全球化研究报告-PDF版

2020年老龄化与自动化的双重趋势报告：利用技术力量和经验丰富的员工 -威达信（英文版）(34页).pdf

人口快速老龄化和自动化这两大趋势在速度和范围上都是前所未有的，50岁以上的工人从事着被机器取代的中高风险的工作。这加剧了他们就业的不确定性，并可能迫使这一人口中的工人陷入更不稳定的财务状况，可能导致身体和社会心理方面的不利健康影响。这些严重的问题已通过研究和公共政策引起各国政府越来越多的注意，但仅靠政府的努力是不够的。在这种背景下，企业面临着两难境地。一方面，越来越多的人要求他们成为解决方案的一部分，并促进充分的社会保护，以确保有经验的工人的福祉。另一方面，企业面临着通过数字化转型来保持竞争力的压力，这可能预示着这一群体的负面发展。在这些管理讨论中没有考虑到这些工人如何能够继续为组织作出巨大贡献。老龄化和自动化的双重趋势:利用技术授权的经验丰富的劳动力为企业面临的困境提供了一个新的视角和解决方案。这份报告从企业的角度审视了老龄化和自动化的交叉点，认为企业必须将有经验的员工纳入其更广泛的战略，以取得更大的成功。关键问题是:新技术在这一愿景中扮演什么角色?为有经验的以工人为中心的战略建立案例有经验的员工是指年龄在50岁以上的员工，他们在组织和行业的工作经历为他们提供了丰富的经验和知识，公司可以利用这些知识来提高竞争力。传统上，他们并不被认为是缩小技能差距的可行人才来源。根据世界经济论坛的2016年就业前景报告，只有4%的受访者计划投资于有经验的员工，将其作为未来劳动力战略的一部分。这是为什么呢?人口老龄化还没有成为一个严重的问题，在许多市场留住和再培训这一群体的经济理由可能并不令人信服，而且可能与公司的自动化雄心背道而驰对经验丰富的工人的资质和贡献能力的误解导致了年龄歧视，严重破坏了经验丰富的工人战略的经济理由。然而，迅速老龄化的人口和下降的出生率使得忽视经验丰富的劳动力是不可持续的。今天的公司面临着一系列的挑战，这些挑战共同为一个积极的经验丰富的劳动力战略提供了令人信服的经济理由。除了帮助企业应对人才短缺、制度知识缺失或新的监管要求之外，一项以经验丰富的员工为中心的战略为企业提供了在全球“长寿经济”中重新定位自己的有利机会。利用技术力量和经验丰富的员工。管理人员面临的主要挑战是整合新技术并成功地实现数字化，同时确保一支积极、高效、健康、有经验的员工队伍。尽管研究表明，有无数种方法可以利用技术来实现这一目标;技术本身不能被视为一种万能的解决方案，可以轻易地加以利用。组织也必须进行变革，以便预测和利用技术变革。为此，必须确定、促进和促进技术和人力协同的领域。报告展示了如何将技术潜在地整合起来，以增加有经验的工人，同样地，有经验的工人拥有的丰富知识可以使技术更有效。该框架的两个组成部分:技术集成和包容性的组织文化。新技术的引进将改变工作和人才管理的性质。因此，应该将资源投入到重新设计工作和人才模式上，使其与有经验的工人相适应，而且实际上，最好地利用这些工人。但是，如果没有统一的愿景和来自更广泛组织的支持，变革就无法实现。建立一个对年龄友好、多样化和包容的环境是留住和培养有经验的工人的关键，从而形成这一战略的基础。

2020-11-23 34页 5星级

2020年通过旅游业改善就业和经济状况：呼吁采取行动减轻COVID-19的经济影响及回加速经济恢复 - 世界旅游组织（英文版）（42页）.pdf

SUPPORTING JOBS AND ECONOMIES THROUGH TRAVEL provide stimulus for recovery and guide the long-term d.

2020-10-28 42页 5星级

国际劳工组织（ILO）：COVID-19期间解决亚太地区青年就业危机（英文版）（33页）.pdf

Tackling the COVID-19 youth employment crisis in Asia and the Pacific Tackling the COVID-19 youth e.

