1、randstad workmonitor2021 second edition workforce transformation through the great enlightenment.2 Randstadexecutive summary 3 preparing for the future 15talent on the move 23action is needed 30job switching activities 33an appetite for change 7executivesummary. emboldened and empowered, workers see

2、k new arrangements. Without question, the pandemic has led to an abundance of unexpected dynamics. Mass global layoffs followed by a surge in hiring in many markets have taken people on an economic roller coaster ride during the past two years. At the same time, however, the challenges of COVID-19 h

3、ave revealed the resilience of workers everywhere, despite the hardships and life-changing challenges theyve faced and continue to battle during this time.Throughout this period, our Workmonitor research has revealed a variety of noteworthy sentiments among the global workforce. For instance, early

4、on in the pandemic, survey respondents told us that they felt supported by their employers even as workplaces shut down and layoffs cascaded across many labor markets. Later on, a strong desire to return to normalcy was accompanied by a feeling of optimism. In our latest research, another surprising

5、 trend has emerged in the wake of the Great Resignation: the “Great Enlightenment.” We found that in spite of the unprecedented disruption and uncertainty brought on by the pandemic, workers around the world appear more assured of what they want in their lives and careers. The concerns and inconveni

6、ences theyve weathered have profoundly altered their perspectives and desires. Taking charge of their destiny, either in the workplace or at home, has become the defining characteristic for the post-pandemic workforce.4 RandstadRegardless of gender, education level or age, survey respondents say the

7、y are more clear and empowered as a result of whats happened around them. Emboldened by such feelings, they are seeking a new understanding with employers. Among the demands workers seek: more job flexibility, better compensation and skilling to help them remain relevant in a rapidly evolving labor

8、market. For employers, governments and other organizations, a reckoning with the Great Enlightenment is underway. Already, labor markets around the world are besieged by talent scarcity as millions of workers who were sidelined by the pandemic remain out of the workforce or have had to find jobs in

9、other sectors. For instance, CNBC reported that of the 3.1 million fewer participants in the US labor market, 63% are women, with half of them age 20 to 34. This indicates that childcare issues continue to pose barriers for some who want to return. Many are opting to care for children and other fami

10、ly members as a sign of reprioritizing their personal obligations. Others see this moment as a time to reassess their career choices and are using it as an opportunity to make changes. In the UK, job vacancies ballooned to more than one million in July as a result of greater demand and a decline in

11、immigrant labor from Brexit and border lockdowns. This has led to troubling consequences such as scarcity of delivery drivers to deliver fuel. And in some Asian countries where labor shortages were already occurring before COVID, an inability to staff production and logistic roles is impacting the s

12、upply chain around the world.5 RandstadDuring this period of extreme disruption to the global economy, the shifting sentiments of workers have far-reaching implications for all stakeholders, from employers to policymakers to labor organizations. As we reported earlier this year, after emerging from

13、a long, difficult journey during the pandemic, most workers wish for the normalcy they enjoyed before the crisis. Now, however, their desire to make changes to their personal and professional lives may ensure that the old ways may never come back.6 Randstad49%of survey respondents say they are more

14、stressed since the pandemic and will need to make changes to their work life“How can employers adapt to the shifting expectations of a newly enlightened, empowered and emboldened global workforce? For companies that actively embrace this new social contract and all the obligations that come along wi

15、th it, they are much better prepared to ensure access to the talent they need for recovery and growth. ”Rebecca Henderson, CEO, Global Businesses & Executive Board Memberan appetitefor change.For many around the world, the pandemic has altered their view and notion of community and workplace. Social

16、 distancing, lockdowns and other public health mandates have changed the way personal interactions take place between families, friends and co-workers. How they lead their lives, the protocols theyve adopted at work and the sacrifices theyve endured all have reshaped perceptions and expectations. In

17、 just two years, peoples habits have permanently changed, and a return to pre-pandemic ways probably wont happen for some time, if at all.These changes appear to stem from a rise in personal awareness. Nearly three-quarters of those surveyed by Randstad said they have more clarity about their person

18、al and professional goals. By region, workers in Latin America were especially lucid, while those in northwestern Europe were the least sure. The majority in every region, however, said they have gained more clarity since the pandemic started.8 Randstadthe global workforce woke and ready for change.

