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1、GLOBAL TALENTTRENDS 2023 2022 Association of Chartered Certified Accountants February 2023About ACCA ACCA(the Association of Chartered Certified Accountants)is the global professional body for professional accountants.Were a thriving global community of 241,000 members and 542,000 future members bas

2、ed in 178 countries and regions,who work across a wide range of sectors and industries.We uphold the highest professional and ethical values.We offer everyone everywhere the opportunity to experience a rewarding career in accountancy,finance and management.Our qualifications and learning opportuniti

3、es develop strategic business leaders,forward-thinking professionals with the financial,business and digital expertise essential for the creation of sustainable organisations and flourishing societies.Since 1904,being a force for public good has been embedded in our purpose.In December 2020,we made

4、commitments to the UN Sustainable Development Goals which we are measuring and will report on in our annual integrated report.We believe that accountancy is a cornerstone profession of society and is vital helping economies,organisations and individuals to grow and prosper.It does this by creating r

5、obust trusted financial and business management,combating corruption,ensuring organisations are managed ethically,driving sustainability,and providing rewarding career opportunities.And through our cutting-edge research,we lead the profession by answering todays questions and preparing for the futur

6、e.Were a not-for-profit organisation.Find out more at 8,405 responses across the world,148 countries3#1 The inflation crisis fuels wage pressuresRising prices are putting challenges on employees and employers and putting pressure on wage demands and staff retention#2 Hybrid work is“work in progress”

7、The future of work in the accountancy profession is hybrid,but adoption in practice has some way to go,and there are some challenges emerging.#3 Addressing burnout has to be a priorityStress and mental health issues are evident across the workforce,particularly with younger respondents in our survey

8、#4 Mobility is driving a possible talent crunchAccountancy remains a career choice with high mobility and wide job opportunities but presents retention challenges for employers#5 Technology is empowering,but concerns prevailTechnology is key to adding value,but the pace of change for some is overwhe

9、lming#6 Inclusivity measures score well,but social mobility lagsLeaders are accessible and cultures appear inclusive,but many express concerns on social mobility#7 Accountancy provides career security in turbulent timesWith the global economy entering a challenging 2023,accountancy continues to prov

10、ide long term career prospects and cross border opportunities.At a glance:GLOBAL TALENT TRENDS 2023|EXECUTIVE SUMMARY4GLOBAL TALENT TRENDS 2023|EXECUTIVE SUMMARYExecutive summaryACCAs inaugural annual talent-trends survey in accountancy and finance shows a profession in workplace transition,grapplin

11、g with a multitude of short-term challenges,as well as big longer-term questions.With the legacy of the Covid-19 crisis irrevocably changing our relationship with the workplace,the results are coloured by a gloomy economic outlook across the global economy.This survey of 8,405 professional accountan

12、ts across 148 countries,one of the largest ever studies across the profession,suggests employees are facing significant challenges from workplace stress and a cost-of-living crisis.Employers are facing a potential talent crunch,adapting and experimenting with new ways of working across the workforce

13、.#1 The inflation crisis fuels wage pressures The impact of inflation on the real wages of employees is given as respondents biggest work-related concern for the future.Its the biggest worry for both male and female respondents and cuts across every region in the world.In almost every sector the iss

14、ue is the top concern too,presenting additional challenges for employers in keeping up with wage demands in a profession where career mobility opportunities remain high.Remuneration is identified as one of the top attraction factors to organisations for employees,yet satisfaction levels with pay are

15、 lagging behind.Whilst inflation may start to ease over the first 6 months of 2023,it remains to be seen how the possibility of a broader economic slowdown across the world impacts the situation.#2 Hybrid working is“work in progress”The future of work in the accountancy profession is hybrid,yet over

16、 half of survey respondents suggest their organisations are not currently embracing this type of flexible working practice,with regional and sector disparities in adoption.While 70%of respondents claim they are more productive working remotely,some employers are less sure,suggesting that productivit

17、y and collaboration could be compromised.Some employees too cite concerns on the impact of remote work on collaboration and team work,though finance professionals working in hybrid roles appear happier at work than those working full time in the office.5#3 Addressing burnout has to be a priorityThe

18、promise of greater flexibility in the workplace doesnt appear to be alleviating key mental health pressures.Well-being and mental health are the second highest-rated work concern for the future.The data is clear 61%report that their mental health suffers because of work pressures,71%want more help f

19、rom their organisations in managing their mental health,and almost half(49%)still dont think their organisation considers mental health to be a priority.Its no surprise that 88%want a better worklife balance,but our data also suggests younger people are more likely to say their mental health is suff

20、ering because of work pressures,and more likely to want more support from their employers.#4 Mobility driving a possible talent crunchAlmost half of respondents(44%)expect to move to their next role within 12 months,rising to 69%over the next two years.Its no surprise that Gen Z are the most mobile

21、demographic,but over 50%of Generation X respondents(age 4357)also expect to move role within two years,and over half of respondents globally(55%)suggest they want to leave their current employer in their next move.Yet theres nuance to the data,with a clear indication that organisation size still mat

22、ters for job hunters looking at prospective moves to a different organisation or sector.Its a potential employer talent crunch,further compounded by employee dissatisfaction across a range of different employer propositions.#5 Technology is empowering,but concerns prevailRespondents overwhelmingly c

23、laim to understand how technology helps them add value in their organisations or to their clients,but theres a skills gap,with 86%wanting more training support on technology from their employers,and 42%claiming to be overwhelmed by the pace of technological change impacting their jobs.Remarkably,the

24、 data reveals particularly concerns about technology expressed by younger employees in the workplace.Gen Z may be the digital natives,but its likely theyre at the sharp end of technological change,delivering operationally focused jobs day to day,and witness to the sheer speed of digital transformati

25、on.Those in the Big Four accounting firms and respondents from academia were the most likely to voice concerns on the speed of change.#6 Inclusivity measures score well,but social mobility lagsTheres good news in the data on the progress employees believe their organisations are making in the access

26、ibility of their leaders,leadership integrity and inclusive organisational cultures.Three-quarters of respondents agreed that the leaders of their organisations were accessible,and 71%agreed that these leaders had integrity,with 68%indicating that their organisational culture was inclusive,though no

27、tably the public sector fares less well.Social mobility however appears more challenging,with almost half of respondents(49%)indicating that a low socio-economic background was still a barrier to career progression in their organisation.#7 Accountancy provides career security in turbulent timesA car

28、eer in accountancy is still seen as a smart choice for those seeking long-term career prospects.The opportunity to acquire a professional qualification which affords cross-sectoral and international mobility further adds to the perception that choosing accountancy as a career path provides job optio

29、nality and a degree of job security in challenging economic times.Theres good news,too,about the perception of the broader contribution accountants can make to society and the environment.Yet with rapid workforce change and a challenging economy,the narrative suggests that personal motivations,and i

30、ndividual career advancement are the primary motivations for pursuing careers in accountancy right now.For younger people in particular,the data suggests attraction to the profession is more focused on career development and financial reward rather than broader ambitions to address wider social issu

31、es through the jobs they perform.GLOBAL TALENT TRENDS 2023|EXECUTIVE SUMMARY6GLOBAL TALENT TRENDS 2023|1.THE INFLATION CRISIS FUELS WAGE PRESSURES1.The inflation crisis fuels wage pressures71.Inflation reducing my real wage2.Well-being/mental health3.A global economic downturn impacting my job oppor

32、tunities4.Poor career development opportunities5.Jobs being replaced by technology6.Not having relevant skills for the future7.Workload/insufficient resources to carry out my role 8.Job opportunities moving to other parts of the world9.Employee equality in the workplace10.Poor education systems that

33、 dont deliver future vital workplace skills11.Increasing retirement ageNorth AmericaMiddle EastAsia PacificCentral&E.EuropeSouth AsiaWestern EuropeAfricaCaribbeanCentral&S.AmericaGlobal top-ranked future of work concernsGlobal top-ranked future of work concerns1234567891011GLOBAL TALENT TRENDS 2023|

34、1.THE INFLATION CRISIS FUELS WAGE PRESSURESInflation impacting real wages and salaries is the biggest work-related concernNot since the financial crisis of 2008/09 has the global economy faced such a challenging set of circumstances.With the IMF predicting an increased possibility of a global growth

35、 rate of below 2%in 20231,and central banks undertaking the biggest collective tightening of monetary policy in decades to curb inflation,the cost-of-living crisis across the world and potential economic outfall is having a direct impact on our respondents attitude to the future.Concerns about infla

36、tion are ranked the number one future work concern in eight out of nine regions across the world(Figure 1.1).Across selected countries its also a key issue(Figure 1.2).FIGURE 1.1:Inflations reduction of real wages ranking of concern across regions1.Inflation reducing my real wage2.Well-being/mental

37、health3.A global economic downturn impacting my job opportunities4.Poor career development opportunities5.Jobs being replaced by technology6.Not having relevant skills for the future7.Workload/insufficient resources to carry out my role 8.Job opportunities moving to other parts of the world9.Employe

38、e equality in the workplace10.Poor education systems that dont deliver future vital workplace skills11.Increasing retirement ageNigeriaPakistanSingaporeTurkeyScotland(UK)UAEVietnam ZimbabweUK(all)Global top-ranked future of work concernsGlobal top-ranked future of work concerns1234567891011Mauritius

39、China(mainland)GhanaHong Kong SARIndiaIreland,Rep.ofKenyaMalaysiaCanadaFIGURE 1.2:Inflations reduction of real wages ranking of concern across countries(Based on a net top-three ranked scoring system)(Based on a net top-three ranked scoring system)The inflation impact and cost-of-living crisis that

40、were in at the moment.Thats front of mind for a lot of the team.ACCA Accountants for Business Global Forum Roundtable1 IMF Chief Sees Higher Chance of Global Growth Below 2%in 2023,(Shalal,A.and Lauder,D.,Reuters,2022).,accessed 23 December 2022.8GLOBAL TALENT TRENDS 2023|1.THE INFLATION CRISIS FUEL

41、S WAGE PRESSURESMental health and well-being of the employees is now an accumulation of(different)factors,and the one that is really pressing us in terms of the well-being is,lets face it,inflation.ACCA Africa RoundtableIn Ethiopia where we are feeling higher levels of inflation,employers are lookin

42、g for ways of subsidising the cost of living that employees are incurring.ACCA Africa RoundtableFIGURE 1.3:Ranking of inflations reduction of real wages by generationMEN AND WOMEN BOTH RATE INFLATIONS IMPACT ON REAL WAGES AS THEIR TOP CONCERN FOR THE FUTURE.Generation ZAge under 251stGeneration YAge

43、 25421stGeneration XAge 43571stBaby BoomerAge over 571stACCA Global Economic Conditions Survey2 at the end of 2022 points to the biggest cost crisis for a decadeThe number of respondents to the Q3 and Q4 global economic conditions survey reporting increased cost pressures was the highest ever record