2020-10-07 42页 5星级

2020年协作化的工作场所：提高员工的参与度 - poll everywhere（英文版）（52页）.pdf

1 Improving employee engagement The collaborative workplace: Introduction Todays teams work from cities all over the world, and technology now enables them to communicate and collaborate instantly. 2018 reports are showing record numbers for remote workers, with as many as 52% of global employees working remote at least once per week. As we enter 2020 and beyond, this number is only expected to grow. HubSpots 2019 remote work report states “remote work is a key ingredient to building a high performing and diverse company”. Remote work is no longer the future, it is the present, and employees and managers alike must adapt - fast. As Michael Dell said, “Technology now allows people to connect anytime, anywhere, to anyone in the world, from almost any device. This is dramatically changing the way people work, facilitating 24/7 collaboration with colleagues who are dispersed across time zones, countries, and continents.” This explosion of endpoints and widespread, immediate collaboration spurs the need for centralized management and a solution that helps you capture data and feedback instantly and inclusively. As excited as workers might be for the transition to a primarily remote workforce, studies show that we may be ill-equipped. In an effort to fill this gap, we crafted this in-depth guide on how to build and manage an effective and collaborative remote team, hold more efficient meetings, scale your company culture across the globe, and capitalize on upcoming 2020 tech trends with clarity and consistency. “38% of remote workers and 15% of remote managers received no training on how to work remotely” OwlLabs, 2019 study Table of contents Section 1: Collaborate with your team Section 2: Scale your company culture Section 3: 2020: A clear vision for enterprise Remote team management. . . . . . . . . . . . . . . . . . . . .1 In-office vs. virtual teams: key management differences. . . . . . . . . . . . .11 Mic drop your meetings. . . . . . . . . . . . . . . . . . . . . . . . . . . .14 Bridge the gap between remote and in-office teams. . . . . . . . . . . . . . . . .18 Seamless communication. . . . . . . . . . . . . . . . . . . . . . . .21 Gamify employee engagement: 3 unique ways. . . . . . . . . . . . . . . . . . .24 Redefine your People Ops strategy: why safety matters. . . . . . . . . . . . . . .29 Top tech tools and trends. . . . . . . . . . . . . . . . . . . . .33 Cybersecurity. . . . . . . . . . . . . . . . . . . . . . . . . . .37 Customer collaboration: the benefits of interactive SKOs . . . . . . . . . . . . . . . . . . .41 Collaborate with your team Section 1: 1 Remote management We live in the information economy where todays top businesses increasingly rely on sophisticated teams of employees rather than the output of sequestered individuals. Todays complex work environments require the multi-layered perspectives, experience, creativity, and talent of a team. Businesses need to build better, stronger, and more cohesive teams, but that isnt easy! The foundation of a great team is a strong sense of comradery and collaboration. Effective team management focuses on building a collaborative spirit within both the virtual or office workplace. How can todays managers improve collaboration, and, ultimately, their companys bottom line? Managing a remote team comes with its own unique strategies and considerations. Virtual team members often have different schedules, roles, and communication styles, making team management a bit more challenging. Its important to know that team members are available, completing tasks, and producing quality work. Because youre not in the office with them all the time, this can be more complex than in-person team management. How can a manager improve virtual team collaboration? It can be as simple and as seamless as integrating key software into your daily management routine. 2 Implement a task management software Task management may be without the confetti and fanfare of other software, but it is possibly the most crucial software for your teams success. Tools like Asana, Flow, Workfront, or other collaborative task management software ensures visibility into project statuses and timely completion. Most task management software has the ability to store documents for easy access from any device, anywhere. Try this: Using Poll Everywhere, survey your team to find out which software they would like best. Then, take the top-voted options and set-up trial periods with them (most task management software has at least a 7-day trial period) so you and your team can gain hands-on experience and make an informed decision. Pro tip: Lengthy decision-making processes can lead to the dreaded decision fatigue, reducing your ability to make good choices and potentially leading to irrational trade-offs. Luckily, there are a few ways you can avoid this: limit your teams choices to no more than 3 options, set a decision deadline, and decide early. Studies have shown that people make better decisions earlier in the day when their mental acuity is sharp. Your team and your to-do list will thank you. 3 Offer multiple forms of communicationSchedule designated work hours Communication is the cornerstone of a collaborative and efficient team. But, everyones styles of communicating may vary greatly. Offering various channels of communication allows people to choose whats right for them and the situation. While a more formal request might go through email, short messages might be better suited for organizational chat platforms like Slack, and last-minute emergencies might require a call or text. You can also set guidelines about how to use each communication method. Virtual team management usually comes with employees in various time zones and countries. To streamline communication and nurture collaboration, establish designated work hours that keep everyone in the loop as to when their team is available. Remote workers often set their own schedules, but having dedicated work hours throughout the day is great for virtual collaboration, meetings, and productivity. Try this: Foster both formal and informal collaboration by setting up Slack for your team. If youre managing a larger team, you could even create channels for subdivisions of your team to ensure team members are only receiving notifications most relevant to them. Poll Everywhere for Slack can be a great way to quickly take a vote or gather feedback from your team. Try this: Slack statuses can be a great way to provide both in-office and virtual team members visibility into their coworkers availability. Encourage your team to update their status to reflect when theyre on PTO, taking a coffee break, grabbing lunch, working heads down on a tough project, or in a meeting. Pro tip: Syncing Slack with Google Calendar will auto-update your Slack status to reflect when youre in a meeting. As a bonus, it will even send you meeting notifications and reminders via Slack. Cheers to automation! 