全球化研究报告-PDF版

韦莱韬悦（WTW）：2021年全球福利融资矩阵和集中覆盖报告（英文版）（25页）.pdf

积极管理的跨国统筹、全球承保和专属融资方式不仅带来了重大的财务节约机会，而且是支持更广泛的人力资源计划的伟大工具，最终为员工带来更多价值。随着大多数企业在2020年面临的所有挑战，我们预计在2021年.

2021-03-17 25页 5星级

美国劳工统计局（BLS）：各行业就业统计数据分析报告（英文版）（19页）.pdf

继此前7个月的增长之后，12月非农就业人数减少了14万。不过，就业人口为980万，或6.5%，低于2月的水平。12月，休闲和酒店业的就业大幅下降，抵销了专业和商业服务、零售贸易和建筑业的就业增长。去年12月，私营部门所有员工的平均时薪上涨了23美分，涨幅为0.8%。在收入低于平均水平的休闲和酒店行业，新兴市场就业人数大幅下降，给私人部门总平均时薪带来了压力。所有员工的平均时薪比去年增长了5.1%。平均每周工作时间为34.7小时，当月减少了0.1小时。去年12月，其他服务业的就业人数减少了22,000人。在行业内，个人和洗衣服务行业失去了1.2万个工作岗位。尽管其他服务行业的就业人数在过去7个月里一直在上升，但仍比2月份低45.3万人。

2021-03-15 19页 5星级

TriNet：美国经济引擎-2020 COVID-19期间中小企业员工生产力和福利状况白皮书（英文版）（17页）.pdf

A S T A G W E L L C O M P A N YAmericas Economic Engine:The State of Small and Medium-Size Business .

2021-03-13 17页 5星级

麦肯锡（McKinsey）：美国私营部门的黑人职场经历（英文版）（71页）.pdf

本报告从三个方面探讨了私营部门的黑人工人：第一，他们参与整个美国私营部门经济;第二，他们在公司中的代表性、晋升和经验;第三，一条包括应对关键挑战、公司可以采取的行动的前进道路，以及为更广泛的利益相关者.

2021-03-12 71页 5星级

Payscale：可变薪酬行动手册（英文版）（28页）.pdf

在人才市场紧张的情况下，员工可以选择在哪里投入时间和人才，可变薪酬经常被用作留住人才、招聘和激励的工具。PayScale的2018年薪酬最佳实践报告(CBPR)显示，近四分之三的组织提供某种类型的可变.

2021-03-08 28页 5星级

Payscale：员工离职的主要原因调查报告（英文版）（17页）.pdf

人们离职的主要原因是什么？是什么吸引人们加入他们的新组织？最新的PayScale研究对此进行了深入研究，以找出影响员工保留率的因素以及员工在新组织中的期望。一个人一生中平均有13年零2个月的时间在工作.

2021-03-08 17页 5星级

国际劳工组织（ILO）：2021年世界就业和社会展望（英文版）（281页）.pdf

数字经济正在改变工作的世界。在过去十年中，宽带连接和云计算的扩展，以及信息和通信技术的创新，使得经济交易以及个人、企业和设备之间的大量数据和信息交换成为可能。数据越来越成为推动数字经济的关键资产。与这.

2021-03-01 281页 5星级

Payscale：疫情时期薪酬补偿策略分析报告（英文版）（53页）.pdf

2020年是意料之外的一年，面临着前所未有的挑战。在疫情之前，人力资源部的工作艰巨，但在2020年之前表现出敏捷性和领导能力。COVID-19的到来使失业率飙升至自大萧条以来的最高水平，.

2021-02-20 53页 5星级

JobsDB公司：2021年雇佣、薪酬和福利报告（英文版）（156页）.pdf

JobsDB公司发布了2021年雇佣、薪酬和福利报告。2021年雇佣、薪酬和福利为协助人力资源专业人士制定来年的规划，JobsDB进行了一项调查，搜集了全香港35个行业436家不同企业的最新资料，主要.

