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1、Talent OutlookTalent research,insights,and predictions for 2024 all pulled together in one spot.2024 Employment OutlookHard-to-hire Tech SkillsReassessing Work-life BalanceGenerative AI for Talent AcquisitionSteps to Take in 20242New strategies and tactics from personalized training and development

2、platforms to employee-experience chatbots and AI-enabled onboarding are upending talent acquisition.What will be the trends that define 2024?And what actions can employers take to make sense of it all staying one step ahead of competitors?We canvassed recent research,analyst commentary,case studies,

3、and business news to bring you the latest insights.Despite a Slowing Global Economy,Hiring and Employment Prove Resilient012024 Employment OutlookManpowerGroups Net Employment Outlook calculated by subtracting the share of employers who say they will reduce staffing from the share of employers who s

4、ay they plan to hire stands at 26%for the first quarter of 2024.1 This figure is up three points when compared to Q1-2023.The IT industry leads the pack with a 36%Net Employment Outlook score.An extremely high number of organizations report critical skill shortages.Overall,75%say they struggle to fi

5、nd skilled talent,a figure that is near a 10-year high,according to ManpowerGroup.The number-one area in which employers say they are struggling to find the right skill set is“IT and data.”A net-positive hiring market is a competitive challenge for employers,and partly accounts for the talent shorta

6、ge in key roles.42024 Employment Outlook36%34%31%28%28%26%26%22%16%Information TechnologyFinancials and Real EstateCommunication ServicesHealth Care and Life SciencesIndustrials and MaterialsEnergy and UtilitiesTransport Logistics and AutomotiveConsumer Goods and ServicesOther*/None of the Above36%3

7、8%40%45%54%69%75%77%75%201420152016201820192021202220232024*Government or Public Service;Not for Profit/NGO/Charity/Religious organization;Other Industry;Other Transport,Logistics&Automobiles Sub-Industry;Educational Institutions;Agriculture&Fishing.Source:Q1 2024 ManpowerGroup Employment Outlook Su

8、rveyNote:The annual Talent Shortage Survey was not conducted in 2017 and 2020.Source:Q1 2024 ManpowerGroup Employment Outlook SurveyIT sector leading positive hiring signals for 2024Organizations still struggle to find skilled talent1.Q1 2024 ManpowerGroup Employment Outlook Survey|ManpowerGroupUniv

9、ersums 2023 Professional Talent research found 22%of knowledge workers surveyed said they were considering changing employers in the next six months a figure that is one point higher than two years earlier,during the midst of pandemic-driven turnover.2 Universums research also points to what may be

10、compelling short-timers(i.e.,people who say theyre considering leaving within one year)to look elsewhere.Their highest priorities are a desire for competitive compensation(59%),flexible work conditions(48%),and professional training and development(45%).Of those three,training and development is a s

11、ignificantly higher priority for short timers than for those who say they will not leave within a year a clear sign that high-quality employee development programs can drive retention.Employers are still wrestling with how to deliver flexible working conditions without compromising productivity and

12、engagement.Deploying AI and automation will likely be key to improving employee experience without undermining productivity.ManpowerGroup chairman and CEO Jonas Prising explains,“Organizations are committed to offering flexible work options,recognizing that this can give them a competitive edge in a

13、ttracting and retaining workers.As AI adoption gains traction,employers are turning to upskilling their workforce to maximize potential productivity gains.”352024 Employment Outlook22%21%Within 6 months14%14%Within 1 year15%15%Within 2 yearsImportant signal of employee turnover is trending upWhen,if

14、 it all,are you considering changing employer?Problems with employee retention compound these pressures.2.Employer Branding NOW 2023 Report-Universum3.Employers forecast moderate hiring increase in Q1:ManpowerGroup()62024 Employment OutlookAttributesProfessional training and developmentCompetitive b

15、ase salaryOpportunities for international travel/relocationClear path for advancementFlexible working conditionsEncouraging work-life balance45%59%18%34%48%48%34%49%10%28%43%44%Leave within 1 yearStayStay vs.Leave-11%-10%-8%-6%-5%-5%Flexibility and work-life balance are bigger priorities for those c

