Losing Talent in the Age of AI: Global Survey Finds Businesses Fail to Unlock the Full Potential of Their Employees
Losing Talent in the Age of AI: Global Survey Finds Businesses Fail to Unlock the Full Potential of Their Employees
Kelly report discovers most talent strategies are ineffective, identifies workforce leaders defying trends
Kelly報告發現大多數人才策略無效,識別違反趨勢的人力資源領袖。
The 2024 Kelly Global Re:work Report is now available. Discover what C-suite executives and employees at all levels think about the world of work today—and of the future. Get your copy here:
2024年的凱利全球重新定義報告現已發佈。了解各層次的高管和員工對當今和未來工作世界的想法。這裏可獲取您的副本:
TROY, Mich., June 12, 2024 (GLOBE NEWSWIRE) -- Businesses are failing to unlock the full potential of their employees and poor workforce planning is holding back growth for most organizations, a global survey by specialty talent solutions provider Kelly has found. The 2024 Kelly Global Re:work Report reveals executives are turning to artificial intelligence (AI) and automation to solve these challenges but struggle to implement digital strategies effectively and neglect to offer adequate training to employees.
密歇根特洛伊,2024年6月12日(環球社交媒體)-全球專業人才解決方案提供商Kelly的一項全球調查發現,企業未能充分發揮員工的潛力,糟糕的人力資源計劃阻礙了大多數組織的增長。 2024年Kelly全球Re:work報告顯示,高管們正在尋求人工智能(AI)和自動化解決這些挑戰,但難以有效實施數字戰略,並忽略爲員工提供足夠的培訓。
The fourth annual global workforce report from Kelly, titled Building a Resilient Workforce in the Age of AI, shows 54% of senior executives say poor workforce planning is impeding business growth and 47% say they are missing business opportunities due to a lack of talent. Four in 10 executives (42%) say they are not unlocking the full potential of their workforce.
凱利發佈了《以人工智能爲時代背景構建一個強大的團隊》的第四屆全球勞動力報告《以人工智能爲時代背景:構建強大的團隊》的一篇工作力報告結果表明,54%的高管表示糟糕的人力資源規劃正在妨礙業務增長,47%的高管表示由於人才短缺而錯失商業機會。40%的高管表示未充分發揮其員工的潛力。
Workers attribute this failure to their employers, citing a lack of skills development and career progression as their top frustrations. Notably, women say they are at a disadvantage in terms of career opportunities and are more likely to leave their current roles than men (34% vs. 20%). Workers who identify as being part of a minority group are nearly twice as likely to say they plan to quit in the next 12 months. Executives recognize these frustrations and acknowledge inadequate skill development and career advancement are key reasons for employee turnover. Despite this awareness, only one in four executives report their organizations offer sufficient face-to-face training programs.
工人們將這種失敗歸因於僱主,指出缺乏技能培養和職業發展是他們最大的挫折。值得注意的是,女性說她們在職業機會方面處於劣勢,比男性更有可能離開自己目前的角色(34%比20%)。自認爲是少數群體一員的工人們近乎兩倍於其他人說他們計劃在未來12個月內辭職。高管們意識到這些挫折並承認技能缺乏和職業晉升不足是員工流失的主要原因。儘管他們有這種意識,但只有四分之一的高管表示他們的組織提供充分的面對面培訓計劃。
Many organizations are using technology to solve these challenges. Most (64%) invest or plan to invest in AI or automation to improve employee productivity, efficiency, and engagement, but one in five executives admit their digital strategies to strengthen the workforce are ineffective. Employees are frustrated with these changes and wary of AI's implications for their jobs and careers. While 73% of workers expect AI to impact their roles, only 36% feel positive about the technology, and only 39% say they have received AI-related training. In addition, workers cite a lack of autonomy of how they work, a lack of flexibility of where or when they work, and poor work-life balance as frustrations. While executives acknowledge this, almost half (48%) have mandated on-site working days.