44、ed across a decade of quarterly results.Concerns about increased operating costsIMF warns the new year is going to be“tougher than the year we leave behind”.Why?Because the three big economies the US,EU and China are all slowing down simultaneously.We expect one-third of the world economy to be in r

45、ecession.Even countries that are not in recession,it would feel like recession for hundreds of millions of people.Kristalina Georgieva,Managing Director,International Monetary Fund CBS News,1 Jan 2023.20304050607080%Q4 2012Q4 2014Q4 2016Q4 2018Q4 2020Q4 2022Source:ACCA/IMA(201222)ACCA Global percent

46、age concerned about increased costs Median over survey historyTHE DECLINE IN COMMODITY PRICES MAY HAVE LED TO A FALL IN THE LEVEL OF CONCERN ABOUT INCREASED COSTS DOWN FROM THE HIGHEST LEVEL OF CONCERN IN THE SURVEYS HISTORY IN 2022 Q3.2 Global Economic Conditions Survey,Quarter 4 2022(ACCA and IMA

47、2022).Downloadable from,accessed 30 December 2022.INFLATION CONCERNS CUT ACROSS GENDER AND GENERATION.9GLOBAL TALENT TRENDS 2023|1.THE INFLATION CRISIS FUELS WAGE PRESSURESALL RESPONDENTS EXCEPT IF RETIREDBIG FOUR ACCOUNTING FIRMSMID-TIER ACCOUNTING FIRMSSMALL ACCOUNTING(SMP)/SOLE PRACTICESPUBLIC SE

48、CTORFINANCIAL SERVICESNOT-FOR-PROFITLARGE OR MID-SIZED CORPORATESSMALL-MID SIZED ENTERPRISEACADEMIAInflation impacting my real wage/salary51%48%48%50%50%51%52%51%38%Wellbeing/mental health51%40%35%34%36%28%32%32%38%A global economic downturn impacting my job opportunities27%29%30%24%34%35%41%37%25%P

49、oor career development opportunities20%26%25%30%32%26%31%31%27%Jobs being replaced by technology21%20%22%19%24%22%20%19%32%Not having relevant skills for the future22%19%21%19%22%21%23%26%21%Workload/insufficient resources to carry out my role33%30%31%26%22%28%21%18%27%Job opportunities moving to ot

50、her parts of the world24%19%16%17%20%17%18%17%18%Employee equality in the workplace14%17%10%16%14%16%14%16%10%Poor education systems that dont deliver future vital workplace skills9%13%13%16%9%14%11%11%21%Increasing retirement age6%5%6%13%9%10%8%10%8%The cost-of-living crisis cuts across the sectors

51、,placing greater pressure on retention Reflecting the truly global nature of the cost-of-living crisis,inflation is dominating workplace concerns across all sectors(Figure 1.4).FIGURE 1.4:The inflation challenge across sectors(Based on a net top 3 ranking system)10GLOBAL TALENT TRENDS 2023|1.THE INF

52、LATION CRISIS FUELS WAGE PRESSURESIts also a major concern for employers,who reported extra pressure on the cost base,with wage demands and concerns about retention in the face of the economic challenges cutting across the different sectors.Remuneration is rated as the number one most important attr

53、action factor across many sectors(Figure 1.5),but satisfaction is lagging.FIGURE 1.5:Remuneration as a factor attracting employees to organisations versus satisfaction with remuneration by sectorBig Four accounting firmsMid-tier accounting firmsSmall accounting(SMP)/sole practices0%20%40%60%80%Publi

54、c sectorFinancial servicesNot-for-profitLarge or mid-sized corporatesSmall-mid sized enterpriseAcademia Respondents rating remuneration as very important Respondents saying they are satisfied or very satisfied with remuneration11GLOBAL TALENT TRENDS 2023|1.THE INFLATION CRISIS FUELS WAGE PRESSURESWi

55、ll the price of taming inflation be increased unemployment in 2023?ACCA AND IMA GLOBAL ECONOMIC CONDITIONS SURVEY,QUARTER 4 2022Inflation has undoubtedly been the most dominant of policymaker concerns.Yet there are increasingly clear signs emerging,particularly in the fourth quarter of the year,that

56、 inflation may have now peaked.In the U.S.,headline CPI inflation has dropped back from a peak of 9.0%to 7.1%at the end of last year.In the eurozone,the adjusted inflation rate has fallen to 9.2%down from a peak of 10.8%.And we have seen similar developments in the UK and across some parts of the em

57、erging world too.The spike in raw food and wholesale energy prices that occurred in the aftermath of Russias invasion of Ukraine has begun to reverse.While that may be encouraging,it doesnt necessarily change the equation for policymakers since core inflation remains stubbornly high,currently runnin

58、g at 5.1%for the G7 economies as a whole.That is especially true in the light of continued talent-market strength which persists despite pressure on corporate incomes from a combination of rising wholesale costs and slowing top-line earnings growth.With Central Banks no longer willing to take a risk

59、 with inflation-fearful that robust price pressures could become embedded within wage costs or inflation expectations-further monetary tightening appears inevitable.If financial market expectations are a reliable guide,interest rates could rise by a further 50bps in the US,100bps in the UK,and 150bp

60、s in the eurozone over the course of 2023.Policy tightening,in combination with continued pressure on household and corporate balance sheets,points to a further slowdown in economic growth.Last year already provided a taste of that.S&P Globals Global Composite Purchasing Manager Index now sits below

61、 the critical threshold of 50 for the first time since 2009(outside of the pandemic);housing-market activity has come under serious pressure,with prices declining sharply across a number of developed market economies;and surveys suggest households across Europe and the U.S.are more pessimistic about

62、 their future personal finances than they have been for several decades,weighing on consumption.Chinas exit from zero-Covid could eventually provide some uplift to global growth(provided vaccination rates rise swiftly and sufficiently),but the same is unlikely to be true for developed market economi

63、es.The consensus believes that recession may be unavoidable in Europe,and highly likely in America.The price of taming core inflation looks increasingly likely to be rising unemployment;Central Banks want to see greater slack in the employment market so that wage growth falls back to a level consist

64、ent with their inflation mandates.12GLOBAL TALENT TRENDS 2023|2.HYBRID WORKING IS“WORK IN PROGRESS”2.Hybrid working is“work in progress”13GLOBAL TALENT TRENDS 2023|2.HYBRID WORKING IS“WORK IN PROGRESS”Hybrid work doesnt have traction everywhereOnly just over one-third of respondents claim to be work

65、ing under hybrid arrangements,with more than half(57%)say they are working full time in the office,with younger respondents more likely to report that their working arrangements are currently fully office based(Figure 2.1).This explodes the myth that the profession has fully transitioned to hybrid w

66、orking as a routine and that most people in the profession are working under hybrid arrangements;further,expectations appear low,with the ability to work flexibly only being rated 11 out of 13 perceived benefits of a career in finance.Yet a deeper dive into the data suggests that the story of hybrid

67、 working is much more nuanced with generational differences(Figure 2.2),and other compounding issues such as country infrastructure differences possibly influencing working patterns across different countries(Figure 2.3).FIGURE 2.2:Current working pattern by generationACCORDING TO OUR SURVEY,OLDER W

68、ORKERS ARE MORE LIKELY TO WORK UNDER HYBRID ARRANGEMENTS.FIGURE 2.1:Current working patternsEXPECTATIONS ARE LOW FOR HYBRID WORKING,WITH THE ABILITY TO WORK FLEXIBLY ONLY RANKED 11 OUT OF A POSSIBLE 13 FACTORS AMONG PERCEIVED BENEFITS OF A FINANCE CAREERS.n Fully office based,57%n Fully remote/home

69、based,8%n Hybrid working(ie mix of office and home-based working),35%57%8%35%Under 25(Gen Z)25 42(Gen Y/Millennial)43 57(Gen X)0%10%20%30%40%50%60%Over 57(Baby Boomer)58%14%28%59%7%34%52%9%39%37%20%44%Fully office based Fully remote/home based Hybrid working(ie mix of office and home-based working)W

70、e know that we are going through a tremendous amount of churn in our employee base.So there is no super glue which sticks us together anymore in this remote environment.And thats the biggest challenge.ACCA India RoundtableI lose probably 3 hours getting to and from the office so its more productive

71、to me being at home,but the problem with that is that sometimes you need the collaboration.ACCA Caribbean Roundtable14GLOBAL TALENT TRENDS 2023|2.HYBRID WORKING IS“WORK IN PROGRESS”0%20%40%60%80%100%10%37%53%Big Four accountingfirmsMid-tier accounting firmsSmall accounting(SMP)/sole practicesPublic

72、sectorFinancial servicesNot-for-profitLarge or mid-sized corporatesSmall-mid sized enterpriseAcademia7%65%28%11%62%27%4%71%26%5%54%42%10%50%41%6%58%36%9%64%27%8%47%44%Fully office based Fully remote/home based Hybrid working(ie mix of office and home-based working)FIGURE 2.4:Current working patterns

73、(total by sector)CanadaChina(mainland)GhanaHong Kong SAR of China0%20%40%60%80%100%IndiaIreland,Republic of58%25%KenyaMalaysiaMauritiusNigeriaPakistanSingaporeScotland(UK)United Arab EmiratesVietnamZimbabweUK(all)17%33%11%56%17%3%80%24%3%73%42%28%30%69%14%17%28%11%61%38%5%58%27%2%71%34%4%62%17%8%75%

74、47%4%48%73%13%13%22%9%69%33%1%67%13%4%83%64%16%20%Fully office based Fully remote/home based Hybrid working(ie mix of office and home-based working)FIGURE 2.3:Current working pattern(by select countries)SOME COUNTRIES APPEAR TO BE AHEAD IN THE ADOPTION OF HYBRID WORKING PRACTICES.RESPONDENTS FROM TH

75、E PUBLIC SECTOR AND SMALLER ORGANISATIONS WERE LESS LIKELY TO INDICATE THEY WERE WORKING UNDER HYBRID ARRANGEMENTS.We almost forced too many people to come back to the office.Its almost like a rebound(from Covid-19)as in,“Ive been isolated for two years now.Please let me be in the office”.I think pa

76、rticularly in our region,eventually we will come back to some kind of a compromise.ACCA Central Asia Roundtable15GLOBAL TALENT TRENDS 2023|2.HYBRID WORKING IS“WORK IN PROGRESS”Employees see productivity benefits from hybrid work but also challengesOur data suggests theres no going back from hybrid w

77、ork,with 87%of respondents indicating that they would like to work remotely at least one day a week in the future,but it also suggests an attraction challenge for employers if prevailing working practices continue as they are.87%OF RESPONDENTS WOULD LIKE TO WORK REMOTELY AT LEAST ONE DAY A WEEK IN T

78、HE FUTURE.The real question relates to productivity however,with 70%of respondents who worked at least some time remotely claiming they are more productive when working remotely,yet perversely almost half(47%)reported that they found team collaboration harder than when working in the office,and just

