2024年勞動力報(bào)告 workforce 2024 report

WORKFORCE2024

WORKFORCE2024

WORKFORCE2024

FindOut

WhatPeopleReallyThink

Ifyouunderstandyourpeople,you

understandwhatdrivesyourbusiness.

Butwhileyoumightthinkyouknowwhatmakesthemtick—doyou?

That’swhywelaunchedWorkforce2024,KornFerry’ssurveyofprofessionals

aroundtheworld.It’sdesignedtoansweronesimplequestion:whatdopeople

wantfromwork?

2

WORKFORCE2024

Wespoketo10,000professionalsatallstagesoftheircareer,from

entry-leveltoCEO,insixmarkets:USA,UK,Brazil,MiddleEast,

Australia,andIndia.Theirinsightsrevealaglobalsnapshotofhow

peoplearefeelingintheAmericas,EMEA,andAPAC.

THEYTOLDUS:

Theirtopprioritieswhenchoosinganewjob

Whatkeepsthemintheircurrentjob

Whatmakesthemwanttoleaveajob

Howorganizationscanmotivatetheirworkforce

Plushundredsofadditionalinsightsintotoday’sworkplace

#2

WEDISCOVEREDTHATTHETOP

THREEDRIVERS

FORPEOPLEIN

working

2024ARE:fexiblehours

#3

highjobsecurity

#1

generous

salary/bonus/compensation

Ofcourse,thefullpictureismuchmorecomplex.Readonto

fndoutwhattoday’sprofessionalsthinkaboutthemajorissuesafectingtheirworkinglives,fromremoteworkingtoAI.

3

WORKFORCE2024

GuestForeword

Theworldofworkisinastateoffuxthelikesofwhichwehavenotseenindecades.Manyofthefundamentalassumptionsaboutworkandemploymentarebeing

revisited,reshaped,andrenegotiated.

Attheheartofthisturbulenteraisashiftinexpectationsbetweenemployeesandtheiremployers—expectationsaboutwhereworkisperformed,howitisperformed,

andtheexchangeforworkerefort.

Itispreciselyduringperiodsofchangelikethisonethatwhatisneededmostisrichdatacapturingemerging

patternsandtrendsandhelpingtopaintaportraitofnewrealitiesatwork.

KornFerry'sresearchispartofthiseforttobetter

understandperceptions,attitudes,andexpectationsaboutwork.Indoingso,theresearchdocuments

importantdynamicsthatshouldinformhowwethinkabouttheworldofworkatthisjuncture.

Ariel.C.Avgar,DavidM.CohenProfessorofLaborRelationsattheILRSchoolatCornellUniversity

4

Contents

WORKFORCE2024

Overview6

WhyDoPeopleChooseaNewJob?7

WhatMakesThemStayinTheirCurrentJob?9

WhatMakesThemWanttoLeave?11

DeeperInsights12

Flexibility:KeyWorkforcePriorityin202413

?Whowantsfexitime?13

?Howefectivearereturn-to-ofcemandates?15

Salary:theFullPackage17

?What’smoreimportant—salaryorbenefts?17

UpskillingandReskilling:The2024TrendWin-Win19

?Whoismostinterestedinlearningnewskills?19

?WhataboutAIandothernewtechnologies?21

?Dopeoplefeelthey’rebeingpaidenoughfortheirskillset?23

?Whofeelslikethey’refakingit?24

CompanyCulture:BeyondtheBuzzword26

?Howimportantisculture?26

?Areworkersfeelingmotivatedrightnow?27

KeyTakeaways29

5

WORKFORCE2024

OVERVIEW

OV-ER-

VIEW

WORKFORCE2024

WhyDoPeople

ChooseaNewJob?

Surprisingly,salaryisonlythesecondreasonmostemployeeschooseto

acceptanewjobin2024.

Thetopreasonisfexibleworkinghours.

Thisshiftsslightlyfortheover45s,whensalarynudgesintothetopspot,buteventhen,thetwoareneck-and-neck.