許多組織正在使用技術解決這些挑戰。大多數(64%)的公司投資或計劃投資於人工智能或自動化,以提高員工的生產力,效率和參與度,但其中20%的高管承認他們的數字策略有助於加強勞動力,但是無效。員工對這些變化感到沮喪,並對AI對其工作和職業的影響持謹慎態度。雖然73%的員工認爲AI會影響他們的角色,但只有36%的人對這項技術持積極態度,只有39%的人表示他們接受過與AI相關的培訓。此外,員工表示他們工作的方式缺乏自主權,他們的工作地點或工作時間缺乏靈活性,工作與生活的平衡不佳。儘管高管們認識到這一點,但近一半(48%)規定必須在現場工作幾天。
"These findings are eye opening," Peter Quigley, president and CEO of Kelly, said. "They stress the importance of developing long-term workforce strategies that focus on the right mix of permanent and contingent workers, effective skills and career development, meaningful employee engagement, and thoughtful implementation of AI tools that combine the best of human talent and technology."
Kelly的總裁兼首席執行官彼得·奎格利(Peter Quigley)表示:“這些發現令人瞪眼。它們強調了發展長期的勞動力戰略的重要性,這些戰略應專注於混合使用固定和臨時工,有效的技能和職業發展,有意義的員工參與以及深思熟慮地實現人才與技術的結合。”
The Re:work Report offers insights into how the world's leading organizations achieve this. For the first time, the report features a Workforce Resilience Index, which reveals how best-in-class businesses are building agile, capable, and inclusive teams that thrive in the age of AI. The Index identifies a group of Resilience Leaders (7% of companies surveyed) who report better results across both core business metrics and key people indicators compared to Mid-Market Performers (85%) and Laggards (8%).
此外,該報告爲全球領先組織如何實現這一目標提供了深入的見解。報告首次提供了一個勞動力韌性指數,揭示了最佳企業如何在AI時代建立敏捷,有能力和包容的團隊。該指數確定了一組韌性領導者(受訪公司的7%),他們在覈心業務指標和關鍵人員指標上的表現比中市場表現者(85%)和落後者(8%)更好。
- 70% of Resilience Leaders report increased revenue over the past year vs. 35% of Laggards.
- 61% of Resilience Leaders report improved profitability vs. 35% of Laggards.
- 74% of Resilience Leaders report improved customer satisfaction vs. 37% of Laggards.
- 79% of Resilience Leaders report improved ability to recruit talent vs. 27% of Laggards.
- 72% of Resilience Leaders report improved retention vs. 34% of Laggards.
- 70%的韌性領導者報告過去一年增加的收入,而落後者僅爲35%。
- 61%的韌性領導者報告改善利潤,而落後者僅有35%。
- 74%的韌性領導者報告改善客戶滿意度,落後者僅有37%。
- 79%的韌性領導者報告提高了招聘人才的能力,而落後者僅爲27%。
- 72%的韌性領導者報告提高了員工保留率,而落後者僅有34%。
Workforce Resilience Leaders are most commonly based in Norway, Sweden, and Germany, the report finds. The survey identifies four best practices for building workforce resilience:
該調查發現,勞動力韌性領袖最常駐紮在挪威,瑞典和德國。該調查確定了建立勞動力彈性的四個最佳實踐:
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Partnering with workforce solutions providers builds more agile and capable teams. 71% of Resilience Leaders work with third parties to develop their talent strategies vs. 35% of Laggards.
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Leveraging new technologies offers better visibility into talent demands. 64% of Resilience Leaders have a clear strategy for how they deploy AI to support human work vs. 22% of Laggards. 69% use technology to improve workforce analytics, monitor productivity, and support hybrid work.
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Tapping into diverse perspectives and providing flexible work arrangements empowers employees to contribute. 77% of Resilience Leaders say a C-suite leader has DEI responsibilities compared to only 5% of Laggards. 53% of Resilience Leaders offer flexible and hybrid work arrangements for employees at all levels vs. only 19% of Laggards.
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Being proactive about wellbeing and mental health improves performance. 54% of Resilience Leaders offer mental health resources compared to 28% of Laggards.