79、 over one-third said they were disengaged from their managers when home working(Figure 2.5).Feedback from employers through our roundtables was mixed,with some reporting concerns over perceived productivity levels when home working and stressing the benefits office days make to team collaboration.EM

80、PLOYEES CLAIM TO BE MORE PRODUCTIVE WHEN WORKING REMOTELY,BUT SOME EMPLOYERS HAVE CONCERNS ABOUT PRODUCTIVITY AND COLLABORATION.FIGURE 2.5:Productivity benefits,collaboration challengesI feel I am more productive when working remotelyI find team collaboration harder when working remotely rather than

81、 in the officeI feel more disengaged from my manager when working remotely70%Dont know:9%Dont know:6%Dont know:8%21%34%58%47%47%Is hybrid and remote work shifting the employer employee relationship?The whole concept of the servant leader or servant manager is taking precedence today,we have seen a l

82、ot of this through the great resignation.ACCA India RoundtableWe struggle for talent.(With remote working)its very hard to develop a culture for people to be part of that,when weve had people start and leave,you know,without ever meeting them just on the screen.If you have no affiliation,it is so ea

83、sy to move on.ACCA Accountants for Business RoundtableI think theres a challenge with the organization generally in that per the managers feel that if the person is not in front of them then not much work is being done.So I think we need to get over,we need to get past that culture of having to supe

84、rvise physically and engage,allow the staff to participate remotely and find ways to.ACCA Public Sector RoundtableWhen you talk to the leadership,theres a perception that employees are not being productive(working at home),theres just the very notion that if people are in the office,then its much ea

85、sier to manage.But weve all been there,its not necessarily.ACCA International Mid Tier RoundtableI think the level of trust is not as high as we expect.Honestly,I think this is something we need to maybe educate the employer.We need to place more confidence in our employees,because you can tell thei

86、r productivity even though they work from home.I think this is something that we really need to promote more.ACCA Hong Kong RoundtableWe need to be very,very mindful of how we use all these tools of hybrid working and other technological advancements in relations to ethicsand that we have a relation

87、ship with our employee that is of mutual trust.So we dont need to have someone in the office to make sure that he or she works.ACCA South-East Europe RoundtableI break it down by demographics.If we look at people who have joined us in the past,lets say 6 to 12 months.Were seeing a higher attrition t

88、here and thats because theyve never come to office,theyve never really engaged with their team members.That relationship and trust is not being built,whereas people who been in an organization for longer period,theyre much more open to hybrid working because we have built that relationship of trust.

89、ACCA India RoundtableAGREEDISAGREEAGREEDISAGREEAGREEDISAGREE16GLOBAL TALENT TRENDS 2023|2.HYBRID WORKING IS“WORK IN PROGRESS”Hybrid work is just work:Are we doing it wrong?MICROSOFT WORK TREND INDEX SPECIAL REPORT3 SEPTEMBER 2022 EXCERPT2.Embrace the fact that people come in for each other Social Co

90、nnection is worth the commute.Workers say they are even more interested in going into the office for their friends and peers than for their managers and leaders.Months into hybrid work,not everyone agrees on how its going.Employees and employers are divided.Employees have embraced flexible work and

91、its benefits and are rejecting a return to hustle culture.At the same time,many leaders yearn for the office life of 2019 hallways abuzz with chatter,coffee overflowing.Add to that what can only be described as one of the strangest recessions the world has ever seen:business leaders must contend wit

92、h rising inflation,shrinking budgets,and,paradoxically,a talent marketplace that remains incredibly tight.Now more than ever,its the job of every leader to balance employee interests with the success of the organization,aligning everyone around the most impactful work.One thing is clear:Thriving emp

93、loyees are what will give organizations a competitive advantage in todays dynamic economic environment,according to Satya Nadella,Chairman and CEO,Microsoft.And,creating a culture and employee experience to meet the needs of todays digitally connected,distributed workforce requires a new approach.To

94、 help,we surveyed 20,000 people in 11 countries and analyzed trillions of Microsoft 365 productivity signals,along with LinkedIn labor trends and Glint People Science findings.The data points to three urgent pivots for leaders to drive alignment and empower people for the new ways we work.Because wh

95、en employees thrive,organizations flourish.1.End Productivity Paranoia the disconnect between how much people say they are working and how much leaders think they are working.3.Re-recruit your employees if people cant learn,theyll leave.Many workers feel that they need to leave a company to develop

96、their skills.Survey respondents were asked:“How much do you agree or disagree with the following when you think about your future career?The best way for me to develop my skills is by changing companies.”Illustrations by Valerio PellegriniSource:Microsoft 20223 Hybrid Work is just Work.Are we Doing

97、it Wrong?(Microsoft,2022).Downloadable from,accessed 30 December 2022.17FIGURE 2.6:Attitudes to home working,by genderFEMALEMALEI would like to work remotely at least 1 day per week in the futureI would like to work remotely at least 1 day per week in the future88%Dont know:5%Dont know:6%7%86%9%GLOB

98、AL TALENT TRENDS 2023|2.HYBRID WORKING IS“WORK IN PROGRESS”Is hybrid work helping gender equality in the workplace?While both men and women overwhelmingly want to work from home more often,women are more likely than men to see the productive upsides of working remotely,are less likely to find team c

99、ollaboration harder and less inclined to become disengaged from their managers when working remotely.As women are more in favour of hybrid work,according to our data,perhaps hybrid working and remote working may help contribute to greater gender equality in the workplace in future.I feel I am more p

100、roductive when working remotelyI feel I am more productive when working remotely73%Dont know:9%Dont know:6%19%66%24%I find team collaboration harder when working remotely rather than in the officeI find team collaboration harder when working remotely rather than in the office43%Dont know:6%Dont know

101、:6%52%52%42%I feel more disengaged from my manager when working remotelyI feel more disengaged from my manager when working remotely31%Dont know:8%Dont know:8%62%37%55%AGREEDISAGREEAGREEDISAGREEWOMEN ARE MORE LIKELY THAN MEN TO SEE THE PRODUCTIVITY UPSIDES OF WORKING REMOTELY,ARE LESS LIKELY TO FIND

102、 TEAM COLLABORATION HARDER AND LESS INCLINED TO BECOME DISENGAGED FROM THEIR MANAGERS WHEN WORKING REMOTELY.Employees are quite happy with the option to work from home given the current challenges faced in our country(lack of fuel,high transport cost for example).ACCA Asia Pacific Roundtable18GLOBAL

103、 TALENT TRENDS 2023|2.HYBRID WORKING IS“WORK IN PROGRESS”FIGURE 2.7a:Attitudes to Mental Health issues(agree,by current working patterns)Hybrid workers score better on mental health indicators Theres no doubt that the mental health challenge cuts right across the accountancy profession,but theres a

104、sense from our data that hybrid workers are faring slightly better than their peers in full-time office work for worklife balance and mental health issues.Our data indicates that those working under hybrid work arrangements were less inclined than full-time office workers to report that their mental

105、 health suffers because of work pressures,less likely to state that they wanted a better worklife balance less likely to want support from their organisations in managing their mental health and most obviously from the data less likely to think their organisation doesnt consider employee mental heal

106、th to be a key priority(Figure 2.7a and 2.7b).But there are also other indicators that hybrid workers in particular are happier than colleagues working full time in the office when it comes to leadership and culture issues.Theyre more likely to agree that their organisations leadership has integrity

107、,more likely to agree their organisations culture is inclusive,and more likely to agree that leaders within their organisation are accessible.On the well-being mental health front,I think post pandemic,as people come out of hybrid and get back to normal,theres a big question around hybrid working an

108、d we are seeing that people are actually leaving organisations that are mandating them to come back to work and theyre joining organisations giving them more options to work from home,more hybrid.ACCA India RoundtableI feel my mental health suffers because of work pressureshybrid working60%63%I woul

109、d like a better worklife balance84%92%I would like more support from my organisation in managing my mental health65%77%I dont think my organisation considers employee mental health to be a priority39%55%fully office-based hybrid workingfully office-based hybrid workingfully office-based hybrid worki

110、ngfully office-based Fully office-basedFully remoteHybrid workingI feel my mental health suffers because of work pressures I would like more support from my organisation in managing my mental healthI would like a better worklife balance I dont think my organisation considers employee mental health t

111、o be a priorityPositive correlationNegative correlationFIGURE 2.7b:Those fully office based were more likely to suggest mental health concerns19GLOBAL TALENT TRENDS 2023|2.HYBRID WORKING IS“WORK IN PROGRESS”The upsides and downsides of home working?The data from our survey suggests respondents worki

112、ng under hybrid work arrangements are slightly more positive when it comes to a wide range of organisational issues such as mental health.Yet the feelings expressed by organisations and employers we spoke to as part of our global series of roundtable discussions were more mixed,reflecting the sheer

113、complexity and multitude of factors influencing the successful adoption of hybrid work and remote work in practice.Hybrid and remote working remains for many businesses a newly established modus operandi,a way of working they are continuing to adapt to.Many organisations enthuse about the positive a

114、spects hybrid work has brought to their businesses and their employees,from cost savings and better use of office space,to opportunities for greater staff engagement,autonomy and workforce flexibility,as well as opening up access to new talent pools.Yet employers are honest too about the challenges

115、they see as they have transitioned to these relatively new working practices.They see hybrid work as having indelibly changed the relationships between employers and their employees,putting new demands and necessitating new skills for how managers manage their staff when working remotely and run vir

116、tual teams,as well as rebalancing the traditional employer-employee power relationship.Similarly,there are other issues cited too that businesses are having to work through,from perceptions on productivity and employee trust,challenges with retaining organisation culture,tax and legal ramifications

117、from“work anywhere”remote working policies,as well as concerns expressed around effective collaboration,teamwork,creativity and innovation when teams spend most of their time physically apart.Theres some concern too that this new world of work further compounds the employer retention challenge,with

118、perceptions around less“engaged”and more physically distant employees more able to switch easily to new employers.Some employers even cite that remote working is impacting how employees cultivate those vital interpersonal workplace skills for the future.The Covid-19 crisis led people to reflect on t

119、he big questions on work and reconfigure in practice how they ran and structured their daily lives in work and beyond;transitioning back and finding the right“model”that works for particular organisations,and which balances and meets the needs of the employer,its employees as well as organisation cl

120、ients will continue to be a journey of discovery.Truly understanding the benefits these new working practices bring,as well as the unintended consequences they may bring will take time.203.Addressing burnout has to be a priorityGLOBAL TALENT TRENDS 2023|3.ADDRESSING BURNOUT HAS TO BE A PRIORITY21GLO

121、BAL TALENT TRENDS 2023|3.ADDRESSING BURNOUT HAS TO BE A PRIORITY1.Inflation reducing my real wage2.Well-being/mental health3.A global economic downturn impacting my job opportunities4.Poor career development opportunities5.Jobs being replaced by technology6.Not having relevant skills for the future7