19、globally, 67% feel empowered by the pandemic to make changes to their work-life balanceall regions: 67%77%79%71%64%57%64%apaclatin americanorth americasouthern europenorthwestern europeeastern europe9 RandstadA recent white paper examining the consequences of the 1919 Spanish flu pandemic, which kil

20、led 100 million people, may provide clues on how a global crisis can affect behaviors after the pandemic. Our data did reveal people are more introspective and purpose-driven about their career choices, their ability to make changes and, most of all, their personal and professional lives. These are

21、critical developments that have led to the Great Resignation and the consequences resulting from it. Having survived COVID-19 and endured at-home quarantines and isolation from the outside world for months, people today are more certain about what they want.regionhave more clarity about personal goa

22、lshave more clarity about professional goalsapac76%75%latin america85%85%north america79%78%eastern europe74%72%northwestern europe64%62%southern europe73%72%all regions73%72%by gendermen73%72%women73%72%These life-changing events may be why so many are now part of the Great Enlightenment. Pre-COVID

23、-19, workers were focused on their daily tasks in the workplace. But with the reflections that have accompanied the pandemic, many are able to take time and reassess their lives and careers specifically about the organization they work for and whether it offers the employee value proposition they de

24、sire. And this will be one of the most important issues facing employers: whether they sufficiently meet those needs.Similarly, two-thirds of those surveyed said they feel the pandemic has empowered them to make changes to their work-life balance, with those in Latin America feeling most empowered a

25、nd workers in northwestern Europe least so. As recently explained by Anthony Klotz, a psychologist and professor at Texas A&M who coined the term The Great Resignation, people during the height of the pandemic were removed from their work-life routine and given an opportunity to reconsider their goa

26、ls. The pandemic caused many to pose existential questions such as what makes them happy and what is the purpose of their lives. “So in many cases, those reflections will lead to life pivots,” he said in a recent interview.10 RandstadAnd many, indeed, have pivoted. Alan Manning, a professor of econo

27、mics at the London School of Economics, cites the outflow of immigrants as one reason the UK is facing a labor shortage crisis. He pointed out that many workers have left the country after determining life elsewhere may be better. Even those with settled status may find more opportunities or lifesty

28、les more aligned to their preferences, he suggested. In the US, the quit rate remains near record levels after climbing to 3.3% in August for the private sector, rising from a low of 1.8% at the height of the crisis. Our survey data showed that actual job changes inAPAC reached a record 36.5% of the

29、 respondents meaning they have changed jobs within the past 6 months. This is the highest since Randstad began tracking mobility as part of our Workmonitor research.the mobility index of people who have changed their jobs during the past 6 months422019Q12019Q22019Q32019Q42020H1

30、2020H22021H12021H211 RandstadCertainly, work stress plays an important role in the choices workers are making about their careers. Throughout the past two years, social isolation, the blurring of work and life while quarantining at home and workday flexibility has led some to work longer hours. Init

31、ial research on remote work showed that workers were putting in more hours as well as stretching their day answering emails or conducting other business-related tasks. More recent data indicated that while the global workforce has cut back on hours, they are still spending more on-the-job time than

32、before the pandemic.This has led to more stress for workers in some regions of the world. Globally, 49% of those surveyed by Randstad reported feeling more stressed than before the pandemic and plan to make changes to their work-life balance. The problem was reported to be most acute in the Asia Pac

33、ific region, with 63% feeling this way. Respondents in northwest Europe reported being the least stressed, with only 39% being overly stressed.Ironically, the actions of workers seeking change are having a viral impact on their network. More than half said they are inspired by the actions of their c

