New Deloitte Research Reveals 80% of CEOs Feel Pressured by Employees, Customers and Boards to Improve Human Sustainability
New Deloitte Research Reveals 80% of CEOs Feel Pressured by Employees, Customers and Boards to Improve Human Sustainability
NEW YORK, June 18, 2024 /PRNewswire/ -- Today, Deloitte released a new report in collaboration with independent research firm Workplace Intelligence uncovering growing pressure for companies to prioritize human sustainability: the degree to which an organization creates value for people as human beings, leaving them with greater health and well-being, stronger skills and greater employability, good jobs, opportunities for advancement, progress toward equity, increased belonging, and heightened connection to purpose.
今日，德勤與獨立研究公司工作場所智囊團合作發佈了一份新報告，揭示了公司應該優先考慮人類可持續性的不斷增加的壓力：即組織爲人類創造價值的程度，爲他們留下更健康、更良好的技能和更大的就業機會、好工作、晉升機會，爲走向公平進步、增強歸屬感、加強與目標的聯繫，保留至高無上的連接。
Now in its third year, the survey revealed that the majority of the C-suite, including around 8 out of 10 CEOs, say they're feeling pressured to make public commitments to improve human sustainability from employees (82%), customers (78%), investors (78%), partners (77%) and board members (77%).
在第三年度調查中，大多數C級管理人員，包括約80％的首席執行官表示，他們感到受到來自員工（82％）、客戶（78％）、投資者（78％）、合作伙伴（77％）和董事會成員（77％）的壓力，要公開承諾提高人類可持續性。
Leaders are largely embracing this pressure: 88% would like their pay to be tied to human sustainability metrics, and 71% believe their company's leadership should change if they aren't advancing human sustainability. Around 3 out of 4 executives agree that human sustainability is an enterprise risk that should be measured and monitored (73%) and discussed at the board level (75%).
領導者們在很大程度上接受了這種壓力：其中88％希望他們的薪酬與人類可持續性指標掛鉤，71％認爲，如果他們沒有推進人類可持續性，他們的公司領導層應該改變。約3/4的高管同意，人類可持續性是企業應該衡量和監測的風險（73％），應該在董事會層面上進行討論（75％）。
The report, "The important role of leaders in advancing human sustainability," also reveals that doing well by workers and the world can offer long-term benefits for both people and organizations. However, to help companies to move their human sustainability efforts forward and reap these benefits, leaders should increase their understanding of worker realities at their own organization.
報告中還指出，爲員工和世界做出貢獻可以爲人和組織帶來長期的利益。但是，爲了幫助企業推進其人類可持續性努力並獲得這些效益，領導者應增強對自己組織中工人現實的了解。
Key findings from the research include:
研究的主要發現包括：
- Eighty-two percent of executives believe their company is advancing human sustainability, but just 56% of workers agree. In fact, some leaders fail to recognize that for most people surveyed, work is a negative rather than a positive force in their lives. Around 90% of executives believe that working for their company has a positive effect on employee well-being, skills development, career advancement, inclusion and belonging, and their sense of purpose and meaning. However, just 60% (or fewer) of workers agree.
- Workforce well-being — a key component of human sustainability — continues to need focus, but many executives may not be aligned with what their worker sentiment reveals. Only around 1 out of 3 workers say their physical (34%), mental (32%), financial (35%) and social (31%) well-being improved last year. However, at least 7 out of 10 executives believe these well-being dimensions improved for their people.
- Around 7 out of 10 workers say if their organization increased its commitment to human sustainability, this would improve their overall experience at work (72%) and increase their engagement and job satisfaction (71%), productivity (70%), desire to stay with their company long-term (70%), and trust in their company's leadership (69%).
- Eighty-two percent of executives say companies should be required to publicly report their human sustainability metrics. However, 81% admit their own organization isn't doing enough when it comes to making public commitments around human issues. Around a third (32%) of these leaders say this is because the goals they could realistically accomplish are trivial and they're embarrassed to make public commitments around them.
- A significant majority of executives (88%) would like their compensation to be tied to human sustainability metrics. Remarkably, nearly half (47%) would like at least 75% of their compensation to be linked to these metrics. What's more, 61% of the C-suite say they'd accept a pay cut to work for a company that is advancing human sustainability.
