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.
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Sustainability
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.
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 ManpowerGroup reveals an increase in hiring intentions from the previous quarter, signalling that employers are adjusting to ongoing economic challenges and are keen to secure the talent necessary for growth. In terms of workforce trends, the survey finds that when it comes to negotiating pay, working location, and flexible working hours, employers believe they hold the power. At the same time, however, increasing work-life balance emerges as the top priority for employers as they focus on increasing worker retention. Employers are also increasingly implementing or planning various measures to better support their LGBTQIA+ workforce - key strategies include diversity training, increased representation, and promoting inclusive language.
This report from Boston Consulting Group and Nasscom reveals that while women in tech exhibit high career ambitions and recognise the importance of generative AI for their professional growth, they face challenges such as knowledge gaps, limited access to emerging technologies, and concerns about competence scrutiny. The report explores how generative AI can be a catalyst for women, historically underrepresented in technology roles, to overcome barriers and excel in their careers. It highlights that companies with diverse leadership teams not only promote equity but also achieve superior financial performance and can develop ethical and effective AI systems, identifying and mitigating biases while driving innovation.
Korn Ferry's new Motivation Meter, which examines workplace trends and dynamics affecting employee sentiment across employees' roles and career stages, reveals that the UK has the lowest levels of motivation, with only 60% of professionals indicating that they are motivated compared to 71% globally. The research also reveals a significant gap in motivation between CEOs (81%) and those who are not managers (57%), which is attributed to several factors, including the reprioritisation of work-life balance, uneasiness around the rise of AI, and ongoing struggles to find a sense of purpose at work. Millennials were found to be the most motivated generation (75%), with motivation decreasing as age increases.
The latest OECD Employment Outlook report reveals that employment has increased to a record high since the pandemic but warns that the transition to net zero emissions by 2050 will lead to significant shifts in labour markets from high-emission industries towards new opportunities in green-driven jobs. The report suggests that the move towards emerging green-driven occupations will be more challenging for workers in low skilled positions than for the high-skilled, and calls for urgent policy action to ensure that no one is left behind by the net-zero transition.
This report from PwC reveals that more than two-thirds of employees (68%) say they have experienced more changes at work in the past year than in the 12 months prior. The top three areas of change at work are: use of new tools and technologies (48%), increased workload (46%) and changes in team structure and daily responsibilities (both 43%). The research reveals that employees are increasingly prioritising career growth and willing to switch jobs to develop their skills, with 78% agreeing that learning opportunities influence their decision on whether to leave their current employer. Non-financial rewards are as critical as pay - employees rank financial reward (77%), fulfilment (69%), and flexibility (64%) as their top job priorities. This year's findings also reveal a heightened expectation for employers to address climate change and reduce their environmental impact, suggesting the need for a proactive response from employers to ensure alignment with their workforce.
The latest PwC Global Workforce Hopes and Fears Survey reveals that more than half of workers feel there's too much change at work happening at once, and 44% don't understand why things need to change at all. The report proposes six actions businesses can take to build a future-fit workforce in an age of transformation, including (1) leading in new ways to build resilience among a stressed out workforce; (2) engaging employees on change to drive transformation; (3) helping employees lead on innovation; (4) instilling confidence in Gen AI; (5) recognising how critical skill-building is to workers; and (6) prioritising the employee experience for performance.
Mercer’s 2024 People Risk report examines the key workforce threats facing employers according to five pillars of risk – technological change and disruption; talent, leadership and workforce practices; health, well-being and safety; governance, compliance and financial; and environment, sustainability and protection – and assesses the impact they can have on an organisation as well as recommending practical approaches to addressing critical risks.