英文【普华永道】2024年全球劳动力希望与恐惧调查报告（中国内地版）

Workersarereadyfor

change.Areleadersreadytoengagethem?WorkforceHopesandFears

Survey2024

ChineseMainland

ReportSeptember2024Since2023,the

global

economic

recovery

hasfallenshort

ofexpectations.

The

PwCGlobalWorkforce

Hopes

and

Fears

Survey2023–Chinese

Mainland

Reportpointsoutthat

nearlyhalfofChinese

mainland

respondents

believethattheircompanieswill

notsurvive

morethana

decadeiftheycontinue

ontheircurrent

path.

Fastforward

to2024,employees

have

shifted

frommerelyrealising

the

urgencyofchange

toactively

embracingit.

PwC’sGlobalWorkforceHopesandFears

Survey2024–Chinese

Mainland

Report(hereinafter

referredtoasthe‘Survey’)

showsthat40%of

Chinese

mainland

employees

haveexperienced

significant

changes

intheirworkoverthe

past

year,while

77%of

employees

are

readytoadapttonewwaysofworking.

However,only

40%believe

that

their

organisation’s

executivemanagementpossesses

the

necessaryskills

and

expertise

todrivethis

change.Atthesametime,thesurvey

revealsthat

nearly

halfofemployees

haveexperienced

asurge

in

workloadthat

has

not

beenmatchedbyanincrease

in

income.Thesurvey

alsofound

apositive

correlation

betweenthefrequencyofusing

GenAIandtheirefficiency,

salary

and

jobsecurity.

77%of

respondents

who

regularly

useGenAIreportedenhanced

efficiency.Furthermore,up

to75%

of

employees

regardtechnological

change

(AI/GenAI)

asacoredriverof

future

transformation,and78%believe

thatGenAIwillfundamentally

impacttheir

careersin

lessthanadecade.

Given

this

background,cutting-edgetechnological

toolssuchas

GenAI

areemergingasoneofthe

key

solutions

tothe

problemofsurging

workloads,aswellasa

core

element

ingenerating

new

industries,

models,

motivations,

and

promotingnewqualityproductivity.Inadditiontothis,

the

researchshows

thatemployeesarealreadyawareofthedrasticchange

injobskill

requirementsoverthenext

five

years.

Morethanthreequartersofemployeesagreethatthey

need

professionaltraining

fortheirroles.

Nearly80%of

employees

indicate

thatwhethertheir

employersprovideopportunities

to

learn

newskills

will

influence

theirdecisions

to

staywiththeircurrentemployers,

but

only

around

halfofemployeesfeelthattheir

needsarebeing

met.PwC

|WorkforceHopesand

Fears

Survey

2024

|

ChineseMainland

Report

2 Executive

Summary

(1/3)Inthisdisruptive

era,companiesare

confronted

withunprecedented

challenges

andopportunities.

Tomaintaintheirvitality

and

achieve

robustgrowth,companies

needtoreshape

theirbusiness

models,while

implementing

keyinitiatives

tocopewiththerapidly

changingexternal

business

environment

and

buildconfidenceamongstakeholders,

includingemployees,customersand

investors.

Currently,

threecoreinitiatives

forenterprisetransformation

focusonglobalexpansion,

digitaltransformation,

anddeepening

penetration

into

bothupstreamanddownstreamoftheindustrial

chain.

Leading

companiesareexpectedto

playa

guiding

role,notonlytransformingand

upgrading

themselves,

butalsodriving

the

development

andtransformationoftheentire

industry.

Incontrast,

smalland

medium-sizedcompaniesshould

adopt

aprudentstrategy,

carefully

controlling

theirscale

andfocusingon

improving

their

corecompetenciestoensureviability

during

thetransformationprocess.Asthe“land-grabbing”

eracomestoanend,companies

need

toshift

theirfocusfromrapidexpansion

toachieving

high-quality

business

growth.Theirstrategies

might

include:•Diagnosing

business

processandrationalisingthe

logicbehind:

Companies

should

takeaholistic

perspective

tothoroughly

analyse

business

needs

andmarkettrends.

