This document summarizes the key findings of a study by Boston Consulting Group and The Network on shifts in global work mobility. The study surveyed over 200,000 people across 190 countries. It found that willingness to work abroad has declined significantly since previous studies, driven by nationalism and the COVID-19 pandemic. Canada has replaced the US as the most desirable country for foreign work, while other countries like Australia and Germany have fallen in the rankings, likely due to their pandemic responses. Remote work has also impacted preferences by allowing foreign jobs without relocation.
CIPR's annual State of the Profession report has, for ten years, explored the trends, issues and challenges facing public relations. It is the largest and most statistically robust investigation of its kind. From skills and salaries to diversity and gender pay, State of the Profession delivers industry-leading data on every aspect of the PR profession.
Selling Millenials on Political ParticipationNadine Janzen
This document examines reasons for low voter turnout among young people and potential solutions. It summarizes that voter turnout tends to increase with age as people reach major life milestones. However, young people today are delaying these milestones. The document then analyzes factors that affect youth voter turnout, such as education level, income, employment, race, and gender. Higher education and income are linked to higher turnout. The document proposes solutions like making voting more accessible and increasing civic education to engage more young voters.
This document discusses strategies for wealth managers to attract millennial clients. It notes that millennials are a digitally focused generation that values experiences over assets and wants advisors who understand their priorities of social consciousness, transparency, and building meaningful relationships. The document provides tips for wealth managers, including optimizing their digital presence and social media, tailoring their marketing materials to millennials, focusing on authenticity, and emphasizing shared values over returns. It stresses that a one-size-fits-all approach will not work with millennials and their diverse interests.
The Institute for Public Relations annually compiles top public relations research studies from the previous year. The 2021 compilation included 17 insights across various topics:
- Behavioral science research examined how anti-vaccination misinformation spreads on social media and how behavioral science can inform climate change communication and policymaking.
- Diversity, equity and inclusion research explored corporate racial justice communication, how employees cope with workplace racial discrimination, and barriers faced by women and minorities in career advancement.
- Research on environmental, social and corporate governance looked at the rising role of Chief Sustainability Officers and how boards updated their focus after the pandemic to prioritize risks like climate change.
- Studies on internal communication and culture analyzed the challenges
The Real Impact of Digital - As Seen From the "Virtual Coalface"thisfluidworld
A new study by INSEAD and this fluid world challenges some of the common assumptions and beliefs about the positioning of “digital”. The study approaches the issue of digital from a fresh direction: the real perceptions and experiences of managers on the ground and “in the coalface” of business. The results, as well as 21 insights and recommendations for the 21st century, are highlighted in this report The Real Impact of Digital - As Seen from the “Virtual Coalface”.
The document discusses the digital divide, which refers to the gap between individuals and groups who have access to digital technologies like broadband internet, and those who do not. It poses the digital divide as a major marketing challenge for organizations. Specifically:
1) Many Americans, especially in rural areas, still lack broadband access, which limits their ability to participate in online marketing research and activities. This skews marketing data and limits innovation.
2) While broadband infrastructure has expanded, adoption rates in the U.S. still lag behind other developed countries. This hinders economic growth and new product development.
3) Closing the digital divide requires a collaborative effort between government, companies, and non-profits to expand
The document summarizes several news stories:
1) A study found that 60% of employees have medical deductibles over $1,200, showing the rising costs of healthcare in the US.
2) The percentage of unbanked US households hit a record low of 7% last year, but over a quarter of households are still unbanked or underbanked.
3) Research warns that the percentage of women in computing jobs will decline to 22% by 2025 unless more is done to encourage women to study computer science.
4) Stock markets indexes tracking companies that benefit from Clinton or Trump fell similarly after the final debate, suggesting the election outcome is now seen as a risk by investors
CIPR's annual State of the Profession report has, for ten years, explored the trends, issues and challenges facing public relations. It is the largest and most statistically robust investigation of its kind. From skills and salaries to diversity and gender pay, State of the Profession delivers industry-leading data on every aspect of the PR profession.
Selling Millenials on Political ParticipationNadine Janzen
This document examines reasons for low voter turnout among young people and potential solutions. It summarizes that voter turnout tends to increase with age as people reach major life milestones. However, young people today are delaying these milestones. The document then analyzes factors that affect youth voter turnout, such as education level, income, employment, race, and gender. Higher education and income are linked to higher turnout. The document proposes solutions like making voting more accessible and increasing civic education to engage more young voters.
This document discusses strategies for wealth managers to attract millennial clients. It notes that millennials are a digitally focused generation that values experiences over assets and wants advisors who understand their priorities of social consciousness, transparency, and building meaningful relationships. The document provides tips for wealth managers, including optimizing their digital presence and social media, tailoring their marketing materials to millennials, focusing on authenticity, and emphasizing shared values over returns. It stresses that a one-size-fits-all approach will not work with millennials and their diverse interests.
The Institute for Public Relations annually compiles top public relations research studies from the previous year. The 2021 compilation included 17 insights across various topics:
- Behavioral science research examined how anti-vaccination misinformation spreads on social media and how behavioral science can inform climate change communication and policymaking.
- Diversity, equity and inclusion research explored corporate racial justice communication, how employees cope with workplace racial discrimination, and barriers faced by women and minorities in career advancement.
- Research on environmental, social and corporate governance looked at the rising role of Chief Sustainability Officers and how boards updated their focus after the pandemic to prioritize risks like climate change.
- Studies on internal communication and culture analyzed the challenges
The Real Impact of Digital - As Seen From the "Virtual Coalface"thisfluidworld
A new study by INSEAD and this fluid world challenges some of the common assumptions and beliefs about the positioning of “digital”. The study approaches the issue of digital from a fresh direction: the real perceptions and experiences of managers on the ground and “in the coalface” of business. The results, as well as 21 insights and recommendations for the 21st century, are highlighted in this report The Real Impact of Digital - As Seen from the “Virtual Coalface”.
The document discusses the digital divide, which refers to the gap between individuals and groups who have access to digital technologies like broadband internet, and those who do not. It poses the digital divide as a major marketing challenge for organizations. Specifically:
1) Many Americans, especially in rural areas, still lack broadband access, which limits their ability to participate in online marketing research and activities. This skews marketing data and limits innovation.
2) While broadband infrastructure has expanded, adoption rates in the U.S. still lag behind other developed countries. This hinders economic growth and new product development.
3) Closing the digital divide requires a collaborative effort between government, companies, and non-profits to expand
The document summarizes several news stories:
1) A study found that 60% of employees have medical deductibles over $1,200, showing the rising costs of healthcare in the US.
2) The percentage of unbanked US households hit a record low of 7% last year, but over a quarter of households are still unbanked or underbanked.
3) Research warns that the percentage of women in computing jobs will decline to 22% by 2025 unless more is done to encourage women to study computer science.
4) Stock markets indexes tracking companies that benefit from Clinton or Trump fell similarly after the final debate, suggesting the election outcome is now seen as a risk by investors
Building a Culture of Innovation in Higher EducationLuciano Sathler
This document provides a framework and self-assessment tool to help higher education leaders build a culture of innovation at their institutions. It identifies 7 key factors that drive an innovation culture: leadership, structure and process, resource allocation, capacity, communication, learning agenda, and policy environment. The tool can be used to assess an organization's current level of progress in establishing an innovation culture based on these factors. The document aims to help higher ed leaders navigate challenges to innovation, such as a lack of evidence for new approaches and resistance to change, in order to reinvent higher education.
The document summarizes key points about communicating with a changing workforce in the future. It discusses:
1) The basic principles of effective communication like interaction, feedback, and listening remain important despite technological changes.
2) Workforce analysis can identify archetypes to help tailor communication.
3) Hiring practices are evolving to prioritize more generalist roles and critical thinking over specialized skills due to blurred internal/external lines.
4) Strong writing skills remain important, but an emphasis is placed on strategic and critical thinking to solve business challenges.
A new research report published today by the Chartered Institute of Public Relations (CIPR) finds a public relations industry in which BAME practitioners tell of racism, microaggressions and unconscious biases faced, and having to work within an inflexible culture that denies them opportunities and fair progression.
The report - ‘Race in PR: BAME lived experiences in the UK PR industry’ - is calling on senior PR business leaders to take these findings seriously and work to change practices and cultures to “unleash talent and create a fair and equal workplace for all”.
Bay Area Council Economic Institute Chair and McKinsey & Company Western Region Managing Partner Kausik Rajgopal's presentation for the BACEI's 10th Annual Economic Forecast
The document is a final report and action plan from RocCity Coalition that outlines their vision for Greater Rochester to be an attractive community for young professionals by 2025. The report discusses findings from a survey of over 700 young professionals that identified key issues related to demographics, housing, employment, education, lifestyle/mobility, and community connections. It then outlines research conducted, including focus groups and benchmarking other cities, to further analyze these issues and understand young professional perspectives. The report proposes that addressing these issues through civic engagement, policy changes, and community development initiatives could help attract, retain, and empower young professionals in Rochester over the next decade.
This document discusses skills shortages and regional economies in rural Minnesota. It notes that the workforce is aging and projected to grow older. While the workforce will increase by 165,000 between 2010-2035, 60,000 jobs may be unfilled due to demographic changes. Key industries in rural Minnesota like manufacturing, healthcare, and agriculture require skilled workers in specialized occupations like engineers, technicians, and life scientists. Maintaining the skilled workforce needed for these industries is important for rural economic vitality as small communities face declining young populations.
2015 investor digital and social media surveyBrunswick Group
Brunswick Group releases findings of its fifth global investor survey, which tracks the changing trends in how investors use digital media.