Insectiononebelow,welookathowthisvaries

amongdiferentregions,genders,andagegroups.

7

WORKFORCE2024

IFYOUWERETOLOOKFORANEWJOB,

14%15%17%22%27%

18%18%19%16%13%

14%16%17%17%18%

16%17%16%13%11%

17%17%16%14%11%

15%16%17%12%9%

15%14%14%11%11%

15%14%13%12%9%

13%12%14%11%9%

7%8%8%6%6%

WHATARETHEMOSTIMPORTANTTHINGSANEWEMPLOYER/ROLECOULDOFFERYOU?*

SHORTCOMMUTETOOFFICE

GLOBALAVERAGE:18%

30%36%37%43%47%

27%32%36%45%52%

23%28%31%33%33%

24%28%29%25%20%

18%20%23%23%24%

20%20%20%23%26%

19%19%22%19%23%

20%20%19%23%24%

15%18%20%21%24%

FLEXIBLE

WORKINGHOURS

GLOBALAVERAGE:38%

FULL-TIMEINTHEOFFICE

GLOBALAVERAGE:17%

GENEROUSSALARY/

BONUS/COMPENSATION

GLOBALAVERAGE:37%

TOBEAPARTOFA

CULTUREANDVALUE

SYSTEMTHATIRESPECT

GLOBALAVERAGE:16%

HIGHJOBSECURITY

(I.E.,STABLECOMPANY/EMPLOYER)

GLOBALAVERAGE:30%

EXCELLENTDIVERSITY

ANDINCLUSIONWITHINTHECOMPANY

GLOBALAVERAGE:15%

EXCELLENTLEARNINGAND

DEVELOPMENTOPPORTUNITIES

GLOBALAVERAGE:27%

STATUSANDRESPECTFORMYPOSITIONINTHECOMPANY

GLOBALAVERAGE:15%

HYBRIDWORKINGOPTIONS

GLOBALAVERAGE:22%

EXCELLENTSUSTAINABILITYPOLICIESANDPRACTICES

WITHINTHECOMPANY

GLOBALAVERAGE:15%

JOBISINFIELD/INDUSTRYTHATILIKE

GLOBALAVERAGE:21%

BRANDISWELL-KNOWNANDRESPECTED

GLOBALAVERAGE:14%

·…AGERANGE

18-2425-3435-4445-5455-65

FULL-TIMEREMOTEWORKING

GLOBALAVERAGE:21%

HIRINGMANAGERI

RESPECTANDTRUST

GLOBALAVERAGE:13%

COLLEAGUESIENJOYWORKINGWITH

GLOBALAVERAGE:20%

PLENTIFULOPPORTUNITIESFORLATERALMOVESANDTRYINGNEWTHINGS

GLOBALAVERAGE:12%

*Respondentswereaskedtoselecttheirtopfvereasons

GENEROUSNON-SALARY/BONUS/COMPENSATIONBENEFITSANDREWARDS

LOWNUMBEROFRECENTLAYOFFS

GLOBALAVERAGE:7%

GLOBALAVERAGE:19%

8

WORKFORCE2024

WhatMakesPeopleStay

inTheirCurrentJob?

Wanttokeepyourtalenthappysotheywon’tleave?Prioritizetheirpayandbenefts.

Ourrespondentstoldusthathavingagenerouscompensationpackage

makesthemmorelikelytostayput.Butthere’smoretoworkthanmoney,andmanyotherfactorsalsoplaya

crucialroleinretention.

Theinclusionoftraditionalemployeeexpectationssuchasjobsecurityand

paysuggeststhatthedesireforfexibilityisnotsubstitutingworkerexpectation

forjobandfnancialsecurity.”