16、onsidering resigning-and even more important for those looking to switch employers soonOrganizations are committed to offering flexible work options,recognizing that this can give them a competitive edge in attracting and retaining workers-Jonas Prising,Chairman and CEO,ManpowerGroupTech and Data Sk

17、ills are Still Hard to Hire02Hard-to-hire Tech Skills8Hard-to-hire Tech Skills8Despite the record number of layoffs in early 2023 more than 150,000 in the first quarter of 2023 alone the tech industry is now driving hiring growth in early 2024.Companies are hungry for specialized talent in areas lik

18、e AI,machine learning,cybersecurity,and data science.Yet hiring tech professionals to power companies growth and tech innovation remains a deep challenge for most.Research from Robert Half shows nearly all tech managers in the United States(90%)say finding top talent is a challenge.4 To cope with th

19、e problem,nearly 2 in 3(62%)are planning to hire more contract/freelance labor to access specialized skills and staff key projects most often in software and app development(39%),security and compliance(36%),cloud architecture and operation(33%),and tech process automation(31%).Companies still strug

20、gle to hire highly skilled tech professionals who will power growth in this decade and theyre trying out novel solutions to address the problem.Top five skills employers report as hard to findAreas where hiring managers use contract talentIT and DataEngineeringSales and MarketingOperations and Logis

21、ticsManufacturing and Production12345Source:Q1 2024 ManpowerGroup Employment Outlook SurveySource:2024 Tech Salaries and Hiring Trends|Robert Half4.2024 Tech Salaries and Hiring Trends|Robert HalfSoftware and applications developmentSecurity,privacy and complianceCloud architecture and operationTech

22、nology process automation39%36%33%31%-3.9%+1.3%+5.3%-1.8%-1.6%The tech talent pressures are particularly acute in major tech hubs global cities like San Francisco,Seattle,and London once renowned for attracting top talent.The Wall Street Journal reports,“A lot of tech innovation still happens in pla

23、ces like the Bay Areawitness the highly concentrated boom of new artificial-intelligence companies there.But as the tech industry as a whole has matured,it is following the pattern of every previous industrial revolution:knowledge,capital and talent is spreading out,across America and the world.”5A

24、report from McKinsey suggests that companies must focus more on sourcing skills than roles or pedigree to close the tech talent gap.The reason?Specific skills drive a disproportionate share of value for companies,and the person with those skills“can be found in the fields or functions furthest away

25、from the tech stack or the data center.”6 McKinsey advises that a skills-based sourcing approach also points to a companys commitment to employee development,which in turn drives down turnover rates an insight supported by Universums talent research over many years.95.Tech Hubs Are Losing the Talent

26、 War to Everywhere Else-WSJ6.HR re-wired:Attracting top technology talent|McKinsey7.Competence over Credentials:The Rise of Skills-Based Hiring|BCGResearch from BCG shows many companies are already well on their way to making this shift to skills-based hiring.7 In the US alone,job postings that requ

27、ire at least a college degree dropped by 3.9%between 2017 and 2022.UK and Australia also reported drops,albeit smaller ones,in degree requirements.Hard-to-hire Tech SkillsCompanies are increasingly less likely to require a college degree for job postings2017:82.5%2022:79.3%2017:93%2022:91.5%2017:79.

28、2%2022:80.2%2017:67.7%2022:71.3%Decrease of degree requirementIncrease of degree requirement2017:77.7%2022:76.3%USAustraliaUKCanadaSingaporeSource:Competence over Credentials:The Rise of Skills-Based Hiring|BCGStudy Methodology10BCGs analysts say arbitrary degree requirements what they call the“pape

29、r ceiling”were built for a different era.They write:Our research shows that more and more talent leaders are investing in skills-based hiring and talent architecture(i.e.,identifying and sourcing skills rather than sourcing roles).A study by PwC found that 84%of chief human resources officers(CHROs)

30、are increasing investments in skills-based talent architecture.8Hard-to-hire Tech Skills“Technology is driving a constant need for new skills,especially given the advent of AI and generative AI.But according to Pearson Business School research,only 13%of college graduates have the skills needed to s

31、tart a job right away.Further,54%of college graduates dont work in their original field of study,and the jobs that will be available in five to ten years might not even exist today.For all of these reasons,the value of a traditional degree has come into question.”8.CHRO and HR leader insights from t

