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1、2030The Workforce of Tomorrow Trends That Will Shape Employment byPart of the Employer Brand Insights SeriesUniversum,the global leader in Employer Branding,has released its highly anticipated 2024 Worlds Most Attractive Employers(WMAE)rankings,based on a survey of over 144,000 university students o

2、f some of the biggest economies in the world(Brazil,Canada,China,Germany,France,Italy,India,United Kingdom,and United States).The study captures the aspirations and priorities of Gen Z as they prepare to enter the workforce,highlighting key shifts driven by economic instability,the rise of generativ

3、e AI,and evolving work styles.Executive Cover Letter4Executive Cover LetterEach year,Universum surveys over 550,000 career seekers globally,askingThe results are published in our annual Worlds Most Attractive Employer report.Our 2024 research points to lasting shifts in young peoples attitudes:A Run

4、 For Security:Students are increasingly in search of job and career stability and security,likely due to both economic factors and the rapid adoption of gen AI tools.Flexible Work for All:“Flexible work”is a strong,entrenched priority for most students we surveyed and a fast-rising priority for engi

5、neering students,who historically compromised on this issue.Seeking a Bankable Future:Students are prioritizing careers that offer financial stability and growth.High-paying industries and clear paths to long-term wealth are becoming increasingly attractive.Challenging Work?No,Thank You.The desire f

6、or challenging work is fading a significant work-ethos change over the last decade.Leaders Wanted.Young people are less likely to seek out leadership opportunities an early alarm bell for companies that must keep their leadership pipelines full.Which employers do students hold in highest regard?And

7、what factors most influence that decision?In this follow-up report,we dive deep to understand whether these shifts indeed represent a longer-term evolution in young peoples career goals and attitudes,and what employers should do to react to or even push against fundamental changes in career prioriti

8、es.As part of this analysis,we also present a future outlook based on various scenarios,highlighting how different career priorities could evolve and what that means for employers moving forward.And in our Talent Outlook report,to be published in the beginning of next year,we will explore employer b

9、randing professionals takes on some of the same issues.5Executive Cover LetterIf trends research like this interests you,sign up for Universums ongoing research and analysis,which explores recruiting,employer branding,and employee engagement.Sign upYusuf Azoz,Chief Executive Officer,Universumstudent

10、s and young professionals acrossmarkets25 million70Why Use Universums Research?For over 35 years,Universum has been the cornerstone of talent insights,surveying overAs the leading source for reliable,comparable brand image data,our insights unveil global talent trends,empowering thousands of HR and

11、Employer Branding professionals worldwide to navigate the talent landscape with informed and strategic decisions.Dont miss the trends that will define the future of talent.Get exclusive access to expert Employer Branding insights,reports,and actionable advice.Ready to discover what thousands of othe

12、r companies are doing to make their employer brand stand out?Sign up now for a FREE Universum Insights Platform trial today!A Run For SecurityGen Z is Playing It Safe 028A Run For Security-Gen Z is Playing It SafeThe desire for greater job security at work remained flat for many years but spiked in

13、2022,just as a series of well-publicized layoffs hit the talent market.The sentiment is now running 6 points higher than it did just three years ago a remarkable difference given that the job market has been relatively strong during that period.We expect job security will continue to be a high prior

14、ity among young talent for at least one to two years,if not significantly longer for some niche fields.While high inflation and talent market volatility may fade,structural changes in how companies use automation and gen AI to boost productivity will impact hiring demand for years to come.Case in po

15、int:Research from I finds that postings for software development jobs are down 30%since February 2020.The Wall Street Journal,in a reaction to that study,explains:Instead of growth at all costs and investment in moonshot projects,tech firms have become laser focused on revenue-generating products an

16、d services.They have pulled back on entry-level hires,cut recruiting teams and jettisoned projects and jobs in areas that werent huge money makers.At the same time,they started putting enormous resources into AI.”1Scenario 1:Some degree of global instability remains,even if the economy improves.Stud

17、ents continue to prioritize secure employment as a reaction to it.Scenario 2:A significant economic upswing as well as fading global instability means young people can again take career risks and security takes a back seat to issues like career development and growth.Looking into the future:Organiza

18、tions made many concessions during the early Covid years letting employees work from home and enjoy extremely flexible schedules.Now that hiring rates are slowing,many companies are trying to claw back some of those benefits.Doing so wont be without penalties and pain for both sides.9A Run For Secur

19、ity-Gen Z is Playing It SafeSecure employmentA Run For Security2015201620172018201920202021202220232024203039%38%36%35%35%35%36%42%42%41%12This is the most likely scenarioSeeking a Bankable Future03Our research consistently shows that young people strongly value economic factors like“high future ear