4 Meet virtually as often as you would in-office Working from different offices around the country, or maybe even the globe, can require some creative thinking when it comes to hosting team meetings. All-hands meetings, fireside chats, and virtual employee trainings are great ways to keep your team in the loop, celebrate wins, and set goals. Todays technology makes it easy to video call, collaborate virtually, and engage your team in real-time. Try this: Bring life to your meetings by actively engaging employees. Hosting a retrospective on big projects and releases can be a valuable way to gather feedback and find areas for improvement. Creating a competition to end your meeting offers the benefits of testing team knowledge and gamifying the workplace. Try this: Challenge employees to take more ownership of their jobs. Encourage them to pitch their own projects or brainstorm ways they can do more with less oversight. Also, you can give the opportunity for them to manage a project you would have managed as an way to encourage growth and ownership in their role. Give your employees autonomy No one loves a micromanager, but even companies that give their employees some autonomy may not be going far enough. Employees want to feel like they have control over how they perform their jobs. Offering your team more autonomy shows trust You believe I have your best interests at heart, I do what I say I am going to do consistently, and you see me perform these actions. I view these as core dials for team success and even MORE important for remote team success.” Pro tip: Impeccable agreements. Because trust is easy to erode, Kyles team practiced a process called impeccable agreements, asking that everyone writes down who will do what and by when. This simple yet powerful agreement process helps prevent dysfunction from escalating and sloppy agreements from forming. Having it written down helps remote workers check in explicitly with others and acts as a forcing function for us to ask the question, “Did you see me do this and agree the agreement was accomplished?” 13 14 Mic drop your meetings Meetings, when done right, can provide incredible value to a business. They allow teams to brainstorm, share information, collaborate, and track progress on goals. Meetings form the cornerstone of any successful team and play a critical role in the efficient synthesis and distribution of information designed to keep members aligned. Why then, are workplace meetings dreaded by employees and managers alike? Research from David Grady and Jason Fried shows that 50% of people find meetings to be unproductive and 73% of employees do other work in meetings. The cost of these wasted meetings is estimated at a whopping $37 billion per year. Another shocking statistic from Grady and Frieds study points to what could be the root of the meeting problem: The solution to our collective meeting miasma isnt to eradicate meetings for all time and never speak their name again. Rather, its to improve how meetings function so that they provide clear value to participants and help the company complete its goals. In other words, good meetings depend on good meeting facilitation. “75% of people have received no formal training on how to conduct a successful meeting” David Grady and Jason Fried 15 Determine the best communication methodAsk key questions Check your tech With so many options to choose from, Google Hangouts, Zoom, to name only a couple, selecting a tool that best fits your meeting has never been easier. Slack, for example, is great for quickly communicating with remote employees, and can also help facilitate meetings. Slack offers video calling options, allowing you to call employees directly through the app or call everyone related to one channel, such as the team working on a certain client or project. For the most technical teams, Slack offers screen sharing and drawing on screen capabilities, making it easy to explain how to use software or a program or troubleshoot a computer issue that your coworker may be having. What are you working on today? What did you accomplish yesterday? What are your blockers? Daily standup meetings are an effective way to identify blockers, track progress, and gain insight on project statuses. With Poll Everywhere, you can easily collect answers from your team and record the data for later reference. Having high-quality audio and video technology will make all the difference during your remote meetings. Make sure to test your equipment and to have everything set up before the meeting starts. Investing in a pair of good headphones with a built-in microphone can also help provide clear audio and minimize background noise for both you and your meeting participants. Keep it short As we discussed before, meetings are costly to a business (calculate the cost of yours here). Your meeting should only take as long as absolutely necessary to achieve your goals. Youd be amazed at what you can get done in 15 or 30 minutes when everyone at the table is motivated and engaged. The job-hunting website, Monster, suggests that 45-minute meetings hit “the attention-span sweet spot.” All the way back in 2009, Harvard Business Review wrote about the power of 50-minute meetings. Googles Calendar app simplifies scheduling shorter meetings. Customize the default meeting duration within settings to the number of minutes that best fit you and your team. Additionally, enabling Googles “Speedy meetings” option automatically ends 30-minute meetings 5 minutes early and 60-minute meetings 10 minutes early, allowing for breathing room and much-needed bathroom breaks. 16 Designate working hours on the calendar app Come prepared Make an agenda Only invite necessary members Start on time, end on time One of the benefits of having a remote workforce is that employees can work from anywhere, but this also means that youll have to schedule meetings around varying time zones. Tools like Every Time Zone can help. While tools like Asana arent exactly made for meeting facilitation, they are still great collaboration tools to organize your teams work and know what everyone is working on. Using all this information, you can easily come to your next meeting prepared to discuss the teams progress, goals, and action items. Visibility into your teams workflow and tasks is key to hosting a successful meeting. Creating an agenda may seem like obvious advice, but not everyone takes it. Before you call a meeting, figure out exactly what topics you want to address and what you want to achieve. Provide everyone a copy of the agenda prior to the meeting in order to give your team a chance to review and think of any questions they may have. Many workers get dragged into meetings because it “might” be useful for them to observe, but its probably more useful for them to spend that time doing their jobs if they arent really needed. When scheduling your meeting, consider who absolutely must attend and only invite those individuals. Time is a finite resource, which makes it nearly invaluable. Every minute a worker sits in a meeting is a minute they cant be working on their own projects. Start your meetings on time and keep an eye on the clock. Sometimes long meetings are inevitable, but usually, a good facilitator can help the team wrap up on time or even a little early. Ensuring your team is adequately prepared prior to the meeting can help keep them brief and productive. Set up a “virtual watercooler” Bu

