UK Businesses Fail to Unlock the Full Potential of Their Employees, Survey Finds
UK Businesses Fail to Unlock the Full Potential of Their Employees, Survey Finds
The 2024 Kelly Global Re:work Report is now available. Discover what C-suite executives and employees at all levels think about the world of work today—and of the future. Get your copy here:
2024年的凱利全球重新定義報告現已發佈。了解各層次的高管和員工對當今和未來工作世界的想法。這裏可獲取您的副本：
- UK executives most likely to say they are failing to unlock workforce potential
- 英國的高管最可能說他們未能發揮員工的潛力
- UK businesses least confident in their ability to recruit specialised talent
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Lack of skills development and career opportunities top frustrations for UK workers
- 英國企業對招聘特定人才的能力最缺乏信懇智能
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缺乏技能發展和職業機會是英國工人最大的挫折
LONDON, June 11, 2024 (GLOBE NEWSWIRE) -- Businesses in the United Kingdom are most likely to say they are failing to unlock the full potential of their employees and poor workforce planning is holding back growth for most organisations, a survey conducted in 13 countries by specialty talent solutions provider Kelly has found. The 2024 Kelly Global Re:work Report reveals businesses in the UK particularly struggle with recruiting specialised talent and developing their existing workforce.
2024年凱利全球重新定義報告顯示，在13個國家開展的一項調查中，英國的企業最可能聲稱他們未能發揮員工的全部潛力，而糟糕的員工計劃則是大多數組織增長的阻礙。該報告揭示，英國的企業特別是在招聘特殊人才和發展現有員工方面遇到困難。
The fourth annual global workforce report from Kelly, titled Building a Resilient Workforce in the Age of AI, shows more than half of senior executives in the UK are not unlocking the full potential of their workforce (51%) and that poor workforce planning is impeding business growth (52%). Four in 10 executives (43%) say they are missing business opportunities due to a lack of talent.
凱利發佈了《以人工智能爲時代背景構建一個強大的團隊》的第四屆全球勞動力報告《以人工智能爲時代背景：構建強大的團隊》的一篇工作力報告該報告顯示，英國高級管理人員一半以上（51%）未能發揮員工的全部潛力，而糟糕的員工計劃則影響了企業的增長（52%）。四分之三的高管（43%）表示由於缺乏人才而錯失商業機會。
Just 29% of UK executives express confidence in recruiting talent with technical or highly sought-after skills, the lowest rating among the 13 countries surveyed. By comparison, 67% of executives in Germany say they are confident in recruiting specialised talent.
英國高管只有29%的人對招聘技術或高需求技能的人才表示信心，這是受調查的13個國家中最低的。相比之下，德國有67%的高管表示他們有信心招聘特殊人才。
The survey indicates UK businesses don't offer adequate training programs to tackle these challenges. UK workers identify a lack of skills development (29%) and a lack of career progression opportunities (25%) as their top frustrations. They are among the least likely to say their teams have the skills and capabilities required to achieve their objectives. Among executives surveyed globally, those from the UK are most likely to cite insufficient development opportunities as reason for employee turnover (32%).
調查表明，英國企業沒有提供足夠的培訓計劃來解決這些問題。英國工人將缺乏技能發展（29%）和缺乏職業發展機會（25%）視爲他們的最大挫折。英國的高管們是全球調查中最可能認爲缺乏發展機會是員工流動的原因（32%）的人。
"These findings are eye opening," Adelle Harrington, Vice President, EMEA, at KellyOCG, said. "They stress the importance of developing long-term workforce strategies that focus on the right mix of permanent and contingent workers, effective skills development, and employee engagement."
凱利OCG的EMEA副總裁Adelle Harrington表示，這些發現令人瞪眼，它們強調了制定以正確的永久和臨時工人組合、有效的技能發展和員工參與爲重點的長期勞動力戰略的重要性。
Despite these challenges, the survey identifies bright spots. Executives in the UK are most likely to say that improving employee wellbeing is a top priority (35%) and most (55%) say they are providing more wellbeing support than a year ago. UK businesses are also least likely to say they have mandated onsite work (43%) and most confident in their ability to improve diversity, inclusion, and belonging (63%). Executives in the UK are also most likely to describe their workforce as "highly resilient" (58%).