20、nings,”“competitive base salary,”and“competitive benefits”as do most working professionals.In recent years,however,those attributes are becoming even more important,rising 3 to 5 points since 2020.The development is curious,because typically when economic conditions are more challenging,job security

21、 rises in importance and financial priorities soften.And conditions are indeed challenging in many regions.In the US,for example,52%of college graduates are underemployed,according to a February 2024 report by the Burning Glass Institute.2,3Why did these attributes(i.e.,job security and compensation

22、)both rise in importance when Universums research typically finds they move in opposing directions?11Seeking a Bankable FutureDuring the height of the pandemic,professionals were able to make outsized demands related to promotions and compensation and many have not yet adjusted their expectations to

23、 match reality.Additionally,rising inflation and the increased cost of living have made compensation a primary concern for students,further raising its significance in recent years.”Claes Peyron,VP of Business Development,UniversumScenario 1:The global economy continues to improve as inflation is br

24、ought under control.University graduates high compensation expectations which currently appear to be out of sync with reality fall into line with a heated-up talent market.Scenario 2:The global economy improves,but students grow more concerned with security and job flexibility than compensation.Whil

25、e still important,financial expectations soften relative to other career priorities.Looking into the future:We dont think the desire for job security and high compensation will continue to move in concert,but its hard to know how long it will take for career priorities to reset.University graduates

26、in some high-demand fields for example,cybersecurity,data analysis,and engineering will likely have most of their needs met in a first job offer,but others may find their salary expectations are out of step with the reality of a shifting talent market.12Seeking a Bankable FutureHigh future earningsC

27、ompetitive base salarySeeking a Bankable Future2015201620172018201920202021202220232024203046%32%45%31%43%30%45%33%46%35%46%35%46%35%49%36%49%40%50%39%1212This is the most likely scenarioThe Great Generational Divide 04Generational differences between Millennials and Gen Z cannot be understated.Whil

28、e older professionals may lump these two cohorts together,they are culturally and developmentally very different and employers would be wise to recognize the gap.Some generational differences can be attributed to life stage many Millennials are getting married and having children but Millennials dee

29、p convictions about ethical brands and personal career fulfillment dont appear to be mirrored in Gen Zs priorities at work and may never be.14The Great Generational Divideare more focused on quality of life,self-development,and even ethical standards.are much more likely to value a companys market s

30、uccess,prestige,and other markers of high performance.MillennialsGen Z“Millennials:19811996Gen Z:19972012Gen Alpha:20132025Scenario 1:As Millennials and Gen Z grow up,their values and priorities change in tune with their life stage and the gap between the two generations narrows,but some key differe

31、nces persist due to the times that have shaped them.Talent leaders turn their attention to Gen Alpha,who will begin entering the workforce in 2030.Scenario 2:The gap between these two generations persists with Gen Z paying much more attention to success and prestige,and Millennials valuing ethics,ba

32、lance,and flexible work.Looking into the future:Employer brands should revisit their talent attraction messaging and test to see whether it matches the priorities and attitudes of the youngest generation,who are now entering the workforce en masse.15The Great Generational DivideMillennialsGen Z20241

33、3%Market success13%Prestige13%High level of responsibility10%High performance focus9%Performance-related bonus9%Encouraging work-life balance10%Ethical standards16%Professional training and development17%Leaders who will support my development19%Flexible working conditionsThis is the most likely sce

34、narioChallenging Work 05-No Thank YouUniversums research shows university students have career preferences that appear to be at odds with one another:This mix of preferences is less than ideal for employers,who want to reward a strong work ethic and high-performance mindset,and yet find their young

35、employees dont necessarily want to take on challenging assignments.Is this trend limited only to young people?A study by economist Yongseok Shin at Washington University in St.Louis shows the issue may be more widespread.Shin and his colleagues found that men worked 30 hours less in 2023 compared to

36、 2019 a drop-off found mostly among upper-income university graduates.17Challenging Work-No Thank YouA waning interest in“challenging work”and“leadership opportunities”in other words,decreasing interest in the factors that drive career development and ambition.A prioritization of“high future earning

37、s,”“competitive base salary,”and“competitive benefits”all considered rewards for high achievement and ambition.With the pandemic,you Millennials realize,Im getting burned out,I want better work-life balance,”explains Shin.“If youre the only one trying to do this,you worry about being left out of pro

38、motions and bonuses.But with the common shock of the pandemic,if you realize everyone around is doing the same thing including your boss,you feel more comfortable about reducing hours,and restoring work-life balance.”4“Yongseok Shin,Economist at Washington UniversityScenario 1:Young college graduate

