f the goal of the economy is to provide decent-paying work for everyone, that economy clearly isn't doing a good job at the moment. Real wages for most Americans haven't increased in 40 years. Real unemployment—which includes the "under-employed"—is above 10%. Many jobs are now part-time, flexi-time, or "gigs" with no benefits and few protections. And, we spend a lot of money to subsidize so-called "bullshit jobs": more than 50% of fast food workers receive some form of public assistance, for instance.
The Fourth Industrial Revolution is interacting with other socio-economic and demographic factors to create a perfect storm of business model change in all industries, resulting in major disruptions to labour markets. New categories of jobs will emerge, partly or wholly displacing others.
ZURICH, Jan 25 (Reuters) - Adecco's chiefexecutive said in an interview published on Sunday he believedthe staffing firm would hit its margin target for 2015, despitesluggish growth in the euro zone.I...
Report prepared for the G20 Labour and Employment Ministerial Meeting (LEEM) by the International Labour Organization (ILO), the Organization for Economic Cooperation and Development (OECD), and the World Bank Group.
New EU Employment Commissioner must eliminate labour market imperfections in order to boost job creation across Europe, Denis Pennel writes.
Marianne Thyssen, Europe’s newly-appointed Commissioner for Employment, Social Affairs, Skills and Labour Mobility, has no time to lose in maximising the potential to create jobs across Europe.
While the economic situation is improving slowly, the pre-crisis days of double-digit growth will not return any time soon, and the new Commissioner must introduce policies to drive job creation in the new reality of a low growth environment. A key opportunity is to iron out labour market imperfections and create a properly functioning employment market for all EU citizens. I see five areas where the new Commissioner could make a real difference: tackiling mismatches, increasing labour mobility, raising labour market participation, updating labour regulation, improve transparency!
Is your organisation ready? Download the global report Download the UK supplement Sweeping global forces are reshaping the workplace, the workforce, and work itself. After years of struggling to drive employee engagement and retention, improve leadership, and build a meaningful culture, executives see a need to redesign the organisation. Four powerful forces—from demographic upheavals and the rise of digital technology to rapid business-model innovation, and socially driven evolution in the employer-employee relationship - are driving change for both HR functions and the organisations they serve, creating talent challenges and potential solutions radically different from those faced by previous generations of leaders. Explore the report and infographic Go to Deloitte University Press Join the authors on 8 March 2016 for our #HCTrends twitter chat Register for the Global HC Trends 2016 MOOC Created in collaboration with Columbia University’s School of Professional Studies. Read this year’s 10 trends on Deloitte University Press Introduction: The new organisation By: Josh Bersin, Jason Geller, Nicky Wakefield, and Brett Walsh CEOs and HR leaders are focused on understanding and creating a shared culture, designing a work environment that engages people, and constructing a new model of leadership and career development. Organisational design: The rise of teams By: Tiffany McDowell, Dimple Agarwal, Don Miller, Tsutomu Okamoto, and Trevor Page Hierarchical organisational models aren’t just being turned upside down—they’re being deconstructed from the inside out. Businesses are reinventing themselves to operate as networks of teams to keep pace with the challenges of a fluid, unpredictable world. Leadership awakened: Generations, teams, science By: Nicky Wakefield, Anthony Abbatiello, Dimple Agarwal, Karen Pastakia, and Ardie van Berkel Leaders of all ages, genders, and cultures are now poised to take the reins at organisations around the world. How ready will these future business leaders be to take charge in an increasingly complex global marketplace? Culture: Shape culture, drive strategy By: Marc Kaplan, Ben Dollar, Veronica Melian, Yves van Durme, and Jungle Wong The impact of culture on business is hard to overstate: 82 percent of respondents to the Global Human Capital Trends 2016 survey believe that culture is a potential competitive advantage. Today, new tools can help leaders measure and manage culture towards alignment with. Engagement: Always on By: David Brown, Josh Bersin, Will Gosling, and Nathan Sloan Employee engagement and retention today means understanding an empowered workforce’s desire for flexibility, creativity, and purpose. Under the evolving social contract between employer and employee, workers become “volunteers” to be reengaged and re-recruited each day. Learning: Employees take charge By: Bill Pelster, Josh Haims, Jen Stempel, and Bernard van der Vyver Corporate learning departments are changing from education providers to content curators and experience facilitators, developing innovative platforms that turn employee learning and development into a self-driven pursuit. Design thinking: Crafting the employee experience By: Josh Bersin, Marc Solow, and Nicky Wakefield Design thinking takes aim at the heart of unnecessary workplace complexity by putting the employee experience first—helping to improve productivity by designing solutions that are at once compelling, enjoyable, and simple. HR: Growing momentum toward a new mandate By: Erica Volini, Art Mazor, Frank Schaefer, Akio Tsuchida, and Brett Walsh Good news: This year’s Global Human Capital Trends 2016 survey shows an improvement in the HR organisation’s skills, business alignment, and ability to innovate. But as companies change the way they are organised, they must embrace the changing role of HR as well. People analytics: Gaining speed By: Josh Bersin, Laurence Collins, David Mallon, Jeff Moir, and Robert Straub The use of analytics in HR is growing, with organisations aggressively building people analytics teams, buying analytics