儘管如此，該調查還是找到了許多積極的結果。英國高管最有可能表示改善員工福利是最重要的優先事項（35%），多數人（55%）表示他們比一年前提供更多的福利支持。英國企業最不可能說他們有強制性的現場工作（43%），而且最有信心改善多樣性、包容性和歸屬感（63%）。英國的高管們也最可能將他們的勞動力描述爲"高度強大的"（58%）。
The Re:work Report offers insights into how the world's leading organisations build resilient teams. For the first time, the report features a Workforce Resilience Index, which reveals how best-in-class businesses are building agile, capable, and inclusive teams. The Index identifies a group of Resilience Leaders (7% of global companies surveyed) who report better results across both core business metrics and key people indicators compared to Mid-Market Performers (85%) and Laggards (8%).
重新定義報告提供了關於世界領先機構如何構建強大的團隊的見解。該報告首次提供了一個工作力韌性指數，揭示了最佳業績的企業如何構建敏捷、能力和包容的團隊。指數確定了一組韌性領導人（全球受訪的公司中的7%），他們在覈心業務指標和關鍵人員指標方面報告了比中市場表現者（85%）和落後者（8%）更好的結果。
- 70% of Resilience Leaders report increased revenue over the past year vs. 35% of Laggards.
- 61% of Resilience Leaders report improved profitability vs. 35% of Laggards.
- 74% of Resilience Leaders report improved customer satisfaction vs. 37% of Laggards.
- 79% of Resilience Leaders report improved ability to recruit talent vs. 27% of Laggards.
- 72% of Resilience Leaders report improved retention vs. 34% of Laggards.
- 70%的韌性領導者報告過去一年增加的收入，而落後者僅爲35%。
- 61%的韌性領導者報告改善利潤，而落後者僅有35%。
- 74%的韌性領導者報告改善客戶滿意度，落後者僅有37%。
- 79%的韌性領導者報告提高了招聘人才的能力，而落後者僅爲27%。
- 72%的韌性領導者報告提高了員工保留率，而落後者僅有34%。
Workforce Resilience Leaders are most commonly based in Norway, Sweden, and Germany, the report finds. The UK ranks sixth out of 13 countries surveyed. Australia ranks last. The survey identifies four best practices for building workforce resilience:
報告發現，工作力韌性領導者最常駐紮在挪威、瑞典和德國，英國在13個受調查的國家中排名第六，澳大利亞排名最後。該調查確定了建立勞動力韌性的四個最佳實踐：
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Partnering with workforce solutions providers builds more agile and capable teams. 71% of Resilience Leaders work with third parties to develop their talent strategies vs. 35% of Laggards.
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Leveraging new technologies offers better visibility into talent demands. 64% of Resilience Leaders have a clear strategy for how they deploy AI to support human work vs. 22% of Laggards. 69% use technology to improve workforce analytics, monitor productivity, and support hybrid work.
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Tapping into diverse perspectives and providing flexible work arrangements empowers employees to contribute. 77% of Resilience Leaders say a C-suite leader has DEI responsibilities compared to only 5% of Laggards. 53% of Resilience Leaders offer flexible and hybrid work arrangements for employees at all levels vs. only 19% of Laggards.
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Being proactive about wellbeing and mental health improves performance. 54% of Resilience Leaders offer mental health resources compared to 28% of Laggards.
- 與勞動力解決方案提供商合作可以建立更具敏捷性和能力的團隊，71%的韌性領導者與第三方合作開發他們的人才戰略，而落後者僅有35%。
- 利用新技術可以更好地了解人才需求。 64％的韌性領導者有清晰的策略，說明他們如何部署AI來支持人類工作，而這一點僅有22％的落後者可以做到。69％使用技術改進勞動力分析，監測生產率並支持混合工作。
- 充分利用多元化的視角並提供靈活的工作安排，可以使員工發揮作用。 77％的韌性領導者表示，一位C級領導擔任多元化，平等和包容性相關的責任，而這一點僅有5％的落後者可以做到。53％的韌性領導者爲所有級別的員工提供靈活和混合工作安排，而這一點僅有19％的落後者可以做到。
- 積極關注福祉和心理健康可以提高績效。54％的韌性領導者提供心理健康資源，而這一點僅有28％的落後者可以做到。
"The survey shows that a strategic focus on workforce agility, capability, and inclusion strengthens productivity, growth, and employee engagement," Harrington said. "For those organisations struggling to build effective teams, our Workforce Resilience Index provides critical insights to take their talent strategies to the next level and a baseline for tracking their success over time."
