應(yīng)對變革：適應(yīng)人工智能驅(qū)動的工作世界+Working+Through+Change：Adapting+to+an+AI-Driven+World+of+Work

Working

throughchange

AdaptingtoanAI-drivenworldofwork

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volkcc

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Contents

-Abouttheresearch

-ForewordfromourCEO

-Keyfindings

Sectionone:Employershavearesponsibilitytopreparetheirworkers

Sectiontwo:Employersmustupskillagenerationoffuture-readytalent

Sectionthree:Workerswantinternalmobility,butemployersfailtoseethevalue

Sectionfour:AIimpactrevealshigh-valuehumanpotential

Sectionfive:BuildtrustinAItoenableeveryemployeetodotheirbestwork

-

Recommendations

-Appendix

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Abouttheresearch

Nowinitsfifthyear,theGlobalWorkforceoftheFutureresearch

investigatesthechangingworldofworkfromtheperspectiveofworkers.Thisyear,ourresearchfocusesonhowtoworkthroughchangeand

theimpactonworkofartificialintelligence(AI).Thisreportprovidesguidancetoorganisationsseekingtodevelopanadaptableand

future-readyworkforce.

TheAdeccoGroupsurveyed:

35,000workers

across

27countries

Americas(9,555)EMEA(17,405)

APAC(8,040)

Argentina1000

Brazil1000

Canada1025

Mexico1000

USA5530

Belgium500

Denmark385

Finland505

France2025

Germany2025

Greece500

Italy2025

Netherlands500

Norway505

Australia2000

China2000

India2030

Japan2010

Poland505

Portugal1000

Romania500

Slovenia360

Spain2025

Sweden505

Switzerland1005

Turkey505

FieldworkwasconductedinJulyandAugust2024inlocallanguagesviaanonline,self-administeredsurveylasting20minutesonaverage.

Thedataisrepresentativewithaconfidenceintervallevelof95%,andquotasweresettoensureanationalrepresentativesamplebyageandgenderineachcountry.

Formoredemographicinformation,pleaseseethe

appendix

.

UK2030

3

Meetourrespondents

60%

38%

84%

20%

87%

Respondentswithsupervisoryresponsibilitiesaccountforthree-fifthsofthesample

Two-fifthsofrespondentsareagencyworkers

Respondentsaremostlywhite-collarworkers(84%vs.13%blue-collarworkers*)

One-fifthofrespondentsareSmartIndustryworkers^

Respondentsaremostlyemployedfulltime(35+hoursaweekvs.13%employedparttime,upto35hoursaweek)

Nationallyrepresentativeacrossageandgender

Employedatthetimeofsurvey,acrossawiderangeofsectors

Representawiderangeofjobfunctions,across29categories

*Blue-collar,e.g.,manuallabourorskilledtrades;white-collar,e.g.,officebased,professionaloradministrative.Wedonotincludeineitherwhite-collarorblue-collargroupsemployeeswhoworkinservice-orientedorcaregivingprofessions,suchasnursing,teachingandretail.

^SmartIndustryworkersaredefinedasthosewhoworkindesign,developmentand/orengineeringincertainroles(see

Appendix

formoredetail).

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Foreword

fromourCEO

ForewordfromourCEO

AswemoveintoanageshapedincreasinglybyArtificial

Intelligence(AI),employeesaroundtheworldareadaptingto

anewrealitywherechangeismeasuredinmonthsratherthan

years.Adjusting,adaptingandre-skillingarenowinalmostconstantflux.EmployerstoofacequicklyevolvingchallengesthatmustbeovercometoreaptherealproductivitygainspromisedbyAI

whileatthesametimeguidingstafftoreachtheirfullpotentialintheworkplace.