2020-09-27 52页 5星级

美国证券交易监督委员会：2020年美国资本市场算法交易员工报告（英文版）（99页）.pdf

1 Staff Report on Algorithmic Trading in U.S. Capital Markets As Required by Section 502 of the Economic Growth, Regulatory Relief, and Consumer Protection Act of 2018 This is a report by the Staff of the U.S. Securities and Exchange Commission. The Commission has expressed no view regarding the analysis, findings, or conclusions contained herein. August 5, 2020 2 Table of Contents I. Introduction . 3 A. Congressional Mandate . 3 B. Overview . 4 C. Algorithmic Trading and Markets . 5 II. Overview of Equity Market Structure . 7 A. Trading Centers . 9 B. Market Data . 19 III. Overview of Debt Market Structure . 23 A. Types of Debt Securities or Instruments . 23 B. Data and Communications . 28 IV. Benefits and Risks of Algorithmic Trading in Equities . 30 A. Investors . 30 B. Brokers . 36 C. Principal Trading . 37 D. Operational Risks to Firms and the Market . 42 E. Studies of Effects on Market Quality and Provision of Liquidity . 44 F. Effects of the COVID-19 Pandemic . 47 V. Benefits and Risks of Algorithmic Trading in Corporate and Municipal Bonds. 51 A. Liquidity Search and Trade Execution . 51 B. ETF Market Making and Arbitrage . 53 C. Studies of Effects on Market Quality and Provision of Liquidity . 53 VI. Regulatory Responses to Market Complexity, Volatility, and Instability . 55 A. Improving Market Transparency. 55 B. Mitigating Price Volatility . 60 C. Facilitating Market Stability and Security . 63 D. Additional Ongoing and Potential Commission and Staff Actions . 67 VII. Summary of Studies on Algorithmic Trading . 69 A. Equities . 69 B. Debt Securities . 82 VIII. Conclusion . 83 IX. Bibliography to Summary of Academic Studies . 85 X. Appendix: Market Participants, Roles, and Obligations . 92 3 I. Introduction A. Congressional Mandate The Economic Growth, Regulatory Relief, and Consumer Protection Act of 2018 requires the staff of the U.S. Securities and Exchange Commission (the “SEC” or “Commission”) to submit to Congress a report on the risks and benefits of algorithmic trading in the U.S. capital markets.1 Specifically, 502 provides: (a) In General. Not later than 18 months after the date of enactment of this Act, the staff of the Securities and Exchange Commission shall submit to the Committee on Banking, Housing, and Urban Affairs of the Senate and the Committee on Financial Services of the House of Representatives a report on the risks and benefits of algorithmic trading in capital markets in the United States. (b) Matters Required To Be Included. The matters covered by the report required by subsection (a) shall include the following: (1) An assessment of the effect of algorithmic trading in equity and debt markets in the United States on the provision of liquidity in stressed and normal market conditions. (2) An assessment of the benefits and risks to equity and debt markets in the United States by algorithmic trading. (3) An analysis of whether the activity of algorithmic trading and entities that engage in algorithmic trading are subject to appropriate Federal supervision and regulation. (4) A recommendation of whether (A) based on the analysis described in paragraphs (1), (2), and (3), any changes should be made to regulations; and (B) the Securities and Exchange Commission needs additional legal authorities or resources to effect the changes described in subparagraph (A). 1 Economic Growth, Regulatory Relief, and Consumer Protection Act, Pub. L. No. 115-174, 502, 132 Stat. 1296, 1361-62 (2018). 4 B. Overview As required by 502 of the Economic Growth, Regulatory Relief, and Consumer Protection Act of 2018, this staff report describes the benefits and risks of algorithmic trading in the U.S. equity and debt markets. Broadly speaking, and as more fully discussed below, algorithmic trading in the equities and to a lesser extentin the debt market, has improved many measures of market quality and liquidity provision during normal market conditions, though studies have also shown that some types of algorithmic trading may exacerbate periods of unusual market stress or volatility. Advances in technology and communications have enabled many market participants to more efficiently provide liquidity, more efficiently access market liquidity, implement new trading services, and more effectively manage risk across a range of markets. Furthermore, commenters have observed that the increasing complexity of multiple interconnected markets may have increased the risk that operational or systems failures at trading firms, platforms, or infrastructure may have broad, potentially unexpected, detrimental effects on the markets and investors. A number of observers have noted that even as some uses of algorithms may contribute to market complexity, algorithms generally help market participants navigate market complexity. A common theme echoed by nearly all market professionals, academic researchers, and other students of the securities markets is that that algorithmic trading, in one form or another, is an integral and permanent part of our modern capital markets. Several variations of algorithmic trading strategies have developed and expanded over the last several decades. These developments have been driven, in pertinent part, by the growth in available market data generated by and consumed by market professionals, major advances in computational power and the speed of data transmission, and the exponential increase in the speed of securities trading. Enhancements in algorithmic trading strategies have also been driven by investor demands for execution quality, the search for alpha and trading profits, and the application of sophisticated quantitative analytics. The Commission and other regulators have responded with a range of tools intended to mitigate risks to investors and to help ensure fair, efficient, and orderly markets. Commission staff will continue to monitor technological change and its influence on investment, trading, and the capital markets, and will continue to assess the need for additional regulation, resources, or legal authority.2 2 The significant and rapid economic impact precipitated by the COVID-19 pandemic was reflected in extraordinary trading in the U.S. secondary markets for equity and debt during the spring of 2020. While this report briefly discusses recent market events, including certain significant impacts on trading as market participants reacted to the effects of COVID-19, the report is focused on the broader questions raised in 502. In April 2020, 5 C. Algorithmic Trading and Markets The use of algorithms in trading is pervasive in todays markets. Any analysis of the role that algorithmic trading plays in the US equity and debt markets requires an understanding of equity and debt market structure,3 the role played by different participants in those markets, and the extent to which algorithmic trading is used by market professionals. 4 In describing the uses of algorithms in trading, it is useful to first define an algorithm. At its most general level, an algorithm is a finite, deterministic, and effective problem-solving the Commission announced the formation of an internal, cross-divisional COVID-19 Market Monitoring Group to assist with Commission and staff actions and analysis related to the effects of COVID-19 on markets, issuers, and investors, and with responding to requests for information, analysis and assistance from fellow regulators and other public sector partners. See “SEC Forms Cross-Divisional COVID-19 Market Monitoring Group,” Press Release 2020-95 (Apr. 24, 2020); see also “COVID-19 Market Monitoring Group Update and Current Efforts,” Statement of Chairman Jay Clayton and S.P. Kothari (May 13, 2020), available at: https:/www.sec.gov/news/public-statement/statement-clayton-kothari- covid-19-2020-05-13 (describing some of the initial work of the COVID-19 Market Monitoring Group); COVID-19 Market Monitoring Group, “Credit Ratings, Procyclicality and Related Financial Stability Issues: Select Observations” (Jul. 15, 2020), available at: https:/www.sec.gov/news/public-statement/covid-19-monitoring-group-2020-07-15. 3 The section of this staff report on equity market structure echoes aspects of the Commissions 2010 Concept Release on Equity Market Structure. See Concept Release on Equity Market Structure, Exch. Act. Rel. No. 61358, 75 Fed. Reg. 3594 (Jan. 21, 2010) (“Concept Release”). That Concept Release described the transition of modern equity trading markets away from a largely centralized, manual structure to the dispersed, automated structure that exists today. The Concept Release provided many useful institutional details; this report updates some of these details, and describes important developments that have occurred since 2010. When discussing debt markets, this report focuses on corporate and municipal bonds. While the markets for U.S. Treasury securities are described briefly, they are not a focus of this report. 4 The main body of this staff report presumes familiarity with core concepts in securities market structure, such as the distinction between acting as a broker and trading as principal, key differences between types of trading venues such as national securities exchanges and alternative trading systems, the difference between providing and demanding liquidity, and legal obligations such as best execution. Background on these concepts may be found in the appendix to this report, which provides a more general orientation to market participants, roles, and obligations. 6 method suitable for implementation as a computer program.5 In modern equity and debt markets, many problems are solved and decisions made in this computational, algorithmic manner. Today, algorithms address many of the problems and decisions that have long been central to the business of trading. What instrument(s) should be invested in or traded? What price should be bid or offered? What order size is optimal? What should be the response to a request for a quotation? What risk will be taken on by facilitating a trade? How does that risk change with the size of the trade? Is the risk of a trade appropriate to a firms available capital? What is the relationship between the price of different but related securities or financial products? To what market should an order be sent? Is it more effective to provide liquidity or demand liquidity? Should an order be displayed or non-displayed? To which broker should an order be sent? When should an order be submitted to a trading center? In general, algorithms utilize a rich array of market information to very quickly assess the state of the market, to determine when, where, and how to trade, and then to implement the resulting trading decision(s) in the marketplace.6 As described in more detail below, algorithms are broadly used in contemporary securities markets, and the range of uses differs across asset classes and across the roles and investment objectives of market participants. In light of the wide diversity of algorithms in modern trading, it is not a goal of this report to define a single type of trading or activity as uniquely algorithmic. Rather, this staff report attempts to describe many dimensions of the contemporary secondary markets for equity and debt securities that operate algorithmically. The types of trading described in more detail below each fundamentally depend upon computerized algorithms, and the data and technological infrastructure through which they operate, to address the types of problems and tasks described above. The staffs approach differs from the more narrow approaches taken in much of the literature on algorithmic trading, which generally seek