122、.Workload/insufficient resources to carry out my role 8.Job opportunities moving to other parts of the world9.Employee equality in the workplace10.Poor education systems that dont deliver future vital workplace skills11.Increasing retirement ageNorth AmericaMiddle EastAsia PacificCentral&E.EuropeSou

123、th AsiaWestern EuropeAfricaCaribbeanCentral&S.AmericaGlobal top-ranked future of work concernsGlobal top-ranked future of work concerns1234567891011Mental health challenges are endemic Well-being and mental health are identified as the second-highest work concern for our participants globally.Across

124、 all regions of the world,apart from North America,the issue consistently falls within the top three work concerns about the future(Figure 3.1),with Caribbean and Central and South American respondents placing it as the highest concern overall and some countries across the world rating it similarly(

125、Figure 3.2).Both men and women identified mental health as their second-highest work concern about the future.People are burnt out after the pandemic.People are burnt out by different modes of working and by demand on their time and by doing more with less.Public Sector RoundtableWe do see a lot mor

126、e of well-being and mental health issues being raised by students and theyre struggling with that.I think some of it has to do with 2 1/2 years of working remotely.North America Roundtable FIGURE 3.1:Well-being/mental health issues ranking of concern across regions(Based on a net top-three ranked sc

127、oring system)1.Inflation reducing my real wage2.Well-being/mental health3.A global economic downturn impacting my job opportunities4.Poor career development opportunities5.Jobs being replaced by technology6.Not having relevant skills for the future7.Workload/insufficient resources to carry out my ro

128、le 8.Job opportunities moving to other parts of the world9.Employee equality in the workplace10.Poor education systems that dont deliver future vital workplace skills11.Increasing retirement ageNigeriaPakistanSingaporeTurkeyScotland(UK)UAEVietnam ZimbabweUK(all)Global top-ranked future of work conce

129、rnsGlobal top-ranked future of work concerns1234567891011MauritiusChina(mainland)GhanaHong Kong SARIndiaIreland,Rep.ofKenyaMalaysiaCanadaFIGURE 3.2:Well-being/mental health issues ranking of concern across selected countries(Based on a net top-three ranked scoring system)22GLOBAL TALENT TRENDS 2023|

130、3.ADDRESSING BURNOUT HAS TO BE A PRIORITYPressure on employers to meet the rising mental health challengeTheres a gap emerging in our data between the levels of mental health and well-being concerns that respondents are reporting,and perceived levels of employer support to address these issues.Overa

131、ll,almost 90%of respondents want a better worklife balance,and 61%agree that their mental health suffers because of work pressures,with the issues cutting across different geographies(Figure 3.4).Yet while 71%of respondents state that they want more support from their organisation in managing their

132、mental health,worryingly,almost half suggest they dont think their organisation considers mental health to be a priority(Figure 3.3),though some variations by sector are apparent(Figure 3.5 and Figure 3.6).We need to move into more sustainable well being strategies rather than fire-fighting from the

133、 pandemic.ACCA Central Asia RoundtableFIGURE 3.3:Well-being challenges facing employersI would like more support from my organisation in managing my mental healthI feel my mental health suffers because of work pressuresI dont think my organisation considers employee mental health to be a priorityCan

134、adaChina(mainland)GhanaHong Kong SAR0%20%40%60%80%100%IndiaIreland,Republic of50%45%KenyaMalaysiaMauritiusNigeriaPakistanSingaporeTurkeyScotland(UK)United Arab EmiratesVietnamZimbabweUK(all)63%23%59%30%58%32%62%27%59%30%69%22%65%25%64%24%61%29%67%27%56%30%67%19%47%50%60%31%75%16%73%24%54%38%Agree Di

135、sagreeFIGURE 3.4:My mental health suffers because of work pressures(by selected countries)I would like a better worklife balance88%Dont know:4%8%AGREEDISAGREE71%Dont know:11%17%AGREEDISAGREE61%Dont know:9%30%48%Dont know:12%40%(Dont knows remain the balancing figure for each country)23GLOBAL TALENT

136、TRENDS 2023|3.ADDRESSING BURNOUT HAS TO BE A PRIORITYFIGURE 3.5:My mental health suffers because of work pressures(percentage that agree,by sector)FIGURE 3.6:I dont think my organisation considers employee mental health to be a priority (percentage that agree,by sector)0%20%40%60%80%Big Four account

137、ingfirmsMid-tier accountingfirmsSmall accounting(SMP)/sole practicesPublic sectorFinancial servicesNot-for-profitLarge or mid-sized corporatesSmall-mid sized enterpriseAcademia70%64%63%58%64%57%61%58%65%0%20%40%60%80%Big Four accountingfirmsMid-tier accountingfirmsSmall accounting(SMP)/sole practice

138、sPublic sectorFinancial servicesNot-for-profitLarge or mid-sized corporatesSmall-mid sized enterpriseAcademia45%50%44%52%46%39%48%50%57%24Under 25(Gen Z)25 42(Gen Y/Millennial)43 57(Gen X)Over 57(Baby Boomer)60%63%58%43%33%28%29%48%GLOBAL TALENT TRENDS 2023|3.ADDRESSING BURNOUT HAS TO BE A PRIORITYY

139、ounger employees are particularly challenged by mental health issuesOur data suggests younger respondents are facing more challenges from mental health and well-being concerns.Theyre more likely to suggest their mental health is suffering because of work-based pressures,more likely to demand support

140、 from their organisation in managing their mental health,and also more likely to claim that their organisations are not treating employee mental health as a priority(Figure 3.7).FIGURE 3.7:Younger generations are particularly affected by mental health issuesI feel my mental health suffers because of

141、 work pressuresI would like a better worklife balanceI would like more support from my organisation in managing my mental healthI dont think my organisation considers employee mental health to be a priorityDISAGREEAGREEUnder 25(Gen Z)25 42(Gen Y/Millennial)43 57(Gen X)Over 57(Baby Boomer)90%89%85%14

142、%10%7%6%80%DISAGREEAGREEUnder 25(Gen Z)25 42(Gen Y/Millennial)43 57(Gen X)Over 57(Baby Boomer)78%74%62%34%22%16%13%48%DISAGREEAGREEUnder 25(Gen Z)25 42(Gen Y/Millennial)43 57(Gen X)Over 57(Baby Boomer)48%49%48%43%39%38%36%45%DISAGREEAGREE(Dont knows remain the balancing figure for each response)(Don

143、t knows remain the balancing figure for each response)(Dont knows remain the balancing figure for each response)(Dont knows remain the balancing figure for each response)25GLOBAL TALENT TRENDS 2023|3.ADDRESSING BURNOUT HAS TO BE A PRIORITYStressful job rolesWhats remarkably consistent in our data is

144、 the impact that stressful job roles is having on the attractiveness of accountancy.Stressful job roles were identified globally as the highest detractor from pursuing a career in finance and accountancy globally,the highest factor for both men and women.And the highest factor for both Gen Z and Gen

145、 Y as to why a career in finance may not appeal(Figure 3.8).For Gen Z in particular,the emphasis placed on stressful job roles as a key barrier is particularly notable.Dicing the data by sector,stress and long working hours were consistently identified by respondents as key issues across all sectors

146、 in potentially deterring someone from pursuing a career in accountancy.FIGURE 3.8:Top three reasons why finance and accountancy may not appeal to some individuals choosing a career now(by generation)GENERATION Z(AGE UNDER 25)GENERATION Y (AGE 2542)GENERATION X (AGE 4357)BABY BOOMERS (AGE OVER 57)1.

147、Stressful job roles1.Stressful job roles1.Stressful job roles1.Perception as a boring career2.Technology replacing jobs2.Long working hours2.Long working hours2.Stressful job roles3.Costs too much to gain a professional qualification3.Perception as a boring career3.Perception as a boring career3.Tra

148、ditional limited view of what accountants doWhere we have very stressful projects weve actually brought people into the office because they are not only more productive,but the feeling of being overwhelmed lowers substantially.ACCA Africa RoundtableOne major concern younger people expressed about th

149、e profession is the long working hours and the fact that they are not able to control their working hours and manage their work life balance.When we talk to those with 5-6 years of experience,they explain that its not a big issue for them because they have more control over the hours given their sen

150、iority.Employers should consider how they can involve the younger colleagues in planning and providing them with more control over their hours.ACCA Asia Pacific RoundtableIts insufficient people coming through the track,so most of the audit firms dont have the numbers that they need.When you do not

151、have as many hands as you need and you have a time period within which you need to do the work,there is pressure on the hands that you have.ACCA North America RoundtableWith Gen Z from the beginning,they dont want to accept the idea that this profession comes with long working hours.And with this bu

152、rden.ACCA Southern Europe Roundtable(Net top 5 ranked)264.Mobility driving a possible talent crunchGLOBAL TALENT TRENDS 2023|4.MOBILITY DRIVING A POSSIBLE TALENT CRUNCH27GLOBAL TALENT TRENDS 2023|4.MOBILITY DRIVING A POSSIBLE TALENT CRUNCHRetention challenges are evident for all employers Nearly hal

153、f the respondents(44%)expect to move to their next role in 12 months,rising to 69%over the next two years(Figure 4.1).Of those who want to move in the next year,two-thirds expect that move to be external.Across our total respondent base for all those who indicated they were planning to move role at

154、some point,55%indicated their next move would be external,and almost two-thirds expected it to be a promotion.I think the way as employers we think about retention is going to be different in a hybrid world.ACCA Accountants for Business Global Forum RoundtableMy organisation started this initiative

155、called workstation.We have offices around the world so we are looking at how we combine our locations with our work and work remotely from each others offices.Its a way of addressing retention issues and making people happier in their workplaces where they can travel somewhere,where they can also ta

156、ke some time off.ACCA International Mid-Tier Firm RoundtableUnsurprisingly the data cuts differently across the generations,with Generation Z the most mobile demographic,being more likely to indicate that they want to move quickly and to move sector than older generations in the workplace(Figure 4.2

157、).Even so,over 50%of Generation X respondents(aged 4357)expect to move role within two years.FIGURE 4.1:Desired mobility across the professionFIGURE 4.2:Mobility by generation0%20%40%60%80%100%52%Under 25(Gen Z)25 42(Gen Y/Millennial)43 57(Gen X)Over 57(Baby Boomer)26%10%6%47%27%11%9%36%12%22%6%21%2

158、7%10%42%6%12%Are you planning to move?All employed12%44%25%11%2%In more than 5 years In the next 35 years In the next 12 years In the next 12 months Not planning to moveDont know:5%Promotion vs sideways moveAll employed and planning to move64%promotion22%sideways moveNo preference:14%Internal vs ext

159、ernal moveAll employed and planning to moveNot sure:12%32%55%InternalExternal In the next 12 months In the next 12 years In the next 35 years In more than 5 years Not currently planning to move Dont knowHow soon would you like to move to your next role?Do you intend to move sector in your next move?