TheAdeccoGroup’sGlobalWorkforceoftheFutureresearch,nowinitsfifthyear,continuestoofferinsightsintohowAIisreshapingthelabourmarketandguidancetoorganisationsnavigatingan

uncertainlandscape.Thisyear’sreportexaminestheproductivitygainsfromAIandhowworkersfromaroundtheworldmustbesupportedbytheiremployerstoremainadaptableandfuture

ready.Thefindingsarelittleshortofremarkable.

Itistruethatemployeescontinuetoprioritisejobsecurity,but

theyarealsoshowingadriveforpersonaldevelopment,withmanyseekingtomakethemostoftheopportunitiesthatAIpresents.

Weseeworkersaroundtheworldembracingtheshifttoworksmarterandmorecreatively,leveragingAItechnologies.

However,thisprogressisuneven,andmoreguidancefrom

employersisrequired.Onlyaselectgroupthatwehaveidentifiedasfuture-readyworkers,aremakingthemostofopportunitiestodeveloptheircareers.Theseemployees,adaptableandambitious,arepreparedtoseekalternativeopportunitiesiftheydon't

experiencegrowthwheretheyare.

ThisiswhyIamconvincedthatemployersmustacttomaketheirbroaderworkforcefuture-readybyofferingupskilling,career

progression,andaworkplaceenvironmentthatembraces

sustainabilityforall.Thetechnologiesamongus–andthoseyettocome–callforurgentandadaptableactionbybusinessestomakesuretheirworkforcesremainengaged,productiveandexcitedbytheopportunitiesthatlayahead.

DenisMachuel,ChiefExecutiveOfficer,theAdeccoGroup

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Keyfindings

Employershavearesponsibilitytopreparetheirworkers

Workersareworriedaboutanuncertainfuture:

economicclimateandjobsecurityarefrontofmind.Morearestayingintheirjobs,butAI'simpacton

stabilityhasbeenunderestimatedoverthelast12monthsandemployeesarelookingforguidance.

40%

areconcernedaboutlong-termjobsecurity

83%

plantostaywiththeircurrent

employer-thehighestfigureinthreeyears(upfrom61%in2022)

13%

havelosttheirjobsbecauseofAI.In2023,just8%ofpeoplewereworryingaboutthis

Employersmustupskillagenerationoffuture-readytalent

Withsupportfromtheiremployers,aminoritygroupofworkersareoutperformingtherest.Companies

mustcommittoskillsgrowthtoincreasethissegmentoftheirworkforceandtrainfutureleaders.

only

11%

93%

95%

ofthesamplearefuture-readyworkers.Theyareadaptable,willingtobeflexiblewiththeircareerplans,andareproactiveaboutgrowingtheirskills

offuture-readyworkersaregivenapersonaliseddevelopmentplanfromtheiremployer(vs51%ofallworkers)

frequentlyparticipateinleadershiptrainingprovidedbytheiremployer(vs57%ofallworkers)

Workerswantinternalmobility,

butemployersfailtoseethevalue

Areworkerslosingfaithintheiremployers'commitmenttotheirdevelopment?Moreemployeeswanttosee

internalmobility,butfewerarechoosingtostayspecificallytobeupskilled.

76%

saycompaniesshouldtrainexisting

employeesfordifferentrolesacrosstheorganisationbeforehiringexternal

candidates–up12pointssince2023

9%

Lessthanonein10plantostaytobereskilledforajobattheircompany-adropof7pointssince2023

52%

Onlyhalfofbusinessleaders*saytheyhavestrategiesinplacetoencourageinternalmobility

*TheAdeccoGroup,April2024,LeadingThroughtheGreatDisruption

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Keyfindings

AIimpactrevealshigh-valuehumanpotential

AsAIhasbecomemoreembedded,organisationshavebeenabletomeasureitsimpactonthe

workforce–andtheyareuncoveringproductivitygains.Manyworkersnowhavemorecapacityforcreativeorstrategicwork,buttheyneedbetterguidancetomaximisetheirpotential.

