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LaborMarket
Insights
BenchmarkwithGartnerinsightintoskills
gaps,employeeresenteeismandthelabor
marketclimate.
?2024Gartner,Inc.and/oritsaffiliates.Allrightsreserved.GartnerisaregisteredtrademarkofGartner,Inc.oritsaffiliates.Thispresentation,includingallsupportingmaterials,
isproprietarytoGartner,Inc.and/oritsaffiliatesandisforthesoleinternaluseoftheintendedrecipients.Becausethispresentationmaycontaininformationthatisconfidential,
proprietaryorotherwiselegallyprotected,itmaynotbefurthercopied,distributedorpubliclydisplayedwithouttheexpresswrittenpermissionofGartner,Inc.oritsaffiliates.
Marketconditionsstabledespiteskillsgapsandemployee
resenteeism
Increasedrateofjobpostings.
ThepercentageofHRleaderswhoreportedanincreasein
jobpostingsrosebythree
percentagepointssinceJuly,from32%to35%.Atthesametime,slowhiringforroles
continuestobetheNo.1cost-savingmeasureandincreasedfrom41%inJulyto50%in
August.Thisindicatesthat
whileorganizationsmay
increasehiring,itisnotatthesamerateasinthepast.
Skillsgapsisanissueformostorganizations.
Skillsgapsisthemost
commonissuefacedbyHR
leaderstoday.Seventy-six
percentofHRleadersnotedthatskillgapswereanissuefacedbytheirorganizationinAugust.Thesecondmost
commonissuefacingHR
leadersisflexibilitydemands(41%).Bothskillsgapsand
flexibilitydemandshave
becomemorecommonissuesoverthelasttwomonths.
Skillsgapsvaryacrosstheworkforce.
Seniorleadersviewgapsfor
differenttypesofskillswith
variedsensesofurgency.
Whereasonly35%ofsenior
leadersareconcernedaboutinterpersonalskillgapsintheirworkforce,56%areconcernedaboutdigitalskillsgaps.
Overall,65%ofHRleaders
expecttheurgencyaround
skillsgapstogrow,and69%ofHRleaderssayskillsgapsin
midlevelroleshavethebiggestimpactontheirorganization’sperformance.
Overcomingtheskillsgapsremainsdifficult.
Organizationsfacenumerousbarriersinseekingto
overcomeskillsgaps.HR
leadersviewskillsverification(76%),assessingskill
proficiency(74%)andgeneraluncertaintyaroundneeded
skills(55%)asthemostcommonbarriersto
overcomingskillsgaps.To
solvetheskillsgapissue,mostorganizationsaretakinga
buildand/orbuyapproach.Sixty-sixpercentof
organizationsarebuildingskillcapabilitieswithintheir
organizationtoovercomeskillsgapsand63%arehiringnewemployeestofillnewneeds.
Concernsaboutemployeeresenteeismarereal.
Forty-sevenpercentofHRleadersareconcerned
aboutemployeeresenteeism,broadlyunderstoodas
decreasedemployee
performancestemmingfromresentmenttowardthe
organization.HRleaders
seechangefatigue(70%),returntoofficemandates
(62%)andlackofcareer
growthopportunities(58%)
asthebiggestdriversof
employeeresenteeism.In
responsetothisconcern,mostHRleadersaresupporting
employeewell-being(70%),empoweringmanagerswith
guidanceandsupport(63%)andprovidingemployeeswithgrowthresources(63%).
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Marketconditionsstabledespiteskillsgapsand
employeeresenteeism
56%
ofHRleaderssay
thatseniorleadershipattheirorganization
isconcerned
aboutleadershipsskillsgaps.
69%
ofHRleaderssay
skillsgapsformidlevelstaffareaffectingtheoverallperformance
oftheirorganizationthemost.
47%
ofHRleaderssay
employeeresenteeismisaconcernattheir
organization.
76%
ofHRleaderssayskillsgapsisa
currentissuefortheirorganization.
Readonforfullanalysisandrecommendations.
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TheunrivaledGartnerperspective
Advancedanalytics
Continuousclientdiagnosticsandlabormarketsurveys
Expertauthority
Advisorandanalystexpertiseinallkeytopicdomains
Clientnetwork
UnrivalednetworkofC-levelexecutivesandtheirteams
TheLaborMarketOutlookisamonthlyGartnerpublicationmadepossiblebytheunrivaledGartnerfootprintinthegloballabor
market.Dataandanalysiscomefrom“BenchmarkWithGartner,”amonthlyreal-timeanalysisofthegloballabormarketclimate
andcurrentissueshostedbyDionLove.DatainthiseditioncomesfromBenchmarkWithGartner:SkillsGaps,Employee
ResenteeismandtheLaborMarketClimate,28August2024(130HRleadersparticipating).