2020-09-27 99页 5星级

海德思哲（Heidrick & Struggles）：2020年迈向职业巅峰之路报告（英文版）（20页）.pdf

不可否认的是，这一流行病已迅速被证明是百年一遇的事件，促使人们重新定义一切，从我们如何工作、在哪里工作，到我们如何抚养我们的孩子，再到我们每天如何与他人互动。它深刻地改变了公司看待他们的目标、他们的劳.

2020-09-01 20页 5星级

国际劳工组织（ILO）：2020年全球青年就业趋势报告（英文版）（184页）.pdf

署名文章、研究报告和其他投稿中所表达的意见的责任完全由作者承担，发表这些文章、研究报告和其他投稿并不构成国际劳工局对其中所表达的意见的认可。提及公司、商业产品和工艺的名称并不表示国际劳工局赞同这些名称.

2020-09-01 184页 5星级

ADP Research：职场人2020-全球劳动力观点（英文版）（24页）.pdf

我们认识到，这一大流行病的影响和影响正在迅速变化。每周有时是每天都有新的发展出现，在不同的地点和行业部门，或公司与公司之间，都发生着显著的变化。尽管如此，在这些地区，通过这两张快照，对这些问题的关注应.

2020-07-02 6页 5星级

PayScale：2020年薪酬规划指南-最热门主题、职位和技能（英文版）（15页）.pdf

他们学会了瞄准那些对他们的生意有用的东西，抛弃那些没用的东西。他们学会了在哪里投资以及为什么投资。他们把机会。对一些人来说，2020年是一次重生。那么到了2021年，这意味着什么呢?人才战略将是未来的.

2020-07-02 15页 5星级

领英（LinkedIn）：2020年职场学习报告（英文版）（45页）.pdf

随着我们进入2020年，人才开发人员专注于寻找创新的方法来推动参与度，激活管理者，并衡量学习的业务影响。同时，他们展望未来，为未来3-5年即将到来的技能提升和再培训革命做准备，届时数字转型和自动化预计.

2020-07-02 45页 5星级

领英（LinkedIn）：2019年职场学习报告（英文版）（44页）.pdf

因此，人才开发人员现在能够转移注意力，对业务产生更大的影响。高管们越来越多地寻求人才开发人员来支持企业的战略劳动力规划，包括吸引和留住人才，并确保他们的员工拥有适合今天和明天的技能。2019年，我们的.