2021-01-28 156页 5星级

美国人力资源公司：2021年全球文化报告（英文版）（244页）.pdf

美国人力资源公司发布了2021年全球文化报告。对于员工、家庭、公司和国家来说，2020年是独特变化的一年。没有人能免受全球流行病带来的挑战和不确定性的影响。数以百万计的人失去了工作，数以百万计的零售商，餐馆和活动关闭。到处都是工作场所，混乱。在生活的各个领域，包括工作场所，对多样性、包容性和公平性的需求，成为了当务之急。企业需要审视自己，致力于有意义的变革。他们必须现在就计划和行动，当所有人都分离的时候，公司如何让他们的员工保持联系？企业如何才能创造出更具包容性的文化，让所有员工在工作中都成为最真实的自己? 领导者如何才能通过艰难的决定和可怕的预测来团结员工? 最新的研究表明，全球人才吸引力指数略有下降。参与度也从今年的72% 下降到了70% 。员工净推销得分维持在5% ，离职意向由59% 略升至60% ，职业倦怠增加3% 。

2021-01-27 244页 5星级

2020 无处可躲：迎接我们一生中最具震撼力的技术和商业变革 - 2000位来自400个国家高管分享他们在现实中保护、适应和数字化业务的观点 - HFS（英文版）.pdf

