2019 年全球人才趋势(英文)

H E A LT H W E A LT H C A R E E R

G L O B A L TA L E N T T R E N D S2019

CONNECTIVITY

IN THE

HUMAN AGE

Scenarios abound about the future of work and the implications for individuals, companies, and societies. Technological advances, government policies, and employee expectations are reshaping what we know as work, while the pace of change continues to accelerate. As artificial intelligence (AI) and automation infuse into everyday life, the opportunities for how people will work and live are significant. But how do we stay ahead? In an age defined by the intersection of artificial and human intelligence, it is more vital than ever that we focus on achieving an equitable, productive, and sustainable future for all.

ANTICIPATING A SURGE IN WORKFORCE DISRUPTION

Technology transformation

? Financial Services ? Life Sciences ? Healthcare

Threat of new competition

? Consumer Goods ? Energy

? Technology ? Retail

Rising customer expectations

? Automotive ? Insurance

F I

G U R E 1.

T O P D R I V E R S O F D I S R U P T I O N B Y I N D U S T R

Y

I N T R O D U C T I O

N

F I

G U R E 2. T O P

H U M A N C A P

I TA L R I S K S

In this year’s study, 73% of executives predict significant industry disruption in the next three years — up from 26% in 2018. This sharp shift in perception about the future business environment applies across geographies and industries, although it is most pronounced in the Life Sciences, Consumer Goods, and Energy sectors (Figure 1). More than half of executives expect AI and automation to replace one in five of their organization’s current jobs. But this is only half the story, as AI and automation will also create 58 million net new jobs by 2022, according to estimates from the World Economic Forum. This unprecedented shake-up demands new workforce strategies to stay ahead.

Amid the prediction of disruption lies confidence: Four out of five executives believe their company can lead disruption in their industry, and nearly all are taking action to prepare for the future of work. As organizations ready themselves, there are significant human capital risks — from the inability to close the skills gap to low engagement — that can slow the progress of transformation (Figure 2).

*Top concerns for high-growth companies

*

Top concerns for moderate-growth companies

1

There are mixed opinions about this year’s business climate. Buoyed by pro-business policies, some predict the world is on the cusp of significant economic opportunity — with technological advances and innovation promising greater productivity and more balanced lives. At the same time, there is mounting concern that unresolved geopolitical tensions will dampen global growth.

Business leaders worry most about the relentless march of competitors (traditional and new) and the shifting opportunities offered by technology. Concerns around talent migration and corporate responsibility to address societal issues have increased significantly since last year. Add to that

cybersecurity risks and changing business regulations, and companies are facing pressure on multiple fronts (Figure 3).

E C O N O M I C P R E S S U R E S M O U N T I N G

0%10%

20%

30%

40%

50%

Executives are more concerned

T a l e n t m i g r a t i o n R e g i o n a l i z a t i o n /o n s h o r i n g

C o m p a n i e s ’ r e s p o n s i b i l i t y f o r s o c i e t a l i s s u e s C o n s u m e r i n t e r e s t i n e t h i c a l p r o d u c t s I n c r e a s e d b o r d e r c o n t r o l /r e g u l a t i o n C y b e r s e c u r i t y I m m i g r a t i o n p o l i c i e s I n c r e a s e d s t r e n g t h o f e m e r g i n g m a r k e t s C h a n g e s i n b u s i n e s s / t a x r e g u l a t i o n s C h a n g e s i n l a b o r r e g u l a t i o n s It is precisely during these times of change that employees look to their employers for direction and inspiration. Job security is one of the top three reasons people joined their company and the main reason they stay. As organizations move from anticipating the future of work to actively preparing for it, they can bring people along on the journey by upholding the values individuals admire, actively managing the change process, and remembering that it is people who make transformations stick.In the Human Age 1, the most significant threats to successful organizational transformations are

rooted in human capital risk, including the stress triggered by individuals feeling a lack of control in the face of uncertainty.2 Yet only one in three executives rates their company’s ability to mitigate people risks as “very effective.” This perception may be based on a lack of focus — only 29% of HR leaders strongly agree that their business executives prioritize human capital risks.

H U M A N C A P I T A L R I S K S L O O M I N G

1

An era dictated more than ever before by human behavior and one that will be defined by rapid human evolution 2World Economic Forum, in partnership with Marsh & McLennan Companies and Zurich Insurance Group. (2019). The Global Risks Report 2019. Available at: https:///reports/the-global-risks-report-2019F I G U R E 3. E M E R G I N G S O C I O E C O N O M I C F O R C E S

2

T H I S Y E A R ’S S T U D Y We received input from more than 7,300 respondents including C-suite executives HR leaders employees across geographies and industry sectors FOUR KEY TRENDS FOR 2019800+1,600+4,800+169T R E N D O N E : A L I G N I N G W O R K T O F U T U R E V A L U E Unlock growth in the new world of work by redesigning jobs and moving people to where future value will be created T R E N D T W O : B U I L D I N G B R A N D R E S O N A N C E Listen carefully and learn from data to …… 此处隐藏：5867字，全部文档内容请下载后查看。喜欢就下载吧 ……