1

hour

28%

only

25%

istheaveragedailytimesavedfromusingAI

ofthosesavingtimeusingAIarespendingitonmorecreativework

havecompletedtrainingonhowtoapplyAIatwork

BuildtrustinAItoenableeveryemployeetodotheirbestwork

There'ssomuchchangehappeningintheworkplacethatlookingafteremployeementalhealthshouldbeapriorityforcompanies.Theymustaddressfears

thatAIwilladvantagecertainworkergroupsandcan

dothisbyshowingthattheyarecommittedtoinclusionandsustainableworkingpractices.

40%

46%

valuethehumanexpertiseofarecruitertoseepotentialinthembeyondtheirskillsandexperience,upfrom64%lastyear

76%

havefeltburnoutinthepast12monthsfromworkingtoohard,andthisjumpsto62%of

thosewhoareconcernedabouttheimpactofAIandhavebeennegativelyaffectedbyit

LessthanhalfareconfidentthattheirleadershaveenoughAIskillsandknowledgeto

understandtherisksofAIadoptionatwork

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SECTIONONE

Employershavea

responsibilityto

preparetheirworkers

Summary

Thenumberofemployeesstaying

withtheircurrentcompanyhas

increasedforthethirdyearinarow.

Manyaretryingtounderstandwhat

thefutureholds,andnearlyhalf

expecttheiremployertoeducate

themmoreonthechanging

worldofwork.

Despitethecautiouslandscape,

workersareproactive

aboutcareerprogression.They

wanttoremainemployable,and

theyseeAIasanopportunity

todevelopinnewdirections.

Workersareworriedaboutan

uncertainfuture.Theeconomyand

jobsecurityaremajorconcerns,

especiallybecausetheimpactof

workplaceAIisemerging.

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“Ibelievethatthecombinationofhumansand

AIwillcreatemorewondersinthisworld.ThosewhoembraceAIwilladaptanditwillimproveourworkflowandinnovativeideas.”

Audioengineer,USA,Entertainment

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Economicuncertaintyandjobsecurityfearsareshaping

theworkplace

Financialworriesarehavingabigimpactonworkers:nearlyhalfsayeconomicuncertaintyisfrontofmind,andjobstabilityisoneoftheirbiggestconcerns.

Flexibilityisthesecondbiggestinfluence,butemployeesbelievethatfortheircompanythisisalowerprioritythantalentshortagesandbusinessuncertainty.Workersareclearlyseeingagapherebetweenthemselvesandtheirleaders,whichemployershavearesponsibilitytoaddress.

40%

ofworkersareconcernedabout

“l(fā)ong-termjobsecurity”

Uncertainlandscape:employeessaytheeconomyishavingamajorinfluenceontheirworkoutlook

Economicuncertainty

FlexiblewaysofworkingDigitisation

ArtificialIntelligenceGenerativeArtificialIntelligenceTalentscarcityorskillsshortagesAutomation

BusinessuncertaintyTransitiontoagreeneconomyGeopoliticaluncertainty

32%

25%

35%

28%

30%27%

29%

25%26%

40%

26%26%

23%

38%

48%45%

21%

29%

18%

29%

InfluencingmyworkinglifeInfluencingmyemployer

‘Whichofthefollowingmegatrendshavethemostinfluenceonyourworkinglife/onyouremployer?’

Q1Whichofthefollowingmegatrendshavethemostinfluenceonyourworkinglife/onyouremployer|Q2Thinkingspecificallyaboutyourcurrentroleandcareerprospects,whichofthefollowingconcernyouthemost?

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EmployeesaregraspingtherealityofworkplaceAI

Workersappeartohaveunderestimatedthereal-worldimpactofAI.Twenty-threepercentofpeoplesaythatAIhasmadetheirskills

lessrelevant–aboutdoubletheproportionwhoexpectedthisin2023.Andlastyear,only8%ofpeoplefearedthatAIwouldmakethemlosetheirjob;thisyear,13%sayithas.ToavoidworkersbecomingfearfulofAI,employersmustbeclearaboutitsopportunitiesand

transparentabouttheimpact–bothgoodandbad–thatitcouldhaveonjobs.