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LaborMarket
Climate
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Jumpinincreasedjobpostingsasdecreased
jobpostingsdrop
PercentageofHRleaders
60%
52%
45%43%
44%47%
51%
49%41%
41%
43%
34%
36%41%
40%34%
41%37%
35%34%
34%
37%
28%
41%
32%26%
33%
35%
43%32%
35%
36%33%
28%
28%
27%
30%
26%
28%
33%
32%32%
30%
%
21%
27%
22%
25%24%
22%
25%
18%
22%22%21%
0%
FebMarAprMayJunAugSepOctNovDecJanFebMarAprMayJunJulAug
20232024
IncreasedNochangeDecreased
n=63(Aug2024),63(Jul2024),53(Jun2024),59(May2024),75(Apr2024),44(Mar2024),100(Feb2024),175(Jan2024),82(Dec2023),187(Nov2023),67(Oct2023),67(Sep2023)Question:Howhaveyourorganization'sjobpostingschangedthismonthcomparedtotheaverageofthelastthreemonths?(Selectone)
Source:BenchmarkWithGartner
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Riseinincreasedquits
PercentageofHRleaders
60%
41%
30%
32%
26%
53%
49%49%
48%49%
45%
46%
44%
41%
40%
39%31%
38%
32%
38%
31%
29%27%
30%
33%
24%
21%
24%
27%24%
16%18%
21%
18%
17%
47%
28%25%
0%
SepOctNovDecJanFebMarAprMayJunJulAug
20232024
IncreasedNochangeDecreased
n=60(Aug2024),74(Jul2024),36(Jun2024),63(May2024),66(Apr2024),45(Mar2024),97(Feb2024),145(Jan2024),89(Dec2023),170(Nov2023),62(Oct2023),68(Sep2023)Question:Howhasyourorganization'squitsratechangedthismonthcomparedtotheaverageofthelastthreemonths?(Selectone)
Source:BenchmarkWithGartner
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Increasedcontingentsjumpasdecreased
contingentsdecline
PercentageofHRleaders
80%
72%65%
59%59%59%
53%
57%
55%
60%55%56%57%
49%50%48%52%52%
40%
33%
33%
30%
29%
29%
27%25%27%26%
23%
27%
23%
16%
25%
2176%
20%11%21%
17%
16%2116%1%17%%
21%
18%
15%
14%
0%
10%
MarAprMayJunAugSepOctNovDecJanFebMarAprMayJunJulAug
20232024
IncreasedNochangeDecreased
n=56(Aug2024),66(Jul2024),34(Jun2024),51(May2024),63(Apr2024),36(Mar2024),82(Feb2024),141(Jan2024),75(Dec2023),156(Nov2023),51(Oct2023),62(Sep2023)Question:Howhasyourorganization'slevelofcontingentworkerschangedthismonthcomparedtotheaverageofthelastthreemonths?(Selectone)
Source:BenchmarkWithGartner
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Talentcompetitionremainshigh
PercentageofHRleaders
80%
68%
68%68%
64%
64%
66%66%66%
60%
61%
60%
59%
40%
24%
27%
25%
25%
25%
29%
26%
30%
23%
23%
22%19%
14%
10%
11%
9%
18%
14%15%16%
11%
6%
0%
5%
4%
MarAprMayJunAugSepOctNovDecJanFebMarAprMayJunJulAug
20232024
MorecompetitiveNochangeLesscompetitive
n=58(Aug2024),70(Jul2024),50(Jun2024),61(May2024),76(Apr2024),44(Mar2024),79(Feb2024),150(Jan2024),95(Dec2023),178(Nov2023),66(Oct2023),77(Sep2023)Question:Howdoyouexpecttalentcompetitiontochangeinthenextthreemonths?(Selectone)
Source:BenchmarkWithGartner
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Jumpinslowhiringasacost-savingmeasure
PercentageofHRleaders
70%
35%
0%
51%
52%
49%49%
48%
50%
47%
44%
41%41%
33%
Sep
Oct
NovJanFebMar
AprMayJun
JulAug
2023
2024
SlowhiringforrolesDecreaseoverallHRbudget
——LayoffemployeesFreezehiringforroles
DecreaserecruitingbudgetWedonotanticipatetakinganycost-savingssteps
n=52(Aug2024),66(Jul2024),51(Jun2024),53(May2024),71(Apr2024),36(Mar2024),79(Feb2024),135(Jan2024),138(Nov2023),61(Oct2023),73(Sep2023)Question:Whichofthefollowingtalentcost-savingsmeasuresdoyouANTICIPATEyourorganizationtakinginthenextthreemonths?(Selectallthatapply)
Source:BenchmarkWithGartner
Note:ThedashedlinesindicatethatdataisnotavailableforDecember2023.