- 82％的高管認爲，他們的公司正在推進人類可持續性，但只有56％的工人同意。事實上，一些領導者沒有意識到對於大多數受訪者來說，工作是負面的，而不是積極的力量。約90％的高管相信，爲他們的公司工作對員工的福祉、技能發展、職業晉升、包容和歸屬感以及他們的目標和意義的理解有積極影響。然而，只有60％（或更少）的工人同意。
- 員工福利是人類可持續性的關鍵組成部分，需要繼續關注，但許多高管可能不了解他們的工人感受到的現實情況。只有約1/3的工人表示，他們的身體（34％）、心理（32％）、財務（35％）和社交（31％）福利去年有所改善。然而，至少有7/10的高管相信，這些福利維度對他們的員工有所改善。
- 約7/10的工人表示，如果他們的組織加大對人類可持續性的承諾，這將提高他們在工作中的整體體驗（72％）、增加他們的參與度和工作滿意度（71％）、生產率（70％）、願長期留在公司（70％）和他們對公司領導層的信任（69％）。
- 82％的高管表示，公司應該被要求公開報告其人類可持續性指標。然而，81％的高管承認，他們自己的組織在涉及人類問題時做得不夠。其中約1/3的領導者表示，這是因爲他們能夠實現的目標微不足道，他們不好意思公開承諾。
- 絕大多數高管（88％）希望將他們的報酬與人類可持續性指標掛鉤。值得注意的是，近一半（47％）希望至少75％的報酬與這些指標相關聯。此外，61％的C級管理人員表示，他們願意接受減薪，在一家推動人類可持續性的公司工作。
"It's promising that so many of today's leaders are willing to take ownership of human sustainability," said Dan Schawbel, managing partner at Workplace Intelligence. "However, some executives don't realize that their own employees are dealing with a suboptimal work experience. The disconnects uncovered in our research should be a call to action for leaders as they embark on their mission to create greater value for all stakeholders within the broader human ecosystem."
Workplace Intelligence的管理合夥人丹·肖貝爾（Dan Schawbel）表示：“如今，如此多的領導者願意承擔人類可持續性的責任，這是令人鼓舞的。然而，一些高管沒有意識到他們自己的員工正在經歷不理想的工作體驗。我們在研究中發現的不協調之處應該成爲領導者行動的呼籲，因爲他們着手在更廣泛的人類生態系統中爲所有利益相關方創造更大的價值。”
"Embracing human sustainability can have benefits for both business and people," said Paul Silverglate, U.S. Executive Accelerators leader and Deloitte's US Technology Sector vice chair. "Today's C-suite has an opportunity to help ensure it is prioritized at the highest levels of their organizations, helping them become more rewarding and productive places to work."
Deloitte美國技術行業副主席、美國執行加速器負責人保羅·席爾瓦格萊特（Paul Silverglate）表示：“支持人類可持續性既有利於商業，也爲人民帶來好處。今天的公司高管有機會確保它在他們的組織中得到了最高層次的優先考慮，幫助他們成爲更有價值和高效的工作場所。”
"There is an incredible momentum building for organizations to make meaningful change," added Jen Fisher, retired managing director at Deloitte US. "But leaders should move away from a legacy mindset that centers on extracting value from people and instead embrace the concept of human sustainability, which can support the long-term, collective well-being of individuals, organizations and society."
Deloitte美國臺柱管理總監珍·菲舍（Jen Fisher）表示：“組織進行有意義的改變的動力正在不斷增強。但領導者們應從注重從人身上提取價值的傳統思維方式中走出來，並擁抱人類可持續性的概念，這可以支持個人、組織和社會的長期和集體福祉。”
Research findings are based on a survey conducted by Deloitte and Workplace Intelligence in February and March 2024 among 3,150 employees, managers and C-level executives across the U.S., U.K., Canada and Australia. For more insights, access the full report here.
研究結果基於Deloitte和工作場所智囊團於2024年2月和3月在美國、英國、加拿大和澳大利亞等地進行的一項調查，共有3150名員工、經理和C級高管參與。欲了解更多信息，請訪問此處查看完整報告。
This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor.
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About Workplace Intelligence
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