This

involves

conducting

acomprehensive

reviewofend-to-end

business

processesandoptimising

them,rather

than

merelyimprovingfunctional

processes,

toenhance

operational

efficiencyand

responsiveness.•Strengthening

talentcultivationwitha

business

mindset:Companiesshould

cultivate

talentwithend-to-end

business

awarenessandthe

ability

to

meettransformationrequirements.•

Acceleratingtheadoptionofcutting-edgetechnologies:Technologies

such

asGenAI

and

roboticscanbe

introducedto

alleviatepressures

on

processstability,

precision,

andflexibility

thattraditional

technologies

oftenface.This

shiftwillfreeemployeesfromroutine

tasks,allowing

themtoengage

in

more

valuable

work,suchas

innovation

anddecision-making,

therebyenhancing

theenterprise’s

competitivenessand

innovative

capabilities.Meanwhile,

intermsoforganisation

andtalent

management,companiescantakethefollowing

measures:•Controllingorganisationsizeandfocusing

oncorecapabilities:Largeorganisations

can

bedivided

intoend-to-end

microorganisation

units

to

improve

internal

processcontroland

efficiency.

Managementandauthorisation

can

beeffectivelydelegatedtothese

units.•Reshapingtransformative

leadership:Leadersoftransformation,

must

notonlyunderstand

theessence

oftransformationbut

also

have

theability

toleadthe

organisation

throughthe

reshaping

andtransformationprocess.PwC

|WorkforceHopesand

Fears

Survey

2024

|

ChineseMainland

Report

3 Executive

Summary

(2/3)In2024,PwC

surveyed

56,600individuals

across50countries

andterritorieswhoare

inwork

oractive

inthelabour

market,todeeplyanalyse

the

trajectoryoftransformationthatglobalworkers

areexperiencing.

Thesurvey

aimstoreveal

the

gapbetweenreality

andexpectations,

capturing

diverse

employeeperspectivesonthesetransformations–

rangingfrompositive

viewsto

deepexpectations

andpotential

concerns.Thisstudy

seekstoprovide

a

beaconforbusinesses

and

leaders

navigating

thiswaveof

transformation,enabling

bothbusinesses

and

employeestoembarkona

joint

journeyof•Optimisingthetraditionalemploymentmodeland

integratingtechnologyempowermentintotalentdevelopmentstrategy:Byfosteringa

human-machinecollaboration

model,companiescansignificantly

enhance

organisation

agility

and

responsiveness,

while

leveraging

cutting-edge

technologies

tostrengthentheircompetitiveedge.Additionally,

prioritising

skills

upgradingandtalent

cultivation

notonlyfosters

individual

careergrowthbutalso

lays

asolid

foundation

fortheefficientandsustainable

development

ofthecompany.reshaping

transformation.

PwChopesthatthis

studywill

help

boost

innovation

andcompetitiveness,

achieve

high-quality

businesssuccess,

andultimately

drivea

new

cycle

ofbusiness

growth.This

report

surveys

3,000Chinese

Mainlandemployees(excluding

Hong

Kong

SAR,MacaoSAR,and

Taiwan

region),

including

full-time,

part-

time,contract/temporaryworkers,aswellasindividuals

whoarecurrently

unemployed.