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Skillsgapsandflexibilitydemandstop
currentissues
PercentageofHRleaders
SkillsgapsFlexibilitydemands
PayequityexpectationsAI-enabledskillsmanagement
WellnessriskGenAIHRdisruption InclusionpressuresGenerationaldivide
GenAIjobsdisplacement
Noneofthesetopicsareissuesformyorganizationthismonth
54%
70%
76%
32%
40%41%
59%
50%
35%
39%
43%
24%
20%
27%
22%
44%
17%
23%
15%
27%
30%
15%
7%
10%
2%2%
7%
9%
33%34%
0%40%80%
Jun2024Jul2024Aug2024
n=46(Aug2024),30(Jul2024),41(Jun2024)
Question:Whichofthefollowingtopicsarecurrentissuesforyourorganizationthismonth?(Selectallthatapply)
Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024),GenAIHRDisruption,DeepfakesatWorkandLaborMarketClimate(Jul2024),InclusionPressures,ElectionTensionandtheLaborMarketClimate(Jun2024)
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TrendingIssue
SkillsGaps
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Seniorleadersmostconcernedabout
digitalskillgaps
PercentageofHRleadersconcernedaboutskillgapsineacharea
60%
30%
0%
56%
51%
48%
35%
InterpersonalskillsTechnicalskillsDigitalskillsLeadershipskills
n=59-69(Aug2024)
Question:Howconcernedisseniorleadershipatyourorganizationaboutskillsgapsineachofthefollowingareas?Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024)
Note:Interpersonalskillsincludecollaborationandrelationshipbuilding.Technicalskillsincludesubjectmatterexpertiseandcriticalthinking.Digitalskillsincludecloudcomputing,analytics,datascienceandGenAI.Leadershipskillsincludeprojectmanagementandmotivatingothers.
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Mostexpecturgencyaroundskills
gapstoincrease
PercentageofHRleaders
Significantlyincrease
Increase
Nochange
Decrease
Significantlydecrease
13%
65%ofHRleadersexpectthelevelofurgencyaroundskillsgapsattheir
organizationtoincrease.
52%
32%
2%
2%
0%30%60%
n=62(Aug2024)
Question:Howdoyouexpectthelevelofurgencyaroundskillsgapsinyourorganizationtochangeoverthenextthreemonths?(Selectone)Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024)
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Skillsgapsatmidlevelaffectorg
performancethemost
PercentageofHRleaders
Entry-level/first-level/junior
Midlevel
Senior
16%
69%
16%
0%40%80%
n=64(Aug2024)
Question:Atwhichjoblevelareskillsgapsmostaffectingtheoverallperformanceofyourorganization?(Selectone)Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024)
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Mostorgsplantobuildand/orbuytoaddress
skillsgaps
PercentageofHRleaders
Buildingskillcapabilitieswithinourorganizationtofillexistinggaps
Hiringnewemployeeswiththeskillsneededtofillexistinggaps
Reassigningemployeeswithspecificskillstootherbusinessfunctionswherethoseskillsareneeded
LeveragingAItechnologytodeliverworkinareaswithskillgaps
Myorganizationisnotaddressingitsskillsgaps
Other
66%
63%
32%
31%
14%
5%
0%35%70%
n=59(Aug2024)
Question:Howisyourorganizationaddressingitsskillsgaps?(Selectallthatapply)
Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024)
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Assessing/verifyingskillsarebarriersto
addressingskillsgaps
PercentageofHRleaders
Verifyingskillsofcurrentemployees
AssessingskillproficiencyUncertaintyaboutwhatskillsareneeded
Identifyingemployeeswithrelevantskillsadjacencies
Skillsneedschangefasterthanwecanhireor
developtalent Employeescan’tdevelopnewskillsquicklyenoughOurinternalmobilityprocessesdon'tsupportmovingtalentacrosstheorganizationtofillgaps
Skilledtalentistooexpensive
Myorganizationdoesnotfaceanybarriersinaddressingitsskillsgaps
76%74%
55%50%
40%
31%
29%
19%
0%
0%40%80%
n=42(Aug2024)
Question:Whatbarriersdoesyourorganizationfaceinaddressingitsskillsgaps?(Selectallthatapply)
Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024)Note:“Other”wasalsoaresponseoption,butwasnotshownabovesincenorespondentsselectedthisoption.
