ACCA-2023年全球人才趋势

©2022AssociationofCharteredCertifiedAccountantsFebruary2023AboutACCAACCA(theAssociationofCharteredCertifiedAccountants)istheglobalprofessionalbodyforprofessionalaccountants.We’reathrivingglobalcommunityof241,000membersand542,000futuremembersbasedin178countriesandregions,whoworkacrossawiderangeofsectorsandindustries.Weupholdthehighestprofessionalandethicalvalues.Weoffereveryoneeverywheretheopportunitytoexperiencearewardingcareerinaccountancy,financeandmanagement.Ourqualificationsandlearningopportunitiesdevelopstrategicbusinessleaders,forward-thinkingprofessionalswiththefinancial,businessanddigitalexpertiseessentialforthecreationofsustainableorganisationsandflourishingsocieties.Since1904,beingaforceforpublicgoodhasbeenembeddedinourpurpose.InDecember2020,wemadecommitmentstotheUNSustainableDevelopmentGoalswhichwearemeasuringandwillreportoninourannualintegratedreport.Webelievethataccountancyisacornerstoneprofessionofsocietyandisvitalhelpingeconomies,organisationsandindividualstogrowandprosper.Itdoesthisbycreatingrobusttrustedfinancialandbusinessmanagement,combatingcorruption,ensuringorganisationsaremanagedethically,drivingsustainability,andprovidingrewardingcareeropportunities.Andthroughourcutting-edgeresearch,weleadtheprofessionbyansweringtoday’squestionsandpreparingforthefuture.We’reanot-for-profitorganisation.Findoutmoreat38,405responsesacrosstheworld,148countriesGLOBALTALENTTRENDS2023|EXECUTIVESUMMARYAtaglance:#1TheinflationcrisisfuelswagepressuresRisingpricesareputtingchallengesonemployeesandemployersandputtingpressureonwagedemandsandstaffretention#2Hybridworkis“workinprogress”Thefutureofworkintheaccountancyprofessionishybrid,butadoptioninpracticehassomewaytogo,andtherearesomechallengesemerging.#3AddressingburnouthastobeapriorityStressandmentalhealthissuesareevidentacrosstheworkforce,particularlywithyoungerrespondentsinoursurvey#4MobilityisdrivingapossibletalentcrunchAccountancyremainsacareerchoicewithhighmobilityandwidejobopportunitiesbutpresentsretentionchallengesforemployers#5Technologyisempowering,butconcernsprevailTechnologyiskeytoaddingvalue,butthepaceofchangeforsomeisoverwhelming#6Inclusivitymeasuresscorewell,butsocialmobilitylagsLeadersareaccessibleandculturesappearinclusive,butmanyexpressconcernsonsocialmobility#7AccountancyprovidescareersecurityinturbulenttimesWiththeglobaleconomyenteringachallenging2023,accountancycontinuestoprovidelongtermcareerprospectsandcrossborderopportunities.4GLOBALTALENTTRENDS2023|EXECUTIVESUMMARYExecutivesummaryACCA’sinauguralannualtalent-trendssurveyinaccountancyandfinanceshowsaprofessioninworkplacetransition,grapplingwithamultitudeofshort-termchallenges,aswellasbiglonger-termquestions.WiththelegacyoftheCovid-19crisisirrevocablychangingourrelationshipwiththeworkplace,theresultsarecolouredbyagloomyeconomicoutlookacrosstheglobaleconomy.Thissurveyof8,405professionalaccountantsacross148countries,oneofthelargesteverstudiesacrosstheprofession,suggestsemployeesarefacingsignificantchallengesfromworkplacestressandacost-of-livingcrisis.Employersarefacingapotentialtalentcrunch,adaptingandexperimentingwithnewwaysofworkingacrosstheworkforce.wagepressures#1TheinflationwagepressuresTheimpactofinflationontherealwagesofemployeesisgivenasrespondents’biggestwork-relatedconcernforthefuture.It’sthebiggestworryforbothmaleandfemalerespondentsandcutsacrosseveryregionintheworld.Inalmosteverysectortheissueisthetopconcerntoo,presentingadditionalchallengesforemployersinkeepingupwithwagedemandsinaprofessionwherecareermobilityopportunitiesremainhigh.Remunerationisidentifiedasoneofthetopattractionfactorstoorganisationsforemployees,yetsatisfactionlevelswithpayarelaggingbehind.Whilstinflationmaystarttoeaseoverthefirst6monthsof2023,itremainstobeseenhowthepossibilityofabroadereconomicslowdownacrosstheworldimpactsthesituation.ThefutureofworkintheaccountancyprofessionisThefutureofworkintheaccountancyprofessionishybrid,yetoverhalfofsurveyrespondentssuggesttheirorganisationsarenotcurrentlyembracingthistypeofflexibleworkingpractice,withregionalandsectordisparitiesinadoption.While70%ofrespondentsclaimtheyaremoreproductiveworkingremotely,someemployersarelesssure,suggestingthatproductivityandcollaborationcouldbecompromised.Someemployeestoociteconcernsontheimpactofremoteworkoncollaborationandteamwork,thoughfinanceprofessionalsworkinginhybridrolesappearhappieratworkthanthoseworkingfulltimeintheoffice.55GLOBALTALENTTRENDS2023|EXECUTIVESUMMARY6#3AddressingburnouthastobeapriorityThepromiseofgreaterflexibilityintheworkplacedoesn’tappeartobealleviatingkeymentalhealthpressures.Well-beingandmentalhealtharethesecondhighest-ratedworkconcernforthefuture.Thedataisclear–61%reportthattheirmentalhealthsuffersbecauseofworkpressures,71%wantmorehelpfromtheirorganisationsinmanagingtheirmentalhealth,andalmosthalf(49%)stilldon’tthinktheirorganisationconsidersmentalhealthtobeapriority.It’snosurprisethat88%wantabetterwork–lifebalance,butourdataalsosuggestsyoungerpeoplearemorelikelytosaytheirmentalhealthissufferingbecauseofworkpressures,andmorelikely#3Addressingburnouthastobeapriority#4MobilitydrivingapossibletalentcrunchAlmosthalfofrespondents(44%)expecttomovetotheirnextrolewithin12months,risingto69%overthenexttwoyears.It’snosurprisethatGenZarethemostmobiledemographic,butover50%ofGenerationXrespondents(age43–57)alsoexpecttomoverolewithintwoyears,andoverhalfofrespondentsglobally(55%)suggesttheywanttoleavetheircurrentemployerintheirnextmove.Yetthere’snuancetothedata,withaclearindicationthatorganisationsizestillmattersforjobhunterslookingatprospectivemovestoadifferentorganisationorsector.It’sapotentialemployer‘talentcrunch’,furthercompoundedbyemployeedissatisfactionacrossarangeofdifferentemployerpropositions.butconcernsprevail#5TechnologybutconcernsprevailRespondentsoverwhelminglyclaimtounderstandhowtechnologyhelpsthemaddvalueintheirorganisationsortotheirclients,butthere’saskillsgap,with86%wantingmoretrainingsupportontechnologyfromtheiremployers,and42%claimingtobeoverwhelmedbythepaceoftechnologicalchangeimpactingtheirjobs.Remarkably,thedatarevealsparticularlyconcernsabouttechnologyexpressedbyyoungeremployeesintheworkplace.GenZmaybethe‘digitalnatives’,butit’slikelythey’reatthesharpendoftechnologicalchange,deliveringoperationallyfocusedjobsdaytoday,andwitnesstothesheerspeedofdigitaltransformation.ThoseintheBigFouraccountingfirmsandrespondentsfromacademiawerethemostlikelytovoiceconcernsonthespeedofchange.butsocialmobilitylags#6InclusivitymeasuresbutsocialmobilitylagsThere’sgoodnewsinthedataontheprogressemployeesbelievetheirorganisationsaremakingintheaccessibilityoftheirleaders,leadershipintegrityandinclusiveorganisationalcultures.Three-quartersofrespondentsagreedthattheleadersoftheirorganisationswereaccessible,and71%agreedthattheseleadershadintegrity,with68%indicatingthattheirorganisationalculturewasinclusive,thoughnotablythepublicsectorfareslesswell.Socialmobilityhoweverappearsmorechallenging,withalmosthalfofrespondents(49%)indicatingthatalowsocio-economicbackgroundwasstillabarriertocareerprogressionintheirorganisation.securityinturbulenttimes#7securityinturbulenttimesAcareerinaccountancyisstillseenasasmartchoiceforthoseseekinglong-termcareerprospects.Theopportunitytoacquireaprofessionalqualificationwhichaffordscross-sectoralandinternationalmobilityfurtheraddstotheperceptionthatchoosingaccountancyasacareerpathprovidesjoboptionalityandadegreeofjobsecurityinchallengingeconomictimes.There’sgoodnews,too,abouttheperceptionofthebroadercontributionaccountantscanmaketosocietyandtheenvironment.Yetwithrapidworkforcechangeandachallengingeconomy,thenarrativesuggeststhatpersonalmotivations,andindividualcareeradvancementaretheprimarymotivationsforpursuingcareersinaccountancyrightnow.Foryoungerpeopleinparticular,thedatasuggestsattractiontotheprofessionismorefocusedoncareerdevelopmentandfinancialrewardratherthanbroaderambitionstoaddresswidersocialissuesthroughthejobstheyperform.7GLOBALTALENTTRENDS2023|1.THEINFLATIONCRISISFUELSWAGEPRESSURES1.Theinflationcrisisfuelswagepressures81’IMFChiefSeesHigherChanceofGlobalGrowthBelow2%in2023’,(Shalal,A.andLauder,D.,Reuters,2022).</markets/imf-chief-sees-higher-chance-global-growth-below-2-2023-2022-12-01/>,accessed23December2022.8CanadaChinaGhanaHongIndiaIreland,KenyaMalaysiaMauritiusNigeriaPakistanSingaporeTurkeyScotlandUAEVietnamZimbabweUK(all)(mainland)KongSARRep.of(UK)12345CanadaChinaGhanaHongIndiaIreland,KenyaMalaysiaMauritiusNigeriaPakistanSingaporeTurkeyScotlandUAEVietnamZimbabweUK(all)(mainland)KongSARRep.of(UK)1234567891011Inflationimpactingrealwagesandsalariesisthebiggestwork-relatedconcernNotsincethefinancialcrisisof2008/09hastheglobaleconomyfacedsuchachallengingsetofcircumstances.WiththeIMFpredictinganincreasedpossibilityofaglobalgrowthrateofbelow2%in20231,andcentralbanksundertakingthebiggestcollectivetighteningofmonetarypolicyindecadestocurbinflation,thecost-of-livingcrisisacrosstheworldandpotentialeconomicoutfallishavingadirectimpactonourrespondents’attitudetothefuture.Concernsaboutinflationarerankedthenumberonefutureworkconcernineightoutofnineregionsacrosstheworld(Figure1.1).Acrossselectedcountriesit’salsoakeyissue(Figure1.2).ACCAAccountantsforBusinessGlobalForumRoundtableFIGURE1.1:Inflation’sreductionofrealwages–rankingofconcernacrossregionsGlobaltop-rankedfutureofworkconcerns1.InflationreducingmyGlobaltop-rankedfutureofworkconcerns1.Inflationreducingmyrealwage2.Well-being/mentalhealth3.Aglobaleconomicdownturnimpactingmyjobopportunities 4.Poorcareerdevelopmentopportunities 5.Jobsbeingreplacedbytechnology 6.Nothavingrelevantskillsforthefuture 7.Workload/insufficientresourcestocarryoutmyrole 8.Jobopportunitiesmovingtootherpartsoftheworld 9.Employeeequalityintheworkplace 10.Pooreducationsystemsthatdon’tdeliverfuturevitalworkplaceskills 