34、olleagues or friends to make changes in their career. This domino effect was strongest in the Asia Pacific region, with 63% saying they have been inspired by others; the region with the lowest response was northwestern Europe.One of the more notable results from this edition of the Workmonitor is ho

35、w similar women and men feel. In fact, the percentage of those feeling empowered and clearer about their lives is the same for both sexes. This is surprising since the pandemic has exacted a greater toll on working women than men. Female workers have lost more jobs, income and free time during this

36、period as theyve assumed more responsibilities in the home. At the same time, more men have died from the disease than women, so these different hardships may explain how each gender group is reexamining career and life choices.12 Randstadregionfeel more stressed and plan to make changes to work-lif

37、e balancewant more job and career flexibilityapac63%85%latin america53%87%north america50%76%eastern europe48%74%northwestern europe39%65%southern europe45%72%all regions49%76%by gendermen49%74%women49%77%75%of workers age 25 to 34 say they have more clarity about their professional goals since the

38、pandemic began, the highest percentage of any age group “With the global workforce having more clarity about their professional goals, organizations need to be absolutely transparent about the benefits they can offer to job seekers and employees. Doing so will provide them an advantage for attractin

39、g and retaining top talent.”Karen Fichuk, CEO North America &Executive Board member13 Randstadfor one Dutch woman, learning to separate work and life during the pandemic was a key lesson. When the pandemic halted life as most people knew it, the response around the world varied by country. In Northe

40、rn Europe, governments were at first reluctant to impose strict quarantine measures but when the severity of the crisis became apparent, shutdowns quickly became the new normal as people were forced to live and work differently. For Yvonne Sijne, adjusting to new circumstances was both challenging a

41、nd convenient. As a professional working in financial services in the area of forensics, she said the restrictions were jolting at first. In the Netherlands where she lives with her family, the government initially imposed strict rules on leaving home, allowing only essential trips to stores, hospit

42、als and such.“I was no longer allowed to go to the office, but also for my children, they were suddenly not allowed to go out on the weekend,” she recalled. Like many other countries, the Netherlands has endured a heavy toll during the crisis. Despite being a small country of only 17 million, it has

43、 reported more than 2 million cases of COVID-19, resulting in more than 18,000 deaths. Throughout the pandemic, the disease has come in waves, disrupting peoples lives just when they were becoming acclimated to these challenges.This had led to extraordinary stress, and Yvonne noted that her family w

44、asnt spared from the pressures of staying at home for long periods of time and being isolated from friends and other family members. Previously, her routine included going to the office daily and working closely with a team that focused on training employees on Detecting Financial Crime area Anti Mo

45、ney Laundering/Customer Due Diligence. Her children similarly led typical lives attending school and socializing with friends outside of it. During the lockdown, however, her family limited their interactions to just each other, producing a somewhat claustrophobic dynamic in the home. “It was also v

46、ery difficult for my kids because suddenly their mom was home all day long, so they missed their privacy as well,” she recalled. “I believe that only our dog was happy that we were at home all the time.”These kinds of challenges, for some, have led to the Great Enlightenment. During months of quaran

47、tine and restricted movement, people around the world have had time to reflect on their circumstances, and this is one reason why they are making changes to their work-life balance. Having emerged perhaps stronger and more determined, some like Yvonne have become more appreciative and introspective.

48、 Yvonne is grateful for the support of her employer, which quickly mobilized at the beginning of the pandemic to provide support for their employees at home. She also acknowledged her own familys ability to cope with difficult circumstances. “In the end, we all found our own way to deal with these c

49、hallenges,” she said, adding, “It also made me realize that I have to set clearer boundaries between my work and private life because the overlap between them is greater than ever before. I now understand better than ever how important it is not to take my work home with me or, at least, not to work

50、 in my living room or on my day off.”14 Randstadpreparing forthe future.16 Randstadan urgent skilling mandate to prepare for the future of work.One of the most significant developments arising from the pandemic is the acceleration of digital transformation. According to a survey of executives conduc