32、he PwC Pulse Survey:PwCof chief human resources officers(CHROs)are increasing investments in skills-based talent architecture84%Hard-to-hire Tech Skills11Research from Pearson Business School finds that only 13%of college graduates have the right set of skills to start a job right away,and 54%of col

33、lege graduates no longer work in their original field of study.BCG analysts say that traditional degree requirements are not keeping pace with the changing talent marketplace;“the jobs that will be available in five to ten years might not even exist today.”9Why soften degree requirements?9.Competenc

34、e over Credentials:The Rise of Skills-Based Hiring|BCGReassessingWork-life Balance03A global study of 8,400 office workers by Ivanti in 2023 found that 53%work remotely at least part time.Looking at IT workers specifically,that figure rises to 78%working remotely part time or more often.10 What best

35、 describes your current working arrangement?Over the last five years,many employers reached a tenuous compromise on quality-of-life issues like remote working and work-life balance.Many are now renegotiating what the future of work looks like for their employees with some missteps.13Reassessing Work

36、-life BalanceOffice WorkerIn Office full-timeC-SuiteIT Worker47%22%30%7%53%7%10%49%18%10%29%11%3%3%Hybrid;employercontrols scheduleHybrid;employeecontrols scheduleAt home full-timeWork from anywhereSource:The 2023 Everywhere Workplace Report|Most office workers are able to work remotely at least par

37、t time10.The 2023 Everywhere Workplace Report Research Report()Career opportunities:Gartner,Inc.research conducted in 2021 found that 64%of managers believed in-office employees were higher performers than remote employees.12 We would not be at all surprised to find these attitudes persist today and

38、 affect decisions about career opportunities and development.A study of two million white-collar workers by Live Data Technologies found that employees who work virtually five days a week were 35%more likely to be laid off in 2023 than their in-office peers.13Many talent leaders are making changes t

39、o address these issues.A study by PwC found 90%of CHROs are customizing benefit and development programs for different types of workers,including remote workers.14With so many choosing to work off-site,its important that companies figure out how to empower remote workers;many believe technology can

40、be a difference maker here too.14Despite such a large share of employees working remotely especially high-value tech workers organizations are still coming to terms with how to manage and engage workers who are out-of-sight.The stakes are high because recent research suggests virtual workers,though

41、they may be just as productive as in-office workers,dont have the same career opportunities or level of engagement as their in-office peers.Mentorship and training:A study by the Federal Reserve Bank of New York looked at software engineers at a large online retailer.11 One group of engineers sat to

42、gether in-person in the office where less experienced engineers could ask questions of their more senior colleagues while a second group worked in a separate building,attending meetings virtually.The second group was designed to mimic virtual working.The findings?Working in-person with more experien

43、ced employees significantly boosts employee development.“Proximity increases mentorship,”explained researchers.“While offices were open,engineers on one-building teams received 22%more comments on their code than did engineers on multi-building teams.”Given that Ivantis research shows 78%of tech wor

44、kers working hybrid or remote,the Federal Reserve studys findings have profound implications for the development oftech talent.11.The Power of Proximity:How Working beside Colleagues Affects Training and Productivity-Liberty Street Economics(newyorkfed.or12.9 Work Trends That HR Leaders Cant Afford

45、to Ignore in 2021()13.Remote Workers Bear the Brunt When Layoffs Hit-WSJ14.CHRO and HR leader insights from the PwC Pulse Survey:PwCReassessing Work-life Balance14Reassessing Work-life Balance15CHROs insights about workforce strategyWe are developing separate workforce strategies for in-person and r

46、emote werkersWe are developing separate workforce strategies for deskless workers81%We are focusing on improving the employee experience for our deskless and frondline workers80%We are developing separate workforce strategies for workers with and without advanced degrees or skill sets77%71%Source:CH

47、RO and HR leader insights from the PwC Pulse Survey:PwCSource:The 2023 Everywhere Workplace Report|Nicholas Bloom,professor of economics at Stanford University,told Ivantis research team:Some organizations take a rigid stance,essentially saying,Employees are more productive fully in the office,so th