160、(Those who are employed and suggest they want to move jobs)0%10%20%30%40%50%45%Under 25(Gen Z)25 42(Gen Y/Millennial)43 57(Gen X)Over 57(Baby Boomer)44%37%28%28GLOBAL TALENT TRENDS 2023|4.MOBILITY DRIVING A POSSIBLE TALENT CRUNCHEmployee satisfaction levels lag for the most important employer attrib

161、utesAcross a range of hygiene and cultural factors,theres a satisfaction gap for the employer attributes that respondents rate as most important,with noticeable shortfalls in career development,remuneration,worklife balance and employee recognition,which may compound the challenges organisations are

162、 facing(Figure 4.3).FIGURE 4.3:Comparison between the work attributes respondents want,and their satisfaction levels for those attributesCareer development/learn and grow opportunitiesRemunerationWorklife balance0%20%40%60%80%Employee recognition for good performanceJob securityReasonable work deadl

163、ines/sufficient resources to do the jobTeam collaboration/supportNon-salary benefits(eg healthcare,retirement benefits)Ability to work flexiblyInclusive and equitable cultureFamily friendly policies/supportOrganisation purposeBrand/prestige of the organisationEntrepreneurial cultureClimate/ESG recor

164、dVolunteering opportunities Percentage of respondents rating each factor as very important Percentage of respondents saying they are satisfied or very satisfied with the factorCAREER DEVELOPMENT,REMUNERATION AND WORKLIFE BALANCE ARE IDENTIFIED AS THE THREE MOST IMPORTANT FACTORS IN ATTRACTING INDIVI

165、DUALS TO ORGANISATIONS,BUT SATISFACTION LEVELS LAG IN THESE KEY AREAS.29GLOBAL TALENT TRENDS 2023|4.MOBILITY DRIVING A POSSIBLE TALENT CRUNCHHybrid workers are more satisfied with what their employers offer and are more likely to stayExamining a broad range of factors relating to employment reveals

166、a critical observation on hybrid work.Across every hygiene-and culture-related work attraction factor,those working under hybrid arrangements are more satisfied with what they are receiving from their employers than those who are fully office based;further weve undertaken a further deep-dive analysi

167、s on the data which reveals that hybrid workers are also less likely to seek an external move outside of the organisation because of this.Of those seeking a career move,46%of hybrid working respondents suggested that they would plan to move externally in their next move,versus 60%of those working fu

168、ll time in the office.Moreover,key areas such as the organisations flexibility in working arrangements,family friendly policies,employee well-being support and non-salary benefits appear to be key in terms of satisfaction.They are also more positive about organisation culture and leadership.FIGURE 4

169、.4:Satisfaction with employers across a range of factors fully office based versus hybrid work(Respondents indicating they were satisfied or very satisfied with the factor indicated)Fully office-basedJob security,64%Flexibility in working,46%Reasonable work deadlines/sufficient resources to do the j

170、ob,55%Family friendly policies/support,48%Employee wellbeing support,47%Career development/learn and grow opportunities,48%Informal/formal employee recognition for good performance,45%Non-salary benefits(eg healthcare,retirement benefits),44%Remuneration,43%Team collaboration/support,65%Organisation

171、 purpose,65%Brand/prestige of the organisation,65%Inclusive and equitable culture,57%Work life balance,51%Entrepreneurial culture,47%Climate/ESG record,41%Volunteering opportunities,39%Hybrid workingJob security,72%Flexibility in working,80%Reasonable work deadlines/sufficient resources to do the jo

172、b,58%Family friendly policies/support,61%Employee wellbeing support,61%Career development/learn and grow opportunities,59%Informal/formal employee recognition for good performance,57%Non-salary benefits(eg healthcare,retirement benefits),57%Remuneration,53%Team collaboration/support,74%Organisation

173、purpose,73%Brand/prestige of the organisation,74%Inclusive and equitable culture,68%Work life balance,64%Entrepreneurial culture,51%Climate/ESG record,50%Volunteering opportunities,48%HAPPIER HYBRID WORKERS ARE TRANSLATING INTO MORE POSITIVE RETENTION OUTCOMES FOR EMPLOYERS TOO.THOSE WORKING UNDER H

174、YBRID ARRANGEMENTS ARE LESS LIKELY TO WANT TO MOVE EXTERNALLY IN THEIR NEXT MOVE.There is a challenge for the manager in the differences of preferences among the people they have.So theres some people who always want to work remotely.There are some who would always prefer to work from office,and som

175、e who would like to work in a hybrid model.So that is the biggest dilemma for the manager.How to drive balance,and make sure that he or she is able to force the team to a point where there is collaboration and cohesiveness.I think thats a big challenge that the leaders are grappling with today.ACCA

176、India Roundtable30GLOBAL TALENT TRENDS 2023|4.MOBILITY DRIVING A POSSIBLE TALENT CRUNCHDissatisfaction leads to a search for an exit route more quicklyEmployees who indicate higher levels of dissatisfaction across a range of hygiene and culture employment factors are more likely to seek an external

177、move,but critically also in a quicker timeframe(within the next 12 months).The top 3 issues driving an external move overall are dissatisfaction with Career Development,Remuneration and Employee Wellbeing Support,the top 3 issues driving an external move in the next 12 months are Career Development,

178、Remuneration and Employee Recognition(Figure 4.5).Interestingly Career Development and Remuneration are also the top two attraction factors to organisation.It suggests organisations have to deliver on their attraction promises,particularly around Career Development and Remuneration.This is a big pro

179、blem for many employers,particularly because of the inflationary environment and wage cost pressures.FIGURE 4.5:The top 3 issues driving an external moveCAREER DEVELOPMENT AND REMUNERATION ARE THE TOP TWO ATTRACTION FACTORS TO AN ORGANISATION,YET THEY ARE ALSO THE TWO AREAS WHICH HAVE A KEY BEARING

180、ON EMPLOYEES DECISIONS TO LEAVE AN ORGANISATION AS WELL AS HOW QUICKLY THEY WANT THIS TO HAPPEN.Move within 12 monthsn Career development/learn and grow opportunitiesn Remunerationn Non-salary benefits (eg healthcare,retirement benefits)n Job securityn Flexibility in workingn Reasonable work deadlin

181、es/sufficient resources to do the jobn Informal/formal employee recognition for good performancen Family friendly policies/supportn Employee wellbeing supportn Organisation purposen Climate/ESG recordn Entrepreneurial culturen Inclusive and equitable culturen Team collaboration/supportn Brand/presti

182、ge of the organisationn Volunteering opportunitiesn Work life balanceExternal moveMove more likelyIs there are link between employer wellbeing support and retention?Employee expectations are changing,evidenced by the fact that clear correlations arise between mental health issues and employee retent

183、ion levels.Getting this wrong by failing to recognise the different elements that contribute to a healthy and supportive environment may lead to much higher levels of attrition.Intends to move in the next 12 monthsIntends to make external moveI feel my mental health suffers because of work pressures

184、 I would like a better worklife balanceI dont think my organisation considers employee mental health to be a priorityPositive correlationNegative correlation31GLOBAL TALENT TRENDS 2023|4.MOBILITY DRIVING A POSSIBLE TALENT CRUNCHSector winners and losers in the talent warThe sector data on mobility y

185、ields interesting divergences,with those in academia,the public sector and SMEs indicating higher levels of ambition for moving out of their sectors than those in other sectors(Figure 4.6).Its also interesting to see where individuals seeking to move roles want to go(Figure 4.7).The Big Four,financi

186、al services and larger corporates still retain their currency as desirable destinations.This could reflect the perceived range of opportunities presented in bigger organisations as career paths diversify,or it could be related to remuneration opportunities or perceptions around brand.Over one-fifth

187、of respondents indicated that the larger accounting firms are their next intended career destination,one-third are seeking to move to mid-to-large corporate firms,and 10%expect to move to financial services firms.It suggests possible challenges for SMEs and smaller accounting firms,in particular,in

188、retaining good talent and recruiting new talent(Figure 4.7).FIGURE 4.6:Respondents that intend to move sector in their next move0%10%20%30%40%50%60%38%Big Four accountingMid-tier accountingSmall accounting(SMP)/sole practitionerPublic sectorFinancial servicesNot-for-profitLarge or mid-sized corporat

189、esSmall-mid sized enterpriseAcademia35%37%51%41%36%42%46%55%Younger persons coming into the public sector have a different mindset.They need to see progress fasteryoull find its difficult to retain themthey are expecting that they should be promotedand sometimes the structure of the public sector do

190、esnt accommodate that very well and youll find that they tend to move on.ACCA Public Sector Roundtable32GLOBAL TALENT TRENDS 2023|4.MOBILITY DRIVING A POSSIBLE TALENT CRUNCHFIGURE 4.7:Sector winners and losersMy current sectorThe sector I would like to move toLarge or medium-sized corporate sector f

191、irms(inc.industry or commerce)Big Four accounting firmsFinancial services(inc.banks or insurance companies)Big Four accounting firmsAcademiaSelf-employedPublic sector(inc.Government)Not-for-profit/charityLarge or medium-sized corporate sector firms(inc.industry or commerce)Financial services(inc.ban

192、ks or insurance companies)Mid-tier accounting firmsSmall accounting firm(SMP)/sole practicesSmall to medium-sized enterprise/small businessPublic sector(inc.Government)Self-employedMid-tier accounting firmsNot-for-profit/charitySmall to medium-sized enterprise/small businessAcademiaSmall accounting

193、firm(SMP)/sole practicesDont knowOther(please specify)THE BIG FOUR,FINANCIAL SERVICES AND LARGER CORPORATES STILL RETAIN THEIR CURRENCY AS DESIRABLE EMPLOYERS,ACCORDING TO OUR DATA.33GLOBAL TALENT TRENDS 2023|4.MOBILITY DRIVING A POSSIBLE TALENT CRUNCHSpotlight on the Big Four Accounting FirmsWorkin

194、g for a large accounting firm is considered a fairly conventional career route for many qualified accountants and finance professionals.This is confirmed by the fact that the single most desirable destination for respondents considering a career move is to a Big Four accounting firm(Figure 4.7),and

195、its in this sector that respondents were most likely to suggest that they wanted their next move to be a promotion.Respondents in the Big Four accounting firms were least likely across all sectors to suggest that their next move was external to the organisation,reflecting perhaps the fact that respo

196、ndents in that sector were also least likely to cite poor career development opportunities as a major concern for the future(Figure 4.8).But its not all good news for the Big Four accounting firms.Around issues of well-being and mental health,respondents working for the largest firms were much more

197、likely to report a raised level of concern(Figure 4.8).This coincides with higher levels of concern around long working hours and workload,suggesting there may be some correlation between the issues.And theres some evidence to suggest that those in the Big Four accounting firms are less likely to ci