Nowhere to Hide: Embracing the Most Seismic Technological and Business Change in our Lifetime 400 Global 2000 executives share their views on protecting, adapting, and digitizing their businesses in the new reality Click here or press enter for the accessibility optimised version Introduction Click here or press enter for the accessibility optimised version For years, the world of business technology has buzzed with excitement for connected global talent and the possibilities of processes and data running in the cloud. Each innovation helped organizations run the same processes with greater efficiency, cost, and speed by exploiting greater access to global talent, aided by the internet and superior telecommunications. However, change has been perennially slowspanning decades, as Exhibit 1 shows: HFS Research, in partnership with Infosys, surveyed 400 Global 2000 executives to gauge the sentiment of enterprises post the pandemic shock, call out the impact, and reveal recovery insights. Exhibit 1: We are hurtling towards the Hyperconnected Economy. Real change must happen now Source: HFS Research, 2020 Global talent and services, the onset of the private cloud, and the early wave of digital services enabled organizations to respond to customer needs quickly and competitively. However, few organizations were motivated to make fundamental changes to their processes because they simply didnt have to. While the promise of emerging technologies has captured the C-suites attention, only 30% of enterprises have scaled up cloud initiatives. Fewer than 20% have industrialized automation, analytics, and AI initiatives, and fewer than 10% have an enterprise-wide approach to using emerging technologies. We are trapped with legacy dragons and cultural silos. In recent years, it has become ever- clearer that organizations unable to anticipate changing customer needs and behaviors will eventually fall behind and fail. Before the pandemic punched the corporate world right between its eyes, there was no burning need to make the courageous leap to a fully hyperconnected digital organization Many organizations had made efforts to understand the impact of automation, digital business models, and the hyperscale cloud, but they could not effect internal cultural change to fully exploit these technologies. These organizations didnt have a burning platform to change; they were dominated by executives compelled to resist change to survive. They could invest in all the technologies they wanted to, but without a plan to thrive in the Hyperconnected Economy, they would be perennially stuck in the old analogous world and submerged in process debt and legacy thinking. Overnight, COVID-19 flipped the endemic, decades-old corporate mindset of resisting change to one of advocating change What we now have is the emergence of dynamic digital organizations, where people are energized by technology and plug into business experiences that are progressing rapidly to places where the possibilities are limitless. The future is unfolding before our eyes. What we have experiencedinside of a single yearis people coming together, confronting their fear of change, and facing the reality that without change, their organization will sinkand them with it. Executive Summary Click here or press enter for the accessibility optimised version The world changed overnight as COVID-19 created a state of upheaval and economic uncertainty unlike anything that weve seen in our lifetime. It has taken several months for enterprise leaders to take stock of the pandemics implications. HFS Research, in partnership with Infosys, surveyed 400 Global 2000 executives to understand how businesses can survive and thrive in the pandemic economy and to develop an outlook for IT and business services in the current geopolitical environment. HFS segmented the research findings according to its four phases of pandemic shock response: crisis, stabilization, realization, and unleashing people (see Exhibit 2). Exhibit 2. The four phases of the pandemic shock Source: HFS Research, 2020 Key takeaways: Seventy percent (70%) of respondents believe that COVID-19 will have a bigger impact than the 2008 downturn. Budgets, supply chains, employee availability, and customer intimacy are the worst impacted areas in the immediate aftermath of COVID-19. Three top priorities emerge for enterprises to continue to run their businesses: employee safety, crisis management, and ensuring cash flow. A tale of two cities is emerging by industry. As enterprises realize the true financial impact, we can see where companies are focusing and placing their bets to survive and thrive in the emerging new normal. “We will thrive.” The public sector, banking, insurance, healthcare and life sciences, and the high-tech industry respondents are relatively confident. They see emerging opportunities as a result of this crisis, and they are making appropriate investments. “Our survival is on the line.” Manufacturing, travel and hospitality, telecom, energy and utilities, and retail and CPG are less confident about surviving the pandemic economy. They are hunkering down and planning cost-saving measures and other contingencies. Protect, adapt, and digitize your business to survive. Insulating businesses from volatility, changing the product and service portfolio to drive greater customer value, and digital transformation are the top three strategic initiatives for surviving the current economy. Invest in creating a virtual, secure, and cloud-enabled IT environment to compete. We identified three critical IT investment themes. First, companies are investing in technologies that enable remote working at scale (virtualization, collaboration, security). They are accelerating investments in cloud and cybersecurity, and, last, companies are modernizing core IT apps and infrastructure. Enterprises expect to increase their spending the most for business and digital consulting, followed by IT infrastructure services (including cloud). We expect demand for IT and business process services to pick up to serve the dual purpose of driving digital while saving cash. Unleash your people to thrive. Nearly 90% of organizations realize they need to reposition to unleash people in the new reality. Post-COVID working arrangements will change dramatically. Only 37% prefer a return to an office-based environment. The work culture will evolve from siloed working to interdisciplinary collaboration. Smart and emerging technology will ubiquitously penetrate our workplaces. The urgency to develop new skills in-house through training has increased significantly as businesses realize that creativity, problem-solving, and communication skills are the most sought-after people skills. Phase 1 of the Pandemic Shock A crisis like no other crisisbudgets, supply chains, employee availability, and customer intimacy impacted severely across the globe Click here or press enter for the accessibility optimised version Almost 70% of respondents believe that COVID-19 will have a bigger impact than the 2008 downturn. Budgets, supply chains, employee availability, and customer intimacy were impacted the most in the immediate aftermath of COVID-19 (see Exhibit 3). Exhibit 3. Budgets, supply chains, employee availability, and customer intimacy are the worst impacted in the immediate aftermath of COVID-19 COVID-19 impacted significant parts of industry value chains. Capital markets, mortgage and lending, and payment card