PwC

|WorkforceHopesand

Fears

Survey

2024

|

ChineseMainland

Report Executive

Summary

(3/3)4 TerritoriesUSA

(9.0%)ChineseMainland(5.0%)

India(4.0%)organisation

size

Unit：Number43%26%19%4%

1-249

250-9991000-999910000+

Don't

KnowWork

typeOther

Manual

WorkSkilled

Manual

WorkOther

Professional

Work62%OfficeWorkNote:

1.Office

Work:

e.g.,accountant,banker,administrativeassistant

…

.2.Otherprofessionalwork:e.g.,doctor,nurse,teacher,pilot

…

.3.Skilledmanualwork:e.g.,carpenter,plumber,tradesperson

…

.4.Othermanual

work:e.g.,delivery

driver,

factory/production

…5

Age15%

47%

29%

9%Baby

Boomer(59-77)

GenderFemale

44%Male

56%56,600participantsacross50countriesandterritories

IndustriesEnergy,

Utilitiesand

ResourcesHealthFinancialServices

Technology,

Media,

and

Telecommunications

Government

/

PublicservicesConsumer

Markets

Industrial

Manufacturing

&

Automative4%9%10%13%15%21%

26%42%Full-timeEmployment23%19% Hopes

and

Fears

2024:

Global

DataPwC

|WorkforceHopesand

Fears

Survey

2024

|

ChineseMainland

ReportRemoteHybridOnsiteMillennial(27-42)Work

ModeGen

Z(18-26)Gen

X(43-58)Japan(4.0%)of

staffs58%14%16%8%8% TerritoriesChineseMainland(15.0%)India(13.0%)Australia(8.0%)organisation

size

Unit：Number40%31%21%6%

2%

1-249

250-9991000-999910000+

Don't

KnowWork

typeOther

Manual

WorkSkilled

Manual

WorkOther

Professional

Work71%OfficeWorkNote:

1.Office

Work:

e.g.,accountant,banker,administrativeassistant

…

.2.Otherprofessionalwork:e.g.,doctor,nurse,teacher,pilot

…

.3.Skilledmanualwork:e.g.,carpenter,plumber,tradesperson

…

.4.Othermanual

work:e.g.,delivery

driver,

factory/production

…6

Age15%

49%

27%

9%Baby

Boomer(59-77)

GenderFemale

42%Male

58%19,500participantsacross14countriesandterritories

IndustriesEnergy,

Utilitiesand

ResourcesHealthFinancialServices

Technology,

Media,

and

Telecommunications

Government

/

PublicservicesConsumer

Markets

Industrial

Manufacturing

&

Automative5%6%12%16%11%19%29%42%Full-timeEmployment Hopes

and

Fears2024:

APAC

DataPwC

|WorkforceHopesand

Fears

Survey

2024

|

ChineseMainland

Report26%16%RemoteHybridOnsite11%6%12%Japan(13.0%)Hongkong(5.0%)Millennial(27-42)Work

ModeGen

Z(18-26)Gen

X(43-58)of

staffs58%

Age9%51%30%

10%Baby

Boomer(59-77)

GenderFemale44%Male56%organisation

Size

Unit：Number51%24%2%

1%

1-250

a250-9991000-9999

a10000+

u

Don't

KnowIndustryEnergy,

Utilitiesand

ResourcesHealthFinancialServices

Technology,

Media,

and

Telecommunications

Government

/

PublicservicesConsumer

Markets

Industrial

Manufacturing

&

AutomativeWork

typeOther

Manual

WorkSkilled

Manual

WorkOther

Professional

Work81%OfficeWorkNote:

1.Office

Work:

e.g.,accountant,banker,administrativeassistant

…2.Other

professionalwork:e.g.,doctor,

nurse,

teacher,

pilot

…3.Skilledmanualwork:e.g.,carpenter,plumber,tradesperson

…4.Othermanual

work:e.g.,delivery

driver,

factory/production

…73,000participants

HopesandFears

2024:

