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Transcript of üø þ ü - The Adecco Group€¦ · 0/0- &$''$)" 3+ / # )" / ' ./ 1 -4 4 -. G] b [Udc f Y k c f _...
Future Skilling
evaluate the skill gaps
through own research
Sw
iss
wo
rke
rs
Glo
ba
l wo
rke
rs
49%
Global workers
Swiss workers
Swiss workers
Global workers
37%
would like specialized reskilling provider to run the sessions
19% Swiss workers
39% Global workers
have acquired digital skills
see themselves responsible for acquiring new
skills would like their employer to develop training opportunities
69% Swiss workers
59% Global workers
have acquired technical or job specific skills
48% Swiss workers
30% Global workers
61%
Global workers
Swiss workers
62%
24%
Global workers
Swiss workers
38%
www.future-skilling.adeccogroup.com
Key learnings �om
Swiss workers
Even if Swiss workers see themselves responsible to
acquire new skills, they expect their employer to
develop the training opportunities. Interestingly, they
would like specialized training providers to run the
sessions before their employer.
Swiss workers seem to be lagging behind their peers in
the acquisition of digital skills, and to be more focused
on technical skills.
In Switzerland, workers seem to receive more support from their companies to define the need and are therefore less proactive in their yearly assessment.
Future Skilling
expect change at least
every 5 years
Sin
gap
ore
wo
rke
rs
Glo
ba
l wo
rke
rs
57%
Global workers
Singapore workers
Singapore workers
Global workers
37%
would like a professional reskilling provider to run the sessions
54% Singapore workers
32% Global
workers
are concerned about losing their job because of the changes
state the lack of time as hurdle to reskilling
state the cost as hurdle to reskilling
24% Singapore workers
24% Global workers
evaluate the skill gaps through own research
51% 38%
48%
Global workers
Singapore
34%
69%
Global workers
Singapore workers
66%
www.future-skilling.adeccogroup.com
Key learnings �om
Singaporean workers
Singaporean workers are proactive in the evaluation of
their skill gaps but would like professional reskilling
providers to run the sessions.
Even with the ongoing training subsidies initiative in
Singapore, cost is still an important hurdle to reskill and
time is a stronger hurdle for workers in Singapore than
for their peer average.
Even if workers in Singapore expect a speed of change similar to their peer average, they are more concerned about losing their job because of the changes.
Singapore workers
Global workers
Future Skilling
concerned about losing
their job because of the
changes
US
A w
ork
ers
Glo
ba
l wo
rke
rs
78%
Global workers
USA workers
USA workers
Global workers
62%
see themselves as responsible for reskilling
60% USA
workers
66% Global
workers
expect change at least every 5 years
state the lack of available training
as hurdle to reskilling use self study
37% USA workers
29%Global workers
assessing skill gaps on through self-assessment
44% 25%
16%
Global workers
USA workers
11%
17%
Global workers
USA workers
32%
www.future-skilling.adeccogroup.com
Key learnings �om
USA workers
However, they seem to be more proactive about their
skills set. They take more responsibility both to assess
their skill gaps and to acquire the right skill sets.
Besides the time and cost hurdles, the lack of available
training is also mentioned by workers as a reason for not
acquiring new skills.
US workers are less concerned about losing their job because of the changes.
USA workers
Global workers
Future Skilling
evaluate the skill gaps
through feedback from
colleagues
UK
wo
rke
rs
Glo
ba
l wo
rke
rs
60%
Global workers
UK workers
51%
of reskilling organized by employer
see themselves as responsible for reskilling
expect employers to develop the sessions
65% UK workers
59% Global workers
time commitment is main barrier to reskilling
33% 34%
72%
Global workers
UK workers
62%
34%
Global workers
UK workers
25%
www.future-skilling.adeccogroup.com
Key learnings �om
UK workers
Even if workers in the UK have a strong sense of
responsibility in regards to having the right skill sets, they
still expect their employer to organize the training
similar to the way it is done today.
Workers in the UK are lagging behind their peers
average in the acquisition of digital skills but acquire
more technical and job related skills.
Workers in the UK are evaluating their skill gaps through feedback from colleagues more than their peer average.