198、te purpose and having a job that is essential to the organisation as a perceived key benefit of a career in finance and accounting.LARGE OR MID-SIZED CORPORATE SMEFINANCIAL SERVICESPUBLIC SECTORSMALL ACCOUNTING FIRMSBIG FOUR ACCOUNTING FIRMSMID-TIER ACCOUNTING FIRMSNOT-FOR-PROFIT/CHARITYACADEMIAPERC

199、ENTAGE OF RESPONDENTS IN EACH SECTOR RANKING DIFFERENT WORK RELATED CONCERNS(ON AN NET RANKED TOP 3 BASIS)Wellbeing/mental health32%32%36%34%35%51%40%28%38%Long working hours38%32%39%32%34%47%40%32%29%Workload/insufficient resources21%18%22%26%31%33%30%28%27%Poor career development opps31%31%32%30%2

200、5%20%26%26%27%PERCENTAGE OF RESPONDENTS IN DIFFERENT SECTORS IDENTIFYING“PURPOSE A JOB THAT IS ESSENTIAL TO AN ORGANISATION”AS A KEY BENEFIT OF A CAREER IN FINANCE AND ACCOUNTINGPurpose a job that is essential to an organisation29%30%26%27%25%18%18%36%25%FIGURE 4.8:Spotlight on the Big Four Accounti

201、ng Firms Its very clear that in the audit profession,the long working hours and the stressful works are an inherent part of the job.You almost cant run away from that.From my experience,Gen X were probably looking at the Big Four as a brand that would provide them a lot of things,such as the brand a

202、wareness,education,training,etc.But ACCA Gen Z report reveals that the big brand was relatively low in terms of importance versus for Gen X.So something is becoming more challenging for the big brands like the Big Four now.If I cant leverage my brand as much as I used to,but Im still working them as

203、 hard as I used to,and the pay relative to other professions are probably not so balanced in terms of the number of hours that you work,then I think the Gen Z are probably weighing up all those different options.ACCA Hong Kong Roundtable34GLOBAL TALENT TRENDS 2023|4.MOBILITY DRIVING A POSSIBLE TALEN

204、T CRUNCHFavoured destinations for international job seekersThe career optionality that accountancy affords individuals is a key reason for pursuing a career in the profession.Levels of high employee mobility and aspirations for upward career advancement are strongly evident from the data,with the av

205、ailability of careers/jobs that cut across geographies and regions of the world cited by respondents as a top five benefit of joining the profession.Unsurprisingly,younger respondents were more likely to cite the benefits of mobility across different countries and regions often following same langua

206、ge destinations,with 28%of respondents of Gen Z and 26%of respondents of Gen Y identifying this as a top three benefit,versus 21%of Gen X and 16%of the Baby Boomers.But where do those who want to change locations in their roles want to go?Our data suggests that individuals are being drawn to a numbe

207、r of key markets as talent migration ebbs and flows.A lot of young talent from the country is migrating to Canada because of the French speaking opportunity.ACCA Africa RoundtableWhats happening is the comparison point around inflation rates,salary increases and what is fair and not fair.Were starti

208、ng to see that come into play specifically impacting transfers or to give you an example,we had staff transfer from here to the UK and then from Australia to the UK,the cost of living is substantially higher there actually at the moment,on the back of gas prices going up into winter and some have be

209、en asked to transfer back.So I think there is an interesting dynamic around your ability to weather the inflation increase,if you are domicile,then working in your home country versus if you move.ACCA Africa RoundtableFIGURE 4.9:Favoured destinations for accountancy talent?Current regionMove to regi

210、onUSAKazakhstanUK ScotlandUzbekistanVietnamGhanaAzerbaijanMyanmarPakistanSaudi ArabiaSingaporeMauritiusTrinidad&TobagoCanadaSri LankaUnited Arab EmiratesIndiaMalaysiaTurkeyNigeriaZimbabweIreland,Republic ofKenyaUK EnglandHong Kong SAR of ChinaBangladeshRomaniaNepalUgandaMalawiZambiaGreeceChina(mainl

211、and)CyprusItalyUK EnglandCanadaAustraliaSingaporeUnited Arab EmiratesSpainLuxembourgTurkeyIreland,Republic ofGermanyAzerbaijanNetherlandsMalaysiaSwitzerlandSaudi ArabiaOther/variousNew ZealandVietnamCayman IslandsQatarIndiaGhanaPakistanZimbabwe355.Technology is empowering,but concerns prevailGLOBAL

212、TALENT TRENDS 2023|5.TECHNOLOGY IS EMPOWERING,BUT CONCERNS PREVAIL36GLOBAL TALENT TRENDS 2023|5.TECHNOLOGY IS EMPOWERING,BUT CONCERNS PREVAILTechnology is empowering employees to add value,but concerns are expressedOverwhelmingly,respondents see the how technology is enabling them to add more value

213、to their organisation and clients.This is the most consistent data point we have across the entire survey,with minimal differences noted in response between the generations,genders or sectors.Yet theres a twist in the tale a significant proportion of respondents,43%,indicated that they are concerned

214、 that technology will replace part or all of their role(Figure 5.1),and almost 40%claim to be overwhelmed by the pace of technological change,with a higher proportion of men than women stating this.Its perhaps no surprise,then,that 86%of respondents overall indicated that they wanted their employers

215、 to provide more training in technology.Its the cuts by sector that are perhaps most revealing here,however,with those in the Big Four accounting firms,academia and the self-employed more likely to claim being overwhelmed by the pace of technological change and its impact on their jobs(Figures 5.2 a

216、nd 5.3).I would like me employer to provide me with more training on technologyI am concerned that technology will replace part or all of my roleI feel overwhelmed by the pace of change of technology impacting my job86%Dont know:6%Dont know:8%Dont know:11%8%42%47%44%47%AGREEDISAGREEAGREEDISAGREEAGRE

217、EDISAGREEFIGURE 5.1:Technology concerns prevail for some93%OF RESPONDENTS SAY TECHNOLOGY ENABLES THEM TO ADD MORE VALUE TO THEIR ORGANISATION OR THEIR CLIENTS.FIGURE 5.2:I am concerned that technology will replace part or all of my role(percentage that agree,by sector)FIGURE 5.3:I feel overwhelmed b

218、y the pace at which technology is changing my job(percentage that agree,by sector)0%20%40%60%Big Four accounting firmsMid-tier accountingfirmsSmall accounting(SMP)/sole practicesPublic sectorFinancial servicesNot-for-profitLarge or mid-sized corporatesSmall-mid sized enterpriseAcademia48%45%48%40%47

219、%38%45%42%47%0%20%40%60%Big Four accountingfirmsMid-tier accountingfirmsSmall accounting(SMP)/sole practicesPublic sectorFinancial servicesNot-for-profitLarge or mid-sized corporatesSmall-mid sized enterpriseAcademia52%46%47%41%42%41%36%40%52%37GLOBAL TALENT TRENDS 2023|5.TECHNOLOGY IS EMPOWERING,BU

220、T CONCERNS PREVAILYounger respondents express the greatest concerns,and so do menBoth Generation Z respondents and Generation Y respondents were most likely to agree that they were concerned that technology will replace part or all of their role,and most likely to state they were overwhelmed by the

221、pace of technological change.This initially may be counter-intuitive for the so-called digital natives,but the results were remarkably consistent through our survey(Figure 5.4).Similarly,men were more likely than women to express concerns over the pace of technological change.46%Under 25(Gen Z)25 42

222、(Gen Y/Millennial)43 57(Gen X)Over 57(Baby Boomer)51%46%39%25%65%52%40%FIGURE 5.4:Gen Z and Gen Y express most concerns about technologyI am concerned that technology will replace part or all of my roleI feel overwhelmed by the pace of change of technology impacting my jobDISAGREEAGREEUnder 25(Gen Z

223、)25 42(Gen Y/Millennial)43 57(Gen X)Over 57(Baby Boomer)51%37%39%52%52%48%35%42%DISAGREEAGREE(Dont knows remain the balancing figure for each response)(Dont knows remain the balancing figure for each response)38GLOBAL TALENT TRENDS 2023|5.TECHNOLOGY IS EMPOWERING,BUT CONCERNS PREVAILExplaining the d

224、ata:Why do younger people express more concerns around technology in our survey?Employers who participated in our global roundtable series were not always surprised by these findings.Some suggested younger people in the workforce are more likely to be in roles more operationally exposed to technolog

225、ical change,with older employees typically in more strategic roles less impacted in their day-to-day roles by(particularly)automation technologies.Other cited the view that older workers throughout their careers have lived through technological change before so it was seen as less of a threat,sugges

226、ting technology is naturally going to have a big impact on the careers of younger employees over the next 30 or 40 years.There were other ideas suggested too-younger employees likely having a much clearer understanding of the true likely impact of technology change in the future.Some commentators ev

227、en suggested that younger people were hyper-focused on technology,falsely seeing knowledge around specific applications as the“Make or Break”of their careers,and not understanding the broader context of technology change as only one influence on their future career.Gen Zs concerns about technology a

228、rent newConcerns about technology among the younger generation have also been expressed in previous ACCA studies.In 2021,Groundbreakers,ACCAs Generation Z report surveyed almost 10,000 young people under the age of 25,and their responses to questions on technology are telling.The true digital native

229、s,the first generation to be raised on social media,indicated that they were comfortable with technology and claimed they pick it up fast,and they saw the benefits of technology enabling finance professionals to focus on higher-value-added activity.But on the downside many saw technology as potentia

230、lly replacing entry-level roles,and the majority were worried about the impact of technology on their own job opportunities for the future.Weve had this conversation with some of our younger staff members theyre almost more aware of what is coming with technology and so much more conscious of how th

231、ey could be displaced and actively willing to put their hand up to say,do this more efficiently.So Im not sure if the answer is a bad thing or a sense of consciousness or awareness thats different.ACCA Africa RoundtableGen Z have a very narrow view of what accounting is and they see automation techn

232、ologies as cutting into that a lot,which is why they may be more inclined to say Im more worried about the pace of change of technology.Its a very interesting observation.ACCA Southern Europe RoundtableI think the technology is really overwhelming in the past two years and they are like losing confi

233、dence in all aspects of it.ACCA Hong Kong RoundtableTechnology is changing at a rapid speed.So the major concern is,are we going to train our workforce accordingly or they are lagging behind on something.ACCA North America RoundtableFIGURE 5.5:Gen Z views on technology(Groundbreakers:Gen Z and the f

234、uture of accountancy ACCA 2021 report)(Percentage of respondents agreeing to the statement)80%79%75%57%We are very comfortable with technology and pick up new technology fastTechnology will enable finance professionals to focus on high value added activityTechnology will replace many entry level rol