Ariel.C.Avgar,DavidM.CohenProfessorofLaborRelationsattheILRSchoolatCornellUniversity

TOP6REASONSFORSTAYING

#1

Money+Perks

#2

Flexiblehours

#4

Nice

colleagues

#3

Job

security

#5

Great

manager

#6

Learninganddevelopmentopportunities

9

WORKFORCE2024

2024

#1

Generous

compensation

#6

Excellentlearninganddevelopmentopportunities

#11

Shortcommutetoofce

#16

Brandiswell-knownandrespected

#2

Totalfexibilityofworkinghours

#7

Clearcareeradvance-mentopportunities

andprocesses

#12

Tobeapartofa

cultureandvalue

systemthatIrespect

#17

Generousnon-

fnancialbenefts

#4

ColleaguesIenjoyworkingwith

#9

Hybridworkingoptions

#14

Excellentsustainabilitypoliciesandpracticeswithinthecompany

WHATMAKES

AJOB

STICKY?*

#5

ManagerIrespectandtrust

#10

Full-timeremoteworking

#15

Excellentdiversityandinclusionwithinthecompany

#3

Highjobsecurity

#8

Statusandrespectformypositioninthecompany

#13

Full-timeintheofce

#18

Lownumberofrecentlayofs

*Topreasonstostayinajob(global)

10

WORKFORCE2024

WHATMAKES

PEOPLEWANT

TOLEAVE?

Peopletoldusthetopfvedriversforquittingtheirjobwere:

#1#2

Lackofcareeradvancementopportunities

Low

compensation

#3#4#5

Lackof

Infexibleworking

Poorcompany

jobsecurity

hourspolicy

cultureorvalues

11

WORKFORCE2024

DEEP-

DEEPER

INSIGHTS

IGH

WORKFORCE2024

Flexibility:theNo.2

WorkforcePriorityin2024

Flexiblehours

Wecan’tstressthisenough—fexible

workingisatoppriorityfortalenteverywhere.

You’llhaveseenthis

onthepreviouscharts,whereit’soneofthe

toptworeasonspeoplechooseanewjobandstayintheirjob.

Itisaleadingfactor

foreveryagegroup,region,androleinthecompany.Sometimesmoneytrumpsita

little,butfexiblehoursareneverfarbehind.

Womenprioritizefexiblehoursalittlemorethan

men,whiletheyoungestworkerscareaboutita

bitlessthantheirolder

colleagues—bothperhapsunsurprisingaswomen

andolderprofessionalstendtohavemore

familialresponsibilities.

60%

SAIDTHEY

WOULDSTAY

INAJOBTHEYHATEIFTHEYHADFLEXIBLEWORKING

HOURS

13

WORKFORCE2024

GENDER

JOBLEVEL

COUNTRY

FLEXIBLE

WORKINGHOURS

ASATOPDRIVER

FORCHOOSING

ANEWJOB

42%

33%

30%

33%46%33%38%33%

47%

40%

37%

42%

33%

33%

FLEXIBLE

WORKINGHOURS

ASATOPDRIVERFOR

STAYINGATCURRENT

COMPANY

31%

31%

26%

28%33%27%30%29%

34%

30%

28%

27%

28%

33%

28%

25%

27%

26%

27%

29%

26%

22%

23%

26%

27%

27%

INFLEXIBLE

WORKINGHOURS

POLICYASAREASON

TOLEAVEAJOB

26%

27%

Australia

Brazil

First-Level

Supervisor/

Manager

SeniorLeader

Male

CEO

FLEXIBLEWORKINGASATOPPRIORITY*

IndividualContributor(non-leader)

Mid-LevelLeader

Senior

MiddleEast

UK

FemaleUSAIndia

Executive

14

*Percentageofrespondentswhochoosefexibleworkingasatopfvereasontochooseajob,stayinajoborleaveajob.

WORKFORCE2024

FlexibleWorkplace

Ifyouoferfexiblehours,doesthatmeanyouremployeeswillbehappytocommutetotheofce?Notaccordingtoour

surveyrespondents.

Theabilitytoworkfromanywhereremainshighontheagendaformanyprofessionals.