Key highlights from this year’s survey include:
• Influence of information direct from companies continues to increase
• Of digital media, blogs and presentation sharing cited as most influential
For more information please contact:
Jason Golz: www.brunswickgroup.com/people/directory/jason-golz/
Sparky Zivin: www.brunswickgroup.com/people/directory/sparky-zivin/
This document provides an overview and introduction to the Women, Business and the Law 2014 report. It summarizes the goal of the report, which is to analyze gender differences in laws and regulations affecting women's entrepreneurship and employment opportunities across 143 economies. The report covers 7 indicators: accessing institutions, using property, getting a job, providing incentives to work, building credit, going to court, and a new pilot indicator on protecting women from violence. It aims to identify legal barriers preventing women from starting businesses or working, and areas where reforms could enhance gender equality. However, the report does not cover all social, economic and cultural factors influencing women's opportunities, focusing specifically on the formal legal framework.
Women In Procurement - Equality Opportunity Means Equal PayJon Hansen
THE PROCUREMENT ITALIA MAGAZINE
Year 5 Number 3 - 2019
"It is the people within an organization who are responsible for digital success. To realize that success, we need more women to get in the game in multiple roles, starting with equal opportunity and equal pay."
The document discusses three potential futures or "worlds" for how work may change between now and 2022 based on projections and surveys.
1) The "Blue World" where large corporations continue to grow in size and power, prioritizing individual preferences over social responsibility.
2) The "Green World" where concerns about sustainability, climate change, and demographics become the main drivers of business and social responsibility dominates corporate agendas.
3) The "Orange World" featuring increased specialization and fragmentation as companies break into smaller collaborative networks.
The document provides an overview of five key global supertrends that will impact the business environment in 2017: 1) Global trade, populism, and slowing economic growth. 2) Increased geopolitical instability. 3) Continued lower commodity prices. 4) Uncertainty around climate change policy. 5) Accelerating expansion of digital technologies such as IoT, AI, and virtual reality. It discusses the implications of each trend for procurement and supply chain management, including a focus on cost efficiencies, proactive risk management, driving overall value from lower costs, integrating sustainability goals into supplier relationships, and factoring new technologies into procurement strategies.
The Chartered Institute of Public Relations (CIPR) has published its 2020 Annual Report, reflecting on a year like no other; shaped by the global pandemic, focused on supporting the profession and, ultimately, showing the resilience of the public relations community.
This year’s edition highlights five critical trends for communicators in the next 12-18 months. Each is brought to life with real-world examples, implications for businesses and a carefully curated selection of classes from innovative institutions worldwide.
The Study Guide is designed as both a primer and a resource to allow for deep-dives. We hope it piques your curiosity and gives you fluency in new elements of modern media and communications.
Etude et Classement des CSR Awards LundquistYoumatter
The document discusses the results of a study analyzing the online corporate social responsibility (CSR) communications of the top 100 companies in Europe. Key findings include:
- 23 companies were excluded for not disclosing basic CSR information online.
- The average score for companies was 43.5 out of 100, down from 49.8 in 2012.
- Companies performed best in providing concrete CSR data but poorly in the areas of integration and distinctiveness of their online communications.
- Deutsche Post DHL, Nestlé and Unilever emerged as the top three performers in Europe. Many companies still have room for improvement in telling engaging, unique stories about their CSR strategies online.
Conclusions de l'enquête Parties PrenantesYoumatter
The survey summarizes findings from Lundquist's 2014 CSR Online Awards Survey, which tracked trends in how experts and stakeholders engage with companies' CSR information online. Key findings include:
- LinkedIn and Facebook are the most popular social media channels for CSR discussions, with LinkedIn being the top choice. Videos and infographics are valued but must showcase material topics and multiple perspectives.
- Stakeholder engagement requires following up on feedback, transparency, and avoiding superficial interactions. Users want more personal engagement with CSR managers on social media.
- Respondents want concrete examples of strategies in action, case studies, and unbiased perspectives from a variety of sources on material topics. Self-promotional content is frustrating.
The 5th Annual JOTW Strategic Communications Survey for 2022Frank Strong
5th annual survey of 483 professionals working in communications, public relations and public affairs.
This survey was a joint effort between Ned’s Job of the Week (JOTW) and Sword and the Script Media, LLC. Subscribers to both organizations were solicited to take the survey through mentions in the weekly newsletter, dedicated email requests and social media. Gini Dietrich and Karen Swim also solicited respondents from their respective communities at Spin Sucks and Solo PR Pro.
In total 483 respondents took the survey online, using Survey Monkey, from Friday, May 6, 2022, until June 14, 2022.
Survey takers were incentivized to take the survey with an offer to be entered for a chance to win one of three gift cards ($100, $50 and $25).
IPR Top 19 Public Relations Insights of 2022Olivia Kresic
The Institute for Public Relations synthesizes the top research studies that we think public relations professionals need to know about from the previous year. Last year, communicators across industries guided their organizations to dive deeper into supporting diversity, equity and inclusion as well as environmental, social and governance work. Research areas addressed these trends along with changes in the public relations field from rapid growth to increasing demand for services to burnout in professionals. The end of this report includes a list of IPR resources and IPR signature studies published in 2022. We want to extend a thank you to our Board of Trustees, comprising senior level executives and academic leaders in public relations, for driving the mission and work we do.
Etude PwC "20ème édition de la CEO Survey" - Janvier 2017PwC France
Quelles sont les préoccupations des dirigeants en 2017 ?
Cette année, plus de 1300 dirigeants du monde entier ont témoigné de leur confiance en l’avenir, leur priorités stratégiques.
Recherche de talents et des futurs leaders de demain, stratégies de développement, poids de la technologie et son impact sur la confiance en l’entreprise, dynamiques opposées de mondialisation et de nationalismes impactent le quotidien des dirigeants. Quel regard portent-ils sur leur environnement ?
http://pwc.to/2k0a12Q
***************************************************************
For the last two decades, PwC has asked business leaders everywhere about the trends reshaping business and society. As we mark the 20th year of our annual CEO survey, we’ve observed just how much the world has changed.
The document discusses a research study conducted by Bloom Consulting and D2-Analytics on the impact of COVID-19 on nation brands. The study analyzed global data sources and an international survey to understand how the pandemic has affected perceptions of different countries' crisis management and subsequent impacts on their nation brands. Key findings include that 68% of respondents reported changing their perceptions of countries based on how well or poorly they handled the crisis, and that 55% believed crisis management worsened images for most countries, while only 13% saw improvements. The crisis was found to predominantly impact perceptions of countries' public governance abilities rather than other brand dimensions.
Deloitte India : 2019 Deloitte Global Human Capital Trendsaakash malhotra
Deloitte’s Human Capital professionals leverage research, analytics, and industry insights to help design and execute the HR, talent, leadership and change programs that enable business performance through people performance. See More : https://www2.deloitte.com/in/en.html
Building a Culture of Innovation in Higher EducationLuciano Sathler
This document provides a framework and self-assessment tool to help higher education leaders build a culture of innovation at their institutions. It identifies 7 key factors that drive an innovation culture: leadership, structure and process, resource allocation, capacity, communication, learning agenda, and policy environment. The tool can be used to assess an organization's current level of progress in establishing an innovation culture based on these factors. The document aims to help higher ed leaders navigate challenges to innovation, such as a lack of evidence for new approaches and resistance to change, in order to reinvent higher education.
The document summarizes key points about communicating with a changing workforce in the future. It discusses:
1) The basic principles of effective communication like interaction, feedback, and listening remain important despite technological changes.
2) Workforce analysis can identify archetypes to help tailor communication.
3) Hiring practices are evolving to prioritize more generalist roles and critical thinking over specialized skills due to blurred internal/external lines.
4) Strong writing skills remain important, but an emphasis is placed on strategic and critical thinking to solve business challenges.
A new research report published today by the Chartered Institute of Public Relations (CIPR) finds a public relations industry in which BAME practitioners tell of racism, microaggressions and unconscious biases faced, and having to work within an inflexible culture that denies them opportunities and fair progression.
The report - ‘Race in PR: BAME lived experiences in the UK PR industry’ - is calling on senior PR business leaders to take these findings seriously and work to change practices and cultures to “unleash talent and create a fair and equal workplace for all”.
Bay Area Council Economic Institute Chair and McKinsey & Company Western Region Managing Partner Kausik Rajgopal's presentation for the BACEI's 10th Annual Economic Forecast
The document is a final report and action plan from RocCity Coalition that outlines their vision for Greater Rochester to be an attractive community for young professionals by 2025. The report discusses findings from a survey of over 700 young professionals that identified key issues related to demographics, housing, employment, education, lifestyle/mobility, and community connections. It then outlines research conducted, including focus groups and benchmarking other cities, to further analyze these issues and understand young professional perspectives. The report proposes that addressing these issues through civic engagement, policy changes, and community development initiatives could help attract, retain, and empower young professionals in Rochester over the next decade.
This document discusses skills shortages and regional economies in rural Minnesota. It notes that the workforce is aging and projected to grow older. While the workforce will increase by 165,000 between 2010-2035, 60,000 jobs may be unfilled due to demographic changes. Key industries in rural Minnesota like manufacturing, healthcare, and agriculture require skilled workers in specialized occupations like engineers, technicians, and life scientists. Maintaining the skilled workforce needed for these industries is important for rural economic vitality as small communities face declining young populations.
2015 investor digital and social media surveyBrunswick Group
Brunswick Group releases findings of its fifth global investor survey, which tracks the changing trends in how investors use digital media.
