This report by Adecco reveals that workers are worried about an uncertain future, with the economic climate and job security front of mind. The number of employees staying with their current employer has increased for the third year in a row, but AI's impact on stability has been underestimated for the last 12 months and employees are looking for guidance. The research highlights that despite the cautious landscape, workers are proactive about career progression - they want to remain employable, and they see AI as an opportunity to develop in new directions. The report calls for urgent and adaptable action by business to ensure their workforce is future-ready by offering upskilling, career progression, and a workplace environment that embraces sustainability.
This report by Ernst and Young reveals that today, work is less connected to old ideas of career, rewards and workplaces, and emphasises that leaders should understand the importance of talent health and how it can be influenced by personalised total reward offerings, skills and learning programmes and the ways employees perceive culture. The research finds that success will rely largely on how organisations address five key dimensions: talent health and flow; work technology and generative AI; total reward priorities; learning, skills and career pathways; culture and workplaces.
This Deloitte Global survey of board directors and executives reveals that, so far, board-level engagement with AI has been limited: across industries and geographies, AI is not a topic of discussion that comes up often at board meetings. However, many respondents are cognisant that their board's current level of engagement may not be enough to oversee the opportunities and risks that could manifest by using AI, particularly generative AI. Nearly half (46%) say either they're not satisfied with or they are concerned about the amount of time devoted to discussions on AI. The data shows that boards are eager to spend more time on AI and generative AI, enhance their knowledge and experience, and accelerate the pace of adoption in their organisations. It sets out the immediate actions boards can consider taking to bolster AI governance.
This report by Littler reveals that as Europeans across the continent head to the ballot box in a contentious election year, employers are navigating numerous challenges - from potential employment law changes to managing divisive political beliefs in the workplace to heightened pressure on environmental, social, and governance (ESG) initiatives. These developments come against a backdrop of ongoing economic uncertainty, new regulatory risks, and the rapid adoption of artificial intelligence (AI) in the workplace.
The World Economic Forum's September 2024 Chief Economists Outlook report reveals that while the short-term outlook for the global economy has begun to stabilise, many vulnerabilities remain. Chief among the current sources of uncertainty is the US presidential election in November, with 80% of chief economists agreeing the election result will have a significant impact on economic policy globally. Against a backdrop of heightened superpower tensions between the US and China, geopolitical and geoeconomic risks are also increasing. The research identifies two main obstacles to making progress on more balanced growth: a lack of political consensus and a lack of global collaboration undermined both by domestic political trends and by geopolitical tensions.
Research by Indeed Hiring Lab explores the impact of AI on the labour market, finding that out of the more than 2,800 work skills assessed, none were deemed "very likely" to be replaced by GenAI and the majority (69%) of skills assessed were "very unlikely" or "unlikely" to be replaced by GenAI. The research shows that in jobs with a high share of skills that require hands-on execution, GenAI could help workers to refocus on the core skills necessary in these roles. In more hands-off, stereotypical “office jobs,” GenAI may potentially be able to obtain the same level of knowledge and be able to solve modest problems at a level similar to an early-career professional. It highlights that while GenAI is highly unlikely to take a person's job, a person who knows how to use GenAI productively almost certainly will.
This report from our international alliance of global employment law experts, Ius Laboris, discusses how emerging trends - from the ethical drive of Generation Z to the challenges of an ageing workforce - are reshaping the workplace. It looks at a range of potential solutions - including recruiting foreign nationals; encouraging more women to join (and crucially stay) in the workforce; emphasising ESG-credentials and DE&I; and adopting technology solutions - to help businesses remain competitive.
This report from BSI examines AI’s potential to shape a range of business functions – including performance management, job design, DE&I and recruitment, training and corporate governance – and how organisations can manage the implications of turning to these tools. The research highlights that there will still be a key role for human creativity, ingenuity, critical thinking and collaboration.
McKinsey's tenth-anniversary Women in the Workplace report reveals that over the past decade, women have made important gains at every level of the corporate pipeline however warns that progress is fragile, particularly for women of colour who continue to be underrepresented at every level and who view gender and race as obstacles to their advancement. The research finds that in many instances, women's outlook and day-to-day experiences are not much different, or are even worse, than they were a decade ago. The report identifies the changes companies can make to chart real progress on the path to parity - which is projected as nearly 50 years away.
This report by the Work Foundation investigates how quality of work contributes to long-term employment outcomes, revealing that more than four in ten insecure workers (44%) have fallen into ‘long-term insecurity’ over a four-year period, presenting a direct challenge to the previous government’s approach that assumed any job will help them progress into secure and sustained employment. The research findings indicate that individuals’ difficulties in progressing from insecure to secure employment have persisted, suggesting that the ‘insecure work trap’ is a deeply ingrained issue within the labour market – and not merely a consequence of the pandemic’s unique challenges.