2023sentiment

2024reality

“AIwillmakemyskillslessrelevanttothejobmarket”

12%

“AIhasmademyskillslessrelevant”

23%

“AIwillforcemetoconsiderachangeofprofession”

11%

“AIhasforcedmetoconsiderachangeofprofession”

21%

“AIwillmakemelosemyjob”

8%

“AIhasmademelosemyjob”

13%

2023CoreQ27Whatimpactwillthefollowing'megatrends’(AI)haveonyourjob?|2024Q12:DoyouagreeordisagreewiththesestatementsabouttheimpactofAIatwork?

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Employeesarestayingputuntiltheygetclarity

aboutthefutureofwork

Thenumberofemployeesstayingwiththeircompanyhasincreasedyearonyearsince2022–perhapsareflectionoftheuncertainworkenvironment.Workersalsowantmoredirectionfromtheiremployersonhowtheirjobsmightevolve:onlyoneinfiveseeitastheirresponsibilitytoeducatethemselvesonthechangingnatureofwork(adropofsevenpointssincelastyear),butnearlyhalfsaythatthisistheirleader'sormanager'sjob.Employerswillhavetogivetheirworkforceguidanceonthechangingnatureofworkanditsopportunities.

Highernumbersplantostaywiththeiremployerforthenext12months…

61%

76%

83%

202220232024

NETpercentageofworkerswhoplantostaywiththeircurrentcompany

…andmanyfeellessequippedthanlastyeartoeducatethemselvesaboutthefutureofwork

50%48%

27%

20%

Yourself

Leaderormanagerwithinyourcompany

20232024

Whoismostresponsibleforeducatingyouaboutthe

changingnatureofwork?

2024Q15/2023CoreQ2/2022Q26:Thinkingaboutyourprofessionalplansinthenext12months,whichofthefollowingbestappliestoyou?|2024Q3/2023CoreQ25:Whodoyoufeelismostresponsibleforeachofthebelow?-Educatingyouaboutthechangingnatureofwork

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Workerswanttoremainemployable,andtheyseeAI

aspartoftheirfuture

Employeesareworriedaboutlosingtheirjobsandarepreparedtoflextosatisfytheneedsoftheiremployer:71%arewillingtoadjusttochangingenvironmentsand69%saytheywillbeincreasinglycommittedtoskillsdevelopment.TheyalsoseeprospectsinAI:morethanhalfbelievethe

technologycouldtaketheircareersinanewdirectionwhile46%arealreadyseeingprogressionbenefitsintheircurrentroles.Inresponse,employersmustbuildonthismomentumandprepareworkerswithupskillinganddevelopmentopportunities,alongsideinvestingininternalmobilitytoeffectivelyredistributetalent.Maintainingthispeople-centricapproachwilldriveemployeeengagementandloyalty.

“Iamwillingtobeflexibleand

adaptabletoadjustto

changingenvironments”

71%

“Iintendtotakegreater

controlovermyskills

developmentinthefuture”

62%

69%

“AIskillsbroadenmyjobopportunities”

51%

“AIhasgivenmemore

opportunitiestolearnskills

andprogressinmyjob”

46%

20232024

Q5:Towhatextentdoyouagreeordisagreewiththefollowingstatements?|2024Q21/2023CoreQ17:Thinkingaboutyourprofessionaldevelopment,doyouagreeordisagreewiththefollowing?|Q12:DoyouagreeordisagreewiththesestatementsabouttheimpactofAIatwork?

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Recommendations

Employersneed

tocarryoutanhonest

appraisalofthefuture

ofworkandeducate

workersabouttheir

prospects

Employees

arecommittedbut

theyarealsolooking

foropportunities,so

employersshouldinvest

intalentdevelopment

aswellasnew

technologies

Workersare

startingtoseethe

trueimpactofAI.