Key highlights from this year’s survey include:
• Influence of information direct from companies continues to increase
• Of digital media, blogs and presentation sharing cited as most influential
For more information please contact:
Jason Golz: www.brunswickgroup.com/people/directory/jason-golz/
Sparky Zivin: www.brunswickgroup.com/people/directory/sparky-zivin/
This document provides an overview and introduction to the Women, Business and the Law 2014 report. It summarizes the goal of the report, which is to analyze gender differences in laws and regulations affecting women's entrepreneurship and employment opportunities across 143 economies. The report covers 7 indicators: accessing institutions, using property, getting a job, providing incentives to work, building credit, going to court, and a new pilot indicator on protecting women from violence. It aims to identify legal barriers preventing women from starting businesses or working, and areas where reforms could enhance gender equality. However, the report does not cover all social, economic and cultural factors influencing women's opportunities, focusing specifically on the formal legal framework.
Women In Procurement - Equality Opportunity Means Equal PayJon Hansen
THE PROCUREMENT ITALIA MAGAZINE
Year 5 Number 3 - 2019
"It is the people within an organization who are responsible for digital success. To realize that success, we need more women to get in the game in multiple roles, starting with equal opportunity and equal pay."
The document discusses three potential futures or "worlds" for how work may change between now and 2022 based on projections and surveys.
1) The "Blue World" where large corporations continue to grow in size and power, prioritizing individual preferences over social responsibility.
2) The "Green World" where concerns about sustainability, climate change, and demographics become the main drivers of business and social responsibility dominates corporate agendas.
3) The "Orange World" featuring increased specialization and fragmentation as companies break into smaller collaborative networks.
The document provides an overview of five key global supertrends that will impact the business environment in 2017: 1) Global trade, populism, and slowing economic growth. 2) Increased geopolitical instability. 3) Continued lower commodity prices. 4) Uncertainty around climate change policy. 5) Accelerating expansion of digital technologies such as IoT, AI, and virtual reality. It discusses the implications of each trend for procurement and supply chain management, including a focus on cost efficiencies, proactive risk management, driving overall value from lower costs, integrating sustainability goals into supplier relationships, and factoring new technologies into procurement strategies.
The Chartered Institute of Public Relations (CIPR) has published its 2020 Annual Report, reflecting on a year like no other; shaped by the global pandemic, focused on supporting the profession and, ultimately, showing the resilience of the public relations community.
This year’s edition highlights five critical trends for communicators in the next 12-18 months. Each is brought to life with real-world examples, implications for businesses and a carefully curated selection of classes from innovative institutions worldwide.
The Study Guide is designed as both a primer and a resource to allow for deep-dives. We hope it piques your curiosity and gives you fluency in new elements of modern media and communications.
Etude et Classement des CSR Awards LundquistYoumatter
The document discusses the results of a study analyzing the online corporate social responsibility (CSR) communications of the top 100 companies in Europe. Key findings include:
- 23 companies were excluded for not disclosing basic CSR information online.
- The average score for companies was 43.5 out of 100, down from 49.8 in 2012.
- Companies performed best in providing concrete CSR data but poorly in the areas of integration and distinctiveness of their online communications.
- Deutsche Post DHL, Nestlé and Unilever emerged as the top three performers in Europe. Many companies still have room for improvement in telling engaging, unique stories about their CSR strategies online.
Conclusions de l'enquête Parties PrenantesYoumatter
The survey summarizes findings from Lundquist's 2014 CSR Online Awards Survey, which tracked trends in how experts and stakeholders engage with companies' CSR information online. Key findings include:
- LinkedIn and Facebook are the most popular social media channels for CSR discussions, with LinkedIn being the top choice. Videos and infographics are valued but must showcase material topics and multiple perspectives.
- Stakeholder engagement requires following up on feedback, transparency, and avoiding superficial interactions. Users want more personal engagement with CSR managers on social media.
- Respondents want concrete examples of strategies in action, case studies, and unbiased perspectives from a variety of sources on material topics. Self-promotional content is frustrating.
The 5th Annual JOTW Strategic Communications Survey for 2022Frank Strong
5th annual survey of 483 professionals working in communications, public relations and public affairs.
This survey was a joint effort between Ned’s Job of the Week (JOTW) and Sword and the Script Media, LLC. Subscribers to both organizations were solicited to take the survey through mentions in the weekly newsletter, dedicated email requests and social media. Gini Dietrich and Karen Swim also solicited respondents from their respective communities at Spin Sucks and Solo PR Pro.
In total 483 respondents took the survey online, using Survey Monkey, from Friday, May 6, 2022, until June 14, 2022.
Survey takers were incentivized to take the survey with an offer to be entered for a chance to win one of three gift cards ($100, $50 and $25).
IPR Top 19 Public Relations Insights of 2022Olivia Kresic
The Institute for Public Relations synthesizes the top research studies that we think public relations professionals need to know about from the previous year. Last year, communicators across industries guided their organizations to dive deeper into supporting diversity, equity and inclusion as well as environmental, social and governance work. Research areas addressed these trends along with changes in the public relations field from rapid growth to increasing demand for services to burnout in professionals. The end of this report includes a list of IPR resources and IPR signature studies published in 2022. We want to extend a thank you to our Board of Trustees, comprising senior level executives and academic leaders in public relations, for driving the mission and work we do.
Etude PwC "20ème édition de la CEO Survey" - Janvier 2017PwC France
Quelles sont les préoccupations des dirigeants en 2017 ?
Cette année, plus de 1300 dirigeants du monde entier ont témoigné de leur confiance en l’avenir, leur priorités stratégiques.
Recherche de talents et des futurs leaders de demain, stratégies de développement, poids de la technologie et son impact sur la confiance en l’entreprise, dynamiques opposées de mondialisation et de nationalismes impactent le quotidien des dirigeants. Quel regard portent-ils sur leur environnement ?
http://pwc.to/2k0a12Q
***************************************************************
For the last two decades, PwC has asked business leaders everywhere about the trends reshaping business and society. As we mark the 20th year of our annual CEO survey, we’ve observed just how much the world has changed.
The document discusses a research study conducted by Bloom Consulting and D2-Analytics on the impact of COVID-19 on nation brands. The study analyzed global data sources and an international survey to understand how the pandemic has affected perceptions of different countries' crisis management and subsequent impacts on their nation brands. Key findings include that 68% of respondents reported changing their perceptions of countries based on how well or poorly they handled the crisis, and that 55% believed crisis management worsened images for most countries, while only 13% saw improvements. The crisis was found to predominantly impact perceptions of countries' public governance abilities rather than other brand dimensions.
Deloitte India : 2019 Deloitte Global Human Capital Trendsaakash malhotra
Deloitte’s Human Capital professionals leverage research, analytics, and industry insights to help design and execute the HR, talent, leadership and change programs that enable business performance through people performance. See More : https://www2.deloitte.com/in/en.html
Global talent trends and the role of Recruitment agenciesPeter Cosgrove
The document discusses global trends in recruitment agencies and talent management. It notes that recruitment agencies play an important role in helping companies find talent more easily. The recruitment agency market is large and growing, with Europe, the US, and Japan being the largest markets. Employers use agencies to find hidden talent, save time in hiring, improve their brand, and gain expertise in new markets. Jobseekers use agencies to access opportunities, get advice, and find flexible work arrangements. For agencies to thrive, they need to specialize, demonstrate their value online, and focus on building talent networks rather than just providing CVs.
The document discusses trends that will impact the future workforce based on a workshop discussing the topic. Key points include:
1) Technological advances like automation and AI will shift many jobs to require more human skills like complex problem-solving, while connectivity will widen the global talent pool.
2) Demographics show population growth stabilizing around 9.6-12.3 billion by 2100, shifting more workers internationally to support innovation.
3) HR and recruiting roles will focus more on higher-level analysis and strategy as tools handle routine tasks, while personal branding grows in importance for career navigation.
4) Work-life balance may be challenging as lines blur between personal and professional identities online, requiring laws
The Permanent Relocation of Working Professionals presented by BlindTeamBlind
If you had a choice to WFH as much as you would like, would you consider relocating? Blind, an anonymous community of verified professionals with 3.6 million users, began running a survey gauging whether tech and finance professionals, given a choice to work from home permanently, would consider relocating out of San Francisco Bay Area, New York, and Seattle Area. 66% of professionals on Blind would consider relocating according to results
4,400 users across these three major cities show intentions of limiting their time physically going to the office. 15% anticipate never returning to the office.
After Twitter’s permanent work from home announcement, 66% of Twitter employees in the Bay Area do not anticipate relocating.
The document summarizes the results of a survey conducted by Blind about professionals' willingness to relocate with a pay cut if they could work remotely permanently. Some key findings:
- 32% of professionals surveyed would consider relocating with a pay cut for more remote work flexibility.
- The Bay Area, New York, and Seattle had similar proportions (35%, 30%, and 31% respectively) who would relocate with a pay cut.
- New Yorkers were most interested in leaving the metropolitan area, with 75% wanting to do so, and only 25% unwilling to relocate out of the city.
- When asked about pay cut amounts, over 30% in all locations would accept under
The document provides information about a marketing report assignment for a BA in Business Studies. It includes details like the module title, assignment title, submission date, and learning outcomes assessed. It then provides a summary of the executive summary of a marketing strategy report for a new Gen Z-focused application called Zen Bizz. The summary discusses researching Gen Z's dependence on technology and social media. It proposes promoting the app on social media and attracting influencers to reach Gen Z users and their interests.
The document provides information about a marketing report assignment for a BA in Business Studies. It includes details like the module title, assignment title, submission date, and learning outcomes assessed. It then provides a summary of the executive summary of a marketing strategy report for a new Gen Z-focused application called Zen Bizz. The summary discusses researching Gen Z's dependence on technology and social media. It proposes promoting the app on social media and attracting influencers to reach Gen Z users and their interests.
