2024年全球人才趨勢(shì)-亞洲篇（英）-68正式版

Workforce2.0Unlockinghumanpotentialinamachine-augmentedworldGlobalTalentTrends2024IntroductionDrivehuman-centricproductivityAnchortotrustandequityBoostthecorporateimmunesystemCultivateadigital-?rstcultureConclusionSurveydemographicsIntroductionTheworldofworkisinfullmetamorphosis,foreverchangedbytheseismicshiftsofthepastfewyearsandacceleratedbytheimminenthuman-machineteamingrevolution.Justasorganizationsweresettlingintoanewnormal—withafocusonhybridworking,comprehensivehealthandwell-being,digitalization,andupskilling—GenerativeAI(GenAI)burstontothescene.Changingnotonlyhowpeopleworkbuttheworkexperienceitself,GenAIhasbeenmetwithequalmeasuresofuneaseandexcitement.Willitproducearealproductivitylift?Cantheincreasedriskexposurebeeffectivelymanaged,andisitworthit?Whatwillbethepermanentimpactonthecompetitivelandscape?Thesearetheconversationsdominatingboardroomsandteamchats,withoneuniversaltruthemerging:Unlockingthepotentialofthisnewworldofworkmeanskeepingpeopleattheheartofthetransformationagenda.Thereisnoescapingtheneedfornewwaysofworkingandnewwaystovalueworkers.Thesocietaldynamicsemanatingfromthelastfewyears(includingloudercallsforfairpay,betterworkingconditions,andlessenvironmentalimpact)areaggressivelyreshapingtheworkcontract.LeadingcompaniesarerethinkingtheirPeoplepractices,andleveraginggreatertalentsciencetoensureamoresustainable,equitableandintuitiveworkexperience.Figure1.Geopoliticalandsocioeconomicforcesimpactingthree-yearplansC-suitequestion:Whichofthefollowingareinfluencingyour3-yearplans?(Selectuptofive)Upfrom31%(5th)in2022Inflation,currency,andcapitalconcernsDigitalaccelerationincludingAIRiseofalternative,flexible,ordistributiveworkmodelsShiftingeconomicinterestsUpfrom27%(9th)in2022Theurgencyiscomingfromallstakeholders.Twoinfiveworkersbelievethattheworldofworkisfundamentallybrokenandoneinfourwishtheydidn’thavetoworkatall.Peoplecravethepeaceofmindthatcomeswithjobsecurityandfinancialwell-being—staplesthatbecomeincreasinglyimportantduringtimesofupheaval.Executivesarealsoseekingsolidground,focusedonkeepingtheirbusinessrunningbyaddressinginflation,digitalacceleration,andalternativeworkmodels(seeFigure1).Climateconcernsarehittingclosertohomeasmorefrequentextremeweathereventsimpactbusinesscontinuity.Cyberriskhasbeenbumpedfromitstopspotin2022,andsignificantlyfewerexecutivesareaccountingforanoverallheightenedriskenvironmentintheirplans.HRremainsanxiousaboutrisinglaborcosts,managingaremoteworkforce,andskillsshortages.And89%ofassetmanagersseeanengagedworkforceasakeydriverofcompanyvalue.ExtremeweatherornaturaldisastersacceleratedbyclimatechangeNewbusinessentrantsanddigital-firstdisruptorsCyberriskCyberriskwas#1in2022StakeholdercapitalismBusinessinterruptionrelatedtohealthcrisisRoleoforganizationsindrivingsocialimpact/equityHealthandwealthprotectiongapSupplychaininterruptions/challengesPoliticalunrest/warRisinghealthcarecostsThankyoutothe12,200+C-suiteexecutives,HRleaders,employees,andinvestorswhoparticipatedinthisyear’sstudy.Downfrom28%(8th)in2022OverallheightenedriskenvironmentNetzeroandenvironmentalgoalsMercerGlobalTalentTrends20242IntroductionDrivehuman-centricproductivityAnchortotrustandequityBoostthecorporateimmunesystemCultivateadigital-?rstcultureConclusionSurveydemographicsTheC-suiteisbracingforriskFigure2:HRprioritiesforthe2024PeopleagendaColorkey=Initiativesthatexecutivesbelievewilldeliverthemostbusinessgrowth=InitiativesthatexecutivesbelievewilldelivertheleastbusinessgrowthTheturbulentbusinessenvironmentshowsnosignsofeasingup.Protractedconflicts,skittishfinancialmarkets,andhighoperationalcostscontinuetohauntthebusinesscommunity.Addinaraftofelectionsinkeygeographiesin2024,andit’snowondernear-termrisksdominatetheC-suiteagenda.Thisfocusonthepresentisconcerninggivenexecutives’long-termpessimism:Nearlytwo-thirdspredicta“stormy”or“turbulent”outlookoverthenext10years,accordingtothe2024GlobalRisksReport.1Ontheagendafor50%ofHRleadersglobally1.EnhancingtheEX/EVPtoattractandretaintoptalent2.Investingmoreinbenefitstoimprovephysical/mentalhealth3.Improvingworkforceplanningtobetterinformbuy/build/borrowstrategies4.ImprovingourHR/Peopleanalyticscapabilities11.Improvingsustainability/ESGaccountability,metrics,reporting12.Combatingincreasedhealthandbenefitcosts13.RollingoutnewHRtech/optimizingexistingplatforms14.DeliveringonDEIgoals5.RedesigningworktoincorporateAIandautomation6.Enhancing/modernizingrewardspractices15.Redesigningourworkoperatingmodelforincreasedagility16.OptimizingtheHRservicedeliverymodelWeatheringthestormrequiresriskmanagementandpeoplemanagementstrategiesthatdrivelong-termsustainability.Asorganizationsbraceforuncertainty,executives’topstrategiesforaneconomicdownturnaretelling:TheywilldoubledownonAIinvestment(43%),reskilling(40%),anddigitaltransformation(39%).Onlyoneinfivesaidtheywouldreducetheirworkforce(downfromoneinfourin2022).Thissignalsapositivetrendtowardbreakingtheexhaustingcycleof“churnandburn”andreflectsHR’sfocusonbuildingfromwithinthisyear.Nearlytwo-thirds(63%)ofexecutivesbelievejobs,notpeople,shouldbemaderedundant.Yetwithlessthanone-thirdveryconfidenttheycanmakehuman-machineteamingasuccess,navigatingthefutureofworkwillrequireattentiontopersistentpeopleissues.7.Investingmoreinbenefitsrelatedtoretirementsavingsandfinancialwell-being8.Designingtalentprocessesaroundskills17.Puttingsustainability/ESGattheheartofourbusinessagenda18.DeliveringonWEFGoodWorkstandardsOnthe9.Improvingpeoplemanagers’capabilities19.Cultivatingadigital-firstcultureagendaforonly15%ofHRleaders10.Investingintalentassessmentandemployeeskillsdevelopment20.Restructuring,downsizing,and/orsignificantM&AactivityLackofconsensusamongstakeholdersMostHRleadershaveplanstoenhancetheemployeevaluepropositionandexperiencethisyeartobetterattractandretaintoptalent(seeFigure2).Fewerareprioritizingsustainabilityaccountability,“GoodWork”standards,2anddiversity,equity,andinclusion(DEI)goals,yetexecutivesseetheseareasastopdriversdecisions,and55%citesocialsustainability(afocusonequity,socialinclusion,andsocietalimpact)asasecondarydriver(aheadofenvironmentalsustainabilityandgovernance)—recognitionthatPeoplerisksarebusinessrisks.ofbusinessgrowththisyear.Seventypercentofassetmanagerssaythatacompany’speoplesustainability(includingturnover,employerbrandandtalentpipelinestrength)iscriticaltoinforminginvestmentMercerGlobalTalentTrends20243IntroductionDrivehuman-centricproductivityAnchortotrustandequityBoostthecorporateimmunesystemCultivateadigital-?rstcultureConclusionSurveydemographicsMakingwork“work”:Organizationsarebeingtestedinnewwaysandputtingtheonusonmanagerstoensurethattheirpeopleleaveworkfeelinggoodabouttheirdayandenergizedfortomorrow.Whatdrivesasenseofthrivingvaries,butaregressionanalysisshowsthat42%ofthisvariancecanbeaccountedforacrossfivedimensions(seeFigure3).it’schangingthegame.Overhalfofexecutives(54%)believethattheirbusinesseswillnotsurvivebeyond2030withoutembracingAIatscale.Tocapitalizeonthemostsignificanttechnologicalbreakthroughofourtime,organizationsneedtoensurethattheirbusinessandpeopleplansareamplifyinghumanprogress.WhathelpsemployeesthriveDespitesomesofteningofthelabormarket,organizationsstillstrugglewiththeirtalentpipeline—elevatingtheimportanceofretentionThisyear,solvingforbusinessagilityandpeoplesustainabilityiscritical.3HRprofessionalsinhigh-growthcompanies(self-reported10%revenuegrowthorgreaterin2023)aremorelikelytodescribetheircompanyasagile(54%)andfocusedonthelongterm(49%)thanthoseinlow-growthcompanies(lessthan3%growth).Fewerthanhalfofexecutives(46%)areconfidenttheirorganizationcanmeetcustomerdemandwithitscurrenttalentmodel,andonly27%stronglyagreethattheirworkforcemodelsareagileenoughtopivottalentfromoneareatoanother.Organizationsthatareoutpacingcompetitorsarestridingaheadonfourpriorities.Theyrecognizethathuman-centricproductivityrequiresattentiontohowworkisevolvingandtheskillsandmotivationsofthosedoingthework.Theyappreciatethattrustisthetruedialogueofwork,fortifiedthroughtransparencyandequitableworkpractices.Asrisksbecomemoreconnectedandlesspredictable,theyunderstandthatanewlevelofriskawarenessandmitigationisessentialtobuildingareadyandresilientworkforce.Theyacknowledgethatasworkbecomesmorecomplex,itwillbecriticaltosimplify,engageandinspiretheirworkforcetowardadigitally-infusedfuture.Ithasneverbeenmorecriticaltodesignfortomorrow,planfortransitions,andcultivateaculturewhereallstakeholderscanthriveinperpetualmotion.Figure3:WhatreallymakesadifferencetoemployeesFinancialstabilitySenseofpurpose?“Mycompanyhelpsmeaffordmedicalcare.”?“Ibelievemyworkcontributestoaworthwhilemission.”?“Mycompanyhelpsmeprepareforretirement.”DigitalenablementTheproductivitygainsofyesteryearhaveruntheircourse.Thecostoflaborisnotabating,andoffshoring,near-shoring,andbusinessprocessre-engineeringarenolongermovingtheproductivityneedle.Now,organizationshavetheopportunitytodelivertechnologyarbitragethatcannotonlyunleashthepotentialoftheirworkforcebutofferanew(andmuchneeded)costandreturnlandscape.4GenAIishere,and?“Wehaveadigital-firstculture.”Psychologicalsafety?“Ihaveaccesstothelatesttech(e.g.,GenAI)todomyjob.”?“Icanbringmyauthenticselftowork.”?“Ifeelempoweredtomakedecisionsindependently.”?“Myworkexperienceisdesignedtobringoutthebestinme.”?“Ourworkandworkpracticespromoteautonomyanddignity.”Skillsgrowthandjobsecurity?“Iwillhaveacareeratmycompanyevenifmyjobiseliminated”?“Icanvoicemyopinionopenlywithoutfearofrepercussion.”?