A Global Workforce View

A Global Workforce View

People at Work 2021: A Global Workforce View Nela Richardson, Ph.D. Sara Klein Contents Executive summary Introduction Data and methodology Worker confidence and job security Remote work and workplace conditions Pay and performance Worker mobility Gender and family Conclusion Regional Workforce Views North America Latin America Europe APAC 2 | People at Work 2021: A Global Workforce View 4 6 7 8 14 20 22 26 30 32 36 40 44 3 | People at Work 2021: A Global Workforce View Executive summary The ADP Research Institute’s People at Work 2021: A Global Workforce View provides a starting point to understand the situation facing employees today across five dimensions of working life: worker confidence and job security; workplace conditions; pay and performance; worker mobility; and gender and family. Acting as a barometer of how the global workforce feels one year on from the advent of the COVID-19 pandemic, this year’s report delivers unrivaled insight into how workers and employers have coped so far and how the workforce feels about the future. Though attitudes and behaviors are impacted by the local path of the pandemic in different parts of the world and the policies adopted by various governments, several overarching trends are developing. 1 Worker confidence: Optimism security and optimism is uneven, is shaken yet persistent with younger workers being the COVID-19 has dented worker hardest hit. However, many workers sentiment: although the majority think COVID-19 will have a positive (86%) of workers still say they impact on issues like flexibility feel optimistic about the next and development of skill sets. five years in the workplace, 2 Workplace conditions: this is down from 92% last year. Unpaid overtime soars This decline is understandable and empowerment rises given that more than a quarter on flexible working (28%) report having been laid off, Unpaid overtime has jumped furloughed or temporarily laid off sharply to 9.2 hours per week by their employers and almost on average, up from 7.3 just a year one in four (23%) having to take ago. The amount of ‘free time’ a pay cut. The impact on job provided to employers is highest among hybrid workers (those who divide work time between home and the office). At the same time, 4 | People at Work 2021: A Global Workforce View workers feel more empowered 4 Worker mobility: Workers 5 Gender and family: Women feel to take advantage of flexible on the move as a result the strain – and pay gaps hold working arrangements: two- of the pandemic Two thirds (67%) of the global thirds (67%) say so today, up The pandemic has driven a shift workforce say they have been from just over a quarter (26%) in both where and how workers forced to make a compromise before the pandemic. Nearly work and live. Less than a year between their work and their half (47%) say their managers since COVID-19 was declared a personal life because of the impact allow more flexibility than pandemic, its impact has already of the pandemic and the research company policy provides. seen three quarters (75%) of the points to some concerns for 3 Pay and performance: global workforce make changes women and parents in particular. Pandemic ripple effect to or plan to change their living 15% of working parents report puts payment precision arrangements, rising to 85% that they or someone in their in the spotlight of Generation Z (18-24 year olds). household stopped working More than one in four workers One in seven workers (15%) are voluntarily, rising to 26% for (28%) report having taken on a actively trying to move into a new those with children under one. new role or changing roles due industry that they consider more Half of respondents (52%) believe to job losses in their organization “future proof”. Compared to one employers’ provisions for working and most of them (68%) received year ago, appetite for gig work parents will cease within a year. a pay raise or bonus for doing so. – the most mobile and flexible Against this backdrop, women Unfortunately, underpayments work option of all – has increased are more likely to report that have affected more than three in Asia Pacific and Latin America stress management is a challenge in five workers this year (63%), while holding steady in Europe and feel less assured about job and late payments are on the and declining in North America. prospects compared to men. increase. Even where payment Women are also less likely than is accurate, a lack of alignment men to receive a pay raise or between pay schedules and bonus for taking on additional when bills are due causes work or changing roles, with cashflow troubles for a significant the greatest gap in North America. proportion of the workforce (24%). Issues around payment accuracy and promptness resonate more when people are concerned about their financial or job security, or when they are working harder than ever, and in more stressful circumstances. 5 | People at Work 2021: A Global Workforce View Introduction The past year has been a year like no other – in life and in the workplace – causing business- as-usual to be suspended, working practices to be turned on their heads and employers and workers to rethink accepted norms and adapt quickly to an uncertain and fast-changing world. The impact of COVID-19 has been uneven in terms of job loss and job change. Even workers who have held onto their jobs are facing a variety of unexpected choices and compromises – and in some cases, opportunities. The sudden shift to remote working, interrupted childcare, or job losses has led many workers to rethink their living arrangements, which could prompt new career choices. Employers need to consider anew how best to attract and retain top talent. Short-term challenges that seemed temporary a year ago could well turn into long-term issues. Attempting to make some sense of these events and understand the impact on businesses and workers is vital as employers plan a way forward and reaffirm a sense of stability and purpose at a time when the much-talked-of “new normal” is still unclear. This report aims to do just that. 6 | People at Work 2021: A Global Workforce View Data and methodology People at Work 2021: A Global Workforce View explores employees’ attitudes towards the current world of work and what they expect and hope for from the workplace of the future. • ADP Research Institute • Within the worker sample surveyed 32,471 workers in we identified gig workers and 17 countries around the world traditional workers. Gig workers between 17 November and self-identified as those 11 December 2020 including who work on a contingent, over 8,567 working specifically temporary, or seasonal in the gig economy basis, or as a freelancer, independent contractor, • 15,307 in Europe (France, consultant, gig worker, or Germany, Italy, the Netherlands, use an online platform to source Poland, Spain, Switzerland work. Traditional employees and the UK) including 4,025 self-identified as those who are in the gig economy not working as gig and instead • 3,811 in North America have a regular or permanent (USA and Canada) including full or part-time position 1,000 in the gig economy • The survey was conducted • 5,726 in Latin America online in the local language. (Argentina, Brazil and Overall results are weighted to Chile) including 1,525 represent the size of the working in the gig economy population for each country • 7,627 in Asia Pacific (APAC) (Australia, China, India and Singapore) including 2,017 in the gig economy 7 | People at Work 2021: A Global Workforce View Worker confidence and job security The survey lays bare the extent of the impact of COVID-19 on worker confidence and concerns around job security. Optimism about the next five years in the workplace has fallen since a year ago – but despite all the pressures of the pandemic and the lack of clarity around how much longer its impact will last, the mood among workers remains broadly positive. 86% say they feel optimistic, down from 92% who said the same pre COVID-19. 8 | People at Work 2021: A Global Workforce View Optimism is shaken but persistent Somewhat counter-intuitively, an optimistic attitude exists How would you describe your levels of optimism because of COVID-19 – rather for the next five years in the workplace? than in spite of it. When asked specifically about the expected impact of the pandemic on work in the next three years, % Optimistic about the next five years of the workplace workers were more inclined to North America think COVID-19 would have a 2021 77% positive rather than a negative 2020 79% impact, particularly in terms of obtaining greater flexibility at work and developing their skills Latin America (where 52% apiece said so). 2021 85% Critically though, there are 2020 89% notable regional differences in sentiment, with optimism about the impact of COVID-19 at work Europe generally highest in APAC and 2021 71% Latin America, while in Europe 2020 78% expectations for positive outcomes are much lower. APAC 2021 90% 2020 95% 9 | People at Work 2021: A Global Workforce View The impact of COVID-19 on the world of work ahead These responses suggest that underlying the general sense of optimism is a complex and nuanced picture that defies easy analysis. This can most clearly be seen in the way unease around job security dominates how workers feel today. 85% of workers say they have had concerns about their job or financial security, and these fears unfortunately reflect reality.

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