Successful young entrepreneurial innovators have achieved something akin to rockstar status. They grace magazine covers and keynote global conferences, inspiring burgeoning
start-ups and Fortune 50 companies alike.
Collectively, young entrepreneurs are innovative by nature and their thinking is an important source of growth and job creation across the world. Today, with digital tools in hand, leaders are better positioned to expand their businesses across borders, seize niche opportunities and shape the global economic future.
Yet, most of today’s young entrepreneurs want more than status and a global corporate footprint. Their ideas of success arise from powerful social, political and economic convictions.
To find out what really makes young innovators tick, The Economist Intelligence Unit, sponsored by FedEx, surveyed more than 500 of these young entrepreneurs around the globe about their motivations, ideals and priorities. Our survey respondents were between 25 and 50 years of age and all founders, owners or partners of firms with fewer than 500 employees. They are living in North America, Europe, Middle
East, India and Africa, Asia-Pacific, and Latin America. We surveyed them on matters of globalization, technology and social values.
We then compared their views with a similar survey of the general public in the same regions. Side by side, these surveys enabled us to differentiate the outlooks of today’s young and innovative entrepreneurs.
Our surveys identified four key mindsets that guide young entrepreneurs: leading with passion; thinking globally; embracing social responsibility; and banking on connectivity. This report explores the similarities and divergences of today’s young entrepreneurs and the general public. It seeks insights into the elements of the business environment that matter most to entrepreneurs, as well as their views on a variety of issues including free trade and social responsibility.
The document discusses the future of work and how technological changes are impacting organizations. Three key points:
1) Technological advances like automation and AI are driving major disruptions in the workforce by changing skills needs and job roles at a rapid pace. This pace of change presents challenges for internal communication.
2) Internal communication tools and technologies are often lagging behind external tools, making it difficult for communicators to effectively reach employees.
3) Communicators emphasized that speed and agility present challenges to communicating organizational culture and values to employees as they experience frequent changes and uncertainty. Maintaining employee engagement and understanding of company goals is important.
Global employee engagement increased slightly to 61% overall in 2013 as the global economy stabilized. However, perceptions of the employee value proposition have decreased, with fewer employees seeing a long-term path or compelling value with their current employer. Engagement levels and economic trends vary significantly between emerging and mature markets. Best employer companies that display strong leadership, reputation, performance orientation and engagement outperform average companies on key financial metrics like revenue growth and shareholder value, even those with only top quartile engagement levels. Leaders play a key role in driving engagement throughout organizations.
salary, a fundamental question
Knowing that the wages you are offering employees is
fair is intrinsic in your success. When you’re recruiting for a
new position does what you’re offering stack up with your
competitors in your own city, and what about companies
in other major Canadian cities?
It is a matter of perception; if offers are too low will strong
performers choose to work with you? If they are too high
can you afford to keep your staffing levels where they
need to be?
The question of what people are being paid so
fundamental that it is something we are asked about by
our friends and families, the media, our clients and it is a
discussion we have with job candidates literally tens of thousands of times a year.
Randstad technologies has commissioned a comprehensive analysis of our own
internal numbers and numbers from a valued external resource and have produced a
guide to the salaries of roles that matter to you, focused on the cities where you work.
The business intelligence of salary is a complex problem to address. Randstad Canada
places thousands of people a month, in cities across the country in every industry – but
that data, as strong as it is doesn’t comprise all of the data we use and should make
available. To help us fill in the gaps, we worked with the Economic Research Institute
to establish a more comprehensive view of salaries in Canada.
We’ve separated our guide by industry and by region — providing you a focused look
on the jobs that matter to you.
We hope that this guide helps you plan your future growth.
Randstad Canada is the Canadian leader for staffing, recruitment and HR Services. As the only fully integrated staffing company in the country, we understand the recruitment needs and demands of employers and job seekers across all levels and industries. Through our insightful knowledge of local markets, employment trends and global network of recruitment experts, we are shaping the Canadian world of work.
Find out how Randstad Canada can help you find and manage the best talent to move your business forward.
Visit http://www.randstad.ca
This document is a report on the South African freelance media industry and rates in 2019. It provides data on demographics of freelancers such as location, age, gender, race, education level and income. Key findings include that most freelancers are under 40, located in Western Cape and Gauteng, and earn less than R22,387 per month. Graphic design is the most common specialization while online/digital provides the most work. The report also provides average rates for various freelance services by province.
This document is a report on the South African freelance media industry and rates in 2019. It provides data on demographics of freelancers such as location, age, gender, race, education level and income. Key findings include that most freelancers are under 40, located in Western Cape and Gauteng, and earn less than R22,387 per month. Graphic design is the most common specialization while online/digital provides the most work. The report also provides average rates for various freelance services by province. It aims to help freelancers and clients understand the industry landscape and negotiate fees.
Nationalisation 2.0: Real-Life Case Studies and a Toolkit for Implementing Su...The HR Observer
This interactive, action-oriented session led by nationalisation experts will provide participants with practical tools on creating and implementing sustainable strategies based on the unique Nationalisation 2.0TM model. The session will highlight latest research on national talent and provide real-life case-studies from leading employers in the GCC. It will focus on a holistic approach to nationalisation – on how to attract, engage, perform, develop & retain talent. Delegates will receive their own toolkits to implementing Nationalisation programmes.
David Jones, Managing Director, The Talent Enterprise
Radhika Punshi, Consulting Director, The Talent Enterprise
Knowing that the wages you are offering employees is
fair is intrinsic in your success. When you’re recruiting for a
new position does what you’re offering stack up with your
competitors in your own city, and what about companies
in other major Canadian cities?
It is a matter of perception; if offers are too low will strong
performers choose to work with you? If they are too high
can you afford to keep your staffing levels where they
need to be?
The question of what people are being paid so
fundamental that it is something we are asked about by
our friends and families, the media, our clients and it is a
discussion we have with job candidates literally tens of thousands of times a year.
Randstad technologies has commissioned a comprehensive analysis of our own
internal numbers and numbers from a valued external resource and have produced a
guide to the salaries of roles that matter to you, focused on the cities where you work.
The business intelligence of salary is a complex problem to address. Randstad Canada
places thousands of people a month, in cities across the country in every industry – but
that data, as strong as it is doesn’t comprise all of the data we use and should make
available. To help us fill in the gaps, we worked with the Economic Research Institute
to establish a more comprehensive view of salaries in Canada.
We’ve separated our guide by industry and by region — providing you a focused look
on the jobs that matter to you.
We hope that this guide helps you plan your future growth.
about Randstad Canada
Randstad Canada is the Canadian leader for staffing, recruitment and HR Services. As the only fully integrated staffing company in the country, we understand the recruitment needs and demands of employers and job seekers across all levels and industries. Through our insightful knowledge of local markets, employment trends and global network of recruitment experts, we are shaping the Canadian world
of work.
To find out how Randstad can help you find and manage the best talent to move your business forward, visit http://www.randstad.ca
How Do OECD Forum Attendees Compare with Citizens Around the World on Views A...Pew Research Center
This document summarizes the key findings of a survey conducted by the Pew Research Center of 183 attendees of the 2019 OECD Forum. The survey asked about views related to the COVID-19 pandemic, the economy, automation, and multilateralism. Some high-level findings include: majorities of both forum attendees and publics say their lives have changed due to the pandemic; forum attendees are more optimistic about short-term economic improvements than long-term job security; most see automation as beneficial but having severe impacts like rising inequality; and forum attendees strongly support addressing global issues through international cooperation more so than general publics.
Similar to Decoding-global-talent-onsite-and-virtual-March-2021 (20)
La dernière étude Figaro Recruteur/Ifop sur les dernières données du marché du travail et la projection sur les mois à venir.
Sans surprise, la reprise est prévu pour 2022.
Les candidats sont inquiets, recherchent la stabilité et la réassurance.
La majorité des RH prévoient de maintenir leurs effectifs (et c'est le challenge prioritaire pour 2021), et 19% veulent créer des postes.
65% des entreprises veulent recruter des jeunes.
L'attention des RH en 2021 est résolument centrée sur les collaborateurs (retenir, fidéliser, sécuriser)
Recrutement et mobilité en région PDLL - Etude FedIouliaMikaloff
Des candidats de 6 régions françaises ont été interrogés au sujet des leur vision du marché et de la mobilité.
A noter, les candidats de la région PDLL sont les seuls à indiquer la rémunération comme facteur principal de la satisfaction au travail.
Dans tous les autres régions le trio de tête est composé de l'intérêt des missions, de l'équilibre pro/perso et des perspectives d'évolution.
L'identification des competences dans le recrutement de cadresIouliaMikaloff
Les enjeux :
Lors d’un recrutement, les compétences recherchées varient selon les interlocuteurs et s’affinent au fur et à mesure.
> La notion de compétences reste imprécise pour nombre d’acteurs du recrutement et est souvent apparentée en premier lieu aux missions et activités techniques associées au poste à pourvoir.
> Les entreprises distinguent cependant trois types de compétences : techniques, transverses et comporetementales. Ces compétences peuvent toutefois avoir un sens différent selon les métiers cadres exercés.
> La liste initiale des compétences recherchées n’a pas la même importance et fait l’objet d’ajustements tout au long du processus de recrutement.
> L’identification et l’évaluation des compétences techniques permettent d’opérer un premier tri des candidatures reçues ; celles relatives aux compétences comportementales de départager les candidat∙e∙s restant∙e∙s.
> Ces processus d’identification et d’évaluation sont globalement peu outillés, même si des tentatives d’objectivation et de rationalisation existent.