Theissuecontinuestobedivisive,but

in2024,moreprofessionalswanttoworkawayfromtheofcethanwanttoworkintheofce.Andbosseswhoenforce

mandatesarelikelytoseetheirtoptalentandpotentialfutureleadersfeeingto

theircompetitors.

Workersexpectmoresay,control,

andfexibilityovertheirworkanditis

likelythatthistrendwillonlystrengtheninthecomingyears.”

75%

OFPEOPLESAIDTHEABILITYTO

WORKFLEXIBLYANDFROMWHEREVERTHEYWANT

ISCRITICAL

Ariel.C.Avgar,DavidM.CohenProfessorofLaborRelationsattheILRSchoolatCornellUniversity

15

WORKFORCE2024

OFFICEBYJOBLEVEL*

CEO

SENIOR

EXECUTIVE

SENIORLEADER

MID-LEVELLEADER

FIRST-LEVEL

SUPERVISOR/

MANAGER

INDIVIDUAL

CONTRIBUTOR(NON-LEADER)

REMOTEWORK/IN

GLOBALAVERAGE

18%19%22%23%21%25%

22%

Ifyouwereto

HYBRIDWORKINGOPTIONS

lookforanewjob,whatarethemostimportantthingsanewemployer/rolecouldoferyou?

26%17%18%17%20%24%

21%

17%

FULL-TIMEREMOTEWORKING

21%22%19%16%18%13%

FULL-TIMEINTHEOFFICE

Whenconsideringthebelowoptions,whicharemost

likelytomake

youstayatyourcurrentcompany?

18%20%20%21%19%20%

19%

19%

17%

HYBRIDWORKINGOPTIONS

23%19%17%18%17%20%

FULL-TIMEREMOTEWORKING

19%22%18%16%19%11%

FULL-TIMEINTHEOFFICE

Whenconsidering

thebelowoptions,

whicharemostlikely

tomakeyouleaveyourcurrentcompany?

25%25%22%21%22%20%

22%

17%

FULL-TIMEINOFFICEATTENDANCEISBEINGMANDATED

18%18%18%18%17%16%

NOALLOWANCEFORFULL-TIMEREMOTEWORKING

16*Percentageofrespondentswhochoosefexibleworkingasatopfvereasontochooseajob,stayinajoborleaveajob.

WORKFORCE2024

Salary:theFullPackage

Makenobonesaboutit—moneymatters.

Butwe’renotjusttalkingaboutmoney.

Employeesarejustasinterestedinthetotalpackageofcompensationandbenefts.

It’stheleadingreasonpeoplechoosetostayorleavetheircurrentcompany,asyou’ll

haveseeninthechartsonpages10and11.Andacrosstheboard,everyonesaid

beneftswereimportant.

Regionally,however,

respondentsintheUKandAustraliacaredalittlelessaboutbeneftsthanthoseinotherregions—unsurprising,sincefewerpeopleinthe

UKandAustraliauseprivatehealthinsurancecompared

tothoseintheUS.The

youngestemployeesalsocaredleastaboutbenefts,buttheywerestillapriorityforthem.

Whenlookingatyourtotalrewardspackage,it’sworthinvestigatingthediferencesinyourregionandamong

yourtargetagegroupstobesureyou’reofering

whatyouremployeesandcandidateswant.

17

WORKFORCE2024

AGREE:ITISIMPORTANTTHATACOMPANY

UNDERSTANDSTHEIMPORTANCEOFTHE

BENEFITSTHATCOMEALONGSIDEASALARY

81%

AGREETHAT

IT’SVITALTHATACOMPANY

AGE

18-24

25-34

35-44

45-54

55-65

72%

82%

84%

81%

77%

COUNTRY

UNDERSTANDS

THEIMPORTANCEOFTHEBENEFITSTHATCOME

ALONGSIDEASALARY

UK

USA

AUSTRALIA

75%

81%

78%

INDIA

BRAZIL

MIDDLEEAST

85%87%

85%

18

WORKFORCE2024

Upskilling

andReskilling:the2024TrendWin-Win

19

We’veheardorganizationsareworried

theirpeopledon’thavethenecessaryskillstoadapttoAIandothertechnological

advancements.Butourdatashowspeoplearealsoworriedthatthey’llsoonbe

replacedbyAI.