11.IncreasingretirementageAmericaEastPacificE.EuropeAsiaEuropeS.America1234567891011(Basedonanettop-threerankedscoringsystem)FIGURE1.2:Inflation’sreductionofrealwages–rankingofconcernacrosscountriesGlobalGlobaltop-rankedfutureofworkconcerns1.Inflationreducingmyrealwage2.Well-being/mentalhealth3.Aglobaleconomicdownturnimpactingmyjobopportunities 4.Poorcareerdevelopmentopportunities 5.Jobsbeingreplacedbytechnology 6.Nothavingrelevantskillsforthefuture 7.Workload/insufficientresourcestocarryoutmyrole 8.Jobopportunitiesmovingtootherpartsoftheworld 9.Employeeequalityintheworkplace 10.Pooreducationsystemsthatdon’tdeliverfuturevitalworkplaceskills 11.Increasingretirementage(Basedonanettop-threerankedscoringsystem)92GlobalEconomicConditionsSurvey,Quarter42022(ACCAandIMA2022).Downloadablefrom</us/en/professional-insights/global-economics/gecs_q3_22.html>,accessed30December2022.9GLOBALTALENTTRENDS2023|1.THEINFLATIONCRISISFUELSWAGEPRESSURESINFLATIONCONCERNSCUTACROSSGENDERANDGENERATION.let'sfaceit,inflation’.ACCAAfricaRoundtableACCAAfricaRoundtableIMFwarnsthenewyearisgoingtobe“tougherthantheyearweleavebehind”.KristalinaGeorgieva,ManagingDirector,InternationalMonetaryFundCBSNews,1Jan2023.FIGURE1.3:Rankingofinflation’sreductionofrealwages–bygenerationGenerationZGenerationYGenerationXBabyBoomerAgeunder25Age25–42Age43–57Ageover57 1st1st1st1stMENANDWOMENBOTHRATEINFLATION’SIMPACTONREALWAGESASTHEIRTOPCONCERNFORTHEFUTURE.ACCAGlobalEconomicConditionsSurvey2attheendof2022pointstothebiggestcostcrisisforadecadeThenumberofrespondentstotheQ3andQ4globaleconomicconditionssurveyreportingincreasedcostpressureswasthehighesteverrecordedacrossadecadeofquarterlyresults.Concernsaboutincreasedoperatingcosts%THEDECLINEINCOMMODITYPRICESMAYHAVELEDTOA FALLINTHELEVELOFCONCERNABOUT‘INCREASEDCOSTS–DOWNFROMTHEHIGHESTLEVELOF CONCERNINTHESURVEY’SIN2022Q20Q42012Q42014Q42016Q42018Q42020Q42022Source:ACCA/IMA(2012–22)ACCAGlobalpercentageconcernedaboutSource:ACCA/IMA(2012–22)Medianoversurveyhistory10GLOBALTALENTTRENDS2023|1.THEINFLATIONCRISISFUELSWAGEPRESSURESThecost-of-livingcrisiscutsacrossthesectors,placinggreaterpressureonretentionReflectingthetrulyglobalnatureofthecost-of-livingcrisis,inflationisdominatingworkplaceconcernsacrossallsectors(Figure1.4).FIGURE1.4:TheinflationchallengeacrosssectorsALLRESPONDENTSEXCEPTIFRETIREDBIGFOURACCOUNTINGFIRMSMID-TIERACCOUNTINGFIRMSSMALLACCOUNTING(SMP)/SOLEPRACTICESPUBLICSECTORFINANCIALSERVICESNOT-FOR-PROFITLARGEORMID-SIZEDCORPORATESSMALL-MIDSIZEDENTERPRISEACADEMIAInflationimpactingmyrealwage/salary51%48%48%50%50%51%52%51%38%Wellbeing/mentalhealth51%40%35%34%36%28%32%32%38%Aglobaleconomicdownturnimpactingmyjobopportunities27%29%30%24%34%35%41%37%25%Poorcareerdevelopmentopportunities20%26%25%30%32%26%31%31%27%Jobsbeingreplacedbytechnology21%20%22%19%24%22%20%19%32%Nothavingrelevantskillsforthefuture22%19%21%19%22%21%23%26%21%Workload/insufficientresourcestocarryoutmyrole33%30%31%26%22%28%21%18%27%Jobopportunitiesmovingtootherpartsoftheworld24%19%16%17%20%17%18%17%18%Employeeequalityintheworkplace14%17%10%16%14%16%14%16%10%Pooreducationsystemsthatdon’tdeliverfuturevitalworkplaceskills9%13%13%16%9%14%11%11%21%Increasingretirementage6%5%6%13%9%10%8%10%8%(Basedonanettop3rankingsystem)GLOBALTALENTTRENDS2023|1.THEINFLATIONCRISISFUELSWAGEPRESSURESIt’salsoamajorconcernforemployers,whoreportedextrapressureonthecostbase,withwagedemandsandconcernsaboutretentioninthefaceoftheeconomicchallengescuttingacrossthedifferentsectors.Remunerationisratedasthenumberonemostimportantattractionfactoracrossmanysectors(Figure1.5),butsatisfactionislagging.FIGURE1.5:RemunerationasafactorattractingemployeestoorganisationsversussatisfactionwithremunerationbysectorRespondentsratingremunerationasveryimportantRespondentssayingtheyaresatisfiedorverysatisfiedwithremuneration80%60%40%20%0%BigFouraccountingfirmsMid-tieraccountingfirmsSmallaccountingPublicsector(SMP)/solepracticesFinancialservicesNot-for-profitLargeormid-sizedcorporatesSmall-midsizedenterpriseAcademia1112GLOBALTALENTTRENDS2023|1.THEINFLATIONCRISISFUELSWAGEPRESSURESWillthepriceoftaminginflationbeincreasedunemploymentin2023?ACCAANDIMAGLOBALECONOMICCONDITIONSSURVEY,QUARTER42022Inflationhasundoubtedlybeenthemostdominantofpolicymakerconcerns.Yetthereareincreasinglyclearsignsemerging,particularlyinthefourthquarteroftheyear,thatinflationmayhavenowpeaked.IntheU.S.,headlineCPIinflationhasdroppedbackfromapeakof9.0%to7.1%attheendoflastyear.Intheeurozone,theadjustedinflationratehasfallento9.2%downfromapeakof10.8%.AndwehaveseensimilardevelopmentsintheUKandacrosssomepartsoftheemergingworldtoo.ThespikeinrawfoodandwholesaleenergypricesthatoccurredintheaftermathofRussia’sinvasionofUkrainehasbeguntoreverse.Whilethatmaybeencouraging,itdoesn’tnecessarilychangetheequationforpolicymakers–sincecoreinflationremainsstubbornlyhigh,currentlyrunningat5.1%fortheG7economiesasawhole.Thatisespeciallytrueinthelightofcontinuedtalent-marketstrengthwhichpersistsdespitepressureoncorporateincomesfromacombinationofrisingwholesalecostsandslowingtop-lineearningsgrowth.WithCentralBanksnolongerwillingtotakeariskwithinflation-fearfulthatrobustpricepressurescouldbecomeembeddedwithinwagecostsorinflationexpectations-furthermonetarytighteningappearsinevitable.Iffinancialmarketexpectationsareareliableguide,interestratescouldrisebyafurther50bpsintheUS,100bpsintheUK,and150bpsintheeurozoneoverthecourseof2023.Policytightening,incombinationwithcontinuedpressureonhouseholdandcorporatebalancesheets,pointstoafurtherslowdownineconomicgrowth.Lastyearalreadyprovidedatasteofthat.S&PGlobal’sGlobalCompositePurchasingManagerIndexnowsitsbelowthecriticalthresholdof50forthefirsttimesince2009(outsideofthepandemic);housing-marketactivityhascomeunderseriouspressure,withpricesdecliningsharplyacrossanumberofdevelopedmarketeconomies;andsurveyssuggesthouseholdsacrossEuropeandtheU.S.aremorepessimisticabouttheirfuturepersonalfinancesthantheyhavebeenforseveraldecades,weighingonconsumption.China’sexitfromzero-Covidcouldeventuallyprovidesomeuplifttoglobalgrowth(providedvaccinationratesriseswiftlyandsufficiently),butthesameisunlikelytobetruefordevelopedmarketeconomies.TheconsensusbelievesthatrecessionmaybeunavoidableinEurope,andhighlylikelyinAmerica.Thepriceoftamingcoreinflationlooksincreasinglylikelytoberisingunemployment;CentralBankswanttoseegreaterslackintheemploymentmarketsothatwagegrowthfallsbacktoalevelconsistentwiththeirinflationmandates.13GLOBALTALENTTRENDS2023|2.HYBRIDWORKINGIS“WORKINPROGRESS”2.Hybridworkingis“workinprogress”14GLOBALTALENTTRENDS2023|2.HYBRIDWORKINGIS“WORKINPROGRESS”Hybridworkdoesn’thavetractioneverywhereOnlyjustoverone-thirdofrespondentsclaimtobeworkingunderhybridarrangements,withmorethanhalf(57%)saytheyareworkingfulltimeintheoffice,withyoungerrespondentsmorelikelytoreportthattheirworkingarrangementsarecurrentlyfullyofficebased(Figure2.1).Thisexplodesthemyththattheprofessionhasfullytransitionedtohybridworkingasaroutineandthatmostpeopleintheprofessionareworkingunderhybridarrangements;further,expectationsappearlow,withtheabilitytoworkflexiblyonlybeingrated11outof13perceivedbenefitsofacareerinfinance.Yetadeeperdiveintothedatasuggeststhatthestoryofhybridworkingismuchmorenuancedwithgenerationaldifferences(Figure2.2),andothercompoundingissuessuchascountryinfrastructuredifferencespossiblyinfluencingworkingpatternsacrossdifferentcountries(Figure2.3).ACCORDINGTOOURSURVEY,OLDERWORKERSAREMORELIKELYTOWORKUNDERHYBRIDARRANGEMENTS.ACCAIndiaRoundtableACCACaribbeanRoundtablenFullyofficebased,nFullyofficebased,57%nFullyremote/homebased,8%nHybridworking(iemixofofficeandhome-basedworking),35%335%57%8%EXPECTATIONSARELOWFORHYBRIDWORKING,WITHTHEABILITYTOWORKFLEXIBLYONLYRANKED11OUTOFAPOSSIBLE13FACTORSAMONGPERCEIVEDBENEFITSOFAFINANCECAREERS.FIGURE2.2:CurrentworkingpatternbygenerationFullyofficebasedFullyremote/homebasedHybridworking(iemixofofficeandhome-basedworking)60%50%40%30%20%10%0%59%52%44%28%14%9%39%37%34%58%59%52%44%28%14%9%39%37%34%58%20%20%77%Under25(GenZ)25Under25(GenZ)25–42(GenY/Millennial)43–57(GenX)1513%4%3%11%4%9%4%16%13%33%17%3%24%28%27%34%17%22%33%58%11%69% 2%47%73%64%80%28%83%25%56%73%14%61%58%71%62%75%48%69%67%17%30%17%20%13%4%3%11%4%9%4%16%13%33%17%3%24%28%27%34%17%22%33%58%11%69% 2%47%73%64%80%28%83%25%56%73%14%61%58%71%62%75%48%69%67%17%30%17%20%%%7%11%4%6%9%5%10%%100%%%0%%28%27%26%36%27%53%42%41%44%10%65%62%71%54%50%58%64%47%SOMECOUNTRIESAPPEARTOBEAHEADINTHEADOPTIONOFHYBRIDWORKINGPRACTICES.FIGURE2.3:Currentworkingpattern(byselectcountries)FullyofficebasedFullyremote/homebasedHybridworking(iemixofofficeandhome-basedworking)00%%%0%%%CanadaChinaGhanaHongKongIndiaIreland,KenyaMalaysiaMauritiusNigeriaPakistanSingaporeScotlandUnitedArabVietnamZimbabweUK(all)(mainland)SARofChinaRepublicofEmiratesFIGURE2.4:Currentworkingpatterns(totalbysector)FullyofficebasedFullyremote/homebasedHybridworking(iemixofofficeandhome-basedworking)Smallaccounting(SMP)/solepracticeSmallaccounting(SMP)/solepracticesNot-for-profitMid-tieraccountingfirmsSmall-midsizedenterprisePublicsectorFinancialservicesAcademiaBigFouraccountingfirmsmid-sizedcorporatesnACCACentralAsiaRoundtableRESPONDENTSFROMTHEPUBLICSECTORANDSMALLERORGANISATIONSWERELESSLIKELYTOINDICATETHEYWEREWORKINGUNDERHYBRIDARRANGEMENTS.16GLOBALTALENTTRENDS2023|2.HYBRIDWORKINGIS“WORKINPROGRESS”EmployeesseeproductivitybenefitsfromhybridworkbutalsochallengesOurdatasuggeststhere’snogoingbackfromhybridwork,with87%ofrespondentsindicatingthattheywouldliketoworkremotelyatleastonedayaweekinthefuture,butitalsosuggestsanattractionchallengeforemployersifprevailingworkingpracticescontinueastheyare.87%OFRESPONDENTSWOULDLIKETOWORKREMOTELYATLEASTONEDAYAWEEKINTHEFUTURE.Therealquestionrelatestoproductivityhowever,with70%ofrespondentswhoworkedatleastsometimeremotelyclaimingtheyaremoreproductivewhenworkingremotely,yetperverselyalmosthalf(47%)reportedthattheyfoundteamcollaborationharderthanwhenworkingintheoffice,andjustoverone-thirdsaidtheywered