> Les recruteurs procèdent à des ajustements en cas de difficulté de recrutement. Ceux-ci concernent essentiellement les compétences techniques jugées plus facilement perfectibles que les soft-skills.
> La logique « adéquationniste » qui voudrait rapprocher (y compris parfois automatiquement) compétences recherchées par les entreprises et compétences détenues par les cadres, est ainsi peu opérante dans les faits.
> Au-delà des compétences formalisées en amont et qui peuvent évoluer au cours du recrutement, la capacité des candidat∙e∙s à convaincre de leur motivation, à acquérir des compétences ou encore à s’intégrer au sein d’une équipe sont des éléments clés dans la prise de décision finale. Or il s’agit précisément des dimensions de compétences les plus difficilement objectivables.
Axes de travail :
1) Poursuivre la sensibilisation des acteurs économiques sur la gestion des compétences (au sens large).
2) Aider à mieux définir le besoin, en valorisant les référentiels et les outils existants.
3) S’outiller a minima pour suivre le processus d’évaluation des candidat∙e∙s. Par exemple, créer un document partagé entre les différentes parties prenantes du recrutement et d'une grille d'évaluation commune, pourrait permettre de faciliter le suivi des candidat∙e∙s.
4) Laisser la possibilité de prendre en compte d’autres dimensions dans l’appréciation du∙de la candidat∙e : intégra-tion dans le collectif de travail, motivation, intérêt pour le projet de l’entreprise, compétences inattendues, etc.
Deux tendances se profilent selon les métiers :
- Pour accompagner des entreprises dans leur transformation numérique, les cadres spécialisés en R&D, informatique, conseil, seront très demandés, ce qui crée une tension importante sur le marché.
- Pour d’autres métiers (communication, marketing, RH, etc.), c’est davantage la gestion des flux de candidats qui va demander des ressources supplémentaires aux entreprises.
La recherche des compétences particulières peut amener les entreprises à aller chasser sur le territoire de leurs compères. Mais comment débaucher un cadre en poste en ce début 2021 ? La chose n’est pas aisée, puisque changer d’entreprise en période actuelle est perçu comme une prise de risque par 57% des cadres – le chiffre monte à 59% pour les 35-54 ans (1). La bonne nouvelle est que les 43% des cadres restant pourraient se laisser tenter.
Face à ces enjeux, les recruteurs, qu’ils soient en entreprise ou en cabinet de recrutement, devraient bien travailler leur discours en prenant soin de rassurer les candidats sur la santé financière de l’entreprise et les perspectives d’évolution. Il serait aussi bienvenu de mettre en avant les valeurs de l’entreprise ou sa dimension sociétale, pour attirer les cadres en recherche de sens.
La valorisation dès l’offre d’emploi des conditions de travail proposées pourrait être un facteur déclencheur pour les candidats à la recherche d’un équilibre pro/perso, de plus en plus nombreux.
D’autre part, pour faire face aux tensions dans le recrutement des cadres, il serait pertinent de recentrer sa sélection sur les compétences nécessaires pour le poste.
Les chiffres clés de l'industrie cosmétique en France et de présence à l'international.
On y apprend que 64% des entreprises sont des PME et que 164 000 personnes y sont employés en 2019, que cette industrie a un fort ancrage local. Et aussi que l'Allemagne est le premier marché d'exportation pour les produits cosmétiques français.
30 mesures de relance que le pôle de compétitivité Cosmetic Valley, la FEBEA et leurs partenaires, ont identifiées à l’issue d’un travail de consultation et de co-construction mené avec tous les acteurs de la filière depuis le 1er juin 2020.
Ces mesures visent à :
- Atténuer le choc de la crise sanitaire
- Favoriser l'innovation
- Investir dans les PME agiles et modernes
- Préparer la relève grâce aux formations
- Développer les pratique de gestion durables
- Optimiser les performances à l'export
Un Comité Stratégique de Filière a été crée afin de poursuivre un dialogue concret et régulier entre les différentes acteurs de la filière, ainsi que l'Etat et les territoires.
125 accords collectifs de différents secteurs et appliqués aux différents tailles d'entreprise ont été étudiés par SECAFI. Voici les éléments à avoir en tête lors de la négociation :
- Quels sont les critères d'éligibilité?
- Comment est encadré la possibilité du refus de l'employeur?
- Comment sont accompagnées les situations spécifiques?
- Quelles sont les modalités de mise en place?
- Quelles sont les modalités de contrôle?
- Quels sont les moyens d'accompagnement?
- Quelle est l'indemnisation des frais liés au télétravail ?
Le baromètre des salaires des cadres par secteur, fonction, région, niveau de responsabilités.
On y apprend par exemple que le salaire médian des cadres en poste s'établit à 50K€, tandis que celui affiché dans les offres d'emploi est de 40K€. Ceci est lié au fait que les entreprises recherchent essentiellement des cadres jeunes avec seulement quelques années d'expérience. Or le salaire et l'expérience sont fortement corrélés.
When to take a chance on an imperfect job candidateIouliaMikaloff
Souvent parmi les candidatures que l’on reçoit ou que l’on déniche, aucune ne correspond à 100% à notre « mouton à 5 pattes », peut-être parce qu’il n’existe pas?
Mais tous les candidats imparfaits ne se valent pas. Comment choisir alors celui qui correspondra malgré tout au poste?
Résumé :
66% des entreprises anticipent des difficultés de recrutement pour 2021, lesquelles sont :
– Le faible nombre de candidatures ou de profils expérimentés disponibles
– L’identification des candidats possédant les compétences recherchées
– Le décalage entre les candidatures reçues et les profils recherchés
Et là, deux tendances se profilent selon les métiers :
Pour accompagner des entreprises dans leur transformation numérique, les cadres spécialisés en R&D, informatique, conseil, seront très demandés, ce qui crée une tension importante sur le marché.
Pour d’autres métiers (communication, marketing, RH, etc.), c’est davantage la gestion des flux de candidats qui va demander des ressources supplémentaires aux entreprises.
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...SocialHRCamp
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
1. Decoding Global Talent,
Onsite and Virtual
March 2021
By Orsolya Kovács-Ondrejkovic, Rainer Strack, Jens Baier,
Pierre Antebi, Kate Kavanagh, and Ana López Gobernado
A study of 209,000 people
in 190 countries shows
big shifts in the map
of global mobility
2. Boston Consulting Group partners with leaders
in business and society to tackle their most
important challenges and capture their greatest
opportunities. BCG was the pioneer in business
strategy when it was founded in 1963. Today, we
help clients with total transformation—inspiring
complex change, enabling organizations to grow,
building competitive advantage, and driving
bottom-line impact.
To succeed, organizations must blend digital and
human capabilities. Our diverse, global teams
bring deep industry and functional expertise
and a range of perspectives to spark change.
BCG delivers solutions through leading-edge
management consulting along with technology
and design, corporate and digital ventures—
and business purpose. We work in a uniquely
collaborative model across the firm and
throughout all levels of the client organization,
generating results that allow our clients to thrive.
The Network is a global alliance of more than
60 leading recruitment websites, committed
to finding the best talent in over 130 countries.
Founded in 2002, The Network has become the
global leader in online recruitment, serving more
than 2,000 global corporations. We offer these
corporations a single point of contact in their
home countries, and allow them to work in a
single currency and with a single contract—
while giving them access to a global workforce.
The recruitment websites in The Network attract
almost 200 million unique visitors each month.
For more information, please visit
www.the-network.com.
3. BOSTON CONSULTING GROUP X THE NETWORK 1
Decoding Global Talent,Onsite and
Virtual
This is the first in a series about the pandemic’s long-term
impact on work.
I
f, 30 years ago, you had asked somebody from Brazil,
South Africa, or the UK which foreign country they would
most like to move to for work, there’s a good chance that
each person would have offered the same answer.
America. America. America.
But the appeal of the US as a work destination has de-
clined. Canada is now the first choice of foreign workers.
Underscoring the shift in attitudes, two Middle Eastern
cities and two Asian cities now rank higher than New York
on the list of specific work destinations. And, in general,
fewer people are interested in leaving their country for a
foreign work assignment; the idea itself has lost some
allure.
These findings reflect several new factors that have pene-
trated the world’s consciousness and changed the work-
place. The factors—the fallout from a difficult-to-control
pandemic and a sharp rise in nationalism—have altered
people’s thinking. Businesses and governments must
understand these new attitudes and make adjustments of
their own in order to ensure they’ll have the future work-
force they need.
For this study—our third on global workforce trends, follow-
ing studies in 2014 and 2018—Boston Consulting Group
and The Network surveyed some 209,000 people in 190
countries to find out whether and under what circum-
stances they would move to a foreign country for work.
(See Exhibits 1 and 2.) The lower willingness to move that
we found this time undercuts previous narratives about the
fluidity of talent in a global economy. But respondents
demonstrate flexibility in different ways—about working
remotely for a foreign employer, for instance—and execu-
Exhibit 1 - Demographics of Survey Respondents
Source: 2020 BCG/The Network proprietary web survey and analysis.
Note: Some percentages do not total 100 because of rounding.
Male Female
80
50
10 20 30 70
40 60
Education
Position
None/other
1%
High school
diploma
or equivalent
14%
Secondary
qualification
14%
Doctorate or
equivalent
2%
Master's
degree or
postgraduate
qualification
23%
Bachelor's
degree
46%
208,807
Workforce respondents
Prefer not
to say
Age distribution
Industry
51%
2%
47%
Financial
institutions
Health
care
Travel and
tourism
Industrial
goods
Insurance
Professional
services
Technology Public
sector
Other
Retail
Energy Media
Teleecom-
munications
Nonprofit Legal
Consumer
5%
18%
25%
52%
Owner
or
senior
management
Middle
management
Lower
management
No
management
responsibilities
14% 6%
6%
4%
8%
1%
7% 6%
25%
6%
3% 2%
3% 2% 1%
5%
4. 2 DECODING GLOBAL TALENT,ONSITE AND VIRTUAL
Exhibit 2 - A Survey of 208,807 Workforce Respondents in 190 Countries
Source: 2020 BCG/The Network proprietary web survey and analysis.
