职场人2023：全球劳动力观点+People+at+Work+2023：A+Global+Workforce+View

PeopleatWork2023:

AGlobalWorkforceView

NelaRichardson,Ph.D.

MarieAntonello

Contents

Executivesummary

Introduction

DataandmethodologyPayandcompensation:howmuchisenough?

TheimportanceandimpactofflexibilityAcaringworkplacecultureFeelingsaboutthefuture

Conclusion

4

6

7

8

14

20

26

31

RegionalWorkforceView

AsiaPacific

Europe

LatinAmerica

NorthAmerica

32

36

40

44

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Executive

summary

Thesensethatworkerswant–andneed–alotfromtheirjobisstrongerthanever.Theyrequireremunerationthatkeepspacewithrisinglivingcostsaswellasmakingthemfeelvaluedfortheirefforts.Theyneedworktosatisfythempersonallyandprofessionally,givingthemtheflexibilitythatsomanypeoplehavecometoexpectinrecentyears.Theywantasupportivecompanyculturethatstrivesforfairnessandinclusivity.Andtheyexpectemployerstoinvestintheirfuturesviaproactivecareerdevelopmentandtrainingopportunities.

Ourkeyfindingsonalltheseissuesinclude:

1

Payandcompensation:

howmuchisenough?

Workershavehighexpectationsforpayraisesthisyear.Morethansixin10(62%)receivedaraiselastyearwithincreasesaveraging6.4%.Butthat’sunlikelytosilencedemandsformore:especiallysince44%thinktheyareunderpaidfortheirjob.Overeightin10(83%)workersexpectaraisein2023andonaveragetheyforeseean8.3%uplift.Butjustoverathird(34%)

expectanincreaseof10%ormore.Menbothreceivedandanticipatebiggerpayraisesthanwomen–andyetthey’remoreinclinedtosaythey’renotpaidenough1.Incorrectpaymentsremainapersistentproblem.Atatimewhenthecost-of-livingcrisishasbeensqueezingworkers’finances,43%saythey’realways,oftenorsometimespaidlessthantheyshouldbe,potentiallyexacerbatingcashflowproblemsandpossiblycausingfinancialhardship.

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2

3

(PeopleatWork2022report).

Acaringworkplaceculture

Workersagreethatthey’reabletobeopenabouttheirphysical(68%)andmentalhealth(64%)atwork.Mostagreethey’resupportedbytheirmanagers(64%)andco-workers(71%),thoughtheproportionsayingsohasdeclined.Fewerpeopleagree

4Feelingsaboutthefuture

Although62%ofworkersagreethatnosectorwillescapetheeffectsofeconomicuncertainty,thetechnology/informationindustryisseenasthemost‘future-proof’(44%).Almostfourin10workers(37%)agreethattheydon’tfeelsecureintheirjobs.

Theimportanceand

impactofflexibility

Flexibilityhasbeenovertakenby

considerationssuchascareer

progressionandenjoymentof

theday’sworkintermsofwhat

workersseeasthemostimportant

factorsinajob,althoughalmost

threein10(29%)workersstill

Workerswith‘hybrid’workingarrangementsarethemostsatisfiedwiththeflexibilitytheyhave(60%);thoseworkingsolelyon-premiseareleasthappy(50%).Thisrepresentsachallengeforemployerstomeettheflexibilityneedsofworkerswhohavenochoicebuttocomeintowork.Remote-onlyworkershavethemostflexibilitytochoosewheretheywork(22%)andthey’remoreinclinedtoconsidergigwork(14%).Overall,only8%ofworkershaveconsidereddoinggigworkrecently,suggestinglittleincentiveexistsinthecurrentenvironment.Remoteworkingistakingonanincreasinglyinternationalperspective:almosthalf(48%)ofworkerssaytheyhavealreadyrelocatedorareconsideringrelocatingoverseasandstayworkingfortheiremployer.

nextfiveyearsintheworkplaceremainshigh(87%).Financeworkersfeelmostsatisfiedwiththecareerprogressionopportunitiesandtraining/developmentonoffer:63%sayso,comparedtoaroundhalfinmanyotherindustriessurveyed.Theyoungestworkersagreethattheyfeelleastsecureintheirjobs(50%),butthey’repreparedtobeagilebyconsideringchangingindustries(20%)andevenstartingtheirownbusinesses(25%).Meanwhile,oneinsixover55s(17%)areconsideringearlyretirement.

viewflexibilityofhoursimportant.thattheirworkissufferingduetoNonetheless,optimismaboutthe

poormentalhealthcomparedto

theyearbefore2.Yettheproportion

remainshigh,atjustunderhalf

(47%),andnearlytwo-thirds(65%)

aresayingthatstressadversely

affectstheirwork.Employers

continuetoinnovatewhenit

comestoinitiativestosupport

positivementalhealth,withteam

buildingactivities(27%)and

stressmanagementbreaks(27%)

atthetopofthelist.Employee

assistanceprogramsaregaining

traction(22%),butofferingspecial

counseling(18%)islessinfavor.

Companiescontinuetoprogress

diversity,equityandinclusion

(DEI)initiatives,withlarger

companiesimprovingthemost.

1.66%ofmaleand58%offemalerespondentssaytheirsalaryincreasedoverthepast12months,and

46%ofmaleand42%offemalerespondentssaidtheyareunderpaid.

2.53%somewhatorstronglyagreethattheyfeeltheirworkissufferingduetopoormentalhealthinthepreviousyear

85%ofmaleand80%offemalerespondentsexpecttheirsalarytoincreaseoverthenext12months.

ADPResearchInstitute’sPeopleatWork2023:A

Introduction

Theworkplacein2023isstillreverberatingwiththelingeringeffectsofpandemic-drivenupheavalstothegloballabormarket.Employersfaceworkershortagesandescalatingwagegrowth,whileseekingtodriveupproductivityandprofitabilityamidotherrisingbusinesscosts.Itremainstobeseenwhetherthebalanceofpowerwilleventuallyrevertawayfromworkersnowthathigh-profilelayoffshavestartedtotakeplaceinsomeindustries.Butwithhighinflationunlikelytoreturntowhatmanypeoplehavecometoseeas‘normal’lowlevelsanytimesoon,paygrowthissettostayakeyareaoffocusforworkersandcompaniesaswelookahead.

That’snottosay,however,thatissueslikeflexibility,apositiveworkingenvironment,inclusivecompanycultureorgoodcareerprospectsandjobsecurityarenotcriticallyimportantalso.Asworkerscontinuetodemandandexpecttobegivenmore,the

onusisonemployerstocomeupwithinnovativewaystosatisfytheirneedsinawaythatmakessense,andthusensuremaximummotivation,dedicationandeffectivenessintheirworkforce.

GlobalWorkforceViewreportisavitalsourceofintelligenceandinsightintohowworkersaroundtheworldarefeelingabouttheworldofworktodayandtheirhopesandfearsforthepresentandthefuture.Italsopointstosomeoftheinitiativesandbestpracticesthatcompaniesaredevelopingtoenableemployeestoflourish.ThisinformationshouldempowerseniorexecutivesandHRprofessionalstomakesmartdecisionsabouthowtoaddresskeyissuesahead.

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Dataand

methodology

PeopleatWork2023:AGlobalWorkforceViewexplores

employees’attitudestowardsthecurrentworldofworkandwhattheyexpectandhopeforfromtheworkplaceofthefuture.

ADPResearchInstitute®surveyed32,612workersin17countriesaroundtheworldbetween28Octoberand18November2022includingover8,613workingexclusivelyinthegigeconomy:

15,290inEurope

•France,Germany,Italy,theNetherlands,Poland,Spain,SwitzerlandandtheUK

•Including4,046inthegigeconomy

5,751inLatinAmerica

•Argentina,BrazilandChile

•Including1,516inthegigeconomy

3,850inNorthAmerica

•USAandCanada

•Including1,022inthegigeconomy

Withintheworkersampleweidentifiedgigworkersandtraditionalworkers.Gigworkerswereidentifiedasthosewhoworkonacontingent,temporaryorseasonalbasis,orasafreelancer,independentcontractor,consultant,gigworker,oruseanonlineplatformtosourcework.Traditionalemployeeswereidentifiedasthosewhoarenotworkinginthegigeconomyandinsteadhaveapermanentfullorpart-timeposition.

7,721inAsiaPacific

•Australia,China,IndiaandSingapore

•Including2,029inthegigeconomy

Thesurveywasconductedonlineinthelocallanguage.Overallresultsareweightedtorepresentthesizeoftheworkingpopulationforeachcountry.WeightingsarebasedonlaborforcedatafromtheWorldBank3,whichisderivedusingdatafromtheILOSTATdatabase,thecentralstatisticsdatabaseoftheInternationalLaborOrganization(ILO),asofFebruary82022.

3.Source:TheWorldBank,Laborforce,total,WorldDevelopmentIndicatorsdatabase,February8,2022

Payand

compensation:howmuchisenough?

Today,payisanextremelypressingconcern.Asthecostoflivinghassoared,workersacrosslower-andmiddle-incomebandshavefoundthattheirincomeshavebeenseverelystretched,andevensomehigherearnersarefeelingthepinch.Spendingonessentials,letaloneluxuries,isbeingtightlysqueezedastheygrapplewithsoaringenergybills,risingrents,increasinginterestratesandescalatingfoodbills.Evenifinflationhaspeaked,itremains

historicallyhighinmanycountriesandmaytakesometimetoreturntomorecomfortablelevels.Nowonder,then,thatsalaryremainsthenumberonepriority,withjustoversixin10(61%)peoplesayingit’sthemostimportantfactorinajob.

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Precisepaymentsmattermorethanever

Againstthischallengingfinancialbackdrop,beingpaidcorrectlymattersmorethanever.Workerssimplycannotaffordtohavetheircashflowadverselyaffectedbyincorrectornon-payments–andourresearchshowsthatthisremainsapersistentproblem.Morethanfourin10respondents(43%)saythey’realways,oftenorsometimesunderpaidandnearlyoneinthree(32%)regularlyexperiencesomeotherkindofincorrectpaymentissue,suchasafailedpaymentoranincorrecttaxcode.Ifpeoplearerepeatedlypaidthewrongamount,thiscouldcauserealfinancialhardship,impactingtheirabilitytopaytheirbillsandputtingthematriskofgettingintodebt.

Howoftenareyoupaidincorrectly?

45%

43%43%

44%44%

32%32%32%32%

24%

Key

Global

AsiaPacific

Europe

NorthAmerica

LatinAmerica

Iamalways,oftenor

sometimesunderpaid

Iamalways,oftenorsometimes

incorrectlypaid(e.g.(failedpayments,

incorrecttaxcodeetc.)

Onapositivenote,morethansevenin10(71%)saythattheyhaveaccess

totheirpayinformationonline,enablingthemtokeepaneyeonwhenand

howmuchthey’rebeingpaid.Theoretically,thisshouldmakeiteasiertospot

discrepanciesandanomalies.Inreality,it’snotalwayseasyforworkersto

knowwhetherthey’rebeingpaidcorrectly,givencomplexitiesinareassuch

astaxcodes,accountingforpart-timehours:overtimeorflexi-timeortheway

bonusesarecalculated.Makingsurepaymentsareaccurateisessential.If

not,itcoulddestroyemployeetrust.

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GlobalAsiaPacific

Europe

LatinAmerica

NorthAmerica

Decrease(paycut)

Noincreaseordecrease

1-3%

4-6%

7-9%

10-12%

13-15%

Morethan15%

Averageincrease

5%

6%

4%

3%

3%

29%

23%

17%

10%

10%

3%

4%

6.3%

33%

34%

34%

28%

19%

17%

26%

18%

17%

18%

18%

15%

11%

11%

9%

11%

10%

10%

6%

11%

2%

2%

2%

4%

3%

2%

2%

10%

6.4%

6.4%

5.4%

7.7%

thelast

12months

Salaryincrease

over

Questionsofwhethercompensationisfairandadesiretoensurethatremunerationkeepspacewithinflationarealsofrontofworkers’minds.Sohowarecompaniesnavigatingtheiremployees’demandsforhigherpay,giventheirownchallengesaroundrisingcostsandtighteningprofitmargins?

Morethansixin10(62%)workersreceivedapayraiselastyear,with

LatinAmericanworkersthemost

likelytohavebeengivenone(69%)

andAsianworkerstheleast(60%).

Thosepayraisesaveraged6.4%,whichfellshortoftheInternationalMonetaryFund’s(IMF)globalinflationforecastfor2022of8.8%4,equatingtoareal-termspaycut.

Again,LatinAmericansreceived

thehighestpayraises(of7.7%onaverage),whileEuropeansweregiventhelowest(at5.4%).

Theseraisesareunlikelytosilencedemandsformorethisyear,since44%ofworkersbelievetheyareunderpaidfortheirjob,risingtohalfinEurope(51%)andNorthAmerica(50%).Workersareconfidentthattheywillgetapayraise(62%)orabonus(41%)fromtheircurrentemployersinthenext12months–butifnot,there’sastrongsensethatthey’llbeabletosecureonebymovingjobs.Overall,morethanfouroutoffiveworkers(83%)expecttobeabletoachieveanincreaseinsalaryoverthenext12months(whetherfromtheirexistingemployerornot)andonaveragetheyanticipatepayraisesof8.3%(increasingto10.3%inLatinAmerica).Overathirdofworkers(34%)expectanincreaseof10%ormorethisyear.

4.Source:InternationalMonetaryFund,WorldEconomicOutlookReport,October2022

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Expectedsalaryincrease

overnext

Global

12months

AsiaPacific

Europe

LatinAmerica

NorthAmerica

Decrease(paycut)

Noincreaseordecrease

1-3%

4-6%

7-9%

10-12%

13-15%

Morethan15%

Averageincrease

1%

1%

2%

2%

2%

23%

24%

18%

12%

12%

4%

4%

6.6%

16%

13%

29%

12%

14%

12%

21%

8%

20%

20%

20%

14%

15%

17%

12%

12%

18%

20%

9%

21%

6%

6%

3%

8%

10%

10%

4%

22%

8.3%

8.5%

6.3%

10.3%

Howmuch,ifatall,didyoursalaryincreasebyoverthelast12monthsandhowmuchwouldyouexpectittoincreasebyoverthenext12months?

Iwouldexpectmy

salarytoincreaseover

thenext12months

(Net)

AsiaPacific

Australia

66%

5.0

75%

5.7

China

50%

5.8

83%

8.7

India

78%

7.2

90%

8.4

Singapore

70%

5.5

79%

6.5

Europe

France

68%

5.0

66%

5.6

Germany

66%

5.5

72%

6.1

Italy

43%

5.6

55%

6.3

Netherlands

75%

4.9

76%

5.3

Poland

68%

7.0

83%

10.0

Spain

57%

4.7

62%

5.4

Switzerland

73%

6.1

82%

7.0

UK

66%

4.9

71%

5.6

LatinAmerica

Argentina

85%

11.6

88%

12.8

Brazil

67%

6.8

87%

10.0

Chile

58%

6.3

65%

7.8

NorthAmerica

Canada

61%

4.9

73%

5.4

USA

68%

6.5

75%

6.7

Mysalaryincreasedoverthepast12months

(Net)

Average

%increase

Average

%increase

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Butifemployersarenotinapositiontoawardsalaryincreasesorbonuses,whatotherkindofcompensationmightsatisfyworkers?Almostfourin10workerswouldbehappywithadditionalpaidleave(39%),whileshorterworkingweeks(32%),groceryorshoppingvouchers(28%)oraone-offpaymenttohelpwiththecostofliving(26%)arenextonthelist.Companiesthattakeaninnovativeapproachtofindingnew(andpotentiallymorecost-effective)waysofrewardingstaffindifficultfinancialcircumstancescouldfindthattherearebenefitsonbothsides.

Lastyear,payraises

formenaveraged6.7%comparedwith6%forwomen.

Addressingpaydisparities

Women’spayraisesaren’tquitekeepingpacewithmen’s-eitherintermsoftheincreasesalreadyreceivedorwhenitcomestoexpectationsforfutureraisesahead.Lastyear,payraisesformenaveraged6.7%comparedwith6%forwomen.Menalsoexpecttoseetheirpayincreasebyanaverageof8.5%intheyearahead,whilewomenforeseeraisesof8%.Andnotwithstandingthehigherpayraisesawardedtomenlastyear,menaremorelikelythanwomentofeelthey’reunderpaidfortheirjob(46%sayso,comparedto42%oftheirfemalecolleagues).

Youngerandolderworkersalsobelievethey’llbeoverlookedby

theiremployerswhenitcomestopayraiseandbonusawards.Just

half(50%)oftheso-called‘Generation(Gen)Z’agebracket(which

covers18-24-year-olds)expecttoachieveapayraiseintheircurrent

companyinthenext12months,asdothoseaged55andover

(49%),whereasaroundtwo-thirdsofallotheragebandsanticipate

one.Similarly,onlyathird(33%)ofGenZandlessthanthreein

10(27%)ofthoseapproachingretirementagebelievethey’rein

lineforabonus,versusaroundtwoinfiveoftheirco-workers.

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50%

18-24yearsold

33%

65%

25-34yearsold

45%

65%

35-44yearsold

42%

Whichofthe

following,ifany,do

youexpecttoachieve

inyourcurrent

companywithinthe

next12months?

65%

45-54yearsold

39%

Key

Bonus

Payraise

49%

55+yearsold

27%

Ignoringbothexperiencedworkersandyoungtalentinthiswaycouldproveshort-sighted,evenifthere’sanargumentthatit’sfinanciallyexpedient.Vitalskillsandpotentialcouldbelostifworkersthinktheycangethigherpayelsewhere.Italsorisksfailingtoinspireorengagethenextgenerationenteringthejobmarket.Thatwouldbeagreatshamebecausethedataindicatesthat,atthemoment,youngpeoplearehighlymotivated.

Youngerworkersareputtinginmorehoursofunpaidovertimebystartingearlyorstayinglateandworkingoverbreaksandlunchtimesthantheiroldercolleagues.Theygiveawayanaverageeighthours30minutesof‘free’workperweek(18-24and25-34yearolds),comparedtoeighthoursandthreeminutesfor35-44yearolds,sevenhours28minutesfor45-54sandfivehours14minutesforthe55andovers.WillGenZstillfeelsodriventogotheextramileiftheireffortsarenotrecognizedwithpayraisesandbonuses?

Overall,workers

averagedeighthours

andsixminutes

ofunpaidworkingtime,downslightlyfromeighthours33

minuteslastyear.

Overall,workersaveragedeighthoursandsixminutesofunpaidworking

time,downslightlyfromeighthours33minuteslastyear.And,asin

previousyears,workersinAsiaPacificarestillworkingthemosttimefor

free(eighthours38minutesonaverage).Thishighlightstheimportanceof

ensuringthatworkersareproductiveandthattheworkingdayisefficient.

Theimportanceandimpactofflexibility

Whereofferingpayraisesorotherformsofcompensationisn’tanoption,employerswill

wanttomakesurethatstaffissatisfiedinotherwaystomaintainloyaltyandmotivation.It’sthereforeworthnotingthatcareerprogressionopportunitiesandenjoymentoftheday’sworkhavebothmoveduptherankingsofwhatworkersseeasimportantinajobcomparedtolastyear.Interestingly,flexibilityofworkinghourshasbeendisplacedfromlastyear’spositioninthetopthreemostimportantfactorsinajob.

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Key

2022

2023

Otherconcernsmaybemoreacuteinthecurrentclimate,butnonetheless,it’simportanttounderstandhowdifferenttypesofworkersfeelnowaboutflexibility,giventheradicalchangestoworkplacenormsthathavetakenplaceinthepastfewyears.Issueslikehowmuchchoiceworkersaregettingandhowthisisaffectingthosewhocannotworkremotelyoradjustwhentheyworkstillmatter.Asdoworkers’expectationsaroundgainingmorecontrolovertheirworkingarrangementsastheylookahead.

Howmuchdoesflexibilitymatter?

What,ifanything,ismostimportanttoyouinajob?

63%

Salary

61%

Jobsecurity

54%

43%

Careerprogression

23%

40%

Enjoymentofthe

32%

dayofwork

37%

Flexibilityofhours

33%

29%

Traininganddevelopment

18%

23%

Flexibilityoflocation

18%

17%

18%

Jobtitle

12%

Key

Flexibilityofhours

Flexibilityoflocation

What,ifanything,ismost

importanttoyouinajob?

27%

17%

34%

38%

19%

38%

21%

15%

Europe

AsiaPacific

LatinAmerica

NorthAmerica

Whenaskedaboutthemostimportantfactorsinajob,almostthreein10respondents(29%)saidthatflexibilityintheirhourswasakeyissue,andmorethanoneinsix(17%)saidthatflexibilityofwheretheyworkedmattered.

WorkersinNorthAmericaandLatinAmerica

feelmoststronglyaboutthis.Perhapsdueto‘gettingthebestofbothworlds’,hybridworkerswhospendpartoftheirweekattheir

workplaceandpartworkingfromhomearethemostsatisfiedwithflexibilityofhours(60%)andlocation(62%)theyhaveintheirjob.Thosewhoworksolelyon-premisearetheleasthappywiththeamountofflexibilitytheyhave(50%forhoursand47%forlocation),whileremote-onlyworkersareinthemiddlewith54%and59%respectively.

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26%

2%

Thismaynotbeparticularlysurprising,butitdoeshighlightasignificant

challengethatemployerswhosestaffhavetobepresentintheworkplace

atalltimes(31%ofthetotalworkforce)mustaddress.Someofthosewho

workon-premiseallthetimechoosetodoso,butmorethanhalf(53%)

havenochoicebuttocomeintotheworkplace.Forthoseworkerswho

havenochoice,considerwhethertherearewaystoaccommodatethe

work-lifebalanceormitigateissuessuchascommutingtimeandcosts.

Staffwouldprobablyappreciateemployersatleaststartingadialogue

abouttheseissues.Thosewhoworkon-premisesarealsolesslikely

tofeelempoweredtotakeadvantageofflexibleworkingarrangements

(62%).Thatcompareswith73%ofhybridworkersand71%ofremote-only

workers.Employersmaywanttothinkaboutwhythisisandhowtheycan

bringaboutpositivechangeonthisissue.

Howmuchflexibilitydoworkershave?

Whatpolicydoesyourcurrentemployerhaveregarding

whereyouwork?

41%

Completeflexibility

Someflexibility

31%

Theworkplaceisclosedandwearenowworkingentirelyfromhome

Wehavetoworkfrom

theworkplaceeveryday

Whatpolicydoesyourcurrentemployerhaveregardingwhereyouwork?

Key

56%

32%

CompleteflexibilitySomeflexibility

Workersworking

remotely/fromhomeonly

Workersworkingon-premise/intheworkplaceonly

20%

27%

Workersworkingamixofboth(hybrid)

24%

64%

Workers’horizonsarebroadening.Freedfromthenecessityforeveryonetoliveneartheworkplace,insometypesofroleswhereit’spossibletobea‘digitalnomad’,theconceptofremoteworkingistakingonaninternationalperspective.Almosthalfofworkers(48%)saytheyhavealreadyrelocatedorareconsideringrelocatingoverseasandstillstayworkingfortheirexistingemployer.Thisistypicallybecausetheiremployer’sflexibleworkingpolicyallowssuchamove(orworkersassumetheydo),theirjobdoesn’trequirethemtobeinaspecificlocationorthey’veseenothersdoit.WorkersinAsiaPacificaremostconfidentthattheycandothis(morethanhalf(52%)saysocomparedtojustoverathirdinotherregions),asaremen(52%versus42%ofwomen).

Indeed,nearlythreein10workers(28%)

thinkthatwithinfiveyears,itwillbethenorm

intheirindustrytohavetheabilitytowork

anywhereintheworld.Moreover,athird(33%)believethatworkersintheirsectorwillgetfullflexibilityovertheirhourswithinthistime(providedtheygettheirjobsdone,basedonproductivityandresultsmetrics)and28%anticipateamovetoafour-dayworkingweek.

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Implicationsforthegigeconomy

BeforetheCOVID-19pandemicbroughtflexibleandremoteworkingintothemainstream,workinginthegigeconomywasoneofthefewalternativeoptionstoapermanentpositionavailabletoworkersseekinggreaterautonomyovertheirworkinglives.However,freedomfromfixedhoursandbeingtiedtooneemployeroftencameatthecostofgreateruncertaintyoverearningspotentialandinstabilityinworkingpatterns.Nowthatmanymoreworkershavegreaterflexibilitythankstoremoteorhybridworking,coupledwiththerelativesecurityoftraditionalemployment,thereareperhapsfewerreasonsforworkerstoconsiderundertakinggig(orcontract)work.

Onlyonein12workers(8%)saythey’veconsideredchangingtogigworkinthepast12months,suggestingthatthere’slittleattractionorincentiveforthemtodosointhecurrentenvironment.Interestinglyhowever,almostdoubletheproportionofremoteworkershavethoughtaboutbecominggigworkersthantheircolleagueswhomixworkingremotelyandon-premise,orthosewhoworkonlyintheworkplace(14%versus7%apiece).

Therecouldbemanyreasonsforthis.Ononehand,havingtastedgreaterflexibilityinrecentyearsthantheyeverhadbefore,remoteworkersmayfeelthattheywantevenmorecontrolovertheworktheydoandhowtheydoit.Ontheother,frustrationmightbeplayingapart.Thoseworkingcompletelyremotelyenjoyalotofflexibility,butthepictureislesspositiveinotherareas.Forexample,they’refarlesslikelytoexpectapayraiseorbonusfromtheiremployerinthenextyear.Theirsenseofjobsecurityisalsoweakerthanitisfortheircolleagueswhogointotheworkplaceregularly.

Thedownsidesofremoteworking

51%

49%

61%

38%

36%

67%

48%

36%

31%

WorkersworkingWorkersworkingWorkersworkinga

remotely/fromhomeonlyon-site/intheworkplaceonlymixofboth(hybrid)

Key

Iexpectapayraisefrommycompanyinthenext12months

Iexpectabonusfrommycompanyinthenext12months

Idon’tfeelsecureinmyjob

Part-timeworkers