businesses felt the biggest impact in the banking industry. Actuarial work and new business took a hit for insurance companies. Energy companies felt the double whammy of not just COVID-19 but also extreme price volatility impacting both downstream retail business and challenges in upstream transportation and logistics. The healthcare providers are at the center of the storm with no visibility into future revenues, especially as elective procedures were temporarily impossible and the unavailability of healthcare practitioners raised internal costs. Telecom providers and ISVs experienced a huge surge in demand, which impacted network services. The retail sector had to suddenly figure out how to handle the sudden drop in brick-and-mortar operations while managing the surge in online operations. But the biggest sufferers were the travel and hospitality and manufacturing industries. Disruptions in manufacturers supply chains impacted both production and sales. The travel and hospitality sector simultaneously dealt with a sudden grinding halt in reservations and a surge of refund claims. Practically every big or small business around the globe and across all industries had to figure out how to protect employees, deal with the crisis, and ensure cash flow all at the same time. This was a crisis like no other; it was not going to go away. COVID-19 changed the worldforever! “The pandemic exposed harsh realities for many industries, including financial services. Social distancing is fueling the digital economy. During the pandemic, its become critical to predict complex risk scenarios in near real time. If they hadnt realized that before, COVID-19 wouldve done it. We need to be relevant in daily digital lives of our customers.” Data and Analytics lead, large European financial institution “We operate in a legal framework where perception of risk can be calculated. Its hard to think what the new normal will be and how new risk will translate. How do we insure for pandemic? We know how to insure for business interruptions (fire and shops burn down), but here we couldnt operate, yet there is no physical impact. How do we insure this space?” Lead transformation officer, Diversified Global Insurer Phase 2 Stabilization of “things that we can do”protect employees, deal with the crisis, and ensure cash flow Click here or press enter for the accessibility optimised version 2. Crisis management. While business continuity and disaster recovery (BCP/DR) plans were not flawless, fewer than 10% of enterprises in our research reported major disruptions. The global nature of the pandemic, which resulted in enforced lockdowns simultaneously across multiple locations, meant that the inability to use alternate BCP locations was the single biggest challenge to manage the crisis at hand. Challenges with network access and procuring home computing equipment were other practical hurdles that organizations had to deal with, especially in developing economies. 3. Ensuring cash flow. More than 30% of enterprises have frozen capital expenditure and discretionary spending, while 50% are considering doing so. Nearly 60% of organizations have reduced staff, implemented salary reductions, or furloughed staff. Similarly, payment delays, technology spending, and invoking force majeure are on the table for over 80% of enterprises. For the most part, enterprises around the globe reacted admirably to the crisis. Three top priorities emerged for enterprises to continue to run their businesses: 1. Employee safety. Enterprises immediate focusrightly sois on protecting their people. Nearly 85% of organizations have about 50% of their employees work-from-home (WFH) enabled because of COVID-19. Around 40% of organizations are at 90% or greater WFH levels. WFH, travel bans, and canceling conferences and in-person meetings were the top three immediate actions that organizations took. Current measures primarily focus on enforcing social distancing at work, continuing a ban on in-person meetings, staggering working hours, and providing healthcare benefits. The emerging focus will be on enabling work-from-anywhere, providing greater healthcare benefits, and liaising with the government for support. “The one thing thats stood out is the way in which Company responded to its employees, giving support to people who need it. Plus, the whole remote-by-video drives you to interact with colleagues on a personal/relatable level. It makes people more loyal, and engagement and productivity have gone up. If we can harness it and make it the new normal, then well have the motivated workforce we need.” Head of innovation and productivity, Financial Services Multinational “Counterbalancing speed and a need for transformation with the cost. Now in recessionary environment, we are squeezed to hand back money to central budgets. But it doesnt change the fact that we need to transform. Now we need innovative ways to do more with less.” Head of innovation and productivity, Financial Services Multinational Phase 3 Realization that adapting, protecting, and digitizing businesses while entering a recessionary economy requires a laser-sharp focus on mission-critical “have-to-have” investment areas Click here or press enter for the accessibility optimised version As the true financial impact on clients and customers emerges, the impact of COVID-19 is a tale of two cities when we look at it through an industry lens (see Exhibit 4). “We will thrive.” The public sector, banking, insurance, healthcare and life sciences, and the high-tech industry respondents are relatively confident. They see emerging opportunities as a result of this crisis, and they are making appropriate investments. “Our survival is on the line.” Manufacturing, travel and hospitality, telecom, energy and utilities, and retail and CPG are less confident about surviving the pandemic economy. They are hunkering down and planning cost-saving measures and other contingencies. Exhibit 4. A tale of two cities is emerging by industry Reactions vary by industry. While some are hunkering down to save costs, others are finding opportunities in the crisis. However, across industries, 34% of organizations still think its business as usual, and 13% are still unsure and unclear. As enterprises realize the true financial impact, we see where companies are focusing and placing their bets to survive and thrive in the emerging new normal. Adapt, protect, and digitize are the top three strategic initiatives that enterprises feel will help them survive and succeed in the post COVID era: 1. Adapt. Over 70% of respondents plan to change their product and service portfolio to drive greater customer value. 2. Protect. At least 65% of respondents are insulating their business from volatility by building diverse customer pools and investing in an agile business model. 3. Digitize. Over 60% of respondents plan to accelerate their digital transformation initiatives. “Digital transformation is no longer a choice. Customer touchpoints and expectations are completely changing. Product choices have definitely changed. Its a tough time, but days are going to be brighter when this ends.” Director of automation, American independent investment management company Adapting, protecting, and digitizing businesses while entering a recessionary economy requires businesses to focus on mission-critical “have-to-have” investment areas that make business sense and drive a clear ROI with a fast payback time (see E

