The Government Business Council has completed a new study around workforce development and employee skills within the US government. The survey of 1,100 federal leaders found that managers are relying on incomplete information for their workforce planning, and have inadequate data to effectively plan and manage their workforces.
We are excited to find out how these survey responses compare with the industries we are surveying—in addition to the public sector, we’re reaching out to executives and employees from banking, insurance, retail, healthcare, professional services, and consumer goods. Are other industries facing similar challenges?
You can read GBC’s entire report here, or check out their executive summary below.
In 2013, Oxford Economics and SAP surveyed 2,300 executives across 23 countries and five industries to determine how small and mid-size businesses around the world are leveraging technology to boost innovation, strengthen customer relationships, improve agility, and expand their businesses.
Along the way, we looked at how the supply of skilled workers and the development of a healthy company culture contribute to growth in a technology-dependent global economy.
You can learn more about SMEs’ need for skilled talent in our think piece, The Human Factor, and in the infographic below.
In 2012, Oxford Economics conducted a study about the talent areas in high demand over the next decade. Global Talent 2021, which drew on a global survey of over 350 HR executives and secondary data from the public and private sectors, found that digital knowledge, agile thinking, interpersonal and communication skills, and global operating capabilities will be some of the areas in highest demand.
Workforce 2020 will revisit some of Global Talent 2021’s ideas, identifying the skills that are most important to employers today. Will the need for new digital skills make more traditional skills obsolete? Will the necessity of “soft” skills like creativity and ability to work well with others endure? Most importantly, what actions are employers taking to develop these capabilities within their organizations, if any?
We are excited to answer these questions and others when our survey closes next month. In the meantime, you can download Global Talent 2021 here.
We’ve told you about our large-scale global survey of executives and employees in 26 countries. The survey has launched in all participating countries, and we are excited to learn and share perspectives and insights about the key issues, skills, benefits, and challenges companies face in preparing for the workforce of the future.
Now, we are inviting the Workforce 2020 community to participate in the research and share your views. The survey has two streams: one for current executives and another for non-executive employees. It should take about 15 minutes to complete.
Employee pay and income inequality are big items in the news recently—rising awareness of the issue (thanks in part to Robert Reich’s documentary, Inequality for All, and Elizabeth Warren’s recently-released A Fighting Chance) has sparked debate in the US Senate over upping the federal minimum wage. Yesterday, Seattle Mayor Ed Murray announced a plan to increase the city’s minimum wage to $15 in an effort to address the widening wealth gap and set an example for the rest of the country just a day after a plan to raise the federal minimum wage was killed in the Senate.
Most of the vocal enemies of the pay increase are talking about the negative consequences for businesses, but companies should also be thinking about increased compensation as driver of competitive advantage. Will better-paid employees be more engaged, more loyal, and more productive? Compensation is a big part of worker attraction and retention—and we’ll be measuring how it stacks up against other benefits in our surveys.