offerings, and developing analytics solutions. HR now has the chance to demonstrate ROI on its analytics efforts, helping to make the case for further investment. Digital HR: Revolution, not evolution By: Michael Stephan, Shinichiro Uzawa, Erica Volini, Brett Walsh, and Roberta Yoshida A new world for HR technology and design teams is on the horizon. Mobile and other technologies could allow HR leaders to revolutionise the employee experience through new digital platforms, apps, and ways of delivering HR services. The gig economy: Distraction or disruption? By: Jeff Schwartz, Udo Bohdal-Spiegelhoff, Michael Gretczko, and Nathan Sloan How can a business manage talent effectively when many, or even most, of its people are not actually its employees? Networks of people who work without any formal employment agreement—as well as the growing use of machines as talent—are reshaping the talent management equation. Key findings in the UK Download the UK supplement report Download the UK findings infographic 9 in 10 UK organisations are redesigning: 92 percent of UK HR and business leaders see redesigning their organisation as their most important priority. To address this, 42 percent of UK respondents say they are currently restructuring their organisation and 49 percent have recently completed the process. Power to the employee: Lack of employee engagement is an issue currently facing 80 percent of UK HR and business leaders. Yet, only 36 percent report that they are prepared to tackle engagement issues. Importance of company culture: 87 percent of UK respondents rate challenges with corporate culture – the values, beliefs, behaviours and reward systems that influence people’s behaviour on a day-to-day basis – as “important” or “very important”. However, almost two-thirds of executives do not feel they are effectively driving the desired culture within their organisations. Leadership issues remain: For the first time in two years, leadership has fallen from the most pressing concern for UK organisations, to the third most important trend. However, despite its fall in HR and business executive’s priorities, leadership continues to lag behind in UK companies. Fifty-nine percent say their companies are not ready to meet their leadership needs and only 13 per cent of respondents believe they are “excellent” at maintaining clear and current succession plans and programmes. Our UK supplement report explores which trends are most important here, any key differences with the global findings, and what this means for UK organisations. View past reports and regional analyses Global Human Capital Trends library Explore years of trends that helped shape the current HR and talent landscape Deloitte has been conducting and compiling global research into human capital trends since 2012—a body of work that represents some of the longest-running and most comprehensive study of HR, talent, and related technology topics ever conducted. Exploring past trend reports gives insight into the ongoing and emerging forces shaping the world of work. Global Human Capital Trends in action How, where, and even why we work is changing. How well is your organisation positioned to excel today and be ready for tomorrow? Deloitte can help. Meet the forces of change head-on Deloitte offers a broad range of solutions to help your organisation not only respond to today’s human capital trends but also stay ahead of tomorrow’s. Today’s business challenges present a new wave of HR, talent and organisation priorities. Deloitte’s Human Capital services leverage research, analytics and industry insights to help design and execute critical programs from business driven HR to innovative talent, leadership and change programs. Key contacts Anne-Marie Malley UK Human Capital Leader Anne-Marie works with her clients to drive sustain... More Brett Walsh Global Human Capital Leader Brett leads the Deloitte Global HC group and is th... More This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.
Data and research on employment including public employment and management, youth and local employment, jobs, unemployment and labour markets., Good pay, labour market security and a decent working environment can go hand in hand with high employment, according to new OECD findings on the quality of jobs in 45 countries.
In the interests of inclusive economic growth and an equitable transition to a more sustainable world, a sharper international focus on the issue of youth unemployment must be adopted. With the right will, we can develop policies to develop the skills and jobs that young people need and deserve.
Study on Labour Market Integration Across Borders INTERACT Programme The study looked at the long-term developments in the field of the European labour market integration and analysed the situation in four cooperation areas: cross-border...
The Economic Recovery is Most Visible in the Labour Market. This post was written by Alan Ahearne. Today's Irish Times has my two cents on Ireland's economic recovery here. This entry was posted on Saturday, August 9th, ...
Social media is and will increasingly become the new job marketplace in the future. The impact and best practices however, are not always clear to all of the players involved, the job seekers and the recruiters.
Adecco, has published the most comprehensive global study ever compiled on the use of social media in recruiting and job search, providing expert’s advice to successfully log on to the job market.
We have gathered the answers of over 17,000 job seekers and more than 1,500 recruiters from 24 countries and developed the study in partnership with the Catholic University of Milan, Italy.
The study mainly covers: the use of social media for professional purposes, the effectiveness of social media in the matching of job seekers with open positions in the job market, and the relevance of web reputation and its impact on recruiting
Italy – Adecco CEO supports Prime Minister's labour reform plans Staffing Industry Analysts (subscription) With increasing pressure both inside Italy and from the IMF to tackle the country's deficit and unemployment rate, Italian Prime Minister...
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