- 與勞動力解決方案提供商合作可以建立更具敏捷性和能力的團隊,71%的韌性領導者與第三方合作開發他們的人才戰略,而落後者僅有35%。
- 利用新技術可以更好地了解人才需求。 64%的韌性領導者有清晰的策略,說明他們如何部署AI來支持人類工作,而這一點僅有22%的落後者可以做到。69%使用技術改進勞動力分析,監測生產率並支持混合工作。
- 充分利用多元化的視角並提供靈活的工作安排,可以使員工發揮作用。 77%的韌性領導者表示,一位C級領導擔任多元化,平等和包容性相關的責任,而這一點僅有5%的落後者可以做到。53%的韌性領導者爲所有級別的員工提供靈活和混合工作安排,而這一點僅有19%的落後者可以做到。
- 積極關注福祉和心理健康可以提高績效。54%的韌性領導者提供心理健康資源,而這一點僅有28%的落後者可以做到。
"The survey shows that a strategic focus on workforce agility, capability, and inclusion strengthens productivity, growth, and employee engagement," Quigley said. "For those organizations struggling to build effective teams, our Workforce Resilience Index provides critical insights to take their talent strategies to the next level and a baseline for tracking their success over time."
奎格利表示:“調查顯示,對勞動力的敏捷性,能力和包容性進行戰略性關注會增強生產力,增長和員工參與。” “對於那些努力構建有效團隊的組織,我們的勞動力韌性指數爲他們提供了關鍵的洞察力,使他們將其人才策略提升到更高的層次,併爲追蹤其成功提供了基線。”
About the Survey
Kelly surveyed 1,500 senior executives, including C-suite leaders, board members, department heads, directors, and managers, as well as 4,000 workers at all levels across 13 countries and eight industry sectors in Q2 of 2024. The 13 countries include the United States, Canada, Germany, Hungary, Ireland, Norway, Poland, Sweden, Switzerland, the United Kingdom, Australia, India, and Singapore. The eight industry sectors include Consumer Retail, Education, Energy, Engineering, Financial Services, Life Sciences, Manufacturing, and Technology. 35% of respondents were from organizations with 10,000+ employees; 35% were from organizations with 5,001-10,000 employees; and 30% were from organizations with 1,000-5,000 employees. Read the full report here.
該調查在2024年4月25日至29日在美國境內通過Harris On Demand多功能調查產品的在線方式進行,共有2,058名18歲及以上的成年人蔘加,代表了人口的實際比例,已根據年齡、性別、種族/族裔、地區、教育、婚姻狀況、家庭規模、家庭收入、就業和政黨從屬關係進行加權處理。
Kelly在2024年第二季度對13個國家和八個行業部門的1500名高管(包括C級領導人,董事會成員,部門負責人,主管和經理)以及所有級別的4000名工人進行了調查。這13個國家包括美國,加拿大,德國,匈牙利,愛爾蘭,挪威,波蘭,瑞典,瑞士,英國,澳大利亞,印度和新加坡。這八個行業部門包括消費零售,教育,能源,工程,金融服務,生命科學,製造業和技術。35%的受訪者來自擁有10,000名或更多員工的組織;35%來自擁有5,001-10,000名員工的組織;30%來自擁有1,000-5,000名員工的組織。
About Kelly
Kelly (Nasdaq: KELYA, KELYB) helps companies recruit and manage skilled workers and helps job seekers find great work. Since inventing the staffing industry in 1946, we have become experts in the many industries and local and global markets we serve. With a network of suppliers and partners, we connect jobs seekers around the world with meaningful work. Our suite of outsourcing and consulting services ensures companies have the people they need, when and where they are needed most. Headquartered in Troy, Michigan, we empower businesses and individuals to access limitless opportunities in industries such as science, engineering, technology, education, manufacturing, retail, finance, and energy. Visit kellyservices.com.
關於KellyKelly(納斯達克代碼:KELYA,KELYB)幫助公司招聘和管理熟練工人,並幫助求職者找到理想的工作。自1946年創立人才招聘業以來,我們已成爲爲我們服務的許多行業和本地和全球市場的專家。通過供應商和合作夥伴網絡,我們將世界各地的求職者與有意義的工作聯繫起來。我們的一系列外包和諮詢服務確保企業在最需要人員的時間和地點擁有所需的人員。總部位於密歇根特洛伊市,我們爲科學,工程,技術,教育,製造,零售,金融和能源等行業的企業和個人提供了無限的機會。請訪問kellyservices.com。
Media Contact
Christian Taske
248-561-8823
christian.taske@kellyservices.com
媒體聯繫人
Christian Taske
248-561-8823
christian.taske@kellyservices.com
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