ChineseMainland

Data37%Full-timeEmploymentPwC

|WorkforceHopesand

Fears

Survey

2024

|

ChineseMainland

Report24%13%RemoteHybridOnsite6%7%6%Millennial(27-42)Work

modeGen

Z(18-26)Gen

X(43-58)of

staffs22%64%35%18%10%11%18%4%3%8PwC

|WorkforceHopesand

FearsSurvey

2024

|ChineseMainland

ReportKeyfindingsKey

FindingsStatementsChineseMainlandAPACGlobalEmployeesareexperiencingsignificant

changes

intheworkplace:inthepast

12months,about40%ofChineseMainlandemployeesexperienced

significantchangesatwork,and41%ofthemclearlyreporting

thattheirworkloadhasincreased,buttheirwagehasnotseen

acorrespondingincrease

to

match

their

heightened

workloadMyworkloadhassignificantlyincreased（Showingonly‘Large/Verylargeextent’

responses)41%46%45%I

havehadtolearntousenew

tools/technologiesinorder

to

do

my

job(Showingonly‘Large/Verylargeextent’

responses)45%48%45%Employeesaregenerallyopentochange:onthepositive

side,

77%ofChineseMainlandemployeesbelievetheyarereadytoadapttonewwaysofworking,andover80%ofthem

aresatisfied

with

the

opportunities

for

learning

and

growth

in

theirroleslastyear.

However,onthenegativeside,more

thanhalfofemployeesstillconcernabout

jobsecurityandquestionthenecessityofchangesIfeel

readytoadapttonewwaysofworking77%75%77%Recent

changes

I

haveexperienced

makemeconcerned

about

my

job

security53%55%47%72%ofChineseMainlandemployeesbelievethattheskillsrequiredfortheir

jobswillchangesignificantlyinthenextfiveyears.Similar

to

the

trends

in

Global

and

Asia-Pacific,

overthree-quartersofthembelievethattheirrolesrequirespecialisttraining/qualificationsMy

job

requires

specialist

training/qualifications82%75%75%The

skills

my

job

requires

will

change

significantly

inthenext

fiveyears72%66%58%EmployeesofChineseMainlandbelievethattechnological

changes-suchasGenAI,robotics

andother

high-qualitytechnologies-alongwithshiftsincustomerpreferencesandactions

taken

by

competitors,

will

be

the

primary

drivers

oftransformation

over

the

next

three

years,similar

to

employeeviews

in

Global

and

Asia-PacificAIwillhaveanimpacton

jobsinthenext

threeyears75%74%70%Changesincustomerpreferenceswillhaveanimpacton

jobsinthenextthreeyears75%76%70%Actions

taken

by

my

employer's

peers/competitorswillhaveanimpacton

jobsinthenext

threeyears75%74%67%PwC

|WorkforceHopesand

Fears

Survey

2024

|

ChineseMainland

Report

9 Key

Findings

(1/3)Key

FindingsStatementsChineseMainlandAPACGlobalSimilar

tothetrendsinGlobalandAsia-Pacific,

thepercentageofChineseMainlandemployeeswhobelievethatGenAIwillaffecttheir

jobshasincreased.

Nearly80%ofthembelievethat

GenAI

will

have

a

fundamental

impact

on

their

professioninlessthan

10years,with78%inChineseMainland,81%

inAsia-Pacific

and77%globallyAIwillhaveanimpacton

jobsinthenext

threeyears75%(2023:53%)74%(2023:63%)70%(2023:49%)GenAIwillfundamentally

changetheirprofessioninlessthan

10years78%81%77%ntermsoffrequencyofGenAIusage,employeesinChineseMainland

are

more

active

than

those

in

Global

and

Asia-PacificUseGenAIweekly36%21%16%UseGenAIonlyonce3%5%6%DatafromChineseMainlandindicatesthatthefrequencyofusingGenAIispositivelycorrelatedwithemployees’efficiency,salary,and

job

securityGenAIwillincreaseefficienciesinmy

time

atwork77%68%61%GenAI

isviewedwithbothfearsandhopes:85%ofemployeesinChineseMainlandbelieveGenAIwillpositivelyimpact

theircareer,bycreatingopportunities

forlearningnewskillsandimproving

thequalityoftheirwork,while58%believeGenAIwill

negatively

impact

their

careerBelieveGenAIwillhaveapositiveimpactontheircareer

intermsofcreatingopportunitiestolearnnewskills

and

improving

the

quality

and

creativity

of

theirwork85%81%74%BelieveGenAIwillhaveanegative

impact

ontheircareer

intermsofprovidingincorrectormisleadinginformation

that

seems

credible58%57%50%The

main

barriers

presenting

Chinese

Mainland

employeesfrom

utilising

GenAI

include

employers'