2019-12-02 44页 5星级

Essence：2019-2020年男女薪酬差距数据（英文版）（19页）.pdf

性别工资差距报告是英国政府的一项举措，它衡量一个组织内所有男性和女性每小时工资的差异(中位数和平均值)。它关注的是收入，而不考虑所扮演的角色或任何个人的资历。需要注意的是，性别工资差距与同工同酬分析不.

2019-12-01 19页 5星级

海德思哲（Heidrick & Struggles）：2019年迈向职业巅峰之路报告（英文版）（17页）.pdf

此外，全球首席执行官的工作显然在不断扩大，传统上重视的技能和经验并没有减少，只是得到了增强。企业世界的每个角落都有需求:股东、员工、社区和各种利益集团。人们期望潜在的ceo能够像传统的ceo一样引领收.

2019-08-13 16页 5星级

IDC：通过单一洞察窗格实现油气行业员工体验的数字化转型报告（2018）（英文版）（11页）.pdf

An IDC InfoBrief,Sponsored by Salesforce|July 2018By Aly Pinder,Program Director,IDC Digitally Trans.

2019-03-13 11页 5星级

Robert Walters：2018大中华及东南亚地区薪酬调查报告（英文版）（199页）.pdf

SALARY SURVEY 2018GREATER CHINA & SOUTH EAST ASIAFOR OVER 32 YEARS, BUSINESSES ACROSS THE GLOBE HAVE RELIED ON US TO FIND THE VERY BEST SPECIALIST PROFESSIONALS AND WE ARE TRUSTED TO HELP BUILD THE CAREERS OF THE WORLDS LEADING EXECUTIVES, JOB MOVE AFTER JOB MOVE.MARKET LEADING GLOBAL BRANDOur story begins in 1985 when the Group opened its first office in central London. Since then we have developed into a global specialist professional recruitment group, operating in a diverse range of markets worldwide. For over 32 years, businesses across the globe have relied on us to find the very best specialist professionals, talented executives have trusted us to help build their careers, and companies have outsourced their recruitment processes to us. Its a success story were proud of and one thats built on the strength and passion of our people. As the business continues to expand, we operate with the same commitment to service and quality. Every candidate is treated as an individual with a focus on advising and consulting. It means we continually have the best candidates on the market to offer you. At the heart of the Groups culture and business is our team-based profit share model which means that unlike the majority of our competition we do not pay individual commission. This ensures the needs of our clients and candidates always come first.Although our reach is global we remain committed to hiring local talent so our people have a deep understanding of the local market and culture. Its what makes us unique and helps us remain a trusted recruitment partner of the worlds leading firms. Robert Walters, CEO, Robert Walters PlcWELCOME TO ROBERT WALTERSSPECIALIST PROFESSIONAL RECRUITMENTROBERT WALTERS, CHIEF EXECUTIVE OFFICEROF OUR BUSINESS IS FOCUSED ON PERMANENT RECRUITMENT, 31% ON CONTRACT69%GLOBAL REACH, LOCAL EXPERTISE28WE RECRUIT ACROSS 28 COUNTRIES GLOBALLYAUSTRALIABELGIUMBRAZILCANADACHINAFRANCEGERMANYHONG KONGINDIAINDONESIAIRELANDJAPANKOREALUXEMBOURGMALAYSIANEW ZEALANDPHILIPPINESPORTUGALSINGAPORESOUTH AFRICASPAINSWITZERLANDTAIWANTHAILANDNETHERLANDSUAEUKUSAVIETNAMCountries we operate inDOWNLOAD OUR SALARY SURVEY BOOKS To discover hiring and salary trends across the world, read our Global Trends on page 8 or download our books covering:Download our app from iTunes & Google Play Search for Robert Walters Salary CheckerDownload your copy today by visiting Australia & New Zealand Japan Brazil Korea Canada Middle East & Africa Europe USA salary data is available in our app Greater China & South East AsiaOUR SERVICEOur business is built on the quality of our people. The majority of our recruiters have direct industry experience so they truly understand the disciplines they are recruiting for and the challenges facing hiring managers.OUR CORE DISCIPLINES INCLUDE: Accounting & Finance Banking & Financial Services Engineering Human Resources Information Technology Legal Marketing Sales Supply Chain & ProcurementWHAT MAKES US DIFFERENTBespoke, consultative service1. Commitment to qualityWe focus on building long-term, high-quality relationships with clients and candidates. We consult and advise, helping our candidates make the right career move. This builds trust and loyalty and ensures we continually have the industrys top talent for our clients.2. SpecialistsWe hire from industry to ensure our consultants are specialists in the disciplines they recruit for. They also bring with them strong personal relationships and industry networks, enabling them to find hard to reach talent with niche skill sets.3. No individual commissionWe operate a team-based profit share system which, we believe, sets us apart from the vast majority of our competitors as it ensures the interests of both the client and candidate remain our number one priority. There is also no ownership of candidates, ensuring clients always see the best talent we have available. 4. Our people and cultureWe promote long-term, international careers, helping us to retain our top people, which provides continuity for our clients. Were proud to say our senior management team is home-grown with an average tenure of 13 years.5. InnovationWe were the first recruiter to launch a recruitment process outsourcing business and we continue to lead the way with industry first sponsorships and brand development such as our sponsorship of the British and Irish Lions.6. Long-term outlookOur strategy is one of organic growth through international expansion and discipline diversification. We invest in markets for the long-term and maintain our presence, even in tough times.7. Tailored solutionsWe provide a bespoke, consultative service to our clients, from the largest corporates, through to SMEs and start-ups. This can include tailored premium advertising packages, enabling clients to access difficult to reach talent.Ive been impressed with the service received by Robert Walters. They listened to our needs and managed to balance accommodating what we wanted with their obvious experience in the recruitment process.Matt Earle, Regional Director ASEAN, First 4 Farming, AustraliaRobert Walters has always been our preferred recruitment consultancy. Their regional presence and in-depth industry knowledge enables us to successfully hire high quality candidates across multiple locations.Hagen Ong, APJ Head of Talent Acquisition & Talent Management, Schaeffler (Singapore) Pte Ltd, SingaporeRobert Walters has placed a number of finance professionals with us, developing a good understanding of our business needs, culture and talent profile.Sue Mir, EMEA Business Analysis Director, Kimberly-Clark, UKCONTENTSINTRODUCTIONGlobal Trends .8Regional Trends .12REGIONAL OVERVIEWSAustralia & New Zealand .14Europe .16Greater China .18South East Asia .20UK .22USA .24Middle East .26Africa .27CHINACOUNTRY OVERVIEW .30BEIJINGAccounting & Finance .38Human Resources .38Information Technology .39Sales .40SHANGHAIAccounting & Finance .41Human Resources .41Information Technology .42Life Sciences .43Operations .45Sales & Marketing .46Supply Chain & Procurement .49SUZHOUAccounting & Finance .50Engineering .50Human Resources .51Industrial Sales & Marketing .51Information Technology .52Life Sciences .53Operations & Lean .53Quality & EHS .54Supply Chain & Procurement .55SOUTHERN CHINAAccounting & Finance .56Engineering .56Information Technology .57Supply Chain & Quality.57HONG KONGCOUNTRY OVERVIEW .58Financial ServicesFront Office .68Middle & Back Office .70Information Technology .71Contract .72Human Resources .73Accounting & Finance .74Information Technology .76LegalLegal .78Company Secretarial .78Compliance .79Sales & Marketing .80Secretarial & Business Support .84Supply Chain, Procurement & Logistics .85INDONESIACOUNTRY OVERVIEW .86Accounting & Finance .91Banking & Financial Services .92Human Resources .93Information Technology .94Legal .95Sales & Marketing .96Supply Chain & Procurement .97MALAYSIACOUNTRY OVERVIEW .98KUALA LUMPURAccounting & Finance .106Banking & Financial ServicesFront Office .107Middle & Back Office .108Engineering .109Human Resources .110Information Technology .111Legal & Compliance .112Sales & Marketing .113Supply Chain, Logistics & Procurement .114Technical