235、es in the professionI am worried about the impact of technology on my job opportunities in the futureI FEEL OVERWHELMED BY THE PACE OF TECHNOLOGICAL CHANGE AFFECTING MY JOB.38%OF WOMEN AGREE/46%OF MEN AGREE396.Inclusivity measures score well,but social mobility lagsGLOBAL TALENT TRENDS 2023|6.INCLUS

236、IVITY MEASURES SCORE WELL,BUT SOCIAL MOBILITY LAGS40GLOBAL TALENT TRENDS 2023|6.INCLUSIVITY MEASURES SCORE WELL,BUT SOCIAL MOBILITY LAGSGood progress is being made on organisational culture and leadership,but there are some sectoral concerns and country anomaliesRespondents have positive views about

237、 prevailing leadership and organisational culture issues.Three-quarters of respondents agreed that leaders in their organisation are accessible,and over 70%agreed that leaders within their organisations have integrity,with almost 70%indicating that they believed their organisations culture was inclu

238、sive.These results were remarkably consistent across generations,suggesting good news for younger generations in particular ACCAs previous study on Generation Z had suggested leadership accessibility was a key determinant of the attractiveness of an organisation to this generation,prizing their voic

239、e being heard and wanting to work in authentic work cultures.Nonetheless,starker differences were evident by sector,with public sector respondents notably less likely than those in the private sector to agree that leaders in their organisation had integrity(Figure 6.1),less likely to suggest that th

240、eir organisations cultures were inclusive(Figure 6.2),and less likely to agree that their leaders were accessible (Figure 6.3).Cut by country,respondents in Turkey in particular had concerns over leadership integrity.FIGURE 6.1:I believe the leaders in my organisation have integrity(percentage that

241、agree,by sector)FIGURE 6.2:I believe my organisation is inclusive(percentage that agree,by sector)0%20%40%60%80%100%Big Four accountingfirmsMid-tier accountingfirmsSmall accounting(SMP)/sole practicesPublic sectorFinancial servicesNot-for-profitLarge or mid-sized corporatesSmall-mid sized enterprise

242、Academia77%77%79%63%73%77%70%69%63%0%20%40%60%80%100%Big Four accountingfirmsMid-tier accountingfirmsSmall accounting(SMP)/sole practicesPublic sectorFinancial servicesNot-for-profitLarge or mid-sized corporatesSmall-mid sized enterpriseAcademia77%70%67%61%71%77%69%66%68%FIGURE 6.3:I believe the lea

243、ders in my organisation are accessible(percentage that agree,by sector)0%20%40%60%80%100%Big Four accountingfirmsMid-tier accountingfirmsSmall accounting(SMP)/sole practicesPublic sectorFinancial servicesNot-for-profitLarge or mid-sized corporatesSmall-mid sized enterpriseAcademia79%80%80%69%75%83%7

244、4%76%75%41GLOBAL TALENT TRENDS 2023|6.INCLUSIVITY MEASURES SCORE WELL,BUT SOCIAL MOBILITY LAGSFIGURE 6.4:I believe the leaders in my organisation have integrity(by country)FIGURE 6.5:I believe my organisation is inclusive(by country)(Dont knows remain the balancing figure for each country)CanadaChin

245、a(mainland)GhanaHong Kong SAR0%20%40%60%80%100%IndiaIreland,Republic ofKenyaMalaysiaMauritiusNigeriaPakistanSingaporeTurkeyScotland(UK)United Arab EmiratesVietnamZimbabweUK(all)75%9%78%11%71%16%72%9%76%10%72%15%67%15%73%13%70%17%77%14%75%15%78%11%35%45%78%12%65%19%66%16%63%28%74%13%Agree Disagree(Do

246、nt knows remain the balancing figure for each country)0%20%40%60%80%100%CanadaChina(mainland)GhanaHong Kong SARIndiaIreland,Republic ofKenyaMalaysiaMauritiusNigeriaPakistanSingaporeTurkeyScotland(UK)United Arab EmiratesVietnamZimbabweUK(all)73%20%76%14%66%22%74%9%75%14%79%12%59%31%63%22%67%15%70%20%

247、70%18%67%17%45%38%80%12%68%20%83%13%51%43%73%16%Agree Disagree42GLOBAL TALENT TRENDS 2023|6.INCLUSIVITY MEASURES SCORE WELL,BUT SOCIAL MOBILITY LAGSSocial mobility indicators score poorly,particularly with younger peopleOne aspect of organisational inclusivity that does concern respondents,however,i

248、s social mobility,with Generations Z and Y expressing the biggest concerns.Overall,almost half of respondents(49%)reported that a low socio-economic background is still a barrier to progression in their organisation(Figure 6.6).Over half of younger people(51%)(both Gen Z and Gen Y)expressed concerns

249、 about social mobility in their organisations,with only one-third(33%)of Baby Boomers agreeing(Figure 6.7).Some differences were apparent by sector,with those in academia more likely to cite social mobility issues(Figure 6.8).FIGURE 6.6:Social mobility concernsI believe a low socio-economic backgrou

250、nd is still a barrier to progression in my organisation49%Dont know:15%37%AGREEDISAGREEFIGURE 6.7:I believe a low socio-economic background is still a barrier to progression in my organisation (by generation)FIGURE 6.8:I believe a low socio-economic background is still a barrier to progression in my

251、 organisation (percentage that agree,by sector)Under 25(Gen Z)25 42(Gen Y/Millennial)43 57(Gen X)Over 57(Baby Boomer)51%51%33%52%39%36%35%43%DISAGREEAGREE0%20%40%60%Big Four accountingfirmsMid-tier accountingfirmsSmall accounting(SMP)/sole practicesPublic sectorFinancial servicesNot-for-profitLarge

252、or mid-sized corporatesSmall-mid sized enterpriseAcademia44%50%45%49%50%45%47%50%60%(Dont knows remain the balancing figure for each response)43GLOBAL TALENT TRENDS 2023|6.INCLUSIVITY MEASURES SCORE WELL,BUT SOCIAL MOBILITY LAGSFIGURE 6.9:I believe a low socio-economic background is still a barrier

253、to progression in my organisation(by country)(Dont knows remain the balancing figure for each country)0%20%40%60%80%100%CanadaChina(mainland)GhanaHong Kong SARIndiaIreland,Republic ofKenyaMalaysiaMauritiusNigeriaPakistanSingaporeTurkeyScotland(UK)United Arab EmiratesVietnamZimbabweUK(all)39%39%64%19

254、%42%38%50%24%32%51%36%48%61%24%55%27%49%35%34%50%55%35%57%28%54%33%35%53%50%35%70%21%67%27%32%51%Agree Disagree447.Accountancy provides career security in turbulent timesGLOBAL TALENT TRENDS 2023|7.ACCOUNTANCY PROVIDES CAREER SECURITY IN TURBULENT TIMES45GLOBAL TALENT TRENDS 2023|7.ACCOUNTANCY PROVI

255、DES CAREER SECURITY IN TURBULENT TIMESAccountancy provides career security in turbulent timesLong-term career prospects are reported by respondents as the top perceived benefit of a career in finance and accountancy.But a combination of other factors are almost as highly rated:the opportunity to acq

256、uire a professional qualification,the opportunity to continually acquire new capabilities,and career mobility opportunities.These benefits form a range of interrelated factors that together ensure that accountancy is still seen as a smart choice for a secure career with diverse options(Figure 7.1),w

257、ith the results broadly consistent when analysed by gender,generation or sector.FIGURE 7.1:Top five benefits of a career in accountancy(Net top 5 ranked)1st2nd3rd4th5thLong term career prospectsOpportunity to gain a recognised professional qualificationOpportunity to continually acquire new capabili

258、tiesFinancial rewardsMoving careers across different regions/countries46GLOBAL TALENT TRENDS 2023|7.ACCOUNTANCY PROVIDES CAREER SECURITY IN TURBULENT TIMESFor Gen Z,its personalTheres a sense from the data that the primary drivers motivating Gen Z individuals to pursue a career in accountancy are pr

259、imarily personal,rather than broader ambitions to address wider social issues through the jobs they perform and the careers they desire(Figure 7.2a),although regional differences are apparent(Figure 7.2b).This could reflect the prevailing economic picture as well as levels of insecurity and stress t

260、hat younger people are experiencing currently.And these results broadly mirror what the data reveals when we examine the factors attracting individuals to organisations(Figure 7.3 and 7.4).Our data suggests Gen Z are not particularly different to other generations in the motivations that drive them

261、to both pursue a career in accountancy,and the factors most important in choosing a particular organisation to work for.FIGURE 7.2a:The key benefits to a career in finance and accounting,Gen Z vs Gen Y comparison 1st2nd3rd4th5th6th(joint)7th(joint)7th8th9th10th11th12th1st2nd3rd4th5th6th(joint)6th(jo

262、int)7th8th(joint)8th(joint)9th10th11thGeneration ZAge under 25Long term career prospectsOpportunity to continually acquire new capabilities/learningOpportunity to gain a professionally recognised qualificationFinancial rewardsMoving careers across different countries/regionsAbility to become an entr

263、epreneurMoving careers/jobs across industriesJob securityImpact having a job that makes a difference to societyPurpose having a job that is essential to an organisationAbility to work flexiblySocial mobilityAbility to undertake temporary workGeneration YAge 2542FIGURE 7.2b:Ranking of key benefits to

264、 a career in finance and accounting,according to Gen Z by region2nd7th6th4th1st5th3rd8th11th9th10th12th13thNorth AmericaLong term career prospectsOpportunity to gain a professionally recognised qualificationOpportunity to continually acquire new capabilities/learningFinancial rewardsMoving careers a

265、cross different countries/regionsMoving careers/jobs across industriesPurpose having a job that is essential to an organisationJob securityAbility to become an entrepreneurImpact having a job that makes a difference to societyAbility to work flexiblySocial mobilityAbility to undertake temporary work

266、 easily3rd1st2nd5th4th7th6th9th8th10th11th13th12thMiddle East1st4th2nd3rd7th6th8th5th11th9th10th12th13thAsiaPacific1st3rd2nd4th7th5th8th9th10th11th6th13th12thCentral&Eastern Europe4th1st2nd7th3rd6th8th11th5th9th10th12th13thSouth Asia1st2nd4th3rd9th5th6th7th11th10th8th13th12thWestern Europe3rd1st2nd4

267、th5th9th6th10th7th8th11th13th12thAfrica1st2nd5th3rd8th7th4th6th9th10th11th12th13thCaribbean3rd4th1st5th8th11th2nd10th7th6th9th13th12thCentral&South America(Net top 5 ranking)(Net top 5 ranking)47GLOBAL TALENT TRENDS 2023|7.ACCOUNTANCY PROVIDES CAREER SECURITY IN TURBULENT TIMESFIGURE 7.3:Attraction

268、factors to employers (Percentage rating as very important)FIGURE 7.4:Attraction factors how do the priority employer attraction factors of Gen Z compare to other generations in the workplace?(Ranked by the percentage of those who rated the factor as very important)Attraction factors Career developme