≥5,000
500–999
50–499
50
1,000–4,999
Turkey
Russia
Denmark
France
Germany
Indonesia
Philippines
Singapore
Malaysia
US
Mexico Angola
Algeria
Egypt
Hungary
Kazakhstan
Netherlands
Poland
Portugal
China
Thailand
Americas Middle East and Africa Europe Asia
Chile Cameroon
Democratic Republic of the Congo
Jordan
Senegal
United Arab Emirates
Zambia
Albania
Austria
Belarus
Bulgaria
Argentina
Brazil
Canada
Benin
Gabon
Iraq
Iran
Kenya
Kuwait
Lebanon
Libya
Morocco
Nigeria
Oman
Qatar
Sudan
Syria
Togo
Tunisia
Yemen
Azerbaijan
Belgium
Bosnia and
Herzegovina
Cyprus
Estonia
Greece
Italy
Kosovo
Kyrgyzstan
Latvia
Lithuania
Sweden
Ukraine
Uzbekistan
Australia
India
Nepal
Pakistan
5,000 or more
respondents
1,000–4,999
respondents
500–999
respondents
50–499
respondents
Other Americas Other Middle East and Africa Other Europe
Other Asia and
Pacific
Fewer than 50
respondents
Romania
Serbia
Slovenia
UK
Ivory Coast
Saudi Arabia
South Africa
Finland
Ireland
Luxembourg
Spain
Switzerland
5. BOSTON CONSULTING GROUP X THE NETWORK 3
tives can take advantage of these developments in the
competition for talent.
We will share the findings of this year’s study in three
publications. Here, we focus on how attitudes toward spe-
cific work destinations have shifted and changes in the
definition of mobility. (See the sidebar, “Methodology.”) In
the coming months, we will publish two follow-on reports,
one on new work models and preferences in the wake of
COVID-19 and the other on changes in people’s career
prospects and expectations.
A Decrease in Willingness to Work Abroad
When we conducted our first survey about people’s willing-
ness to move to another country for work, in 2014, almost
two-thirds of global respondents said the idea appealed to
them. The proportion has declined by 13 percentage points
since then and is now about 50%, a drop rooted in both
nationalistic immigration policies and, more recently, the
COVID-19 pandemic. (See Exhibit 3.) The travel restrictions
that have come and gone during the pandemic have clear-
ly had an impact on people’s attitudes. Relocation willing-
ness has also been affected by the trend toward remote
work. For instance, in some cases foreign employers have
been willing to offer applicants a job without requiring
them to work in any company office. To get the benefits of
a foreign job without having to relocate may, to some peo-
ple, be the best option of all.
People in the Middle East and North Africa—known as the
MENA region—are the biggest exception to the declining
interest in working abroad. Perhaps because countries like
Nigeria, Yemen, Sudan, and Tunisia don’t offer the same
career opportunities as can be found in the West, willing-
ness to relocate hasn’t fallen significantly since 2018. And,
in a handful of countries—including Brazil and several
European countries—--willingness to move abroad has
gone way up. Italy and Sweden are in this group, possibly
because of concern among those who live there about
their own country’s COVID-19 responses.
But the people with this view are in a decided minority.
(See Exhibit 4.) For every country whose inhabitants are
now clearly more willing to move abroad for work than
they were in 2018, there are more than three where such
“willingness” has declined. (Our definition of a significant
change is a difference of 3 percentage points in either
direction since 2018. Roughly a quarter of countries show a
change that’s below this—or show no change at all.)
Exhibit 3 - Willingness to Move Abroad Has Been on the Decline
Source: 2020 BCG/The Network proprietary web survey and analysis.
50.4%
Willing to
work abroad
2020
63.8%
Willing to
work abroad
2014
Percentage of respondents who are already working abroad or are willing to move abroad for work
57.1%
Willing to
work abroad
2018
6. 4 DECODING GLOBAL TALENT,ONSITE AND VIRTUAL
Exhibit 4 - Interest in Working Abroad Has Declined in Most Countries
Source: 2020 BCG/The Network proprietary web survey and analysis.
Note: Listed are the countries from which there were more than 100 responses.
2020 2018
55% 64%
54% 54%
53% 94%
52% 50%
51% 62%
51% 68%
50% 80%
48% 62%
47% 60%
47% 46%
46% 51%
46% 66%
45% 55%
44% 70%
44% 60%
40% 51%
40% 65%
40% 48%
38% 57%
38% 72%
34% 50%
33% 55%
33% 35%
33% 43%
29% 39%
28% 33%
27% 55%
27% 28%
India
Nigeria
Benin
Tunisia
United Arab
Emirates
Belgium
Brazil
Qatar
Italy
Sweden
Morocco
Algeria
Pakistan
Luxembourg
Ivory Coast
Cameroon
Egypt
Albania
Mexico
Philippines
Cyprus
Belarus
Kazakhstan
Uzbekistan
Angola
South Africa
Estonia
France
2018
95%
97%
91%
75%
89%
55%
92%
68%
80%
78%
84%
82%
84%
55%
80%
87%
92%
78%
77%
75%
67%
57%
61%
61%
58%
71%
56%
2020
94%
Sudan 97%
94%
93%
92%
92%
92%
90%
87%
86%
85%
83%
83%
81%
80%
74%
72%
70%
68%
68%
67%
66%
65%
64%
64%
62%
60%
59%
55%
55% 69%
Europe and Central Asia
North America
Asia-Pacific
Latin America and Caribbean
Middle East and North Africa Sub-Saharan Africa
Yemen 80%
90%
Portugal
Austria
Nepal
Saudi Arabia
Turkey
Serbia
UK
Singapore
Finland
Ireland
Russia
China
Indonesia
Thailand
Germany
Switzerland
US
Denmark
Malaysia
Poland
Netherlands
Bulgaria
Spain
Romania
Hungary
Slovenia
Lithuania
Latvia
Increased willingness since 2018
Decreased willingness since 2018
No arrow means less than
a 3 percentage point change
in either direction
48% 58%
Chile
Percentage of respondents in each country who are already working abroad or are willing
to move abroad for work
7. BOSTON CONSULTING GROUP X THE NETWORK 5
A Reordering of the Top National Destinations
The most striking shift in our survey is the fall of the US
from the top spot. Hurt by an inconsistent pandemic re-
sponse, the adoption of more nationalistic policies, and
social unrest, the US has fallen to second in the rankings,
behind Canada and basically in a tie with Australia. (See
Exhibit 5.)
Canada and Australia are similar to the US in having En-
glish as an official language. But Canada and Australia
have both done a far better job of pandemic management.
They are also seen as having better social systems and
more open cultures than the US. Canada and Australia
“take good care of their people,” said Sudha Lakshmi, a
48-year-old health insurance manager from India. She said
she would be open to relocating to either country.
The reputation Canada has built for itself is evident in its
broad appeal. The country is the number-one work desti-
nation for many of the types of people that countries prize,
including those with master’s or PhD degrees, those with
digital training or expertise, and those younger than 30.
The US, despite having many of the world’s biggest and
best-known technology companies, is second as a destina-
tion for those with digital talent. Australia is third. (See
Exhibit 6.)
Another country that has fallen in the rankings is Germany.
Despite the relatively good job that Germany did of com-
bating the first wave of COVID-19, the country’s image has
been tarnished by the European Union’s overall number of
coronavirus cases. Another issue for Germany (which
remains the top work destination in Europe, despite being
down two spots in the overall ranking from 2018) may be a
pullback from some of its previously strong support for
immigration.
High reported infection rates are almost certainly the
reason why Italy, France, and Spain have fallen in the
rankings. All three were on our list of the top ten work
destinations in 2014 and 2018; only France remains on the
list today.
Exhibit 5 - Canada Replaces the US as the Top Destination
Source: 2020 BCG/The Network proprietary web survey and analysis.
Switzerland
Italy
Singapore
Sweden New Zealand
2014 2018 2020
1st
2nd
3rd
4th
5th
6th
7th
8th
9th
10th
Japan
Japan
Italy
Spain
Spain
Australia
Australia
Australia
France
France
France
Switzerland
Switzerland
Germany
Germany Germany
Canada
Canada
Canada
UK
UK UK
US
US
US
Ranked by percentage of respondents who would move to each country for work
8. 6 DECODING GLOBAL TALENT,ONSITE AND VIRTUAL
Exhibit 6 - Top Country Destinations by Demographics and Geography
Source: 2020 BCG/The Network proprietary web survey and analysis
Note: Highly educated is defined as having a master’s degree, a doctorate, or the equivalent. Less educated is defined as having a high school or no
formal education. Digital talents are defined as those holding a job in digital and analytics or IT and technology. Blue-collar is defined as having no
formal education or high school degree, and a job in the service sector or manual or manufacturing work. White-collar covers all other respondents.
Younger workers are defined as younger than 30. Older workers are defined as older than 60.