failure

to

provideaccesstoGenAIatwork,alackofawarenessof

theopportunitiestoapplyGenAIintheirownworkareas,and

insufficientknowledgeinusingGenAIeffectivelyMyemployerhasnotgiven

meaccesstoGenAItoolsatwork29%23%24%PwC

|WorkforceHopesand

Fears

Survey

2024

|

ChineseMainland

Report

10 Key

Findings

(2/3)本报告来源于三个皮匠报告站（）,由用户Id:879887下载,文档Id:618695,下载日期:2025-03-24Key

FindingsStatementsChineseMainlandAPACGlobalIn2023,peoplebegantorecognisethe

importance

oftransformation.

Oneyearlater,mostemployeesarepreparedforchange,

however,acleardivideremainsbetween

businessleadersandnon-leadersintermsofurgency,scaleandreadinessfortransformationManagersstronglyorverystrongly

agreethatthemostseniorleaders

possessthenecessaryskillsandexpertise

to

drive

change56%61%58%Non-managers

stronglyorverystronglyagreethatthemostseniorleaderspossessthenecessary

skillsandexpertisetodrivechange40%39%37%Afterincreasing

from2022to2023,thelikelihoodofemployeesinChineseMainlandchangingemployershasdecreasedslightly

thisyear,butnearlyone-thirdstillplantochangetheircurrentemployersinthecoming

yearAskforapay

raise44%(2023:47%)(2022:43%)46%(2023:43%)(2022:35%)43%(2023:42%)(2022:35%)Ask

for

a

promotion39%(2023:47%)(2022:41%)39%(2023:38%)(2022:31%)35%(2023:35%)(2022:30%)Change

employer31%(2023:32%)(2022:13%)31%(2023:28%)(2022:18%)28%(2023:26%)(2022:19%)Similar

to

their

Global

and

Asia-Pacific

counterparts,nearly80%ofChineseMainlandemployeesvaluetheopportunitiesprovidedbytheiremployerstolearnnewskills

whichinfluencestheirdecision

tostaywiththecompany.However,onlyabouthalfofthemfeeltheirlearningneedsarebeingadequately

metBelieve

that

the

availability

of

opportunities

to

learnnewskills

willinfluencewhethertheystaywiththeircurrent

company86%78%77%Believethatemployersprovideadequatetrainingopportunities

in

new

skills

to

promote

their

futurecareerdevelopment61%52%47%PwC

|WorkforceHopesand

Fears

Survey

2024

|

ChineseMainland

Report

11 Key

Findings

(3/3)12PwC

|WorkforceHopesand

FearsSurvey

2024

|ChineseMainland

ReportEmployeesare

experiencing

significantchangesintheworkplace41%45%41%39%37%34%Employeesareexperiencing

significantchangesintheworkplace:inthepast

12months,about40%ofChineseMainlandemployeesexperiencedsignificantchangesatwork,and41%ofthemclearlyreportingthattheir

workload

hasincreased,buttheir

wage

hasnotseenacorrespondingincreasetomatchtheirheightenedworkloadI

havehadto

learnto

usenewtools/technologiesinorder

to

do

my

jobMydailyresponsibilities

havechangedThestructure

ofmyteamhaschanged(e.g.,teamsizeorreportinglines)The

way

I

collaborate

withteammateshaschangedThenatureofmyrole

has

changed2022

20232024E Averagewagegrowthratein

Chinese

Mainland Averagewagegrowthratein

Global*Source:2023growthrateofsocial

wage

inChinaTier

I

city2022-2023

The

GlobalWageReport:theimpactofinflationandnew

coronarypneumoniaonwagesand

purchasing

power,International

LabourorganisationdataCompared

tothesurgeinworkload,employees’wagehasnotseen

acorrespondingincrease*10.20%Myworkloadhassignificantly

increased6.30%3.70%1.80%Q:Towhatextend

dothefollowingstatements

describechangesyouhaveexperienced

inyourrole,ifany,inthelast

12months?(Showing

only‘Large/Very

largeextent’

