美世咨詢：2024年全球人才趨勢–亞洲篇

Workforce2.0

amachine-augmentedworld

Unlockinghumanpotentialin

GlobalTalentTrends

2024

Introduction

Drivehuman-centricproductivity

Anchorto

trustandequity

Surveydemographics

Cultivatea

digital-firstculture

Conclusion

Boostthecorporateimmunesystem

Introduction

Theworldofworkisinfullmetamorphosis,

foreverchangedbytheseismicshiftsof

thepastfewyearsandacceleratedbythe

imminenthuman-machineteamingrevolution.

Justasorganizationsweresettlingintoanewnormal—withafocusonhybridworking,

comprehensivehealthandwell-being,

digitalization,andupskilling—Generative

AI(GenAI)burstontothescene.Changing

notonlyhowpeopleworkbutthework

experienceitself,GenAIhasbeenmetwithequalmeasuresofuneaseandexcitement.

Willitproducearealproductivitylift?Can

theincreasedriskexposurebeeffectively

managed,andisitworthit?Whatwillbe

thepermanentimpactonthecompetitive

landscape?Thesearetheconversations

dominatingboardroomsandteamchats,

withoneuniversaltruthemerging:Unlockingthepotentialofthisnewworldofwork

meanskeepingpeopleattheheartofthetransformationagenda.

Thankyoutothe12,200+C-suiteexecutives,HRleaders,employees,andinvestorswhoparticipatedinthisyear’sstudy.

Thereisnoescapingtheneedfornewwaysofworkingandnewwaystovalueworkers.Thesocietaldynamicsemanatingfromthelastfewyears(includinglouder

callsforfairpay,betterworkingconditions,andlessenvironmentalimpact)areaggressivelyreshapingtheworkcontract.LeadingcompaniesarerethinkingtheirPeoplepractices,andleveraginggreatertalentsciencetoensureamoresustainable,equitableandintuitiveworkexperience.

Theurgencyiscomingfromallstakeholders.Twoinfiveworkersbelievethattheworldofworkisfundamentallybrokenandoneinfourwishtheydidn’thavetoworkatall.Peoplecravethepeaceofmindthatcomeswithjobsecurityandfinancialwell-being—staplesthatbecomeincreasinglyimportantduringtimesofupheaval.

Executivesarealsoseekingsolidground,focused

onkeepingtheirbusinessrunningbyaddressing

inflation,digitalacceleration,andalternativeworkmodels(seeFigure1).Climateconcernsarehittingcloserto

homeasmorefrequentextremeweathereventsimpactbusinesscontinuity.Cyberriskhasbeenbumpedfromitstopspotin2022,andsignificantlyfewerexecutivesareaccountingforanoverallheightenedriskenvironmentintheirplans.HRremainsanxiousaboutrisinglabor

costs,managingaremoteworkforce,andskillsshortages.And89%ofassetmanagersseeanengagedworkforceasakeydriverofcompanyvalue.

Figure1.Geopoliticalandsocioeconomicforcesimpactingthree-yearplans

C-suitequestion:Whichofthefollowingareinfluencingyour3-yearplans?(Selectuptofive)

52%

Inflation,currency,andcapitalconcerns

DigitalaccelerationincludingAI

46%

Riseofalternative,flexible,ordistributiveworkmodels

42%

Shiftingeconomicinterests

37%

Extremeweatherornaturaldisastersacceleratedbyclimatechange

35%

Newbusinessentrantsanddigital-firstdisruptors

32%

Cyberrisk

29%

Stakeholdercapitalism

25%

Businessinterruptionrelatedtohealthcrisis

23%

Roleoforganizationsindrivingsocialimpact/equity

20%

Healthandwealthprotectiongap

19%

Supplychaininterruptions/challenges

18%

Politicalunrest/war

16%

Risinghealthcarecosts

12%

Overallheightenedriskenvironment

10%

8%

goals

Netzeroandenvironmental

Upfrom31%(5th)in2022

Upfrom27%(9th)in2022

Cyberriskwas#1in2022

Downfrom28%(8th)in2022

MercerGlobalTalentTrends20242

Introduction

Drivehuman-centricproductivity

Anchorto

trustandequity

Surveydemographics

Cultivatea

digital-firstculture

Conclusion

Boostthecorporateimmunesystem

TheC-suiteisbracingforrisk

Theturbulentbusinessenvironmentshowsnosigns

ofeasingup.Protractedconflicts,skittishfinancial

markets,andhighoperationalcostscontinuetohauntthebusinesscommunity.Addinaraftofelectionsin

keygeographiesin2024,andit’snowondernear-termrisksdominatetheC-suiteagenda.Thisfocusonthepresentisconcerninggivenexecutives’long-term

pessimism:Nearlytwo-thirdspredicta“stormy”or“turbulent”outlookoverthenext10years,accordingtothe

2024GlobalRisksReport

.