1 2 3 4 5 7
6 8 9 10
1 2 3 4 5 7
6 8 9 10
Where people with different backgrounds say they would work
Highly educated Canada US Germany Australia UK Switzerland France Italy Austria New Zealand
Less educated Canada Australia US Germany Japan United Kingdom Singapore Switzerland France New Zealand
Digital talents Canada US Australia Germany United Kingdom Singapore Japan Switzerland New Zealand France
Blue-collar Germany Japan Australia Canada US Switzerland Austria UK South Korea France
White-collar Canada US Australia Germany United Kingdom Japan Switzerland Singapore France New Zealand
Younger Canada US Germany Australia Japan UK Singapore France South Korea Switzerland
Older Australia Germany Canada UK US France Switzerland Austria Spain Sweden
Rank among
respondents by
geography
Europe and
Central Asia Germany US Canada Switzerland Italy Australia Austria France Sweden
North America Canada Australia UK Germany France Italy Japan Ireland Bahamas New Zealand
Latin America and
the Caribbean
Canada US Spain Germany Australia France Italy Switzerland Argentina
Middle East and
North Africa
Canada
United Arab
Emirates
Germany Qatar France US Kuwait Saudi Arabia Australia
Asia-Pacific Australia Japan Singapore Canada US South Korea New Zealand Malaysia Germany
Sub-Saharan Africa Canada France US Portugal UK
UK
UK
UK
UK
Belgium Australia Germany Brazil Switzerland
Rank among
respondents by
demographics
Asia-Pacific countries, by contrast, have done a better job of
containing the virus, and this has helped them move up in
the rankings. Indeed, two Asia-Pacific countries are among
the top ten for the first time: Singapore, which has surged
ten spots since 2018 and is now eighth, and New Zealand,
which is now tenth. New Zealand has been a model of
effective coronavirus management almost since the pan-
demic began and has other appealing characteristics.
“It’s my first choice for relocation,” Miloš Vukadinović, a
36-year-old Serbian freelance consultant who has two
young children, told us about New Zealand. “It is one of the
most politically settled countries in the world, has a great
education system, and generally offers high remuneration.”
Two European countries, Switzerland and Norway, are also
on Vukadinović’s list. “I would also be willing to move to
Singapore,” he added, “because of all the great job oppor-
tunities and high salaries.”
Strong pandemic management has also boosted Japan and
South Korea. Japan has reached number six on the list of
top work destinations. And South Korea, although not on
the top-ten list, has risen rapidly and is now number 12. (It
was 24th on the list in 2018 and 37th in 2014.) This is quite
a showing for a country whose language isn’t widely spo-
ken, and it illustrates the weight that respondents are
placing on public health after millions of COVID-19 deaths
and widespread business shutdowns around the world.
(See Exhibit 7, which plots changes in ranking against
COVID-19 cases per capita.)
9. The US has fallen to second place
as a work destination, behind
Canada.
10. 8 DECODING GLOBAL TALENT,ONSITE AND VIRTUAL
Exhibit 7 - Higher COVID Caseload? Your Appeal Is Probably Falling
Sources: World Health Organization COVID-19 cases; 2020 BCG/The Network proprietary web survey and analysis.
Note: Countries displayed are the top 20 countries where people said they would relocate in 2020.
0
2
4
6
8
How countries have changed in the rankings compared with their COVID-19 levels
–12
–10
–8
–6
–4
–2
10
12
14
16
50,000
5,000 35,000
15,000
0 40,000
10,000 30,000
20,000 45,000
25,000 55,000
Malaysia
UK
Japan
Switzerland
Austria
New Zealand
France
COVID-19 cases per 1 million inhabitants as of November 26, 2020
Belgium
Germany
Spain
Italy
United Arab Emirates
Netherlands
Norway Sweden
Canada
US
Australia
South Korea
Singapore
Asia-Pacific
Europe and Central Asia North America Middle East and North Africa
Change
in
ranking,
2018
to
2020
The Latest City Preferences
For the third time in as many surveys, London is the most
frequently mentioned city work destination in the world.
The fame and reach of the British Commonwealth give
London an aura that helps it overcome geopolitical uncer-
tainties, such as those surrounding Brexit that have dogged
the UK as a whole in recent years.
Other European cities on the list are Amsterdam, which is
now number two among work destinations globally, and
Berlin (number four). Both have dynamic startup scenes
and are seen as hubs of innovation.
The United Arab Emirates’ effort to turn its premier cities
into desirable work destinations seems to be succeeding.
Dubai is now third among cities after being sixth in 2018,
and Abu Dhabi is fifth after not being on the top-ten list at
all in 2018.
The same factor that accounts for Asian countries’ growing
appeal as work destinations—an effective pandemic re-
sponse—has boosted the perceived attractiveness of two
Asian cities, Tokyo and Singapore.
11. BOSTON CONSULTING GROUP X THE NETWORK 9
Exhibit 8 - Asian and Middle Eastern Cities Are Now Among the Top
Destinations
Source: 2020 BCG/The Network proprietary web survey and analysis.
Ranked by percentage of respondents willing to move to each city
London
18%
15% 14%
13%
11% 11% 11% 10%
9%
8%
1 2 3 4 5 6 7 8 9 10
Paris
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
Los Angeles
Melbourne
Toronto
Seoul
Brussels
Zurich
Geneva
Kuala Lumpur
Vancouver
Hong Kong
Beijing
Vienna
Montreal
Rome
Munich
New in top 30
Change in rank from 2018 to 2020
+/–
–1
–1 –5
–6
+8
+4
+9
+3
+3
0
Copenhagen
Lisbon
Stockholm
Istanbul
Amsterdam Dubai Berlin Abu Dhabi Tokyo Singapore New York Barcelona Sydney
Some previously popular Western cities have moved in the
opposite direction. New York has fallen to number eight,
undoubtedly because it was initially an epicenter of the
pandemic and because the city’s attractions and cultural
institutions are still largely shut down. (New York was the
number-two work destination city in 2018.) In another
example, Barcelona is now the ninth-most-popular foreign
city to move to for work after being fourth in 2018.
Although Canada is the world’s current premier work
destination, no Canadian cities are in the top ten. Cana-
da’s highest-ranked city is Toronto, which places 14th in
our survey. (See Exhibit 8.)
A Different Kind of Mobility
During the pandemic, many people gained experience in
working remotely for their employer. This has focused
attention on the idea of remote work in all its incarnations,
including for a new employer located in a different country
than the country a person lives in.
Virtual mobility has an understandable appeal at a time
when the usual modes of working have been called into
question. Fifty-seven percent of respondents say they are
willing to work remotely for an employer that doesn’t have
a physical presence in their home country, a level that is
well above the proportion who are open to physical reloca-
tion. (See Exhibit 9.) About one-quarter of respondents say
they aren’t sure and would have to think about it more.
Relatively few, however, reject the idea outright.
12. 10 DECODING GLOBAL TALENT,ONSITE AND VIRTUAL
Why would they?
Remote international work is a model that allows people
to offer their services to the highest bidder without having
to uproot their lives or make their families follow them to a
new country.
The willingness to work for a foreign employer remotely is
highest in regions with less-developed economies, such as
sub-Saharan Africa, Latin America, and the Caribbean. But
some European respondents also find the idea appealing,
as do about half of those in the US. This work model is less
appealing in China, which has an abundance of in-country
employment opportunities. It’s also less appealing in the
Middle East, where people’s interest in overseas work may
be more bound up in a desire to experience a social and
cultural setting that’s different from their own.
The overall openness to virtual work may be of particular
interest to employers, especially the many employers that
struggle to fill jobs in the IT and digital fields. Among re-
spondents in these fields, our survey reveals a high level of
comfort with the idea of virtual mobility. Seventy-one per-
cent of people with digital or analytics backgrounds say
they are willing to work for a company with no physical
presence in their own country, and so do 67% of people
with IT and technology backgrounds. Among people with
master’s degrees or above (doctorates, PhDs, and MDs),
the willingness quotient is likewise quite high: about 62%.
Of course, the infrastructure of some less-developed coun-
tries can get in the way. Several survey respondents in
sub-Saharan Africa with whom we did follow-up interviews
said it would be hard to stay in their countries while work-
ing for a foreign employer. “The technology here wouldn’t
allow me to do that properly,” one said.
Exhibit 9 - International Remote Work Appeals to Many
Source: 2020 BCG/The Network proprietary web survey and analysis
Note: Countries displayed are the top 30 by either GDP or working population, or the top and bottom 5 outliers in percentage of respondents who
would work for an international remote employer.
Global average
56.9%
Brazil
Russia
Mexico
Zambia
Benin
Democratic Republic
of the Congo
India
Ivory Coast
Philippines
Nigeria
South Africa
Poland
Italy
Spain
Belgium
UK
Sweden
Pakistan
France
Turkey
Austria
Indonesia
Saudi Arabia
United Arab Emirates
US
Thailand
Germany
Switzerland
Netherlands
China
Egypt
Sudan
Kuwait
Jordan
84%
82%
82%
80%
80%
76%
75%
74%
73%
71%
71%
65%
64%
60%
59%
57%
56%
56%
55%
55%
55%
51%
51%
50%
50%
47%
44%
43%
43%
42%
41%
39%
37%
36%
Europe and Central Asia North America Latin America and Caribbean
Middle East and North Africa Asia-Pacific Sub-Saharan Africa
Percentage of respondents who would work remotely for an employer with no physical presence
in their country
13. BOSTON CONSULTING GROUP X THE NETWORK 11
Exhibit 10 - The US Returns to the Top Position When the Question Is
About Virtual Work
Source: 2020 BCG/The Network proprietary web survey and analysis.
Note: “International remote employment” is defined as being employed by a foreign company that has no physical presence in one’s country.