responses)PwC

|WorkforceHopesand

Fears

Survey

2024

|

ChineseMainland

Report

13ChangesthatChineseMainlandemployeesexperiencedinthelast

12

months

-0.90%

0.10%Employees’Experience—

Feelings14PwC

|WorkforceHopesand

FearsSurvey

2024

|ChineseMainland

ReportEmployeesarereadyforchangeChineseMainlandAPACGlobalIamexcited

aboutopportunitiestolearnandgrowin

my

roleIfeel

readytoadapttonewwaysofworking84%77%ChineseMainlandAPACGlobalRecent

changes

I

have

experienced

makemeconcerned

about

my

jobsecurityIdon'tunderstandwhythingsneedto

change;the

former

state

wasworking

fine53%58%55%47%50%44%Changing

Readiness—

FeelingsEmployeesaregenerallyopentochange:onthepositive

side,77%ofChinese

Mainlandemployeesbelieve

theyarereadytoadapttonewwaysofworking,andover80%ofthemaresatisfiedwiththeopportunities

forlearningandgrowth

intheirroleslastyear.

However,onthenegative

side,morethanhalfofemployeesstillconcernabout

jobsecurityandquestionthenecessityofchangesEmployeesinChineseMainlandarealsoconcernedabouttheir

jobsecurity,compared

to

their

Global

and

Asia-Pacific

counterpartsQ:Thinkingaboutchangesyouhaveexperienced

inyourroleinthelast

12months,

towhatextent

doyouagreeordisagreewiththefollowingstatements?EmployeesinChineseMainlandaremoreawareofandpositiveaboutchanges,compared

totheirGlobalandAsia-PacificcounterpartsPwC

|WorkforceHopesand

Fears

Survey

2024

|

ChineseMainland

Report

15PositiveNegative74%72%75%77%Chinese

Mainland

employees

across

industries:Who

agree

that

their

job

requires

specialisttraining/qualifications:•Industries:Health(88%),IndustrialManufacturing

&Automotive(87%),Energy,utilities&

resources(85%),ConsumerMarkets(83%),Financialservices(81%),TechnologyMedia&Telecom

(71%)Who

agree

that

the

skills

required

in

their

jobs

willchangesignificantlyinthenextfiveyears:•Industries:ConsumerMarkets(75%),

IndustrialManufacturing

&Automotive(75%),Energy,utilities&resources(75%),Health(71%),Financialservices(68%),TechnologyMedia&Telecom

(67%)My

jobrequiresspecialisttraining/qualificationsThe

skills

my

job

requireswillchangesignificantlyinthenext

fiveyearsChanging

Readiness—Training72%ofChinese

Mainlandemployeesbelieve

thattheskillsrequiredfortheirjobswillchangesignificantlyinthenextfive

years.Similar

tothetrendsinGlobalandAsia-Pacific,over

three-quartersof

thembelieve

thattheirrolesrequire

specialist

training/qualifications82%72%62%50%I

haveskills

thatare

notclearfrommyqualifications,job

history

or

job

titlesIfeel

I

havemissedoutonjobs/career

opportunitiesbecause

Idon't

knowtheQ:Regardingyourcurrentrole,towhatextend

doyouagreeordisagree

with

the

following

statements？

(Showing

only‘Slightly/Moderate/Strongly

agree’

responses）PwC

|WorkforceHopesand

Fears

Survey

2024

|

ChineseMainland

Report

16ChineseMainland

APAC

Global55%58%rightpeople66%

58%75%

75%51%

49%75%75%75%73%70%64%63%Technological

change(including

Al/generative

Al,robotics,etc.)Changesincustomerpreferences76%

70%Acti