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人智时代2。0未来职场力量英文版

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文本描述
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Human Age 2.0
FUTURE FORCES AT WORK
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“Changes in the world of work are
accelerating at a pace and scale
never seen before. A perfect storm
of structural and cyclical forces,
from shifting demographics and
rapid globalization to technological
revolution, has created a highly
uncertain business environment and
knocked labor markets out of sync.
From this ‘new normal’ of instability
and market disruption, new ways of
getting work done are emerging.”
Jonas Prising
Chairman & CEO
ManpowerGroup
Human Age 2.0
FUTURE FORCES AT WORK
NEW WAYS OF GETTING WORK DONE ARE EMERGING
In 2011, ManpowerGroup identifed the “Human
Age,”1 a new era in which talent overtakes capital
as a key economic differentiator. Driven by four key
global forces — greater individual choice, the rise
of customer sophistication, shifting demographics
and the ongoing technological revolution — the
Human Age continues to shape the workplace
and its impact is increasingly apparent.
The Great Recession and the
protracted, uneven recovery
reveal how longer-term
structural trends have altered
global markets. In this new
normal, economies continue to
grind in low gear, especially the three main
engines of global growth — Europe, United
States and the BRIC nations. The Euro area is
beset by unemployment, threat of defation, a
refugee crisis, the Volkswagen implosion and
radical politicians who agree on little that will
drive growth. The U.S. economy faces weaker
expansion with interest rates rising. The dollar
continues to strengthen, while China’s growth is
likely to drop another notch, reducing demand in
global markets.
Many expected that as the recession subsided
the world would return to business as usual. That
hasn’t happened. The recovery is unlike any other
and so is the business environment. Both are
less stable and harder to predict, yielding new
challenges and opportunities. Businesses will need
to plan for uncertainty and be built for change.
What is certain is the uncertainty that lies
ahead and that we will see the effects of this
acceleration of structural and cyclical forces.
Is the Labor Market Broken
Global labor markets are less elastic today than
they once were; they recover more slowly and
produce growing inequality. Systems for aligning
labor supply and demand no longer function as
before. The result is widespread skills shortage2
despite high unemployment. The labor market is
hampered by lack of talent liquidity and limited
investment, while traditional work models compete
with new, more fexible alternatives. Employers,
challenged by globalization, low productivity, wage
pressure and talent shortages are not investing in
people as they once did. They
have gone from a traditional role
of being builders of talent to
consumers of work. They have
not yet fgured out where to
invest to acquire and develop
the more specialized skills
they need for this new business environment.
ManpowerGroup’s 2015 ‘Talent Shortage Survey’
found that 38% of employers globally are having
greater diffculty fnding people with the right skills
than last year — the highest level in seven years.2
Of course these challenges are felt by individuals
too, with unemployment and underemployment,
stagnating wages and access to jobs that offer little
in the way of development. They struggle to see the
path to success within large organizations and can
no longer trust the traditional career ladder.
Governments increasingly ask what is business
doing to be part of the solution — with education,
training and long-term investment — and some
are regulating to address this.
Survival of the Talented —
Has Disruption Turned to Darwinism
The polarization of the labor market is wider
than ever. Most developed economies have
seen stagnant wages for more than a decade,
but averages can be misleading. The Haves,
those with in-demand IT skills — , SAP,
Vendavo and Ruby on Rails — or mechanical,
electrical and civil engineering skills — have
BUSINESS AS USUAL
IS A THING OF THE PAST
Employers have gone from
being builders of talent to
consumers of work.
Human Age 2.0: Future Forces at Work |3
continued to see wages increase. The Have Nots,
with low or outdated skills, see wages stand still
or decline. So what about the Rest of Us Most
of the workforce is not highly skilled, high earning
IT elite, but the vast majority, the
Rest of Us,
are
essential consumers and critical for productivity
and growth. Low wage growth depresses
consumer spending and overall economic growth.
The time is ripe for disruption and new
thinking in the labor market.
The New World of Work —
Tear Up the Old Rule Book
As labor market tension increases and the talent
mismatch continues, economic necessity or political
infuence will eventually force a realignment of the
labor market. Old protectionist markets will need to
be reconfgured to compete and refect new ways of
getting work done. Policies focused on job
protection are discouraging new hiring and
increasing the dichotomy between old, young, temp,
perm,
Haves
and
Have Nots.
The labor markets that
restructured ahead of the recession are faring better
than those still hampered by regulation and rigidity.
Reformed labor markets like Germany, Netherlands,
U.K. and more recently Spain and Poland are better
positioned for growth. More will follow suit.3
Employers will also need to reevaluate their
workforce management and seek alternative
workforce models to drive greater productivity
at competitive costs. This new age of work will
require a new playbook, and employers will need
the agility and talent to succeed in the new
reconfgured labor market. Individuals will need to
develop and demonstrate learnability to skill up
to replace the job for life and to stay relevant.
Educators and policymakers will also need to keep
pace with the changing demands of modern
economies and a more globalized labor force.
Individual Choice
Demographics / Talent Management
Customer Sophistication
Technological Revolutions
Barriers
Nine-to-veLow Skills
Protectionism
Job forLifeUnemployment
One-Size-Fits-All
The New World Of Work
The labor market is broken
and needs to be recongured.
As the old pieces fall away,
a new 21st Century
world of work
is emerging.
Uncerta
inty
Workfo
rce
Platfor
ms
SocialPurpose
SkillsDevelo
pment
Uberization
Glo
bal
Mobility
Automation
Choic
e
Career Security
Teachable Fit
Flexibility
One Li
fe
OnDemand
This new age of work will require a new playbook
and employers will need the agility and talent to succeed
in the reconfgured labor market.
4 | Human Age 2.0: Future Forces at Work
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