48、ats where they must work.We believe employers should flip the equation and ask,How can I give my employees the tools and training to be effective working from anywhere?Nicholas BloomWilliam Eberle Professor of Economics at Stanford UniversityEmployers should.ask,How can I give my employees the tools

49、 and training to be effective working from anywhere?Generative AI and Automation are Upending Talent Acquisition04Gen AI for Talent Acquisition17Most companies are still in the early stages of adopting gen AI using solutions such as ChatGPT to do things like generate content for marketing,and develo

50、p onboarding curriculum and communications.And unfortunately,talent leaders are often sidelined in larger company discussions about how to embed AI in operational workflows.Gartner,Inc.reports that just 22%of HR leaders are highly engaged in enterprisewide discussions about gen AI.15Yet tech-enabled

51、 transformation is now progressing at high speed across a variety of HR touchpoints,including:AI-generated content:Producing content at scale for every stage of the attraction,recruiting,and retention process.For example,writing compelling,accurate job descriptions all while capturing important nuan

52、ces and writing styles for specialized audiences.Or efficiently building out a library of onboarding materials using AI-developed writing,audio,video,and artwork.15.Top 5 HR Trends and Priorities For 2024|Gartner,Inc.Percentage of HR LeadersUse cases for generative AI and automation are exploding.An

53、d new talent-focused tech platforms offer access to advanced applications.HR leaders goals using generative AI63%52%37%28%25%21%15%1%Improve EfficiencyImprove Employee ExperienceReduce CostsSupporting Learningand DevelopmentIncrease AccuracyEnhance Decision MakingOtherWe Dont Intend to UseGenerative

54、 AI in HR ProcessesSource:AI in HR:How AI Is Transforming the Future of HR|Gartner,Inc18Personalized candidate experience:Early adopters of personalized candidate experience are earning big wins.Hewlett Packard Enterprise(HPE)has been using an AI-based talent acquisition technology to build a person

55、alized career site one that serves up unique content and job recommendations to visitors based on their experience,skills,and location.A report in Computerworld found that“after the rollout in the first three months of 2023,HPE more than doubled the industry standard for visitors to its career site,

56、reaching 950,000.The company is now able to convert 26%of casual job seekers into actual hires.”16Advanced talent sourcing and analytics:Employers are using AI to source and screen candidates at scale and with remarkable accuracy.And using AI,HR leaders are not only doing things like identifying key

57、 skills and experience in potential job candidates;generative AI can also interpret and infer where explicit direction is not given.David Henkin,an HR consultant and author,explains that AI can(or will soon)“assess skills and capabilities based not only on rote mimicry of what is in a job descriptio

58、n but also on its interpretation of what is needed based on analytics of the job need and the success of previous job holders.”17HR chatbots:HR can use AI chatbots to answer candidate questions and do so in a smart,conversational style.Chatbots are also becoming much more common as an extension of t

59、he HR team for existing employees,who use them for“self-service”tasks such as asking questions about benefits or requesting address changes.Since chatbots can understand and communicate in natural language,these interactions take place quickly and with much less friction than was common even one yea

60、r ago.And all of these interactions can take place in multiple languages,as required by the end user.Gen AI for Talent Acquisition16.https:/ Talent Acquisition With AI.The Future of Work is here.()18.https:/www.hr- are even turning AI-driven sourcing engines inward.For example,Cigna uses an AI-power

61、ed recommendation engine to show personalized job openings to existing Cigna employees.18LearningEverywhereE-learning&BlendedTalent DrivenLearningDigital&MicroLearningLearning InFlow of WorkFormatsPhilosophyUserSystemsCourse CatalogOnline UniversityInstructional DesignKirkpatrikSelf-StudyOnline Lear

62、ningLMS asE-Learning PlatformBlended LearningSocial LearningLearning PathCareer TrackCareerFocusedLots of TopicsLMS as TalentPlatform70-20-10TaxonomiesVideo,Self-AuthoredMobile,YouTubeLearning On DemandEmbedded LearningLMS as ExperiencePlatformLearning ExperienceCapability DevelopmentMicro-LearningC