調查顯示，戰略關注員工的敏捷性、能力和包容性可以增強生產力、創業板和員工參與度，"哈林頓說道"。對於那些難以構建有效團隊的組織，我們的《員工複雜度指數》提供關鍵見解，將他們的人才戰略帶到下一個水平，並構成跟蹤成功的基準。
About the Survey
Kelly surveyed 1,500 senior executives, including C-suite leaders, board members, department heads, directors, and managers, as well as 4,000 workers at all levels across 13 countries and eight industry sectors in Q2 of 2024. The 13 countries include the United States, Canada, Germany, Hungary, Ireland, Norway, Poland, Sweden, Switzerland, the United Kingdom, Australia, India, and Singapore. The eight industry sectors include Consumer Retail, Education, Energy, Engineering, Financial Services, Life Sciences, Manufacturing, and Technology. 35% of respondents were from organisations with 10,000+ employees; 35% were from organisations with 5,001-10,000 employees; and 30% were from organisations with 1,000-5,000 employees. Read the full report here.
該調查在2024年4月25日至29日在美國境內通過Harris On Demand多功能調查產品的在線方式進行，共有2,058名18歲及以上的成年人蔘加，代表了人口的實際比例，已根據年齡、性別、種族/族裔、地區、教育、婚姻狀況、家庭規模、家庭收入、就業和政黨從屬關係進行加權處理。
凱利在2024年第二季度調查了1,500名高管，包括C級領導、董事會成員、部門負責人、主管和經理，以及來自13個國家和八個行業板塊（包括美國、加拿大、德國、匈牙利、愛爾蘭、挪威、波蘭、瑞典、瑞士、英國、澳洲、印度和新加坡）的所有層次的4,000名工人。調查覆蓋的八個行業板塊包括消費、教育、能源化工、工程、金融服務、生命科學、製造業-半導體和科技。35%的受訪者來自擁有10,000名及以上員工的組織；35%的受訪者來自擁有5,001-10,000名員工的組織；30%的受訪者來自擁有1,000-5,000名員工的組織。完整報告請點擊此處。
About Kelly
關於Kelly
Kelly (Nasdaq: KELYA, KELYB) helps companies recruit and manage skilled workers and helps job seekers find great work. Since inventing the staffing industry in 1946, we have become experts in the many industries and local and global markets we serve. With a network of suppliers and partners, we connect jobs seekers around the world with meaningful work. Our suite of outsourcing and consulting services ensures companies have the people they need, when and where they are needed most. Headquartered in Troy, Michigan, we empower businesses and individuals to access limitless opportunities in industries such as science, engineering, technology, education, manufacturing, retail, finance, and energy. Visit kellyservices.com.
Kelly（納斯達克代碼：KELYA，KELYB）幫助公司招聘和管理熟練工人，並幫助求職者找到理想的工作。自1946年創立人才招聘業以來，我們已成爲爲我們服務的許多行業和本地和全球市場的專家。通過供應商和合作夥伴網絡，我們將世界各地的求職者與有意義的工作聯繫起來。我們的一系列外包和諮詢服務確保企業在最需要人員的時間和地點擁有所需的人員。總部位於密歇根特洛伊市，我們爲科學，工程，技術，教育，製造，零售，金融和能源等行業的企業和個人提供了無限的機會。請訪問kellyservices.com。
Media Contact
Christian Taske
248-561-8823
christian.taske@kellyservices.com
媒體聯繫人
Christian Taske
248-561-8823
christian.taske@kellyservices.com
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