As a place to move to for work
Australia
Canada
US
Germany
UK
Japan
Switzerland
Singapore
France
New Zealand
As a destination for international remote employment
24%
20%
20%
19%
14%
14%
11%
11%
9%
8%
Australia
Canada
US
Germany
UK
Japan
Switzerland
Singapore
France
Austria
25%
22%
22%
19%
17%
11%
11%
10%
9%
9%
Percentage of respondents who say the country appeals to them
When the question is about working for a foreign employer
remotely versus having to pull up stakes and move to a
country where the employer has physical offices, the pre-
ferred destinations shift in some interesting ways. The US is
the most desirable destination under this scenario, suggest-
ing that American employment retains a lot of appeal if you
take away the political and social risks that come with living
in the country. (See Exhibit 10.) In general, it makes sense
that a person evaluating an offer to work fully remotely for
a foreign company would focus solely on the job offer—
compensation, job content, and how well established the
employer is. Other factors—such as the cultural attractions
of the country where the employer happens to be—matter
less in a fully remote work scenario.
The New Mobility and How to Capture Its Benefits
In our 2018 report, we discussed the challenges that em-
ployers and governments will face in recruiting the next
generation of talent. The challenges include workers’
changing goals and attitudes, the intense competition for
the workers with the most critical skills (such as IT and
digital), and the fragility of countries’ brands. Meeting
these challenges, we argued, requires rigorous strategic
workforce planning, creative talent attraction, and smart
employer-branding strategies. Not to take these steps, we
said, would be to risk low or stagnant growth.
14. 12 DECODING GLOBAL TALENT,ONSITE AND VIRTUAL
This year’s findings show that the risk of being talent
constrained has increased because regulatory barriers
impede the free flow of skills and because fewer people
want to relocate.
International Remote Employment as a Strategy. On
a national level, an embrace of virtual mobility could mean
a reversal of some of the skills shortages that countries
face. Virtual mobility also presents an opportunity to multi-
national companies—allowing them to tap into talent that
exists elsewhere without having to pay to relocate people
or build up physical presences in foreign countries where
specialized human expertise may be concentrated. It also
may allow companies to become more diverse—for exam-
ple, by employing people with different backgrounds or in
underrepresented communities. That diversity can then be
a calling card for companies, helping them attract highly
trained workers from other parts of the world.
Some companies have already gravitated to this model of
building a global workforce. For instance, the almost 1,300
employees of the software integration company GitLab live
in 65 countries, none of which has a GitLab office. Likewise,
Automattic’s 1,200 employees, in 70 countries, all work
fully remotely. (Automattic’s main product is WordPress, a
website software service.)
Nor is the model being used only by small digital pioneers.
Tata Consultancy Services, a Mumbai-based information
technology services company, has said it expects three-
quarters of its 500,000 employees to work remotely by
2025. Likewise, Facebook and Microsoft are embracing the
idea of location flexibility and laying the groundwork to
implement remote international employment on a broad
scale.
Obstacles That Companies and Governments Must
Overcome. To be sure, traditional multinationals and
economies will face more challenges in adopting virtual
mobility relative to small tech-based companies. Among
the hurdles and possible solutions:
• Legal and Regulatory Complexity. Taxes, labor law,
and work regulations are very different in, say, China,
France, and the US. These are realities that HR de-
partments must contend with when employing people
in countries where they have no preexisting expertise.
Providers that specialize in global payroll, administrative,
and insurance services may help; governments can offer
support too. Indeed, 17 governments (including some
in Europe and the Caribbean) have already introduced
visas that simplify the recruitment of foreign digital
workers. Some of the countries offer tax exemptions to
the foreign employees they need the most.
• Cultural Integration. This is one of the harder things to
accomplish. Matej Hrapko, a 41-year-old Slovakian work-
ing in Austria as a mechanical engineer for an automo-
tive company, summed up the challenge: “You would still
need to get used to a company’s thinking and culture”
if you relocated virtually. “That’s very important.” To
evaluate cultural fit, employers could implement extend-
ed tryout periods. This is the tactic used by Automattic,
which delays hiring decisions until candidates have
worked on a contractual basis, sometimes for as long as
eight weeks. At GitLab, a virtual buddy system facilitates
immersion into the corporate culture.
• Time Zone Problems. Even when only two time zones
are involved, it can be hard for multinationals to set up
meetings and coordinate their activities. The problem
could become paralyzing with a distributed workforce
across multiple time zones—especially if there were an
insistence on doing work through meetings squeezed
into the few hours of overlapping working time between
regions. Instead, companies must develop good ways of
collaborating and of “passing the baton” between teams,
and they must make more use of asynchronous written
communications. GitLab, for example, keeps all details
of its operations and decisions in a publicly accessible
online “handbook,” making attendance at every video
call less important.
• Salary Strategy. This highly sensitive topic requires
careful planning. Do you compensate a remote foreign
employee based on his or her cost of living or on the
labor market where the employee lives? For that matter,
do you worry about paying the person less than you pay
someone who has the same position but works in the
home country headquarters? There are no easy answers,
as became clear in a conversation we had with a Silicon
Valley manager who told us what happens when his
company’s engineers want to move back to their home
country. In many parts of the world, the cost of labor
is lower than in the San Francisco Bay Area, of course,
and some of these engineers must be willing to accept
pay cuts of 30% to 50% as a condition of geographical
flexibility. By contrast, the virtual mobility pioneer Au-
tomattic aims to pay every employee in the company, no
matter the location, the same base salary for the same
position. Each employer must weigh the pros and cons
of various approaches and think creatively about its
compensation strategy.
15. BOSTON CONSULTING GROUP X THE NETWORK 13
• Data Protection Differences. Many of the situations
that lend themselves to international remote employ-
ment involve the handling of data. This creates risk and
the potential for confusion as data moves across inter-
national borders. It may be necessary for companies to
work closely with regulators to ensure compliance and
to educate employees about different countries’ privacy
laws. Another temporary solution may be to limit in-
ternational remote employment programs to countries
where the employer has a legal presence.
If you’re a company or government that hasn’t previously
considered international remote employment as a way to
address your skills shortages, it may sound like a very
complicated thing to do. In fact, you’re probably more
ready than you think.
If you’ve ever allowed a valuable employee to relocate to a
foreign country for family reasons while continuing to work
for you, if you’ve been investing in online communications
tools to let people interact in the more modern ways that
they prefer, or if you instituted work-from-home policies
during the pandemic, then you’ve already started down a
path that will make it easier to tap into the emerging
global remote workforce. You just have to make a few
adjustments to what you’re already doing to have the world
open up to you.
Next in the series: how COVID-19 is shaking up people’s pre-
ferred ways of working.
16. 14 DECODING GLOBAL TALENT,ONSITE AND VIRTUAL
BCG and The Network (together with its affiliate organiza-
tions) conducted this survey between October and early
December of 2020. All told, 208,807 people, in 190 coun-
tries, participated. The sample includes about an equal
proportion of men and women, most of whom work in
commercial industries. (The public sector and nonprofits
are also represented.) The respondents are mostly early-
and mid-career, and the majority are 20 to 40 years of age.
Almost three-quarters of them have a bachelor’s degree or
above.
The 40-question survey elicited workers’ attitudes regard-
ing a variety of topics, including their willingness to work
abroad, the countries (other than their own) that they
would most like to work in, and the impact of COVID-19 on
their work preferences, employment situation, and willing-
ness to learn new skills.
The information gathered in the survey (which included
people’s nationalities and level of hierarchy in their organi-
zations) made it possible to analyze workers’ attitudes
along a variety of parameters.
BCG also conducted follow-up Zoom interviews with select
study participants around the world. Those interviews
furnish the direct quotes that appear in this report.
Methodology
17. BOSTON CONSULTING GROUP X THE NETWORK 15
About the Authors
Orsolya Kovács-Ondrejkovic is an associate director in
Boston Consulting Group’s Zurich office. She is a member
of the People and Organization practice. You may contact
her by email at kovacs.orsolya@bcg.com.
Rainer Strack is a managing director and senior partner
in BCG’s Düsseldorf office. He led the firm’s people topic
for more than ten years. You may contact him by email at
strack.rainer@bcg.com.
Jens Baier is a managing director and senior partner in
BCG’s Düsseldorf office. You may contact him by email at
baier.jens@bcg.com.
Pierre Antebi is a co–managing director of The Network
and the business marketing director at Figaro Classifieds.
He is based in Paris. You may contact him by email at
pierre.antebi@the-network.com.
Kate Kavanagh is a co–managing director of The Net-
work and the group international sales director at Step-
Stone. She is based in the UK. You may contact her by
email at kate.kavanagh@stepstone.com.
Ana López Gobernado is the international operations
manager of The Network. She is based in Brussels. You
may contact her by email at ana.lopez@the-network.com.
18. 16 DECODING GLOBAL TALENT,ONSITE AND VIRTUAL
Acknowledgments
We thank The Network’s member organizations for their
role in distributing the survey and collecting responses
around the world. We also thank the participants who
completed the survey and those who participated in fol-
low-up interviews.
Additionally, we extend our thanks to the members of the
project team: Valeria Rondo-Brovetto, Bojan Divcic, Guil-
laume Epitaux, Jan Heming, Stephane Lacour, June Limber-
is, Philipp Löwer, Katerina Mala, and other colleagues from
BCG and The Network for their insights, research, coordi-
nation, and analysis.
Additionally, we thank Allison Bailey, Christopher Daniel,
Deborah Lovich, Fanny Potier, Fang Ruan, Alexander
Schudey, and Nick South for their contributions and in-
sights.
We also thank Robert Hertzberg for his assistance in writ-
ing this report, and Katherine Andrews, Catherine Cuddi-
hee, Kim Friedman, Abby Garland, and Shannon Nardi for
their editing, design, and production contributions.
For Further Contact
If you would like to discuss this report, please contact the
authors.