269、nt/learn and grow opportunities,70%Remuneration,69%Work life balance,66%Employee recognition for good performance,65%Job security,64%Employee wellbeing support,60%Reasonable work deadlines/sufficient resources to do the job,59%Team collaboration/support,58%Non-salary benefits(eg healthcare,retiremen

270、t benefits),57%Ability to work flexibly,50%Inclusive and equitable culture,50%Family friendly policies/support,46%Organisation purpose,45%Brand/prestige of the organisation,39%Entrepreneurial culture,34%Climate/ESG record,27%Volunteering opportunities,21%ATTRACTION FACTORSGEN Z UNDER 25GEN Y AGE 254

271、2GEN X AGE 4357BABY BOOMER OVER 57Career development/learn and grow opportunities1241Remuneration2114Worklife balance3323Non-salary benefits(eg healthcare,retirement benefits)791011Job security4564Ability to work flexibly131088Reasonable work deadlines/sufficient resources to do the job9656Employee

272、recognition for good performance4421Family friendly policies/support11121313Employee wellbeing support46810Organisation purpose1113128Climate/ESG record16161616Entrepreneurial culture15151514Inclusive and equitable culture10111112Team collaboration/support7876Brand/prestige of the organisation141414

273、14Volunteering opportunities1717171748GLOBAL TALENT TRENDS 2023|7.ACCOUNTANCY PROVIDES CAREER SECURITY IN TURBULENT TIMESA growing role in contributing to sustainability and climate change issuesThe data suggests there is optimism about the future role of the profession in helping to tackle sustaina

274、bility and climate change issues.Among our respondents,69%agree that accountants will play a bigger part in helping organisations address sustainability and climate change issues in the future,and two-thirds(67%)say they understand how the different roles that accountants perform can help address su

275、stainability and climate change issues:responses that were broadly consistent across sectors and generations;43%of respondents did suggest that their current role contributed to helping their organisation or clients respond to sustainability and climate change issues,although some generational(Figur

276、e 7.5)and sector differences were evident(Figure 7.6).FIGURE 7.5:My role contributes to helping my organisation or my clients respond to sustainability and climate change issues(by generation)69%OF RESPONDENTS AGREE THAT ACCOUNTANTS WILL PLAY A BIGGER PART IN HELPING ORGANISATIONS ADDRESS SUSTAINABI

277、LITY AND CLIMATE CHANGE ISSUES IN THE FUTURE.67%OF RESPONDENTS SAY THEY UNDERSTAND HOW THE DIFFERENT ROLES THAT ACCOUNTANTS PERFORM CAN HELP ADDRESS SUSTAINABILITY AND CLIMATE CHANGE ISSUES.FIGURE 7.6:My role contributes to sustainability and climate change issues(by sector)43%AGREED THAT THEIR CURR

278、ENT ROLE CONTRIBUTES TO THE SUSTAINABILITY AND CLIMATE CHANGE AGENDA.Under 25(Gen Z)25 42(Gen Y/Millennial)43 57(Gen X)Over 57(Baby Boomer)44%43%45%52%28%32%37%34%DISAGREEAGREE0%20%40%60%Big Four accountingfirmsMid-tier accountingfirmsSmall accounting(SMP)/sole practicesPublic sectorFinancial servic

279、esNot-for-profitLarge or mid-sized corporatesSmall-mid sized enterpriseAcademia48%44%40%44%45%54%42%39%50%(Dont knows remain the balancing figure for each response)49GLOBAL TALENT TRENDS 2023|SURVEY DEMOGRAPHICSSurvey demographics50Fully office basedFully remote/home basedHybrid workingGlobal engage

280、mentRoundtable discussions were held in the Caribbean,Southern Europe,Africa,Singapore,AsiaPacific,Hong Kong,China,India and North America.Regional analysis of survey respondents:North America 1%Middle East 4%AsiaPacific 34%Central and Eastern Europe 3%South Asia 26%Western Europe 14%Africa 14%Carib

281、bean 3%Central and South America 1%Under 25(Gen Z)25 42(Gen Y/Millennial)43 57(Gen X)Over 57(Baby Boomer)Prefer not to say36%45%15%2%1%Large or mid-sized corporatesSmall-mid sized enterpriseFinancial servicesPublic sectorSmall accounting(SMP)/sole practicesBig Four accounting firmsMid-tier accountin

282、g firmsNot-for-profit/charitySelf-employedAcademiaOtherFull time student/not currently working17%9%8%7%6%6%5%3%2%2%3%31%GenerationGenderSectorWork pattern51%47%Prefer not to say:2%57%8%35%51AcknowledgementsASIA PACIFIC ROUNDTABLEKomal Altaf,NestleFlorence Mauwa,TelstraGermin Ong,Singapore Accountanc

283、y CommissionPahn Vu Hoang,DeloitteSteve Chia,PwCAnanta Gautam,Seed Financial AcademyThilan Perera,AccentureHosne ara Loma,NovartisCARIBBEAN ROUNDTABLEDeonarain Seepaul,Banks DIH LtdIan Mohammed,Atlantic LNGNavindradatt Liliah,Guyana Bank for Trade and IndustryHazel Mootoo,DeloitteCarlene Chin,BDO Ja

284、maicaRekha Williams,Caibbean AirlinesNORTH AMERICA ROUNDTABLEBukkie Adewuyi,Prospera Credit UnionNiranjan Chipalkatti,Seattle UniversityDanley Yip,Robert Half Management Khawar Sattar,IQ-EQKristy Haider,MNPCENTRAL ASIA ROUNDTABLEAssel Saurambayeva,PwC Academy KazakhstanOmonjon Ganiev,Westminster Int

285、ernational University in Tashkent(WIUT)Anton Shcherbak,KPMG Caspian Jan Stepan,PwC Eruasia Fatima Khakachiyeva,KPMG Caspian Ainur Beisekeyeva,KPMG Caspian Dilbar Gimranova,NARXOZ UniversityYerzhan Dossymbekov,Grant Thornton LLPErika Yerznkyan,KPMG Caspian Aigul Abdiyeva,Deloitte CaspianSaule Kemelba

286、yeva,University KAZGUUSOUTHERN EUROPE ROUNDTABLEAnastasia Chalkidou,Quantum BITSMamas Koutsoyiannis,MooreCristina Gutu,KPMG RomaniaAliki Tsakmaka,Deloitte GreeceAdela Sova,GlobalTraining RomaniaHONG KONG ROUNDTABLEWinnie Ki,FCCA,Ernst&Young Vincent Tam,ACCA,Hong Kong Productivity Council David Chan,

287、Bo-Le Associates Dr Winnie Leung,FCCA,HKU Business School INDIA ROUNDTABLEChung Tham,EY Global Delivery Services,BengaluruSurya Prakash Mohapatra,Wipro Digital Operations and PlatformsBharathwaj Ranganathan,IFAO Consulting Practice,Capgemini Business ServicesAravind Warrier,Litmus7 Systems Consultin

288、g Ltd.Almal Rakesh Hyderabad,DuPontAFRICA ROUNDTABLEGina Oleghe FCCA,HR Warehouse,NigeriaSimon Schonken,PWC MauritiusJo-Ann Phl FCCA,Kearney Africa,South AfricaSintayehu Demissie Bekele FCCA,Addis Ababa,EthiopiaDaniel Tugume,Nakasero Hospital,UgandaJean De Dieu Rutikanga ACCA,National Bank of Rwanda

289、Jonathan Okharedia,Nile University of NigeriaMAINLAND CHINA ROUNDTABLEZeng Xiaoling,Great Wall Securities Co.,LTDLi Wenjing,Jinan UniversityLin Guolong,China Resources GroupHuang Yongjin,Elite GroupTian Gaoliang,Xian Jiaotong UniversityJane Xia,Schneider China Competency Center52GLOBAL TALENT TRENDS

290、 2023|ACKNOWLEDGEMENTSACKNOWLEDGEMENTS TO ORGANISATIONS WHO HELPED PROMOTE THIS SURVEYMinistry of Finance of the Republic of UzbekistanProfessional Accounting Organisation“UCHET”Malaysian Institute of AccountantsThe British Canadian Chamber of Trade and Commerce(BCCTC)The Canadian Association of Gov

291、ernment Finance Officers(CAGFO)The Association of Certified Fraud Examiners GTA ChapterTRMOB:Union of Chambers of Certified Public Accountants of TurkiyeChamber of Auditors of the Republic of AzerbaijanState Examination Center of the Republic of AzerbaijanFinancial Executives International Toronto C

292、hapterInstitute of Management Accountants Toronto ChapterBritish American Business AssociationINTERNATIONAL MID TIER FIRM ROUNDTABLEAbigail Bruce,Baker Tilly InternationalGorana Stojanovic,PrimeGlobalSteve Heathcote,PrimeGlobalLiza Robbins,Kreston GlobalVirginia Cook,Kreston GlobalShibu Abraham,Kres

293、ton MenonAndrew Leck,MSI Global AllianceJeremy Hayllar,BDO PUBLIC SECTOR ROUNDTABLEJanet Plummer,Tax Administration Jamaica,JamaicaGary Kent,Region of Peel,CanadaShekh Motin,London North West University Healthcare NHS TrustOlga Kuznetsova,TransLink,Canada TECHNOLOGY GLOBAL FORUMAlistair Barlow,flind

294、er,UKJames Best,Independent Consultant,UKKrishna Chaitanya Maddula,HSBC,IndiaMichelle Hourican,Datatrails,Republic of IrelandRobert van der Klauw,Munich Re,UAEScott McHone,American Board of Forensic Accounting,USSiva Raj Jeyarajah,Maybank,MalaysiaTerae Onyeje,KraveX Ltd,NigeriaVicki Lamch,Pyramis So

295、lutions,UKACCOUNTANTS FOR BUSINESS GLOBAL FORUMAlan Johnson,Non-Executive Director,BelgiumAlan Shand,Weatherford,USAlisa Hayden,PwC,Republic of IrelandAmber Arnhold,Honeywell Aerospace,USAndrew Elsby-Smith,Amtico,UKDan Harris,Adecco,UKDony Mazingaizo,International Fund for Agricultural Development,I

296、talyIan Ng,AMMEGA,Mainland ChinaKevin Jones,SA Power Networks,AustraliaLarry White,Non-Executive Director,USLiz Blackburn,ACCA Council Member,UKYesOlayinka Anyachukwu,NigeriaOliver Colling,Morely-Colling Associates,UKRajesh Mahabeer,Trilord Consulting,South AfricaRenaka Ramachandran,Sime Darby Plantation,MalaysiaRichard Aitken-Davies,Non-Executive Director,UKSandy Chu,Non-Executive Director,US53PI-GLOBAL-TALENT-TRENDS-2023ACCA The Adelphi 1/11 John Adam Street London WC2N 6AU United Kingdom/+44(0)20 7059 5000/