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EmergingIssue
EmployeeResenteeism
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Employeeresenteeismaconcernatnearly
halfoforgs
PercentageofHRleaders
Stronglyagree
Agree
Neitheragreenordisagree
Disagree
Stronglydisagree
9%
47%ofHRleaderssay
employeeresenteeismisa
concernattheirorganization.
38%
36%
17%
0%
0%20%40%
n=53(Aug2024)
Question:Towhatextentdoyouagreeordisagreetothefollowingstatement.Employeeresenteeism,broadlydefinedasemployees’loweringtheirproductivityoutofresentmenttowardtheircompany,isaconcernatmyorganization.(Selectone)
Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024)
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Decreasedemployeeproductivityfrom
resenteeismtoimpactorgs
PercentageofHRleaders
Decreasingproductivity/efficiencyofemployees
Burningoutotheremployeesduetodisproportionatedistributionof
work/roles/responsibilitiesSpreadingresentmentacrossteammembers/workforceLosinghigh-potentialemployees
Decreasingteamwork/collaboration CreatingdistrustintheperformancemanagementprocessDecreasingqualityofworkleadingtocustomerdissatisfaction
IncreasedincidentsofemployeemisconductIdonotforeseeanyimpactofemployeeresenteeismatmyorganization
76%
63%59%
55%51%
43%35%
16%
4%
0%40%80%
n=51(Aug2024)
Question:Howdoyouforeseeemployeeresenteeismimpactingyourorganization?(Selectallthatapply)
Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024)
Note:Employeemisconductincludesbullying,stealing,go-slow,etc.“Other”wasalsoaresponseoption,butwasnotshownabovesincenorespondentsselectedthisoption.
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Decreasedemployeeengagementmost
commonsignofresenteeism
PercentageofHRleaders
Decreasesinemployeeengagementinteammeetings/events
Feedbackfrommanagersandpeerswithrespecttochangeinbehaviour
Decreasesinqualityofwork/output
FrequentunavailabilityorbeingofflineduringworkhoursLackofenthusiasmfornewresponsibilities
Unusualpatternofleave/increasedleave
Monitoringcommunicationchannelsandlisteningtoemployees
Monitoringsocialmediaaccountsforemployeeactivism
Wearenotmonitoringanysignsorsymptomsforemployeeresenteeism
64%
56%53%
44%38%
38%
29%
2%
20%
0%35%70%
n=45(Aug2024)
Question:Whataresomeofthesignsorsymptomsthatyouaremonitoringtoidentifyemployeeresenteeism?(Selectallthatapply)Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024)
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Changefatigueaprimaryreasonforemployee
resenteeism
PercentageofHRleaders
Changefatigue
Returntoofficemandates
Lackofcoaching/careergrowthopportunitiesInadequateworklifebalance
Poorleadership
Pay/compensation
Manager-employeedisconnect LackofemployeerecognitionAdoption/integrationofGenAItoolsOther
70%
62%
58%
52%
46%
42%42%
40%
2%
8%
0%40%80%
n=50(Aug2024)
Question:Whatdoyoubelievearetheprimaryreasonsforemployeeresenteeismatyourorganization?(Selectallthatapply)Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024)
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Orgssupportwell-beingtoaddressemployee
resenteeism
PercentageofHRleaders
Supportingmentalandphysicalwell-beingEmpoweringmanagerswithguidance/support
ProvidingresourcesforpersonalandprofessionalgrowthProvidingmanagerdevelopmentopportunities EnablingflexibleworkarrangementsIncreasingemployeerecognition
LeveragingperformanceimprovementplansEasingofreturn-to-officemandates
SelectivelylayingoffresentingemployeesOther
70%
63%63%
55%
48%48%
25%
20%
13%
2%
0%40%80%
n=40(Aug2024)
Question:WhatmeasuresaretheHRfunctionatyourorganizationtakingorplanningtotaketoaddressemployeeresenteeism?(Selectallthatapply)Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024)
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Appendix
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Jumpinincreasedjobpostingsasdecreasedjob
postingsdrop
PercentageofHRleaders
Increasedby10%ormore
Increasedby1-9%
Nochange
Decreasedby1-9%
Decreasedby10%ormore
9%
5%
14%
21%
27%
21%
49%
27%
32%
13%
21%
21%
8%
21%
13%
Estimatedaveragechangeinjobpostingsis0.0%.