1

Weatheringthestormrequiresriskmanagementand

peoplemanagementstrategiesthatdrivelong-term

sustainability.Asorganizationsbraceforuncertainty,executives’topstrategiesforaneconomicdownturnaretelling:TheywilldoubledownonAIinvestment(43%),

reskilling(40%),anddigitaltransformation(39%).Only

oneinfivesaidtheywouldreducetheirworkforce(downfromoneinfourin2022).Thissignalsapositivetrendtowardbreakingtheexhaustingcycleof“churnand

burn”andreflectsHR’sfocusonbuildingfromwithinthisyear.Nearlytwo-thirds(63%)ofexecutivesbelievejobs,

notpeople,shouldbemaderedundant.Yetwithlessthanone-thirdveryconfidenttheycanmakehuman-machineteamingasuccess,navigatingthefutureofworkwill

requireattentiontopersistentpeopleissues.

Figure2:HRprioritiesforthe2024Peopleagenda

Colorkey

=Initiativesthatexecutivesbelievewilldeliverthemostbusinessgrowth

=Initiativesthatexecutivesbelievewilldelivertheleastbusinessgrowth

1.EnhancingtheEX/EVPtoattractandretaintoptalent

2.Investingmoreinbenefitstoimprovephysical/mentalhealth

3.Improvingworkforceplanningtobetterinformbuy/build/borrowstrategies

Onthe

agenda

for50%of

HRleadersglobally

11.Improvingsustainability/ESGaccountability,metrics,reporting

12.Combatingincreasedhealthandbenefitcosts

13.RollingoutnewHRtech/optimizingexistingplatforms

14.DeliveringonDEIgoals

15.Redesigningourworkoperatingmodelforincreasedagility

16.OptimizingtheHRservicedeliverymodel

17.Puttingsustainability/ESGattheheartofourbusinessagenda

18.DeliveringonWEFGoodWorkstandards

19.Cultivatingadigital-firstculture

20.Restructuring,downsizing,and/orsignificantM&Aactivity

Onthe

agendaforonly15%ofHRleaders

4.ImprovingourHR/Peopleanalyticscapabilities

5.RedesigningworktoincorporateAIandautomation

6.Enhancing/modernizingrewardspractices

7.Investingmoreinbenefitsrelatedtoretirementsavingsandfinancialwell-being

8.Designingtalentprocessesaroundskills

9.Improvingpeoplemanagers’capabilities

10.Investingintalentassessmentandemployeeskillsdevelopment

Lackofconsensusamongstakeholders

MostHRleadershaveplanstoenhancetheemployeevaluepropositionandexperiencethisyeartobetter

attractandretaintoptalent(seeFigure2).Fewerareprioritizingsustainabilityaccountability,

“GoodWork”

standards

,

2

anddiversity,equity,andinclusion(DEI)

goals,yetexecutivesseetheseareasastopdrivers

ofbusinessgrowththisyear.Seventypercentofassetmanagerssaythatacompany’speoplesustainability(includingturnover,employerbrandandtalent

pipelinestrength)iscriticaltoinforminginvestment

decisions,and55%citesocialsustainability(afocus

onequity,socialinclusion,andsocietalimpact)asa

secondarydriver(aheadofenvironmentalsustainabilityandgovernance)—recognitionthatPeoplerisks

arebusinessrisks.

MercerGlobalTalentTrends20243

Introduction

Drivehuman-centricproductivity

Anchorto

trustandequity

Conclusion

Surveydemographics

Cultivatea

digital-firstculture

Boostthecorporateimmunesystem

Makingwork“work”:

Whathelpsemployeesthrive

Despitesomesofteningofthelabormarket,

organizationsstillstrugglewiththeirtalent

pipeline—elevatingtheimportanceofretention

andputtingtheonusonmanagerstoensurethat

theirpeopleleaveworkfeelinggoodabouttheirdayandenergizedfortomorrow.Whatdrivesasenseofthrivingvaries,butaregressionanalysisshowsthat

42%ofthisvariancecanbeaccountedforacrossfivedimensions(seeFigure3).