Healthcare .115DOWNLOAD OUR SALARY SURVEYSDOWNLOAD OUR SALARY SURVEY BOOKS Drawing on our local knowledge and expertise across six continents weve produced a series of books covering: Australia & New Zealand Brazil Canada Europe Greater China & South East Asia Japan Korea Middle East & Africa USA data is available in our appDownload your copy today by visiting our app from iTunes & Google Play Search for Robert Walters Salary CheckerSALARY SURVEY 2018 MIDDLE EAST & AFRICASALARY SURVEY 2018 JAPANSALARY SURVEY 2018 KOREASALARY SURVEY 2018 GREATER CHINA & SOUTH EAST ASIASALARY SURVEY 2018 EUROPESALARY SURVEY 2018 CANADASALARY SURVEY 2018 BRAZILSALARY SURVEY 2018 AUSTRALIA & NEW ZEALANDPENANGEngineering & Manufacturing .116Supply Chain, Logistics & Procurement .117Accounting & Finance .118Human Resources .119Sales & Marketing .119PHILIPPINESCOUNTRY OVERVIEW .120Accounting & Finance .125Banking & Financial Services .126Human Resources .128Information Technology .129SINGAPORECOUNTRY OVERVIEW .130Accounting & Finance .138Financial ServicesAccounting & Product Control .139Compliance .140Operations .141Risk .142Contract .143Human Resources .144Information Technology .146Legal .147Sales & MarketingConsumer & Technical Healthcare .148B2B & Industrial .150Financial & Professional Services .151Secretarial & Business Support .152Supply Chain & Procurement .153TAIWANCOUNTRY OVERVIEW .154Accounting & Finance .158Information Technology .159Sales & Marketing .160Supply Chain, Logistics & Procurement .161THAILANDCOUNTRY OVERVIEW .162Accounting & Finance .168Banking & Financial Services .169Human Resources .171Information Technology .172Sales & Marketing .173Supply Chain & Procurement .175Engineering & Manufacturing .175 VIETNAMCOUNTRY OVERVIEW .176Accounting & Finance .183Engineering .184Human Resources .185Information Technology .186Legal & Corporate Governance .187Sales & MarketingFMCG & Retail .188Healthcare .189Industrial .190Supply Chain, Procurement & Logistics .191WELCOME TO THE 19TH EDITION OF THE SALARY SURVEY, PROVIDING CREDIBLE INSIGHT INTO HIRING AND SALARY TRENDS WORLDWIDE.ABOUT THE SALARY SURVEYWelcome to the nineteenth edition of the Robert Walters annual Salary Survey.As the first recruitment company to produce a comprehensive overview of global salaries and recruitment trends across the world, we are pleased to share the latest edition with you.Our Salary Survey is based on the analysis of permanent, interim and contract placements made across each of our geographies and recruitment disciplines during 2017, and our predictions for the year ahead.GET IN TOUCH If you would like to find out more about salaries and recruitment trends in your industry, call one of our specialist consultants today. Contact details can be found at the back of this book.10 Robert Walters Salary Survey 2018INTRODUCTIONWhile economic conditions varied in 2017, most markets experienced at least modest growth, which boosted hiring and led to candidate shortages in certain sectors. The most significant change was in Europe, as the continents economy and job market began to grow again following 10 years of stagnation. Strong business confidence and the onset of employment market deregulation spurred job growth as companies were freed up to hire different types of interim and contract roles, whilst the permanent market also recovered.Belgian businesses entered a period of expansion and there was job growth across France. The Spanish economy was buoyant and unemployment fell in Portugal as opportunities arose in the IT, manufacturing and engineering sectors across both countries. The Netherlands and Germany both saw strong hiring levels, especially in the financial services sector. In the UK, despite uncertainty surrounding Brexit and the General Election, many sectors hired extensively although there was a shift towards contract roles as businesses sought to build agile workforces able to quickly adapt to changing economic conditions. In the Middle East, the total number of jobs declined but demand remained for highly skilled professionals. Both Africa and the Middle East saw a focus on nationalisation programmes as governments promoted hiring local talent. Returning nationals with international business experience were therefore highly sought after.The job market in South East Asia remained active, due largely to new companies entering the market and the expansion of existing businesses, despite variable economic conditions. Vietnam and the Philippines faced ongoing talent shortages with many companies reaching out to overseas nationals to attract them back home with lucrative opportunities. Meanwhile in Indonesia businesses competed to hire high-potential, local bilingual candidates. Japan also continued to face talent shortages as the government announced a record high in the job opening to As candidate shortages grow across the world we advise companies to be flexible and open to hiring professionals with transferable skills.GLOBAL TRENDSGILES DAUBENEY, DEPUTY CHIEF EXECUTIVE OFFICERapplicants ratio, leading to strong competition for specialists across many sectors. In particular, professionals with artificial intelligence (AI) and Internet of Things skills and experience were highly sought after.Despite some global economic uncertainty, China continued its growth momentum bolstering confidence and hiring activity. Digital, IT, fintech and e-commerce skill sets will continue to be in demand due to the national Internet Plus strategy and companies digital transformation projects. We also expect to see 12-18% pay rises for technology professionals in China in 2018.Australia and New Zealands job markets were generally healthy and this looks set to continue in 2018. Of particular note were the booming infrastructure and technology sectors, leading to demand for project managers and engineers as well as cyber security and AI specialists. Although both countries are relatively close to full employment, we expect salary growth to be marginal in New Zealand and flat in Australia in 2018.KEY TRENDSAs in previous years the trend towards digitalisation meant that professionals with digital expertise were in high demand across the globe. Cyber security and fintech were noticeable growth sectors and demand for big data specialists continued at pace as companies sought to implement new systems to benefit from the insights afforded by big data. Tech start-ups were active recruiters in, for example, London, San Francisco and Dublin, often competing against larger, more traditional companies by offering candidates equity stakes in the business.Banks and financial services firms continued to bear the brunt of heavier regulation. This resulted in strong demand for regulatory and compliance skill sets along with risk, audit and legal. In 2018 we expect to see sustained demand for regulatory and compliance professionals, along with salary increases for these sought-after professionals.For those facing candidate shortages our advice is to be flexible and consider hiring professionals with transferable skills, even if they are not an exact fit for the job description. Its also vital for companies to streamline their recruitment processes, making them efficient and timely to avoid losing top talent to competitors. Employers should also be aware that salary alone will not attract high-calibre candidates as they are increasingly motivated by work-life balance, company culture, structured career progression and flexible working.CYBER SECURITY AND FINTECH WERE NOTICEABLE GROWTH SECTORS AND DEMAND FOR BIG DATA SPECIALISTS CONTINUED AT PACE.With our presence spanning 28 countries across six continents, our specialist teams offer in-depth knowledge of the sectors they recruit for. In this section our