Employersmustgive

themguidanceonthe

changingnatureof

workandits

opportunities

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Summary

Companiesmustinvestin

skillsdevelopmentand

progressionplanningifthey

wanttokeeptheirmost

valuableemployees.

Future-readyworkersare

morelikelythantheaverageemployeetobeguidedintheircareergrowthbyemployers,who seethemaspotentialleaders.

Aminoritygroupof‘future-

readyworkers’isoutperforming

therest.Tocreatemore

oftheseworkers,employers

mustrecogniseeach

employee’spotential.

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“AIwillleadtoabroaderscopeof

workwhereonemustthinkdeeply

andactindependently.”

Associate,Japan,Security

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11%

‘Future-readyworkers’:

stillasmallsegmentthatemployersmustnurtureandgrow

Ourresearchhasidentifiedaminoritygroupofemployeeswhoareequippedtonavigateanuncertainworkplaceandmaximisecareer

opportunitiesastheyemerge.Thistypeofworkerisadaptableandwillingtobeflexiblewiththeircareerplans.Theyembracenewtechnologiesandtheyhaveversatileskills.Wecallthemthe‘future-readyworkers’,*andtheycurrentlymakeupjust11%oftheworkforce.Tocreatemoreofthem,employersmustrecogniseandsupportthepotentialofallworkers.

‘Future-readyworkers’are:

“Iamwillingtobeflexibleandadaptabletoadjusttochangingenvironments”

“IamcomfortablewiththefactthatmyjobcouldchangecompletelyduetoAI”

“AIhasgivenmemoreopportunitiestolearnskills/progressinmyjob”

“IproactivelyexperimentwithdifferentwaysofusingAIatwork”

“Iregularlyinvestmyowntimeoutsideofworkinghourstodevelopmyskills”

Adaptable

Techsavvy

Proactive

“Ihaveappliedtheethical/responsibleuseofAItrainingtomywork”

“AIhasmadememoreproductive”

ofthesampleare‘future-readyworkers’

*Toqualifyasa‘future-readyworker’respondentsmustselect‘a(chǎn)gree’or‘stronglyagree’toallsevenofthestatementspresentedabove,whichweredispersedthroughoutthesurvey.

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Wherearethefuture-readyworkers?

ThispremiumtalentismostlikelytobefoundinIndia,ChinaandtheUSA,andtoworkinthefinancialandprofessionalservicessector.Theyarepredominantlymid-managerlevel,whichmeansthatiftheyaresupportedcorrectlytheyarewell-positionedtoinspirejuniorteammembersandcanhelptoincreasethenumbersoffuture-readyworkersfromthebottomup.

Country

1

China(14%)

4

Germany

(7%)

5

Australia

(5%)

India(19%)

USA(13%)

3

2

Industry

1

Financialservices,insurance,legalandprofessionalservices(32%)

2

3

Consumergoods,FMCG,retailande-commerce,supplychain(18%)

=3

Transportation,mobilityandautomotive(14%)

Technology(14%)

4

Manufacturingandlogistics(11%)

Seniority

1Managers(56%)

2Seniormanagers(25%)

3Leaders(9%)

4Non-managers(8%)

5Entrylevel(2%)

*theproportionoffuture-readyworkersthatcomefromeachcountry/industry/seniorityband

D1:Inwhichcountryareyoubased?D6:Inwhichsectordoyouwork?|D10:Whichofthefollowingbestdescribesyourpositionorlevelwithinyourcompany?

Fulldemographicbreakdownof‘future-readyworkers’availableintheappendix

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Future-readyworkersaremouldedbytheiremployers

Future-readyworkerssaytheiremployerscommittohelpingthemthroughouttheirskillsdevelopmentjourney.Theyarefarmorelikelythanthetotalsampletobelongtocompaniesthatprovideconsistent,clearcommunicationaboutworkplacechanges,andtheyaremuchmoreinformedaboutprogressionopportunities.Employersthatwanttoincreasetheirnumberoffuture-readyworkersmustworkmorecollaborativelywithallemployeestoidentifycommongoalsandgenerateexcitementabouttheirprospects.