Thegoodnewsisthatmanypeoplearekeentolearn,soifbusinessesinvestinupskillingandreskilling,

theneveryonewins.

WhoIsMostInterestedinLearningNewSkills?

Peoplearekeentolearn

newskillstohelpthemdo

theirjobsbetter.Infact,67%wouldevenstayinajob

theyhatedifitoferedthemopportunitiestoprogress

andupskillquickly.

However,theover-55sdon’tfeelthatthey’reencouragedtolearnasmuchastheir

youngercounterparts.Whetherthisisbecausethey’reinpositionswithgreaterresponsibility—

sotheirorganization

struggleswhenthey

needtotaketimeout

forlearning—orbecauseofagebiasisn’tclear.

Indianrespondentscomeoutasupskill-reskillglobalchampions,withalmost

90%ofthemsayingtheircompaniessupportthemwithlearninginitiatives(vs.74%globalaverage).

WORKFORCE2024

20

AGREE:N

Age

Range

72%

18-24

77%

77%

25-34

35-44

69%

45-54

60%

55-65

WORKFORCE2024

WhataboutAIand

OtherNewTechnologies?

WhenitcomestoAIandothertechnologicaladvances,morethanhalfofpeopleunder

55areexcitedaboutthepotentialofhowitmightchangethewaytheywork.

Thismightbebecause,asthepreviouschartshows,

theover-55sfeelless

supportedthantheiryoungercolleagueswhenitcomestolearninganddevelopment.

Ormaybeit’sbecausethey’retheleastlikelytoseeAIasathreattotheirjobs,whereasmorethanhalfofthose

aged44andunderthink

theycouldbereplacedbyAIwithinthreeyears.

Whateverthereason,

themostcrucialpointforemployersisthis—ifyour

peoplebelieve,rightlyor

wrongly,thattheirjobis

likelytobereplacedbyAIinthenextthreeyears,theyaremuchmorelikelyto

leavenow.

Ifyouwanttoretain

thebestpeopleinyour

organization,thenyouneedtocommunicatewiththemabouthowAImightafecttheirjob.Thenprovidethemwiththetoolsandtimeto

upskillorreskilltolearnhowtouseitortomoveinto

anotherroleinthebusiness.

65%OFPEOPLEUNDER

ABOUTEMERGING

TECHNOLOGIESLIKEAI

39%

55AREEXCITED

65%

BUTONLY39%OFTHOSEOVER55AREEXCITED

ABOUTEMERGING

TECHNOLOGIESLIKEAI

Employersaregoingtoneedtoengage

strategicallywiththeexpectationofupskilling,whichhasimplicationsforworkdesign

andworkpractices.”

Ariel.C.Avgar,DavidM.CohenProfessorofLaborRelationsattheILRSchoolatCornellUniversity

21

NEARLY

70%

ofpeoplewhofearAIwill

replacetheirjobareconsideringoractivelylookingforanewjob.

DISAGREE

NEUTRAL

AGREE

19%9.2%7.7%

I’mcurrentlyapplyingand/orinterviewing

49.2%48.3%36.8%

I’mconsideringitandlookingatoptions

31.8%42.5%55.5%

No,notinterestedinmoving

Areyou

planningonleavingyourcurrentroleinthenextthreemonths?

22

WORKFORCE2024

Aroundhalfoftoday’s

employeesbelievetheirsalaryandbeneftsmatchtheirskillsets.Butnearly40%believetheskills

theycontributetotheir

organizationsareworthmorethanthey’rebeingpaidfor.

Andasthepreviouspagesshow,whenpeoplefeel

undercompensated,they’relikelytoleave.

Ontheotherhand,8%ofpeoplethinkthey’rebeingpaidmorethantheirskillsmerit.Isthistrue—orcouldtheybesuferingfrom

impostersyndrome?Readontofndout.