Figure3:Whatreallymakesadifferencetoemployees

Financialstability

?“Mycompanyhelpsmeaffordmedicalcare.”

?“Mycompanyhelpsmeprepareforretirement.”

Psychologicalsafety

?“Icanbringmyauthenticselftowork.”

?“Ifeelempoweredtomakedecisionsindependently.”

?“Ourworkandworkpracticespromoteautonomyanddignity.”

?“Icanvoicemyopinionopenlywithoutfearofrepercussion.”

Senseofpurpose

?“Ibelievemyworkcontributestoaworthwhilemission.”

Digitalenablement

?“Wehaveadigital-firstculture.”

?“Ihaveaccesstothelatesttech(e.g.,GenAI)todomyjob.”

?“Myworkexperienceisdesignedtobringoutthebestinme.”

Skillsgrowthandjobsecurity

?“Iwillhaveacareeratmycompanyevenifmyjobiseliminated”

?“Mycompanyhelpskeepmyskillsuptodate.”

Organizationsarebeingtestedinnewways

Thisyear,solvingforbusinessagilityand

people

sustainability

iscritical

.3

HRprofessionalsin

high-growthcompanies(self-reported10%revenuegrowthorgreaterin2023)aremorelikelytodescribetheircompanyasagile(54%)andfocusedonthelongterm(49%)thanthoseinlow-growthcompanies(lessthan3%growth).Fewerthanhalfofexecutives(46%)areconfidenttheirorganizationcanmeetcustomer

demandwithitscurrenttalentmodel,andonly27%stronglyagreethattheirworkforcemodelsareagileenoughtopivottalentfromoneareatoanother.

Theproductivitygainsofyesteryearhaveruntheir

course.Thecostoflaborisnotabating,andoffshoring,near-shoring,andbusinessprocessre-engineering

arenolongermovingtheproductivityneedle.

Now,organizationshavetheopportunitytodeliver

technologyarbitrage

thatcannotonlyunleashthe

potentialoftheirworkforcebutofferanew(andmuchneeded)costandreturnlandscape.

4

GenAIishere,and

it’schangingthegame.Overhalfofexecutives(54%)

believethattheirbusinesseswillnotsurvivebeyond2030withoutembracingAIatscale.Tocapitalizeonthemostsignificanttechnologicalbreakthroughofourtime,

organizationsneedtoensurethattheirbusinessandpeopleplansareamplifyinghumanprogress.

Organizationsthatareoutpacingcompetitorsare

stridingaheadonfourpriorities.Theyrecognizethathuman-centricproductivityrequiresattentiontohowworkisevolvingandtheskillsandmotivationsof

thosedoingthework.Theyappreciatethattrustisthetruedialogueofwork,fortifiedthroughtransparencyandequitableworkpractices.Asrisksbecomemore

connectedandlesspredictable,theyunderstandthatanewlevelofriskawarenessandmitigationisessentialtobuildingareadyandresilientworkforce.They

acknowledgethatasworkbecomesmorecomplex,itwillbecriticaltosimplify,engageandinspiretheirworkforcetowardadigitally-infusedfuture.Ithasneverbeenmorecriticaltodesignfortomorrow,

planfortransitions,andcultivateaculturewhereallstakeholderscanthriveinperpetualmotion.

MercerGlobalTalentTrends20244

Introduction

Surveydemographics

Anchorto

trustandequity

Cultivatea

digital-firstculture

Conclusion

Boostthecorporateimmunesystem

Drivehuman-centricproductivity

Drivehuman-centric

productivity

SolvetheproductivityequationwithAI,assessmentandworkdesign

Introduction

Drivehuman-centricproductivity

Anchorto

trustandequity

Surveydemographics

Cultivatea

digital-firstculture

Conclusion

Boostthecorporateimmunesystem

Drivehuman-centricproductivity

Therapidriseofhuman-machineteamingpresentsanurgentopportunitytore-examinetheproductivityequation.The