39、s continue to seek work-life balance in a world where external stresses appear to be mounting.The concept of“paying dues”in a first job(i.e.,working strenuous hours or managing challenging assignments)passes out of favor.Scenario 2:Young people experience a wake-up call.The emergence of AI and other

40、 new tech which take over some entry-level roles and responsibilities leads to a realization among young talent that hard work is a requirement to stay relevant.Looking into the future:Employers will need to balance rewarding ambition with adapting to changing work attitudes.As younger talent increa

41、singly values work-life balance and financial security over traditional high-pressure roles,its worth the idea of redefining“challenging work”to emphasize personal growth,skill development,and tangible outcomes.Creating flexible career paths and fostering a culture that values creativity,collaborati

42、on,and skill-based hiring can further engage young professionals.Recognizing problem-solving and innovation alongside performance aligns with shifting preferences and helps sustain a motivated workforce.18Challenging Work-No Thank YouChallenging Work-No thank YouChallenging Work201520162017201820192

43、0202021202220232024203036%34%34%37%35%36%33%30%30%31%12This is the most likely scenarioLeaders Wanted 06Its Time To Rebrand LeadershipUniversums data shows“leadership opportunities,”“inspiring leadership,”and“inspiring purpose”have all fallen in importance since 2018 perhaps because gen Z has less f

44、avorable views on what leaders add to an organization.Sam Bankman-Fried,Travis Kalanick,Mark Zuckerberg,Elizabeth Holmes all dysfunctional CEOs who were once held on a pedestal.Executive misbehavior isnt the only issue.Young people have new role models stars from YouTube,TikTok,and Instagram who hav

45、e built lucrative careers as independents.For enterprise brands,the challenge is to inspire young talent to want to take on increasingly challenging and visible(read:vulnerable)roles with an employer.20Leaders Wanted-Its Time To Rebrand LeadershipFor young talent,the concept of leadership seems to b

46、e losing its appeal.21Leaders Wanted-Its Time To Rebrand LeadershipLeaders WantedLeaders who will support my developmentLeadership opportunities2015201620172018201920202021202220232024203041%44%23%25%1212Scenario 1:For many young people,leadership continues to hold little appeal.Organizations offer

47、more resources and support to managers and leaders,who have a lower tolerance for unrealistic workloads and schedules.As AI continues to transform the workplace,leaders who provide strong,supportive guidance will become even more crucial in helping teams navigate these changes.Scenario 2:As young ta

48、lent gains experience and maturity and see firsthand the positives of leadership roles attitudes slowly shift.Young people increasingly see these more visible roles as a way to influence an organizations values and trajectory.Employers double-down on leadership development programs to identify and n

49、urture leadership qualities.As AI becomes integral to operations,leaders who champion personal growth and adaptability will be pivotal in guiding teams through new opportunities and challenges.Looking into the future:Companies must find ways to rebrand leadership and sell the creativity,innovation,a

50、nd influence that come hand-in-hand with a leadership path.Begin by creating meaningful opportunities for early-career professionals:leading projects,getting involved in important committees,or designing their own development journey.Advances in AI will also create an increased need for career guida

51、nce,reskilling and support.This is the most likely scenarioFlexible Work For All 07Dont Call Flexibility a PerkYoung professionals no longer see flexibility as an extra benefit that employers can provide(or take away),but as a“right”of professional work.To be fair,this attitude has been the norm in

52、many European countries,which explains why“flexible working”did not see a post-pandemic spike in attractiveness in our global averages,but rather a gradual increase from 2020 to 2024.Even among young engineers,who for many years strictly followed the mantra of working long hours to“pay dues”in their

53、 careers,flexibility is gaining ground as a top career objective.Young engineers now rank flexibility at a#10 preference,up 5 points from one year ago.Keep in mind,“flexibility”is much more than the ability to work remotely.A 2024 study from Ivanti that surveyed nearly 6,000 office workers found tha

54、t“flexible work”was associated with a wide range of opportunities,from working a flexible scheduleto being able to leave during the day for a personal reasonto even working a non-traditional work week523Flexible Work For All-Dont Call Flexibility a Perk68%52%43%24Flexible Work For All-Dont Call Flex

55、ibility a PerkLooking into the future:“There is still a lot of tension and indecision about allowing employees to work remotely in part because many employers have not found effective ways to hold employees accountable,”says Katarina Marais,Head of Enterprise Marketing at Universum.She says the foll

56、owing steps are worth considering,among others:Complete remote work vetting for new candidates:When evaluating candidates for hybrid or remote roles,ensure that both the role and the individual are suitable for remote work.Keep in mind,successful remote working is not solely about the candidates abi

