THESE COMPANIES(%)Dimensions on which companies are most prep
11、ared when the CEO leads future-of-work initiativesRESPONDENTS IN THESE COMPANIES(%)Dimensions on which companies are most prepared when the CHRO leads future-of-work initiativesRESPONDENTS IN THESE COMPANIES(%)Dimensions that are most important in companies where the CHRO leads future-of-work initia
12、tives RESPONDENTS IN THESE COMPANIES(%)593766598068To succeed,companies in all industries must address key preparedness gapsSource:BCGs Future of WorkGlobal Employer Survey,2023.Note:n=121.A key gap represents the dimension in an industry with the most significant disparity between importance and pr
13、eparedness;industries were identified as office-based or frontline if most respondents in the industry reported having a workforce with 50%or more office-based or frontline employees,respectively.MORE OFFICE-BASED WORKERSMORE FRONTLINE WORKERSRetailIndustrial goodsConsumer goodsLogistics and transpo
14、rtHealth careand pharmaEnergyProfessional servicesFinancial servicesTechnology,media,andtelecom-municationsAdaptive organizationAdaptive organizationNew and diverse talent modelsNew and diverse talent modelsGenerative leadershipGenerative leadershipGenerative leadershipWays of workingPurpose-driven
15、cultureKEY PREPAREDNESS GAPSEncouraging people to return to the office is the biggest challenge for employers of office-based workers!Challenges for employers of office-based workersEmployers using return-to-work incentivesSource:BCGs Future of WorkGlobal Employer Survey,2023.Note:n=119.NUMBER OF RE
16、SPONDENTS WHO IDENTIFIED THE CHALLENGE60%15%Share of respondents whose company organizes social events and offers flexible hoursShare of respondents whose organization caters in-office meals and reimburses commuting costs575548403823211912Motivating workers to return to the officeEngaging employeesT
17、raining workersRetaining employeesHiring workersRecognizing employees achievementsOffering flexible work hoursDeveloping frontline managersProviding emotional supportMost employers of office-based workers offer a hybrid schedule and flexible hours Source:BCGs Future of WorkGlobal Employer Survey,202
18、3.Note:n=121.Office scheduleWho sets the policy for office hours?70%Share of respondents whose organization requires office-based workers to be in the office two or three days a week30%Most of the remaining organizations require people to be in the office four or five days a week;a few mandate a sin
19、gle day of office work a week or operate completely remotelyOffice hours39%Share of respondents whose organization has fixed office hours38%Share of respondents whose organization offers a mix of set and flexible office hours23%Share of respondents whose organization has fully flexible office hoursO
20、rganizationManagersTeams Individuals 3%14%35%48%Employers with predominately frontline workers struggle not only to retain,hire,and train employees but also to offer the flexibility that they seek!Challenges for employers of frontline workersChanges in policiesSource:BCGs Future of WorkGlobal Employ
21、er Survey 2023.Note:n=107.NUMBER OF RESPONDENTS WHO IDENTIFIED THE CHALLENGE43%28%Share of respondents whose organization has increased the flexibility it offersShare of respondents whose organization plans to increase its flexibility in the futureRetaining employeesHiring workersTraining employeesProviding flexible schedulesDeveloping frontline managersEngaging employeesAllowing some work from homeProviding emotional supportRecognizing employees achievementsManaging part-time workers444343393528231494