newmathmusttakeintoaccountAI’sabilitytoaugment

humancapability,improveefficiencyandfuelinnovationsin

bothbusinesssolutionsandpersonalizationoftheemployee

experience.ButAIisonlyonesideoftheequation.Leading

companiesarecomplementingemergingtechnologieswith

agiletalentmodelsandhuman-centricworkdesign—both

crucialinreshapinghowworkgetsdoneandquantifyingthe

valuedeliveredbyeachworker.Thisrequiresdeepinsightsintoskillsdemandandsupply,aswellasinvestmentinupskilling.Keepingpeopleattheheartoftheproductivityequation

ensuresthatthegainsdeliveredwillbesharedbyall.

Crackingthecodeonproductivity

Followingyearsof

weakoutputgrowth

anddiminishingreturnsfrom

traditionallaborarbitrage,

5

it’snosurprisethatincreasingproductivityis

thenumberonedriverofbusinesstransformationplansthisyear.The

pandemicsparkedamoreinclusivemodelofproductivity—andexecutivesunderstandthatacontinuedfocusonworkforceupskilling/reskilling,

employeewell-being,andprocess/workflowoptimizationwillberequiredtoboostproductivityin2024andbeyond(seeFigure4).

Figure4.Givenproductivityisthe#1driveroftransformationthisyear,whatcouldmovetheneedle?

C-suitequestion:Investmentinwhichareaswouldgivethebiggestboosttoproductivityinyourorganization?(Selectallthatapply)

51%

Employeeup/reskilling

Physicalandmentalwell-beinginitiatives

45%

Processoptimization&workflowmanagement

44%

GenerativeAI

40%

Simplifiedorganizationalstructure

37%

Workforcedeploymentplatforms

34%

Cybersecuritymeasurestopreventdisruptions

31%

Self-servicesolutionsforroutineinformation

27%

Workforcemonitoringandfeedback

25%

22%

Workredesignefforts

MercerGlobalTalentTrends20246

Introduction

Drivehuman-centricproductivity

Anchorto

trustandequity

Conclusion

Surveydemographics

Cultivatea

digital-firstculture

Boostthecorporateimmunesystem

Now,organizationslargeandsmallareracingto

capturetheupsideof“augmentedintelligence.”Fifty-sixpercentofexecutivesseeAIasajobcreatorintheir

organization(44%believetheopposite),butwith

oneinfoursayingthatAIwillfundamentallychange

theirbusinessmodel,changeswillpermeateacrossalljobs.BothexecutivesandHRaregrapplingwithone

question:Whatwillbetheimpactontheworkforceandtheskillsneededtocompete?GenerativeAIisalreadyaugmentingjobsatthetasklevelanddemandinga

shiftinskillsets(seeFigure5),usheringinanewdebatearoundhowbesttomeasure,reward,andcultivate

humancontribution.

Ifnewtechnologiespromiseefficiencyhikes,whydo

productivitygainsremainsoelusive?Onereasonis

thattechdeploymentsarenottranslatedintonewwaysofworkingandnotenoughtimeisspentonhelping

peoplemakethechange.Anotheristhattraditional

“hours-in,widgets-out”

measuresofproductivity

,whileeasytoquantify,failtoreflectworkers’longer-term

contribution.

6

Manybusinessleadersagree:Onein

fourexecutivessaythattoday’sproductivitymetricsdonotfullycapturethevalueworkersprovide.Andworkersthemselvesfeelcommoditized,withnearlytwoinfiveemployees(39%)believingtheyaremorereplaceableandlessvaluedthanbeforethepandemic.

Incremental

productivity

gain

(10–30%)

Figure5.Thepowerof“And”—HowGenerativeAIisaugmentingjobs

80%oftoday’sjobsare

likelytobe

affectedbyGenerativeAI

Mostimportantly,virtuallyalljobswillseetheircoretaskschange

significantly

Transactional

Relational

Expertise

Transactional

Relational

Expertise

SubstitutedbyRPA+AI

AugmentedbyAI

Humanwork

AugmentedbyAI

Humanwork

19%of jobswillsee50%oftheirtasksaffected

Today~2027~2027

Source:

1OpenAI,OpenResearch,andtheUniversityofPennsylvania

2BrookingsResearch

3GoldmanSachsResearch,ReinventingJobs:A4-StepApproachforapplyingautomationtowork(JesuthasanandBoudreau,HBRPress2018)