63、reator EconomyIntelligent Skills SystemsEveryone,All TheTime,EverywhereMany,Systems,LXP,LMSmobility,skills,integratedCapabilityAcademiesAI GeneratedAI-CuratedTalentMarketplaceUserGenerated1998-20022005-122012-182024+2023Josh Bersins evolution of corporate learningSource:AI Is Transforming Corporate

64、Learning Even Faster Than I Expected JOSH BERSINGen AI for Talent Acquisition19Learning and development:AI is affecting employee learning in a dramatic way,opening the possibility of highly personalized learning pathways.Josh Bersin details this training and development revolution:AI can significant

65、ly reduce the time it takes to develop a training curriculum,but thats just scratching the surface.The real disruption relates to how AI upends training delivery from linear and interruptive,to dynamic and continuous.Imagine if you had an on-demand mentor who could answer your questions as they aros

66、e?Many companies are investing in training“cobots,”which act as information assistants,ready to deliver knowledge snippets as they are needed.“Traditional instructional design,which is teacher-led and process-focused,often falls short at work.Generative AI tools like Galileo can understand,consolida

67、te,reorganize,and deliver information from a large corpus in ways that traditional instructional designers could not.This AI-driven approach to learning is not only more efficient but also more effective,enabling learning in the flow of work.And users can ask whatever question they want,with answers

68、 relevant to their need.-AI Is Transforming Corporate Learning Even Faster Than I Expected JOSH BERSIN20Gen AI for Talent Acquisition20Top 5 HR Trends and Priorities for 2024|Gartner,IncWith so many promising talent-acquisition applications,employers must still take great care assessing the risks of

69、 using generative AI the biggest of which is reinforcing biases that may exist in recruiting and hiring.But even smaller missteps such as when humans are not involved in reviewing AI-developed content and decision making can harm your employer brand.22%of HR leaders are highly engaged in enterprisew

70、ide discussions about gen AISteps to Take in 202405Continue to invest in your employer brand.With a positive ongoing hiring outlook and continued talent shortages across most global markets,you need to ensure that your Employer Value Proposition and investment in proactive employer branding maintain

71、s your competitive edge,particularly among critical talent groups.Clarify your flexibility contract.Now is the time to make decisions about how and where your employees will work with no more uncertainty or“wait and see.”This decision has a direct impact on your employer proposition,employee experie

72、nce,engagement,tech investments,and training methodology.Delays can have a harmful ripple effect on mission-critical decisions in HR.Steps to Take in 2024What does all this research and commentary mean for employers?What can talent leaders do to stay ahead?2222Develop unique workforce strategies for

73、 key talent segments.If your company has a significant number of employees working remotely(and research shows that most do),its time to develop segmented talent strategies for in-office,hybrid,and remote workers.PwCs survey of CHROs found that 81%are developing separate workforce strategies for in-

74、person versus remote workers recognizing there is no sustainable one-size-fits-all approach.Document your AI goals and roadmap.Is the goal to drive efficiency?Boost productivity?Improve candidate and employee experience?Understanding your goals can help you define your one-and three-year roadmaps fo

75、r AI investments.As part of the process,make sure to canvass and experiment with new AI technologies for HR including personalized learning,training cobots,candidate experience platforms,and talent-acquisition engines.Consider a skills-based talent architecture.Among the most powerful trends in HR i

76、s the move from role-based hiring to skills-based hiring.Making this transition requires a well-defined skills taxonomy a quantified list of skills that your organization needs to do business.The taxonomy,coupled with a talent intelligence solution,will help you understand the mix of skills you curr

77、ently employ,as well as weak spots to target for hiring and/or training.Jockey for a seat at the table.AI is not only upending HR,its also redefining business processes across the organization.Ensure HR,Talent Attraction,and Management have a seat at the table when business leaders weigh options and

78、 make critical business decisions.A first step to earn that spot:sharing your gen AI goals and roadmap.0506Steps to Take in 202423At Universum,our goal is to guide businesses towards success by not only attracting talent,but also through creating an environment where both the organization and its em

79、ployees excel.As your strategic partner in Employer Branding,we offer talent insights and data-driven communication that resonate with your ideal candidates.Together,were building Employer Brands that talent fall in love with.We believe the best talent for your organization is the right talent and at Universum our mission remains:We help companies attract the right talent.AboutUniversumFind out more at: