2024劳动市场洞察：技能缺口、员工抱怨与劳动市场态势+Labor+Market+Insights：Benchmark+with+Gartner+Insight

LaborMarket

Insights

BenchmarkwithGartnerinsightintoskills

gaps,employeeresenteeismandthelabor

marketclimate.

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isproprietarytoGartner,Inc.and/oritsaffiliatesandisforthesoleinternaluseoftheintendedrecipients.Becausethispresentationmaycontaininformationthatisconfidential,

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Marketconditionsstabledespiteskillsgapsandemployee

resenteeism

Increasedrateofjobpostings.

ThepercentageofHRleaderswhoreportedanincreasein

jobpostingsrosebythree

percentagepointssinceJuly,from32%to35%.Atthesametime,slowhiringforroles

continuestobetheNo.1cost-savingmeasureandincreasedfrom41%inJulyto50%in

August.Thisindicatesthat

whileorganizationsmay

increasehiring,itisnotatthesamerateasinthepast.

Skillsgapsisanissueformostorganizations.

Skillsgapsisthemost

commonissuefacedbyHR

leaderstoday.Seventy-six

percentofHRleadersnotedthatskillgapswereanissuefacedbytheirorganizationinAugust.Thesecondmost

commonissuefacingHR

leadersisflexibilitydemands(41%).Bothskillsgapsand

flexibilitydemandshave

becomemorecommonissuesoverthelasttwomonths.

Skillsgapsvaryacrosstheworkforce.

Seniorleadersviewgapsfor

differenttypesofskillswith

variedsensesofurgency.

Whereasonly35%ofsenior

leadersareconcernedaboutinterpersonalskillgapsintheirworkforce,56%areconcernedaboutdigitalskillsgaps.

Overall,65%ofHRleaders

expecttheurgencyaround

skillsgapstogrow,and69%ofHRleaderssayskillsgapsin

midlevelroleshavethebiggestimpactontheirorganization’sperformance.

Overcomingtheskillsgapsremainsdifficult.

Organizationsfacenumerousbarriersinseekingto

overcomeskillsgaps.HR

leadersviewskillsverification(76%),assessingskill

proficiency(74%)andgeneraluncertaintyaroundneeded

skills(55%)asthemostcommonbarriersto

overcomingskillsgaps.To

solvetheskillsgapissue,mostorganizationsaretakinga

buildand/orbuyapproach.Sixty-sixpercentof

organizationsarebuildingskillcapabilitieswithintheir

organizationtoovercomeskillsgapsand63%arehiringnewemployeestofillnewneeds.

Concernsaboutemployeeresenteeismarereal.

Forty-sevenpercentofHRleadersareconcerned

aboutemployeeresenteeism,broadlyunderstoodas

decreasedemployee

performancestemmingfromresentmenttowardthe

organization.HRleaders

seechangefatigue(70%),returntoofficemandates

(62%)andlackofcareer

growthopportunities(58%)

asthebiggestdriversof

employeeresenteeism.In

responsetothisconcern,mostHRleadersaresupporting

employeewell-being(70%),empoweringmanagerswith

guidanceandsupport(63%)andprovidingemployeeswithgrowthresources(63%).

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Marketconditionsstabledespiteskillsgapsand

employeeresenteeism

56%

ofHRleaderssay

thatseniorleadershipattheirorganization

isconcerned

aboutleadershipsskillsgaps.

69%

ofHRleaderssay

skillsgapsformidlevelstaffareaffectingtheoverallperformance

oftheirorganizationthemost.

47%

ofHRleaderssay

employeeresenteeismisaconcernattheir

organization.

76%

ofHRleaderssayskillsgapsisa

currentissuefortheirorganization.

Readonforfullanalysisandrecommendations.

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TheunrivaledGartnerperspective

Advancedanalytics

Continuousclientdiagnosticsandlabormarketsurveys

Expertauthority

Advisorandanalystexpertiseinallkeytopicdomains

Clientnetwork

UnrivalednetworkofC-levelexecutivesandtheirteams

TheLaborMarketOutlookisamonthlyGartnerpublicationmadepossiblebytheunrivaledGartnerfootprintinthegloballabor

market.Dataandanalysiscomefrom“BenchmarkWithGartner,”amonthlyreal-timeanalysisofthegloballabormarketclimate

andcurrentissueshostedbyDionLove.DatainthiseditioncomesfromBenchmarkWithGartner:SkillsGaps,Employee

ResenteeismandtheLaborMarketClimate,28August2024(130HRleadersparticipating).

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LaborMarket

Climate

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Jumpinincreasedjobpostingsasdecreased

jobpostingsdrop

PercentageofHRleaders

60%

52%

45%43%

44%47%

51%

49%41%

41%

43%

34%

36%41%

40%34%

41%37%

35%34%

34%

37%

28%

41%

32%26%

33%

35%

43%32%

35%

36%33%

28%

28%

27%

30%

26%

28%

33%

32%32%

30%

%

21%

27%

22%

25%24%

22%

25%

18%

22%22%21%

0%

FebMarAprMayJunAugSepOctNovDecJanFebMarAprMayJunJulAug

20232024

IncreasedNochangeDecreased

n=63(Aug2024),63(Jul2024),53(Jun2024),59(May2024),75(Apr2024),44(Mar2024),100(Feb2024),175(Jan2024),82(Dec2023),187(Nov2023),67(Oct2023),67(Sep2023)Question:Howhaveyourorganization'sjobpostingschangedthismonthcomparedtotheaverageofthelastthreemonths?(Selectone)

Source:BenchmarkWithGartner

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Riseinincreasedquits

PercentageofHRleaders

60%

41%

30%

32%

26%

53%

49%49%

48%49%

45%

46%

44%

41%

40%

39%31%

38%

32%

38%

31%

29%27%

30%

33%

24%

21%

24%

27%24%

16%18%

21%

18%

17%

47%

28%25%

0%

SepOctNovDecJanFebMarAprMayJunJulAug

20232024

IncreasedNochangeDecreased

n=60(Aug2024),74(Jul2024),36(Jun2024),63(May2024),66(Apr2024),45(Mar2024),97(Feb2024),145(Jan2024),89(Dec2023),170(Nov2023),62(Oct2023),68(Sep2023)Question:Howhasyourorganization'squitsratechangedthismonthcomparedtotheaverageofthelastthreemonths?(Selectone)

Source:BenchmarkWithGartner

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Increasedcontingentsjumpasdecreased

contingentsdecline

PercentageofHRleaders

80%

72%65%

59%59%59%

53%

57%

55%

60%55%56%57%

49%50%48%52%52%

40%

33%

33%

30%

29%

29%

27%25%27%26%

23%

27%

23%

16%

25%

2176%

20%11%21%

17%

16%2116%1%17%%

21%

18%

15%

14%

0%

10%

MarAprMayJunAugSepOctNovDecJanFebMarAprMayJunJulAug

20232024

IncreasedNochangeDecreased

n=56(Aug2024),66(Jul2024),34(Jun2024),51(May2024),63(Apr2024),36(Mar2024),82(Feb2024),141(Jan2024),75(Dec2023),156(Nov2023),51(Oct2023),62(Sep2023)Question:Howhasyourorganization'slevelofcontingentworkerschangedthismonthcomparedtotheaverageofthelastthreemonths?(Selectone)

Source:BenchmarkWithGartner

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Talentcompetitionremainshigh

PercentageofHRleaders

80%

68%

68%68%

64%

64%

66%66%66%

60%

61%

60%

59%

40%

24%

27%

25%

25%

25%

29%

26%

30%

23%

23%

22%19%

14%

10%

11%

9%

18%

14%15%16%

11%

6%

0%

5%

4%

MarAprMayJunAugSepOctNovDecJanFebMarAprMayJunJulAug

20232024

MorecompetitiveNochangeLesscompetitive

n=58(Aug2024),70(Jul2024),50(Jun2024),61(May2024),76(Apr2024),44(Mar2024),79(Feb2024),150(Jan2024),95(Dec2023),178(Nov2023),66(Oct2023),77(Sep2023)Question:Howdoyouexpecttalentcompetitiontochangeinthenextthreemonths?(Selectone)

Source:BenchmarkWithGartner

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Jumpinslowhiringasacost-savingmeasure

PercentageofHRleaders

70%

35%

0%

51%

52%

49%49%

48%

50%

47%

44%

41%41%

33%

Sep

Oct

NovJanFebMar

AprMayJun

JulAug

2023

2024

SlowhiringforrolesDecreaseoverallHRbudget

——LayoffemployeesFreezehiringforroles

DecreaserecruitingbudgetWedonotanticipatetakinganycost-savingssteps

n=52(Aug2024),66(Jul2024),51(Jun2024),53(May2024),71(Apr2024),36(Mar2024),79(Feb2024),135(Jan2024),138(Nov2023),61(Oct2023),73(Sep2023)Question:Whichofthefollowingtalentcost-savingsmeasuresdoyouANTICIPATEyourorganizationtakinginthenextthreemonths?(Selectallthatapply)

Source:BenchmarkWithGartner

Note:ThedashedlinesindicatethatdataisnotavailableforDecember2023.

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Skillsgapsandflexibilitydemandstop

currentissues

PercentageofHRleaders

SkillsgapsFlexibilitydemands

PayequityexpectationsAI-enabledskillsmanagement

WellnessriskGenAIHRdisruption InclusionpressuresGenerationaldivide

GenAIjobsdisplacement

Noneofthesetopicsareissuesformyorganizationthismonth

54%

70%

76%

32%

40%41%

59%

50%

35%

39%

43%

24%

20%

27%

22%

44%

17%

23%

15%

27%

30%

15%

7%

10%

2%2%

7%

9%

33%34%

0%40%80%

Jun2024Jul2024Aug2024

n=46(Aug2024),30(Jul2024),41(Jun2024)

Question:Whichofthefollowingtopicsarecurrentissuesforyourorganizationthismonth?(Selectallthatapply)

Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024),GenAIHRDisruption,DeepfakesatWorkandLaborMarketClimate(Jul2024),InclusionPressures,ElectionTensionandtheLaborMarketClimate(Jun2024)

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TrendingIssue

SkillsGaps

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Seniorleadersmostconcernedabout

digitalskillgaps

PercentageofHRleadersconcernedaboutskillgapsineacharea

60%

30%

0%

56%

51%

48%

35%

InterpersonalskillsTechnicalskillsDigitalskillsLeadershipskills

n=59-69(Aug2024)

Question:Howconcernedisseniorleadershipatyourorganizationaboutskillsgapsineachofthefollowingareas?Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024)

Note:Interpersonalskillsincludecollaborationandrelationshipbuilding.Technicalskillsincludesubjectmatterexpertiseandcriticalthinking.Digitalskillsincludecloudcomputing,analytics,datascienceandGenAI.Leadershipskillsincludeprojectmanagementandmotivatingothers.

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Mostexpecturgencyaroundskills

gapstoincrease

PercentageofHRleaders

Significantlyincrease

Increase

Nochange

Decrease

Significantlydecrease

13%

65%ofHRleadersexpectthelevelofurgencyaroundskillsgapsattheir

organizationtoincrease.

52%

32%

2%

2%

0%30%60%

n=62(Aug2024)

Question:Howdoyouexpectthelevelofurgencyaroundskillsgapsinyourorganizationtochangeoverthenextthreemonths?(Selectone)Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024)

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Skillsgapsatmidlevelaffectorg

performancethemost

PercentageofHRleaders

Entry-level/first-level/junior

Midlevel

Senior

16%

69%

16%

0%40%80%

n=64(Aug2024)

Question:Atwhichjoblevelareskillsgapsmostaffectingtheoverallperformanceofyourorganization?(Selectone)Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024)

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Mostorgsplantobuildand/orbuytoaddress

skillsgaps

PercentageofHRleaders

Buildingskillcapabilitieswithinourorganizationtofillexistinggaps

Hiringnewemployeeswiththeskillsneededtofillexistinggaps

Reassigningemployeeswithspecificskillstootherbusinessfunctionswherethoseskillsareneeded

LeveragingAItechnologytodeliverworkinareaswithskillgaps

Myorganizationisnotaddressingitsskillsgaps

Other

66%

63%

32%

31%

14%

5%

0%35%70%

n=59(Aug2024)

Question:Howisyourorganizationaddressingitsskillsgaps?(Selectallthatapply)

Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024)

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Assessing/verifyingskillsarebarriersto

addressingskillsgaps

PercentageofHRleaders

Verifyingskillsofcurrentemployees

AssessingskillproficiencyUncertaintyaboutwhatskillsareneeded

Identifyingemployeeswithrelevantskillsadjacencies

Skillsneedschangefasterthanwecanhireor

developtalent Employeescan’tdevelopnewskillsquicklyenoughOurinternalmobilityprocessesdon'tsupportmovingtalentacrosstheorganizationtofillgaps

Skilledtalentistooexpensive

Myorganizationdoesnotfaceanybarriersinaddressingitsskillsgaps

76%74%

55%50%

40%

31%

29%

19%

0%

0%40%80%

n=42(Aug2024)

Question:Whatbarriersdoesyourorganizationfaceinaddressingitsskillsgaps?(Selectallthatapply)

Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024)Note:“Other”wasalsoaresponseoption,butwasnotshownabovesincenorespondentsselectedthisoption.

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EmergingIssue

EmployeeResenteeism

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Employeeresenteeismaconcernatnearly

halfoforgs

PercentageofHRleaders

Stronglyagree

Agree

Neitheragreenordisagree

Disagree

Stronglydisagree

9%

47%ofHRleaderssay

employeeresenteeismisa

concernattheirorganization.

38%

36%

17%

0%

0%20%40%

n=53(Aug2024)

Question:Towhatextentdoyouagreeordisagreetothefollowingstatement.Employeeresenteeism,broadlydefinedasemployees’loweringtheirproductivityoutofresentmenttowardtheircompany,isaconcernatmyorganization.(Selectone)

Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024)

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Decreasedemployeeproductivityfrom

resenteeismtoimpactorgs

PercentageofHRleaders

Decreasingproductivity/efficiencyofemployees

Burningoutotheremployeesduetodisproportionatedistributionof

work/roles/responsibilitiesSpreadingresentmentacrossteammembers/workforceLosinghigh-potentialemployees

Decreasingteamwork/collaboration CreatingdistrustintheperformancemanagementprocessDecreasingqualityofworkleadingtocustomerdissatisfaction

IncreasedincidentsofemployeemisconductIdonotforeseeanyimpactofemployeeresenteeismatmyorganization

76%

63%59%

55%51%

43%35%

16%

4%

0%40%80%

n=51(Aug2024)

Question:Howdoyouforeseeemployeeresenteeismimpactingyourorganization?(Selectallthatapply)

Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024)

Note:Employeemisconductincludesbullying,stealing,go-slow,etc.“Other”wasalsoaresponseoption,butwasnotshownabovesincenorespondentsselectedthisoption.

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Decreasedemployeeengagementmost

commonsignofresenteeism

PercentageofHRleaders

Decreasesinemployeeengagementinteammeetings/events

Feedbackfrommanagersandpeerswithrespecttochangeinbehaviour

Decreasesinqualityofwork/output

FrequentunavailabilityorbeingofflineduringworkhoursLackofenthusiasmfornewresponsibilities

Unusualpatternofleave/increasedleave

Monitoringcommunicationchannelsandlisteningtoemployees

Monitoringsocialmediaaccountsforemployeeactivism

Wearenotmonitoringanysignsorsymptomsforemployeeresenteeism

64%

56%53%

44%38%

38%

29%

2%

20%

0%35%70%

n=45(Aug2024)

Question:Whataresomeofthesignsorsymptomsthatyouaremonitoringtoidentifyemployeeresenteeism?(Selectallthatapply)Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024)

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Changefatigueaprimaryreasonforemployee

resenteeism

PercentageofHRleaders

Changefatigue

Returntoofficemandates

Lackofcoaching/careergrowthopportunitiesInadequateworklifebalance

Poorleadership

Pay/compensation

Manager-employeedisconnect LackofemployeerecognitionAdoption/integrationofGenAItoolsOther

70%

62%

58%

52%

46%

42%42%

40%

2%

8%

0%40%80%

n=50(Aug2024)

Question:Whatdoyoubelievearetheprimaryreasonsforemployeeresenteeismatyourorganization?(Selectallthatapply)Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024)

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Orgssupportwell-beingtoaddressemployee

resenteeism

PercentageofHRleaders

Supportingmentalandphysicalwell-beingEmpoweringmanagerswithguidance/support

ProvidingresourcesforpersonalandprofessionalgrowthProvidingmanagerdevelopmentopportunities EnablingflexibleworkarrangementsIncreasingemployeerecognition

LeveragingperformanceimprovementplansEasingofreturn-to-officemandates

SelectivelylayingoffresentingemployeesOther

70%

63%63%

55%

48%48%

25%

20%

13%

2%

0%40%80%

n=40(Aug2024)

Question:WhatmeasuresaretheHRfunctionatyourorganizationtakingorplanningtotaketoaddressemployeeresenteeism?(Selectallthatapply)Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024)

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Appendix

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Jumpinincreasedjobpostingsasdecreasedjob

postingsdrop

PercentageofHRleaders

Increasedby10%ormore

Increasedby1-9%

Nochange

Decreasedby1-9%

Decreasedby10%ormore

9%

5%

14%

21%

27%

21%

49%

27%

32%

13%

21%

21%

8%

21%

13%

Estimatedaveragechangeinjobpostingsis0.0%.

0%30%60%

Jun2024Jul2024Aug2024

n=63(Aug2024),63(Jul2024),53(Jun2024)

Question:Howhaveyourorganization'sjobpostingschangedthismonthcomparedtotheaverageofthelastthreemonths?(Selectone)

Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024),GenAIHRDisruption,DeepfakesatWorkandLaborMarketClimate(Jul2024),InclusionPressures,ElectionTensionandtheLaborMarketClimate(Jun2024)

Note:theestimatedaveragechangeinjobpostingswascomputedusingthemid-pointofeachresponseoption’sinterval(i.e.,5%wasusedfor“Increaseby1-9%”)fromtheoriginalquestionbeforeintervalswereaggregatedinthisfigure(i.e.,“10-19%”and“morethan20%”werecombinedinto“morethan10%”).Thepercentageofleadersselectingeachoptionareweightedintheaverage.

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Riseinincreasedquits

PercentageofHRleaders

Increasedby10%ormore

Increasedby1-9%

Nochange

Decreasedby1-9%

Decreasedby10%ormore

53%

3%

4%

2%

28%

20%

27%

49%47%

17%

22%

18%

0%

5%

7%

Estimatedaveragechangeinquitsrateis-0.4%.

0%30%60%

Jun2024Jul2024Aug2024

n=60(Aug2024),74(Jul2024),36(Jun2024)

Question:Howhasyourorganization'squitsratechangedthismonthcomparedtotheaverageofthelastthreemonths?(Selectone)

Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024),GenAIHRDisruption,DeepfakesatWorkandLaborMarketClimate(Jul2024),InclusionPressures,ElectionTensionandtheLaborMarketClimate(Jun2024)Note:theestimatedaveragechangeinquitsratewascomputedusingthemid-pointofeachresponseoption’sinterval(i.e.,5%wasusedfor“Increaseby1-9%”)fromtheoriginalquestionbeforeintervalswereaggregatedinthisfigure(i.e.,“10-19%”and“morethan20%”werecombinedinto“morethan10%”).Thepercentageofleadersselectingeachoptionareweightedintheaverage.

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Increasedcontingentsjumpasdecreased

contingentsdecline

PercentageofHRleaders

Increasedby10%ormore

Increasedby1-9%

Nochange

Decreasedby1-9%

Decreasedby10%ormore

Estimatedaveragechangeincontingentsis-0.0%.

3%

3%2%

24%

18%

23%

59%

53%

59%

12%

20%

11%

3%

6%

5%

0%35%70%

uJun2024uJul2024Aug2024

n=56(Aug2024),66(Jul2024),34(Jun2024)

Question:Howhasyourorganization'slevelofcontingentworkerschangedthismonthcomparedtotheaverageofthelastthreemonths?(Selectone)Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024),GenAIHRDisruption,DeepfakesatWorkandLaborMarketClimate(Jul2024),InclusionPressures,ElectionTensionandtheLaborMarketClimate(Jun2024)

Note:theestimatedaveragechangeincontingentswascomputedusingthemid-pointofeachresponseoption’sinterval(i.e.,5%wasusedfor“Increaseby1-9%”)fromtheoriginalquestionbeforeintervalswereaggregatedinthisfigure(i.e.,“10-19%”and“morethan20%”werecombinedinto“morethan10%”).Thepercentageofleadersselectingeachoptionareweightedintheaverage.

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Talentcompetitionremainshigh

PercentageofHRleaders

Significantlymorecompetitive

Morecompetitive

Nochange

Lesscompetitive

Significantlylesscompetitive

64%

2%

10%7%

50%

52%

30%

26%

22%

4%

13%

19%

0%

1%

0%

0%35%70%

Jun2024Jul2024Aug2024

n=58(Aug2024),70(Jul2024),50(Jun2024)

Question:Howdoyouexpecttalentcompetitiontochangeinthenextthreemonths?(Selectone)

Source:BenchmarkWithGartner:SkillsGaps,EmployeeResenteeismandtheLaborMarketClimate(Aug2024),GenAIHRDisruption,DeepfakesatWorkandLaborMarketClimate(Jul2024),InclusionPressures,ElectionTensionandtheLaborMarketClimate(Jun2024)

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Jumpinslowhiringasacost-savingmeasure

PercentageofHRleaders

49%

41%

50%

25%21%

21%

25%24%

17%

12%11%

17%

22%

18%

13%

27%

35%

27%

2%

5%

2%

SlowhiringforrolesDecre