57、lity;employers must also create the right environment and infrastructure for remote employees to thrive.Provide the right tools,technologies,and support:Invest in employee engagement platforms,communication tools,and project management systems to ensure smooth collaboration and productivity.Training

58、 managers and teams on how to use these tools effectively is equally important to track performance and engagement.Set clear objectives and key results(OKRs)from the outset.This gives remote employees clear direction and provides managers with a transparent way to monitor progress and performance wh

59、ich fosters accountability in a virtual setting.25Flexible Work For All-Dont Call Flexibility a PerkFlexible Work For AllFlexible working conditions122015201620172018201920202021202220232024203021%24%27%27%29%30%29%35%38%36%Scenario 1:Gen Z expects the pandemic-era work styles to continue.Employers,

60、bowing to pressure from all employees on this issue,view flexibility as a benefit they cannot claw back without serious harm to their employer brand.Scenario 2:As the talent market shifts a bit more to employers favor,a degree of normalization sets in.Flexibility is still seen as an important work b

61、enefit(and it is often extended to new employees),but it is no longer an inalienable right for all.This is the most likely scenarioRethink Career Development in the Age of AI08A study from The StepStone Group,The Network and BCG about work preferences finds that some 50%of those under 21 years old a

62、re already using GenAI regularly,compared to 28%of those ages 51 to 60.6 50%With increasing GenAI usage comes a radical shift in workflows,work styles,and collaboration and many employers have not fully accounted for how these changes will affect employee experience and engagement.For example,AI may

63、 be reducing mentorship and development opportunities both of which suffered when employees began to work remotely at higher rates.As the Wall Street Journal notes,“GenAI allows experts to do more,independently,so they dont need younger,less-experienced workers to help them out anymore so those novi

64、ces are left without mentors to teach them the skills they need to do their job.”727Rethink Career Development in the Age of AILooking into the future:Young professionals are already missing out on important social and mentoring opportunities by working remotely.If deployed carelessly,GenAI may furt

65、her isolate them.Employers should consider thinking about how new tools may inadvertently sideline some employees.Young professionals need time working shoulder-to-shoulder with their more experienced colleagues not just for skill building but for social cohesion.Organizations should ensure they str

66、ike a thoughtful balance between using scalable,online platforms for training and mentorship,while still providing enough one-to-one interactions and development.”Tina Smetana-RufVP of Sales,UniversumBy age groupBy industry28Rethink Career Development in the Age of AIScenario 1:With so many employee

67、s working remotely and a sky-high demand for AI-related training,employers take nearly all their training and development programs online.Online platforms offer scalable solutions at a more reasonable cost,and many offer options to personalize employee experiences.Scenario 2:Disengagement among youn

68、g employees forces employers to strike a better balance.Online platforms continue to be a strong option to deliver upskilling and mentorship at scale,but employers pair those programs with human,in-person experiences.50%64%34%45%49%55%28%45%40%49%23%20Technology and IT31-40Science and research51-60E

69、ducation and training21-30Media41-50Green industry and sustainability60By job role70%52%65%47%61%Digitization,data science,and AIMarketing and mediaBusiness managementITDesign,art,creative professions,and architectureRegular use of GenAI varies by age,industry,and jobRespondents who use GenAI regula

70、rlySource:BCG/The Network/The Stepstone Group proprietary web survey(conducted Q4 2023)and analysis.This is the most likely scenario29SummarySummaryThe long-term trends outlined in this e-book make one thing clear:the talent market could look drastically different by 2030.Talent priorities are conti

71、nuously shifting,influenced not only by impactful employer branding but also by external events that can reshape the landscape overnight.The last few years have been a testament to this,as weve seen young talent significantly affected by global events and market disruptions.While its difficult to pr

72、edict every future change,one thing is certain employers must stay hyper-aware of evolving talent priorities.Ignoring these shifts or failing to adapt to them poses a serious risk of losing your competitive edge in attracting and retaining top talent.In a market that will be even more competitive by

73、 2030,complacency simply isnt an option.If youre serious about staying ahead and understanding the key career priorities of your target talent,contact us today!Footnotes30Footnotes1 https:/ https:/www.burningglassinstitute.org/research/underemployment3 https:/ https:/ https:/ https:/ https:/ that yo

74、uve uncovered the key findings,its time to transform these insights into actionable strategies!Universums Employer Branding services bridge the gap between research and action.Leverage our data expertise to develop fair AI strategies and optimize automation for a smooth candidate experience.Universu

75、ms Employer Brand&Talent Insights empowers you to attract diverse talent by focusing on what talent prioritizes.We also guide you in building a strong employer brand equipped to target your target talent groups.Lets turn your findings into a winning Employer Brand&Talent Acquisition strategy.Explore Our Talent Insights Solutions