“Mycompanyhelpskeepmyskillsuptodate.”MercerGlobalTalentTrends20244IntroductionDrivehuman-centricproductivityAnchortotrustandequityBoostthecorporateimmunesystemCultivateadigital-?rstcultureDrivehuman-cenproductivitySolvetheproductivityequationwithAI,assessmentandworkdesignIntroductionDrivehuman-centricproductivityAnchortotrustandequityBoostthecorporateimmunesystemCultivateadigital-?rstcultureConclusionSurveydemographicsDrivehuman-centricproductivityTherapidriseofhuman-machineteamingpresentsanurgentopportunitytore-examinetheproductivityequation.ThenewmathmusttakeintoaccountAI’sabilitytoaugmenthumancapability,improveefficiencyandfuelinnovationsinbothbusinesssolutionsandpersonalizationoftheemployeeexperience.ButAIisonlyonesideoftheequation.Leadingcompaniesarecomplementingemergingtechnologieswithagiletalentmodelsandhuman-centricworkdesign—bothcrucialinreshapinghowworkgetsdoneandquantifyingthevaluedeliveredbyeachworker.Thisrequiresdeepinsightsintoskillsdemandandsupply,aswellasinvestmentinupskilling.Keepingpeopleattheheartoftheproductivityequationensuresthatthegainsdeliveredwillbesharedbyall.Figure4.Givenproductivityisthe#1driveroftransformationthisyear,whatcouldmovetheneedle?C-suitequestion:Investmentinwhichareaswouldgivethebiggestboosttoproductivityinyourorganization?(Selectallthatapply)Employeeup/reskillingPhysicalandmentalwell-beinginitiatives45%Processoptimization&workflowmanagement44%GenerativeAI40%37%34%SimplifiedorganizationalstructureWorkforcedeploymentplatformsCrackingthecodeonproductivityFollowingyearsofweakoutputgrowthanddiminishingreturnsfromtraditionallaborarbitrage,5it’snosurprisethatincreasingproductivityisthenumberonedriverofbusinesstransformationplansthisyear.Thepandemicsparkedamoreinclusivemodelofproductivity—andexecutivesunderstandthatacontinuedfocusonworkforceupskilling/reskilling,employeewell-being,andprocess/workflowoptimizationwillberequiredtoboostproductivityin2024andbeyond(seeFigure4).Cybersecuritymeasurestopreventdisruptions31%Self-servicesolutionsforroutineinformationWorkforcemonitoringandfeedbackWorkredesignefforts27%25%22%MercerGlobalTalentTrends20246IntroductionDrivehuman-centricproductivityAnchortotrustandequityBoostthecorporateimmunesystemCultivateadigital-?rstcultureConclusionSurveydemographicsFigure5.Thepowerof“And”—HowGenerativeAIisaugmentingjobsNow,organizationslargeandsmallareracingtocapturetheupsideof“augmentedintelligence.”Fifty-sixpercentofexecutivesseeAIasajobcreatorintheirorganization(44%believetheopposite),butwithoneinfoursayingthatAIwillfundamentallychangetheirbusinessmodel,changeswillpermeateacrossalljobs.BothexecutivesandHRaregrapplingwithonequestion:Whatwillbetheimpactontheworkforceandtheskillsneededtocompete?GenerativeAIisalreadyaugmentingjobsatthetasklevelanddemandingashiftinskillsets(seeFigure5),usheringinanewdebatearoundhowbesttomeasure,reward,andcultivatehumancontribution.80%oftoday’sjobsarelikelytobeaffectedbyGenerativeAIMostimportantly,virtuallyalljobswillseetheircoretaskschangeIncrementalproductivitygain(10–30%)significantlySubstitutedbyRPA+AI19%ofjobswillsee50%oftheirtasksaffectedTransactionalRelationalAugmentedbyAIIfnewtechnologiespromiseefficiencyhikes,whydoproductivitygainsremainsoelusive?Onereasonisthattechdeploymentsarenottranslatedintonewwaysofworkingandnotenoughtimeisspentonhelpingpeoplemakethechange.Anotheristhattraditional“hours-in,widgets-out”measuresofproductivity,whileeasytoquantify,failtoreflectworkers’longer-termcontribution.6Manybusinessleadersagree:Oneinfourexecutivessaythattoday’sproductivitymetricsdonotfullycapturethevalueworkersprovide.Andworkersthemselvesfeelcommoditized,withnearlytwoinfiveemployees(39%)believingtheyaremorereplaceableandlessvaluedthanbeforethepandemic.RelationalHumanworkAugmentedbyAIExpertiseExpertiseHumanworkToday~2027~2027Source:123OpenAI,OpenResearch,andtheUniversityofPennsylvaniaBrookingsResearchGoldmanSachsResearch,ReinventingJobs:A4-StepApproachforapplyingautomationtowork(JesuthasanandBoudreau,HBRPress2018)MercerGlobalTalentTrends20247IntroductionDrivehuman-centricproductivityAnchortotrustandequityBoostthecorporateimmunesystemCultivateadigital-?rstcultureConclusionSurveydemographicsFigure6.BiggestdrainsonemployeeproductivityEmployeequestion:Whatkeepsyoufrombeingmostproductiveatwork?(Selectallthatapply)Toomuch"busywork"(tasksthatdon'taddvalue)Toomanyinterruptions/notenough“thinking”time38%Ineffectiveorgstructure(e.g.,matrixed,siloed,etc)Workloadthatistoohigh/unsustainableStress35%32%29%26%23%21%20%17%16%13%Thepastfewyearshaveanissue,theydopointtopoornon-value-addingwork,anduseofAItoolstoimproveskills/taskmatching.Addressingpoorlydesignedjobsandmakingworkmoreattractivecanmitigateproductivitylossintheshorttermandboostproductivityinthelongerterm—allowingforjunior-fication,non-traditionalhires,andmorewidespreaduseofearly/midcareermoves.Sustainingahealthytalentpipelinealsorequiresashiftfrombadgeswipestomoreholistic,impact-basedmeasuresofvaluecreation.Therehasbeenarecentshiftatthetopofthehouse:Executivesarebeingheldmoreaccountableforhumancapitalmetricsthatdirectlyorindirectlyimpactproductivity,suchasemployeehealthandwell-being(50%ofexecutiveshavethisontheirscorecard,upfrom40%in2022and21%in2020),deliveringonGoodWorkstandards(43%thisyear),andemployeeengagement(40%).underscoredtheimportanceofworkers’energylevelsasadriverofproductivity.Whenaskedwhatgetsintheway,workersnotedbusywork,toomanyinterruptions,ineffectiveorganizationalstructures,andunsustainableworkloads(seeFigure6)—withfifty-sevenpercentofemployeesreportingthattheyareworkinglongerhoursthaneverbefore.Whileemployeesdonotseealackofautonomyasworkdesign,ineffectiveworkhabits,andadesireforgreaterdirectionandfeedback.AIandskillsarepartoftheequation,butmovingeveryonetonewwaysofworkingandcreatingspaceforupskillingintheflowofworkisgoingtobecriticaltosuccess.Difficultyfindingtherightinformation/expertsToomanymeetingsToomuchchangeLackofdirectionandfeedbackInabilitytoworkwhenandwhereIworkbestBeingaskedtolearn/usenewtechnologiesLackoftrust/autonomytodomyjobTacklingthesechallengesrequiresincreasedattentiontocapacityplanning,workdesigntoeliminateMercerGlobalTalentTrends20248IntroductionDrivehuman-centricproductivityAnchortotrustandequityBoostthecorporateimmunesystemCultivateadigital-?rstcultureConclusionSurveydemographicsRedesigningcareerpathwaysforapipelineatLONGiHowasolartechnologycompanycentersskillsdevelopmentasacatalystforgrowthandcompensationmanagementtoaddressinconsistencieswhichhadimpactedrecruitmentandcareerdevelopmentprocesses,evidencedbymanagers’uncertaintyinoutliningjobrequirements.LONGicouldn’taffordtolosegroundgiventhestrictregulationssurroundingproductquality,sotheirHRManagementCenterimplementedarobustjobgradingsystemandredesignedcareerpathswithaskillslenstobetteralignwithbusinessneeds.andpositionrequirements.Toimproveskillsbenchmarking,theytransitionedfromanicebergmodelofcompetenciestoaconcentriccirclemodel.Thenewapproachaidsinternalandexternaltalentselectionbyidentifyingcoreskillsandemployeedifferentiatorsacross33jobcategoriesand121sub-categories.Thisallowstheteamtoassessperformance,values,potential,andabilityusingatalentreviewmatrixandidentifyhigh-potentialtalenttosupportbusiness-criticalcampaigns.LONGi’smodel,Practicepracticatrainingdevelopapproacmanageperformproject-theprojbothindsuccessprojectstraininginternalopportuoninteroverouAscountriessetclimategoalstoreducetheircarbonfootprint,LONGi,agloballeaderinsolartechnology,isexpandingtomeetthisrisingdemandwhilenavigatingintensecompetition.Tofendoffskillsscarcityanddriveconsistentgrowth,LONGire-evaluatedtheirproductivityequationandstrengtheneditstalentpipeline,focusingonredesigningcareerpathways.Aspartofstrategicworkforceplanning,LONGiinventoriestalentandskillsbyaligningbusinessstrategy,organizationalcapabilitiesLONGialsoidentifiedsixkeyleadershipcapabilities,whichformthebasisfortheirleadershipdevelopmentprograms.LONGifirstaddedstructuretojobgrading,performancemanagement,MercerGlobalTalentTrends2024IntroductionDrivehuman-centricproductivityAnchortotrustandequityBoostthecorporateimmunesystemCultivateadigital-?rstcultureConclusionSurveydemographicsFigure7.IncreasingproductivitythroughintentionalworkdesignDesigningworkfornewdemandsbyamplifyingintelligencetoenablehigherqualitywork.Theyseethepotentialofhuman-machineteamingtomitigatesomeofthemostpressingtalentrisksofourtime—constrainedsupply,risinglaborcosts,ineffectivetalentmobility,lowworkforceenergylevels,andmore.Thesebenefitswillberealizedonlyifworkisdesignedaroundhowhumanswanttoworkandtheirskillsarecontinuouslynurturedatpacewithtechnologicaladvances.HRquestion:Whichworkdesignchangeshaveyourecentlymadeorareplanningfor2024?(Selectallthatapply)Fifty-threepercentofexecutivesprojectthatAIandautomationwillbringa10-30%productivityboosttotheirorganizationoverthenextthreeyears,andanadditional40%seeanevengreaterupside.EstimatessuggestthatAIcouldaddtrillionsofdollarstotheglobaleconomy.7Whilethesefiguresarealluring,productivitygainswillremainoutofreachunlessorganizationstakeafundamentallookathowworkisdonetodayandactivelyredesignitforRecentlyimplementedPlanningfor202436%Notonourroadmap17%47%46%45%48%43%43%42%41%42%38%41%39%34%DefiningwhichrolesaremostsuitabletoagileworkingIdentifyingrolesmostsuitableforjobsharing36%35%18%20%Identifyingskills/rolesbestservedbygig/freelanceworkersIdentifyingrolesmostsuitableforhybrid/remoteworkingQuantifyingtheROIofworkdesignand/ortechinvestmentsBringingmorerolesbackintotheorganization(in-sourcing)Engaginginco-opetition(collaboratingwithcompetitors)JoiningatalentconsortiumtosharetalentwithothercompaniesOutsourcingasignificantportionoftheworkforceTransitioningsomeemployeestogig/freelancerstatusRedesigningcareermodels/pathways37%15%40%17%39%19%Tothatend,98%oforganizationsareplanningworkdesignchangesin2024,withincreasedproductivityasthemaindriver.Theirrecentredesigneffortsfocusedonidentifyingwhichrolesarebestsuitedfornontraditionalworkmodelsandreallocatingworktodifferenttalentpools(seeFigure7).HRleadersinlower-growthorganizationsaremorelikelytosaytheseworkdesignchangesarenotontheirroadmapthisyear.37%21%amachine-augmentedfuture.37%22%Employeesreportthatone-thirdoftheirworktodayismundaneandrepetitive,presentinganobviousopportunityforprocessandcognitiveautomation.ButAIholdspromiseasmorethanjustanefficiencyplay.One-third(32%)ofexecutivesbelieveAIwilladdthemostvalueintheirorganization37%21%38%45%41%40%24%14%DeconstructingjobsintotasksforreconfigurationMovingmorerolesoffshore20%25%MercerGlobalTalentTrends202410IntroductionDrivehuman-centricproductivityAnchortotrustandequityBoostthecorporateimmunesystemCultivateadigital-?rstcultureConclusionSurveydemographicsThoughtfulworkdesignwillbroadenanorganization’stalentsupplyoptions,acriticaladvantagewhen48%ofHRleadersseeskillsshortagesasatopthreattotheirbusinessthisyear.Bydeconstructingjobsandredeployingtaskstooptimizework,organizationscancreatenewjobsthatreflectchangingskillsneedsandmakeworkmoreaccessibletonon-traditionaltalent.challenging.Companiesthatarebuildingamoresystematicapproachhaveidentifiedwhichrolesarebestsuitedtofixed,flexible,orflow-to-worktalentmodelsandstrengthenedtheirunderlyingcareerarchitectureandskillstaxonomytoenablemoreagilewaysofworking.AI-poweredplatformshavemadethefixed-flex-flowframeworkeasiertooperationalize,butonly26%oforganizationsareusinginternaltalentmarketplacestoday.Translatingpost-pandemicpocketsofagilityintoapermanent“newshapeofwork”hasprovedFixed,flex,flow:OptionsforconnectingtalenttoworkTalentfullyflowstotasks,assignments,andprojectsTalentinfixedrolesTalentinflexroles?Jobswithpre-determinedvolumeofwork?Jobswithaproportionoftimedesignatedfornon-fixedtasks?Jobswithnopre-definedownerandworkallocatedonaneedsbasis?Jobsthatdemandconsistencyduetocontrol/expertise?Additionalactivitiesfrominternalgigs,marketplaceopportunities,etc.?Burstsofactivityalignedtocapability?Stablerolesthatbenefitfromworkforceplanningandmanagedjobarchitecture?Morefluidrolesthatbenefitfromskillsinsightsandtalentdeploymentprocesses?Agilerolesthatbenefitfromskills-basedplanningandcredentialingAdaptedfrom:WorkWithoutJobs8MercerGlobalTalentTrends202411IntroductionDrivehuman-centricproductivityAnchortotrustandequityBoostthecorporateimmunesystemCultivateadigital-?rstcultureConclusionSurveydemographicsFlexibleworkingcontinuestodeliveraproductivityboostindustryisleadingthewayinmovingtomoreonsitework,Butthemajorityofthosemakingchangesaremorefullyembracingflexibleworkingforall.Theirmaindriverisincreasedproductivity,whichalignswiththe64%ofworkerswhosaytheyaremoreproductivewhentheyworkremotely.Othertopdriversareincreasedemployeeengagementandimprovementintheorganizationalculture.and10%remotefull-time(withanadditional10%remotemostofthetime).Interestingly,only22%oforganizationsareexpandingtheirflexibleworkingoptionstobetterattracttoptalent,reflectingashiftinemployeepreferencesfor“togethertime.”Attheendof2021,astaggering62%ofemployeessaidtheywouldonlyjoinorstaywithanorganizationiftheywereabletoworkremotelyatleastsomeofthetime.Thisyear,thatnumberhasdroppedto41%.Overwhelmingly,peoplewantsomedegreeofsocialcontact,with46%preferringtoworkonsitemostorallofthetime,eveniftheirjobcouldbedoneremotely,and27%sayingtheiridealwouldbea50/50hybridarrangement.Only10%wishtobefullyremote—andthisisconsistentacrossgeographies,generations,andgenders.Whileitmayseemthatemployershavefinalizedreturn-to-officeplansandcodifiedtheirpost-pandemicflexibleworkingpolicies,infact41%areplanningfurtherchangesthisyear.Thegoodnewsisthatconversationshavemovedbeyond