MercerGlobalTalentTrends20247

Introduction

Drivehuman-centricproductivity

Anchorto

trustandequity

Surveydemographics

Conclusion

Cultivatea

digital-firstculture

Boostthecorporateimmunesystem

Thepastfewyearshave

underscoredtheimportanceof

workers’energylevelsasadriverofproductivity.Whenaskedwhatgetsintheway,workersnoted

busywork,toomanyinterruptions,ineffectiveorganizationalstructures,andunsustainableworkloads

(seeFigure6)—withfifty-sevenpercentofemployeesreportingthattheyareworkinglongerhoursthaneverbefore.Whileemployeesdonotseealackofautonomyas

anissue,theydopointtopoorworkdesign,ineffectiveworkhabits,andadesireforgreaterdirectionandfeedback.AIand

skillsarepartoftheequation,butmovingeveryonetonewwaysofworkingandcreatingspaceforupskillingintheflowofworkis

goingtobecriticaltosuccess.

Tacklingthesechallengesrequiresincreasedattentiontocapacity

planning,workdesigntoeliminate

non-value-addingwork,anduse

ofAItoolstoimproveskills/task

matching.Addressingpoorly

designedjobsandmakingwork

moreattractivecanmitigate

productivitylossintheshorttermandboostproductivityinthelongerterm—allowingforjunior-fication,non-traditionalhires,andmore

widespreaduseofearly/mid

careermoves.Sustainingahealthytalentpipelinealsorequiresa

shiftfrombadgeswipestomore

holistic,impact-basedmeasuresofvaluecreation.Therehasbeen

arecentshiftatthetopofthe

house:Executivesarebeingheld

moreaccountableforhuman

capitalmetricsthatdirectlyor

indirectlyimpactproductivity,suchasemployeehealthandwell-being

(50%ofexecutiveshavethison

theirscorecard,upfrom40%in

2022and21%in2020),deliveringonGoodWorkstandards(43%thisyear),andemployeeengagement(40%).

Figure6.Biggestdrainsonemployeeproductivity

Employeequestion:Whatkeepsyoufrombeingmostproductiveatwork?(Selectallthatapply)

42%

Toomuch"busywork"(tasksthatdon'taddvalue)

Toomanyinterruptions/notenough“thinking”time

38%

Ineffectiveorgstructure(e.g.,matrixed,siloed,etc)

35%

Workloadthatistoohigh/unsustainable

32%

Stress

29%

Difficultyfindingtherightinformation/experts

26%

Toomanymeetings

23%

Toomuchchange

21%

Lackofdirectionandfeedback

20%

InabilitytoworkwhenandwhereIworkbest

17%

Beingaskedtolearn/usenewtechnologies

16%

13%

Lackoftrust/autonomytodomyjob

MercerGlobalTalentTrends20248

Introduction

Drivehuman-centricproductivity

Anchorto

trustandequity

Conclusion

Surveydemographics

Cultivatea

digital-firstculture

Boostthecorporateimmunesystem

Howasolartechnologycompanycentersskills

developmentasacatalystforgrowth

Ascountriessetclimategoalsto

reducetheircarbonfootprint,LONGi,agloballeaderinsolartechnology,isexpandingtomeetthisrising

demandwhilenavigatingintense

competition.Tofendoffskillsscarcityanddriveconsistentgrowth,LONGire-evaluatedtheirproductivity

equationandstrengtheneditstalentpipeline,focusingonredesigningcareerpathways.

LONGifirstaddedstructuretojobgrading,performancemanagement,

andcompensationmanagement

toaddressinconsistencieswhich

hadimpactedrecruitmentand

careerdevelopmentprocesses,

evidencedbymanagers’uncertaintyinoutliningjobrequirements.

LONGicouldn’taffordtolose

groundgiventhestrictregulationssurroundingproductquality,so

theirHRManagementCenter

implementedarobustjobgradingsystemandredesignedcareerpathswithaskillslenstobetteralignwithbusinessneeds.