2020-12-30 34页 5星级

雇主指南：2020年影响薪酬的最热门主题、工作和技能 - PayScale（英文版）.pdf

AN EMPLOYERS GUIDE TO THE HOTTEST THEMES, JOBS, AND SKILLS IMPACTING PAY IN 2020. This whitepaper su.

2020-12-22 15页 5星级

2021 全球人才报告：新的人才格局将如何改变人力资源战略 - 牛津经济研究院（英文版）.pdf

A report produced in collaboration with Towers Watson, AIG, American Express, British American Tobac.

2020-12-10 21页 5星级

Phil Gardner：2020-2021年招聘趋势报告（英文版）（48页）.pdf

招聘趋势报告始于一个梦想，这个想法源于1970年播下的一粒种子。密歇根州立大学就业服务和安置主任杰克辛格尔顿和我一起集思广益，讨论如何扩大我们的研究工作，以增进我们对大学招聘的理解。密歇根州立大学已经建立了一套优秀且备受推崇的毕业跟踪报告系统，其中包括针对所有应届毕业生(学士、硕士和博士学位)的主要报告，以及关于少数民族、女性、教师教育和大学毕业生荣誉的特别报告。后来，对毕业后五年和十年的校友进行了专题研究。杰克和我坚信，职业服务和安置业务只会像他们所在单位的研究部门那样强大。在密歇根州立大学，我们设计、创建并开发了全国第一个计算机化面试报名系统，并扩展到了我们办公室的其他招聘业务。在这个时候，密歇根州立大学的职业服务赢得了这些创新的国家声誉。职业服务和就业办公室的指导研究使这成为可能。1970年就有一份招聘报告叫做Endicott报告。弗兰克恩迪科特通过伊利诺伊州埃文斯顿西北大学就业办公室研究并撰写了这份报告。这是一份优秀的大学毕业生报告。有人暗示弗兰克恩迪科特(Frank Endicott)即将辞去就业指导的职务，可能不再撰写这份报告，这引发了我们对未来大学毕业生研究的头脑风暴。杰克和我觉得，我们可以有效地踏入这个利基与研究专业知识提供给我们。我们的最终目标不仅是编制一份报告，帮助密歇根州立大学招聘新的大学毕业生，而且扩大所有新毕业生的就业机会。我们确定了新大学毕业生的招聘趋势(简称为每年的招聘趋势)，这不仅是一个吸引人的标题，而且也是我们想要实现的目标。

2020-12-01 48页 5星级

韦莱韬悦：2020年美国员工福利满意度调查报告（英文版）（18页）.pdf

我们的2020年全球福利态度调查探讨了积极工作、美国全职员工在大流行期间的工作经历以及他们的整体健康(情感、社会、身体和财务)、退休预期和福利偏好的观点。大部分或所有时间在家工作的员工比例增加了一倍多.

2020-12-01 18页 5星级

Business Talent Group：2020年人才技能指数报告（英文版）（21页）.pdf

在这些不确定的时期，领先的公司需要新的方法来应对当前的挑战和明天的增长机会。 如今，独立的人才市场比以往任何时候都成为人力资本基础设施不可或缺的一部分，为公司完成关键工作所需的技能和专业知识提供了安全.

2020-12-01 21页 5星级

任仕达：2020年任仕达人力资源服务的新方式项目报告（英文版）（256页）.pdf

2020年，我们周围的世界以惊人的速度发生了翻天覆地的变化。作为全球领先的人力资源服务提供商，任仕达迅速响应客户的需求，认识到为客户和人才提供服务的“新方式”。我们在第二季度启动了新方法项目，旨在帮助.

2020-12-01 256页 5星级

连智领域：2020年亚太区薪酬和市场洞察力（英文版）（19页）.pdf

世界经济论坛(World economic Forum)的数据显示，2019年是一个过山车之年，一连串事件将贸易和经济不确定性飙升至20年来的最高水平。美国/中国贸易战、正在进行的香港政治问题以及中国.

2020-12-01 19页 5星级

国际劳工组织（ILO）：2020年世界就业趋势展望报告（英文版）（108页）.pdf

工作领域的巨大挑战包括持续存在的不平等和排斥使我们比以往任何时候都更加清楚地了解全球就业和社会趋势。这需要对我们的方法和概念的充分性进行批判性反思，并在需要时进行创新，以应对当今的政策挑战。例如，我们.

2020-12-01 108页 5星级

世界劳工组织&amp经济合作与发展组织（ILO&ampOECD）：2020年COVID-19大流行对G20经济体就业和收入的影响报告（英文版）（46页）.pdf

1.从史无前例的健康危机到严重的经济危机各国健康危机的演变和当前规模健康控制措施的时间和范围及其对流动性的影响宏观经济后果2. 诊断：对劳动力市场造成沉重而直接的损失 就业和工作时间史无前例的崩溃 许.

2020-12-01 46页 5星级