2018-12-02 199页 5星级

领英（LinkedIn）：2018年职场学习报告（英文版）（51页）.pdf

平衡今天的挑战和明天的机会。在他们已经在使用的平台上与他们见面，传达与他们的工作需求和职业抱负相符的信息。如果员工找不到时间学习，就减少摩擦。管理者的参与是增加员工学习投入的关键因素。扩大与经理的关系.

2018-12-02 51页 5星级

国际劳工组织（ILO）：2018-2019年全球工资报告（英文版）（172页）.pdf

Global Wage Report 2018 / 19 What lies behind gender pay gaps Global Wage Report 2018/19 What lies b.

2018-12-01 172页 5星级

领英（LinkedIn）：2017年职场学习报告（英文版）（41页）.pdf

小公司的L&D专业人员更倾向于培训技术技能，而大公司的人则认为职业发展和软技能更重要。培养员工对高管来说很重要，但展示商业价值却很有挑战性。80%的L&D专业人士同意，发展员工是管理团.

2017-12-02 41页 5星级

WTW：2017全球福利现状调查报告(英文版)(30页)（30页）.pdf

2017 Global Benefits Attitudes Survey The employee voice: more security, more flexibility, more choi.

2017-12-01 30页 5星级

AON-2018年全球员工敬业度趋势研究报告英文版-2017-19页-（19页）.pdf

2018 Trends in Global Employee Engagement Global Employee Engagement Rebounds to Match Its All-Time .

2017-12-01 19页 5星级