38%

Mycompanygivesme

asalaryandbenefts

thatarebelowmy

contributionto

thecompany

54%

Mycompanygives

measalaryand

beneftsthatmatch

mycontribution

tothecompany

COMPENSATIONINSIGHTS

8%

Mycompanygives

measalaryand

beneftsthatexceed

mycontributionto

thecompany

SKILLS/

DoPeopleFeelThey’reBeingPaidEnoughforTheirSkillSets?

Whetheryou’veupskilledyourexistingtalentorhiredpeoplewhohavethe

skillsetsyouneed,remunerationwillensureyoukeepthem.

23

WORKFORCE2024

WhoFeelsLikeThey’reFakingIt?

Ifyourpeoplefeeloverwhelmedandlike

they’renotuptothejob,somethinghas

gonewrongwithyourcompanyculture,

oftenalackoftherighttrainingorsupport.

companiesaren’tinvesting

intherightkindofleadershipcoachingandtraining—or

thatthey’repromoting

peoplewithoutgivingthemthetoolsthey

needtosucceed.

Womenarelesslikely

thanmentofeellike

imposters,at44%and

49%respectively.There’sasignificantgeographicdivide,too,withmorepeoplefromIndiaandtheUSstrugglingwithimpostersyndrome

thantheircounterpartsin

theUK,Brazil,andAustralia.

Iftheydon’tbelievetheir

successisdeservedorhasbeenlegitimatelyachievedasaresultoftheirown

efforts,theymightbe

strugglingwiththedreaded

impostersyndrome

.

It’sacommonphenomenon.Yetsurprisingly,thepeoplewhostrugglewithitmost

arerightatthetopofthe

ofAmericanCEOsadmittheystrugglewith

impostersyndrome

corporatefoodchain.Morethan70%ofAmericanCEOsadmittheystrugglewith

impostersyndrome.Otherleadersalsofeelthisway,whichmightsuggestthat

24

WORKFORCE2024

AGREE:IHAVEIMPOSTERSYNDROME

ANDI’MSTRETCHEDBEYONDMYABILITIES

58%58%

47%

49%

45%46%

AGREETHATTHEYHAVE

IMPOSTER

32%

SYNDROMEANDARE

STRETCHED

BEYONDTHEIR

ABILITIES

CEO

SENIORLEADER

SENIOR

EXECUTIVE

FIRST-LEVELSUPERVISOR/MANAGER

MID-LEVELLEADER

INDIVIDUAL

CONTRIBUTOR(NON-

LEADER)

IMPOSTERSYNDROMEBYJOBLEVELGLOBALLY

25

WORKFORCE2024

CompanyCulture:

BeyondtheBuzzword

Innewstonobody,

everyonewantstowork

withnicecolleagues,haveagoodmanager,feel

73%

OFPEOPLESAID

CONNECTIONWITHTHEIRCOLLEAGUESISONEOFTHE

MOSTIMPORTANTTHINGSABOUT

THEIRJOB

supportedintheirlearninganddevelopment,and

believethattheirleadersprioritizetheirwell-being

andinterestovercompanyprofts.

Whatthatboilsdowntois

companyculture

.Whenorganizationsdeveloptherightculture,allthose

elementsfallintoplace.Andthe

reverseisalsotrue,withatoxic

culturebeingtheffthmostpopularreasonpeoplewouldquittheirjob.

26

WORKFORCE2024

MOTIVATIONMETER

Companyculturecanafectthe

motivationlevelsoftheentireworkforce.

Tohelpkeeptrackofthis,we’reintroducingtheKornFerryMotivationMeter,awayof

measuringmotivationamongtheglobal

workforce.ForourfrstMotivationMeter,

Overall,motivationiscurrentlyatthesamelevelas2023

Buttherearesignifcantregionalvariations.

wecomparedgloballevelsofmotivationatthebeginningof2024with15yearsofKornFerry