Howareemployersbuildingfuture-readyworkers?

01Assess

Regularlyassessingthesuitabilityandrelevanceofcurrentskills

02Communicate

Holdingregularprofessional

progressionconversationsto

informaboutareasofdevelopmentandfutureopportunities

03Develop

Workingwithemployeestodeviseapersonalisedcareerdevelopmentplan

04Train

Investingeffectivelyin

developingemployeeskills,eitherthroughformaltrainingoron-thejoblearning

95%95%93%95%

58%58%51%56%

Future-readyworkersGlobalaverage

Q21:Thinkingaboutyourprofessionaldevelopment,doyouagreeordisagreewiththefollowing?‘Myemployeris…’

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Afuture-readyworkerwillleaveanemployerthatdoesn't

supporttheirambition...

Forfuture-readyworkers,fairpayanddevelopmentarenon-negotiables.Aftersalary,future-readyworkersareleavingforbetteropportunities–32%arepursuingjobsthatwillgivethemskillstobecomemoreemployableinthefuture,comparedwith23%oftheglobalworkforce.And30%arelookingforajobthatinvestsmoreinupskillingandtraining,comparedwith19%oftheglobalworkforce.Finally,future-readyworkersprioritiseupskillingovertraditional

careerprogression,suggestingtheyunderstandthevalueofnon-linearcareerpathsandadaptability.

Future-readyworkerswantfaircompensationanddevelopmentopportunities

Iwantabettersalary Iwantajobwithbetterwork-lifebalanceMycareerisnotprogressinginmycurrentcompanyIamunhappyinmycurrentjob

Iwantajobwithremote-workingopportunities

IwouldliketomovetoajobthatwillgivemeskillstomakememoreemployableinthefutureIwantajobwithmoreflexibilityregardingworkingschedules

Iamlookingfor/havebeenofferedabetteropportunityelsewhereMyworkisnotfulfilling/meaningful

IamworriedaboutburnoutorworkingtoomuchIamlookingforajobwithmoreinvestmentinupskilling/training

42%

32%

33%

27%

17%-10points

24%

18%

24%

28%

23%

32%+9points

22%

21%

20%

14%

20%

18%

19%

30%+11points

30%30%

Globalaverage

Future-readyworkers

51%

Q24:Yousaidthatyouwouldliketoleaveyourjobinthenext12months.Whichofthefollowingbestdescribeswhyyouwouldliketomakethischange?

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Buttheywillbeloyaltoanemployerthatmakesthemfeelvalued

Future-readyworkersaremotivatedtotakeadvantageoftrainingopportunitiesofferedbytheircompanies.Andtheyarevaluedbytheiremployers:57%saytheyreceive

highercompensationthantheirpeers.Employersthatmeetfuture-readyworkers'expectationsofskillsdevelopmentandcompensationarerewardedwithloyalty:89%intendtostaywiththeircompanyoverthenext12months.Butemployersthatdon’tcouldlosethesehigh-valueworkers:nearlyhalfofthefuture-readyworkerssaytheycouldfindnewopportunitieselsewherewithinonemonth.

Future-readyworkersstaywithemployerswhiletheirneedsarebeingmet

95%

64%

“Iregularlyparticipateintrainingprovidedbymyemployer”

21%

57%

peerswithinmyindustry”

“Iambetterpaidthancompanyormy

89%

83%

“Iintendtostayinmyjobforthe

next12months”

38%

47%

“IbelieveIcouldgetanewjobwithin

onemonth”

Future-readyworkersGlobalaverage

Q21:Thinkingaboutyourprofessionaldevelopment,doyouagreeordisagreewiththefollowing?|Q4:Doyoufeelyoursalaryisinlinewiththesalaryyourpeersreceiveinyour

companyoracrossyourindustry?|Q15:Thinkingaboutyourprofessionalplansinthenext12months,whichofthefollowingbestappliestoyou?|Q16:Howlongdoyouthinkitwouldtakeyoutofindanewjobifyouhadtostartsearchingforajobtomorrow?