Aspartofstrategicworkforce

planning,LONGiinventoriestalentandskillsbyaligningbusiness

strategy,organizationalcapabilities

andpositionrequirements.To

improveskillsbenchmarking,theytransitionedfromanicebergmodelofcompetenciestoaconcentric

circlemodel.Thenewapproach

aidsinternalandexternaltalent

selectionbyidentifyingcoreskillsandemployeedifferentiators

across33jobcategoriesand121sub-categories.Thisallowsthe

teamtoassessperformance,

values,potential,andabilityusingatalentreviewmatrixandidentifyhigh-potentialtalenttosupportbusiness-criticalcampaigns.

LONGialsoidentifiedsixkey

leadershipcapabilities,which

formthebasisfortheirleadershipdevelopmentprograms.

LONGi’stalentdevelopment

model,“Learn,Test,Train,

Practice,Assess,”promotes

practicalexperience,rapid

training,deploymentandskillsdevelopment.Theirholistic

approachtoperformance

managementcombinestypicalperformancereviewswith

project-basedassessment,inwhichtheprojectmanagerconsiders

bothindividualandcollaborative

success.Ongoing“empowermentprojects”(includingjob-related

training,jobrotations,and

internalgigs)accelerategrowthopportunitiesfurther.Thisfocusoninternalskillsdevelopmentoveroutsidehiringispayingoff:

Theinternaltalentgrowthrate

increasedby15percentagepointsYOY(from20%to35%).

MaFuhai,GeneralManageroftheHumanResourceManagement

Center,sharestheupside:

“Bypromotingthecontinuous

improvementofskills,asustainabletalentpipelineisestablished,

therebyensuringthecontinuity

ofbusinessdevelopment.This

achievesthetriplebenefitsof

skillenhancement,productivity

improvement,andfuturebusinesssustainability,layingasolid

foundationforthecompanytocontinuouslyinnovateintherapidlychangingmarket.”

RedesigningcareerpathwaysforasustainabletalentpipelineatLONGi

MercerGlobalTalentTrends2024

9

Introduction

Drivehuman-centricproductivity

Anchorto

trustandequity

Surveydemographics

Conclusion

Cultivatea

digital-firstculture

Boostthecorporateimmunesystem

Figure7.Increasingproductivitythroughintentionalworkdesign

HRquestion:Whichworkdesignchangeshaveyourecentlymadeorareplanningfor2024?(Selectallthatapply)

RecentlyimplementedPlanningfor2024Notonourroadmap

Definingwhichrolesaremostsuitabletoagileworking47%36%17%

Identifyingrolesmostsuitableforjobsharing

46%

36%

18%

Identifyingskills/rolesbestservedbygig/freelanceworkers

45%

35%

20%

Identifyingrolesmostsuitableforhybrid/remoteworking

48%

37%

15%

QuantifyingtheROIofworkdesignand/ortechinvestments

40%

43%

17%

Bringingmorerolesbackintotheorganization(in-sourcing)

43%

39%

19%

Engaginginco-opetition(collaboratingwithcompetitors)

42%

37%

21%

Joiningatalentconsortiumtosharetalentwithothercompanies

41%

37%

22%

Outsourcingasignificantportionoftheworkforce

42%

37%

21%

Transitioningsomeemployeestogig/freelancerstatus

38%

38%

24%

Redesigningcareermodels/pathways

41%

45%

14%

Deconstructingjobsintotasksforreconfiguration

39%

41%

20%

Movingmorerolesoffshore

40%

34%

25%

Designingworkfornewdemands

Fifty-threepercentofexecutivesprojectthatAIandautomationwillbringa10-30%productivityboost

totheirorganizationoverthenextthreeyears,andanadditional

40%seeanevengreaterupside.

EstimatessuggestthatAIcould

add

trillionsofdollars

totheglobaleconomy.

7

Whilethesefigures

arealluring,productivitygainswillremainoutofreachunless

organizationstakeafundamentallookathowworkisdonetodayandactivelyredesignitfor

amachine-augmentedfuture.

Employeesreportthatone-third

oftheirworktodayismundaneandrepetitive,presentinganobvious

opportunityforprocessand

cognitiveautomation.ButAIholdspromiseasmorethanjustan

efficiencyplay.One-third(32%)ofexecutivesbelieveAIwilladdthe

mostvalueintheirorganization

byamplifyingintelligencetoenablehigherqualitywork.Theyseethe

potentialofhuman-machine

teamingtomitigatesomeofthe

mostpressingtalentrisksofour

time—