0%30%60%
Jun2024Jul2024Aug2024
n=63(Aug2024),63(Jul2024),53(Jun2024)
Question:Howhaveyourorganization'sjobpostingschangedthismonthcomparedtotheaverageofthelastthreemonths?(Selectone)
Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024),GenAIHRDisruption,DeepfakesatWorkandLaborMarketClimate(Jul2024),InclusionPressures,ElectionTensionandtheLaborMarketClimate(Jun2024)
Note:theestimatedaveragechangeinjobpostingswascomputedusingthemid-pointofeachresponseoption’sinterval(i.e.,5%wasusedfor“Increaseby1-9%”)fromtheoriginalquestionbeforeintervalswereaggregatedinthisfigure(i.e.,“10-19%”and“morethan20%”werecombinedinto“morethan10%”).Thepercentageofleadersselectingeachoptionareweightedintheaverage.
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Riseinincreasedquits
PercentageofHRleaders
Increasedby10%ormore
Increasedby1-9%
Nochange
Decreasedby1-9%
Decreasedby10%ormore
53%
3%
4%
2%
28%
20%
27%
49%47%
17%
22%
18%
0%
5%
7%
Estimatedaveragechangeinquitsrateis-0.4%.
0%30%60%
Jun2024Jul2024Aug2024
n=60(Aug2024),74(Jul2024),36(Jun2024)
Question:Howhasyourorganization'squitsratechangedthismonthcomparedtotheaverageofthelastthreemonths?(Selectone)
Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024),GenAIHRDisruption,DeepfakesatWorkandLaborMarketClimate(Jul2024),InclusionPressures,ElectionTensionandtheLaborMarketClimate(Jun2024)Note:theestimatedaveragechangeinquitsratewascomputedusingthemid-pointofeachresponseoption’sinterval(i.e.,5%wasusedfor“Increaseby1-9%”)fromtheoriginalquestionbeforeintervalswereaggregatedinthisfigure(i.e.,“10-19%”and“morethan20%”werecombinedinto“morethan10%”).Thepercentageofleadersselectingeachoptionareweightedintheaverage.
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Increasedcontingentsjumpasdecreased
contingentsdecline
PercentageofHRleaders
Increasedby10%ormore
Increasedby1-9%
Nochange
Decreasedby1-9%
Decreasedby10%ormore
Estimatedaveragechangeincontingentsis-0.0%.
3%
3%2%
24%
18%
23%
59%
53%
59%
12%
20%
11%
3%
6%
5%
0%35%70%
uJun2024uJul2024Aug2024
n=56(Aug2024),66(Jul2024),34(Jun2024)
Question:Howhasyourorganization'slevelofcontingentworkerschangedthismonthcomparedtotheaverageofthelastthreemonths?(Selectone)Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024),GenAIHRDisruption,DeepfakesatWorkandLaborMarketClimate(Jul2024),InclusionPressures,ElectionTensionandtheLaborMarketClimate(Jun2024)
Note:theestimatedaveragechangeincontingentswascomputedusingthemid-pointofeachresponseoption’sinterval(i.e.,5%wasusedfor“Increaseby1-9%”)fromtheoriginalquestionbeforeintervalswereaggregatedinthisfigure(i.e.,“10-19%”and“morethan20%”werecombinedinto“morethan10%”).Thepercentageofleadersselectingeachoptionareweightedintheaverage.
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Talentcompetitionremainshigh
PercentageofHRleaders
Significantlymorecompetitive
Morecompetitive
Nochange
Lesscompetitive
Significantlylesscompetitive
64%
2%
10%7%
50%
52%
30%
26%
22%
4%
13%
19%
0%
1%
0%
0%35%70%
Jun2024Jul2024Aug2024
n=58(Aug2024),70(Jul2024),50(Jun2024)
Question:Howdoyouexpecttalentcompetitiontochangeinthenextthreemonths?(Selectone)
Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024),GenAIHRDisruption,DeepfakesatWorkandLaborMarketClimate(Jul2024),InclusionPressures,ElectionTensionandtheLaborMarketClimate(Jun2024)
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Jumpinslowhiringasacost-savingmeasure
PercentageofHRleaders
49%
41%
50%
25%21%
21%
25%24%
17%
12%11%
17%
22%
18%
13%
27%
35%
27%
2%
5%
2%
SlowhiringforrolesDecre
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