UK workers
Global workers
Future Skilling
expect change at least
every 5 years
Ja
pa
ne
se w
ork
ers
Glo
ba
l wo
rke
rs
37%
Global workers
Japanese workers
Japanese workers
Global workers
13%
have never considered reskilling
25% Japanese workers
32% Global
workers
concerned about losing their job because of the changes
of workers who did not consider
reskilling, did not have the
opportunity to do so
do not evaluate the skill gaps
30% Japanese workers
37% Japanese workers
16%
20%
Global workers
of reskilling organized by employer
61% 51%
Global workers
42%
Global workers
Japanese workers
66%
www.future-skilling.adeccogroup.com
Key learnings �om
Japanese workers
In Japan, less is happening around reskilling. More
workers do not evaluate their skill gaps, more did not
considered reskilling and over a third did not have an
opportunity to reskill
.
When workers are reskilling, than almost 2 out of 3 times
it is organized by their employer.
Workers in Japan expect significantly slower changes than their peer average, but are still concerned about losing their job because of the them.
Japanese workers
Global workers
Future Skilling
have acquired
digital skills
Ch
ine
se w
ork
ers
Glo
ba
l wo
rke
rs
15%
Global workers
Chinese workers
9%
have used online courses provider
state scheduling challenges are the
main barrier to reskilling of sessions organized by
reskilling provider
26% Chinese workers
9% Global workers
see themselves as responsible for reskilling
50% 62%
38%
Global workers
Chinese workers
14%
57%
Global workers
Chinese workers
39%
www.future-skilling.adeccogroup.com
Key learnings �om
Chinese workers
However, scheduling training is still a main hurdle for
workers to acquire new skills.
In addition, workers in China see themselves as slightly less
responsible for their skills than their global peer average.
Chinese workers appear to be more digital-oriented in their skills targeted, and experience more “modern” reskilling (i.e. use of reskilling providers and online courses).
Chinese workers
Global workers
Future Skilling
do not evaluate the
skill gaps
Fre
nch
wo
rke
rs
Glo
ba
l wo
rke
rs
34%
Global workers
French workers
22%
see their employers as responsible for reskilling
reskilling organized by
employer
expect employers to develop the sessions
65% French workers
59% Global workers
state money is a barrier to reskilling
41% 24%
76%
Global workers
French workers
51%
26%
Global workers
French workers
16%
www.future-skilling.adeccogroup.com
Key learnings �om
French workers
French workers
Global workers
For French workers, reskilling is strongly linked to the employer. They
consider their employers as responsible for them to have the right
skills, expect them to organize the training opportunities and to
run the sessions.
Even with the training accounts put in place in France, money is still the
main barrier for workers to reskill.
France is lagging behind in evaluating the skills gaps.
Future Skilling
see their job in
constant change
Ind
ian
wo
rke
rs
Glo
ba
l wo
rke
rs
90%
Global workers
Indian workers
77%
state that the reskilling policy of an employer has an impact on their choice of a new job versus
have acquired digital skills
state scheduling challenges are the main barrier to reskilling
28% Indian workers
14% Global workers
have never considered reskilling
5% 13%
63%
Global workers
Indian workers
39%
22%
Global workers
Indian workers
10%
www.future-skilling.adeccogroup.com
Key learnings �om
Indian workers
Therefore, most Indian workers have considered reskilling and state
that the employer reskilling policy as an impact on their choice of a
company to work for.
Indian workers are acquiring more digital skills than their global peer
average but scheduling training is still a important hurdle to reskilling.
Indian workers are expecting quicker change and are more concerned about losing their job because of the them, maybe because of the impact of automation on previously outsourced tasks.
Indian workers
Global workers
Indian workers
Global workers
54% Indian
workers
32% Global
workers
are concerned about losing their job because of the changes
Future Skilling
expect employers to
develop the sessions
Ita
lian
wo
rke
rs
Glo
ba
l wo
rke
rs
23%
Global workers
Italian workers
11%
state lack of available training is main barrier to reskilling
see themselves as primarily
responsible for reskilling have acquired digital skills
52% Italian workers
39% Global workers
expect themselves to develop the sessions
30% 47%
53%
Global workers
Italian workers
62%
64%
Global workers
Italian workers
59%
www.future-skilling.adeccogroup.com
Key learnings �om
Italian workers
Italian workers have acquired more digital and communication skills
than their peer average.
Besides the time and cost hurdles, the lack of available training is
also mentioned by workers as a reason for not acquiring new skills.
Half of Italian workers see themselves as responsible for acquiring new skills and are therefore expecting more from their employers (e.g., to develop training opportunities).
Italian workers
Global workers