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Future-readyworkersarethenextgenerationofleaders

Nearly60%ofbusinessleaderssurveyedinourpreviousresearch*seecareerdevelopmentandleadershipsuccessionplanningasimportantwaystocloseskillsgapswithintheircompanies,andfuture-readyworkersarebeingmanoeuvredintoposition.Most(92%)agreethattheiremployersareinvestingin

theirlong-termskills,while95%saythey’rebeingtrainedinleadershipandsoftskills.Furthercommitmenttodevelopingfuture-readyworkersusingthefourstepssetoutabove–assess,communicate,develop,andtrain–willkeeptheorganisationadaptable.

Future-readyworkersaremorelikelytosaythattheiremployerispreparingthemwithlong-termskills

50%

92%

They’remorelikelytoparticipatein

leadershiptrainingorsoftskillstrainingprovidedbytheiremployer

57%

95%

Andbusinessleaders*agreethat"skillsgapsarebestclosedbyimprovingcareerdevelopmentandleadershipsuccessionplanning"

59%

Future-readyworkersGlobalaverage

Q5:Towhatextentdoyouagreeordisagreewiththefollowingstatements?|Q21:Thinkingaboutyourprofessionaldevelopment,doyouagreeordisagreewiththefollowing?*TheAdeccoGroup,April2024,LeadingThroughtheGreatDisruption:Q14.Towhatextentdoyouagreewiththefollowingstatementsaboutskillsanddevelopment?

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Recommendations

Organisationsmust

aligntalentstrategy

withthefundamental

shifttoaskills-based

ratherthanajobs-

basedeconomy

Employersneed

tonurturetheirfuture

leaderstofillskillsgaps

andlaythefoundations

foramoreadaptable

workforce

Employerscan

createmorefuture-

readyworkersby

workingcollaboratively

withemployeesto

implementlong-term

skillsdevelopment

plans

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Summary

Areemployeesstaying

becauseofthecurrentclimate

ratherthantheirsatisfaction

withtheirworkprospects?If

employersdon'tinvestin

training,theycouldlosetheir

mostvaluableemployees.

Workerswanttoseemore

professionaldevelopment

opportunities,buttheysay

theiremployers’

commitmentisplateauing.

Employersfacesignificanttalentgaps,butthey’refailingtoseethevalueinprofessionaldevelopment.

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"Istronglybelievethatcompanies,

whethersmallorlarge,shouldtraintheir

employeesforthedigitalrevolutionthat

AIwillbeinthenearfuture.

Worker,Italy,Janitorial

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Workerswanttobeupskilled,butbusinessesaren'tdoingit

Companyleaders*saytheyfacechallengescausedbyskillsshortages,andtheyappeartobeoverlookingthepotentialforinternaltalenttofillthesegaps.Thismentalityisatoddswithworkerswhoareincreasinglylookingtobeupskilled:76%ofemployees(comparedwith64%lastyear)saythatcompanies

shouldtrainexistingemployeesfordifferentrolesbeforehiringexternalcandidates.Companyleadersaredependingtoomuchonbuyingtalent–instead,theyshouldtakeabalancedapproachalsobuildingskillsfromwithin.Investinginupskillingandinternalmobilitywillgiveorganisationsacompetitive

advantage,enablingthemtosuccessfullynavigatechange.

Businessleadersneedtomakemoreofexistingtalentopportunities

65%

52%

ofbusinessleaders*agree

thatskillsshortagesarehaving

amoderatetosignificant

impactontheircompany

Butonlyhalfhave

implementedstrategiestoencourageinternalmobility

Whileemployeesvalueinternalmobilitymoreandmore

64%

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