Younger generations of managers are reshaping the future workforce in key ways:
- They are more likely to support remote teams, with 69% allowing remote work and estimating that 40% of employees will work remotely in 3 years.
- 96% see reskilling as important and are more likely to believe individuals should take responsibility for reskilling.
- They prioritize future workforce planning at higher rates and are more likely to have strategies in place, recognizing the workforce is evolving rapidly.
- Younger managers are leveraging freelancers at more than double the rate of baby boomers, seeing them as strategic partners to increase productivity and access specialized skills.
2018 Future Workforce Report: Hiring manager insights on flexible and remote ...Upwork
The Future Workforce Report, conducted by an independent research firm and commissioned by Upwork, explores the hiring behaviors of over 1,000 U.S. hiring managers to show how businesses are adapting to the rapid pace of workforce change. Nearly two-thirds (63 percent) of companies today have remote workers. Find out how companies are embracing a more agile, remote workforce, and what’s in store for the future.
This report, conducted by an independent research firm and commissioned by Upwork, uses data from two surveys of U.S. hiring managers: one fielded in November 2019 prior to the COVID-19 crisis, and the other fielded during the crisis in April 2020. The surveys polled a combined 1,500 U.S. hiring managers to provide a holistic picture of workforce trends impacting business organizations. Find out how companies are building for the future.
Gain knowledge about the Future of Work(ers) in an on-demand economy. Understand how baby boomers are retiring and exiting the workforce in mass, and the Millennials are taking their place. Learn how job and career expectations have changed because of the shift. This includes workplace expectations, how people are searching for jobs, and how companies are hiring. See in detail how this shift is being driven by mobile app adoption and technology. #YourFutureWorkforce www.shiftgig.com/future
Beyond the Gig Economy: How New Technologies Are Reshaping the Future of WorkThumbtack, Inc.
Thumbtack's newest economic report describes how skilled professionals are using new platforms to find new work and build their business – and their lives. Called “Beyond the Gig Economy: How New Technologies Are Reshaping the Future of Work,” this report explores how technology enables buyers and sellers of services to connect, moving the conversation beyond a one dimensional discussion of the so-called gig economy.
Online survey of companies → Goal: Understanding the role of
artificial intelligence (AI) and machine learning across countries
and industries
• Evaluation: Which companies are active leaders in adopting or
piloting AI
Catalant CEO and Co-Founder, Rob Biederman, presented at the Future of Work Austin event in March of 2017. In this presentation, he shares his thoughts on the history of work and what changes we can expect in the coming years. Work is being reimagined; learn how your company can get ahead of this shift.
2018 Future Workforce Report: Hiring manager insights on flexible and remote ...Upwork
The Future Workforce Report, conducted by an independent research firm and commissioned by Upwork, explores the hiring behaviors of over 1,000 U.S. hiring managers to show how businesses are adapting to the rapid pace of workforce change. Nearly two-thirds (63 percent) of companies today have remote workers. Find out how companies are embracing a more agile, remote workforce, and what’s in store for the future.
This report, conducted by an independent research firm and commissioned by Upwork, uses data from two surveys of U.S. hiring managers: one fielded in November 2019 prior to the COVID-19 crisis, and the other fielded during the crisis in April 2020. The surveys polled a combined 1,500 U.S. hiring managers to provide a holistic picture of workforce trends impacting business organizations. Find out how companies are building for the future.
Gain knowledge about the Future of Work(ers) in an on-demand economy. Understand how baby boomers are retiring and exiting the workforce in mass, and the Millennials are taking their place. Learn how job and career expectations have changed because of the shift. This includes workplace expectations, how people are searching for jobs, and how companies are hiring. See in detail how this shift is being driven by mobile app adoption and technology. #YourFutureWorkforce www.shiftgig.com/future
Beyond the Gig Economy: How New Technologies Are Reshaping the Future of WorkThumbtack, Inc.
Thumbtack's newest economic report describes how skilled professionals are using new platforms to find new work and build their business – and their lives. Called “Beyond the Gig Economy: How New Technologies Are Reshaping the Future of Work,” this report explores how technology enables buyers and sellers of services to connect, moving the conversation beyond a one dimensional discussion of the so-called gig economy.
Online survey of companies → Goal: Understanding the role of
artificial intelligence (AI) and machine learning across countries
and industries
• Evaluation: Which companies are active leaders in adopting or
piloting AI
Catalant CEO and Co-Founder, Rob Biederman, presented at the Future of Work Austin event in March of 2017. In this presentation, he shares his thoughts on the history of work and what changes we can expect in the coming years. Work is being reimagined; learn how your company can get ahead of this shift.
An educational presentation that explores how technology is changing the way people work together. Learn more at http://www.odesk.com/.
A video version can be found at: http://www.youtube.com/watch?v=G8Yt4wxSblc
Race in the workplace: The Black experience in the US private sectorMcKinsey & Company
McKinsey's Race in the Workplace report 2021 is one of the most comprehensive benchmark studies of Black Americans in the US private sector. It highlights the complexity of the challenge for Black workers by examining Black worker representation and experience.
Unlocking the data possibilities of Big Data presentation shared at the Big Data / Internet of Things Conference Board Conference June 25-26, 2015
http://www.pwc.com/us/en/analytics/big-data.jhtml
Many large businesses have already committed to hybrid working for the future. The past pandemic year has proven that there are advantages to remote working and employers are able to trust that their employees can carry out tasks from home.
Visit: https://blog.wurkr.io/blog/the-secret-to-successful-hybrid-working
The Future Workforce: The Gig Economy and the Challenges of a Contingent Work...EPAY Systems
Almost 40 million Americans work on a part-time or freelance basis and by 2020 half of the American workforce is expected to be part of this gig economy. This new workforce is full of challenges and benefits for both employers and employees. For employers looking to engage this new workforce there is a lot of legal compliance issues to consider, and for employees looking for freedom they look to be free of benefits as well.
PwC’s Trends in People Analytics report highlights our recently published 2015 PwC Saratoga US benchmark data, as well as the implications for people analytics functions and key trends for consideration.
Accenture Getting To Equal 2020 Research Presentation accenture
Accenture's new gender equality report explains differing perceptions on inclusive workplace culture & how leaders can drive a culture of equality. Read more.
McKinsey Global Institute Report - A labor market that works: Connecting tale...McKinsey & Company
This presentation offers highlights from a new report by the McKinsey Global Institute, "A labor market that works: Connecting talent with opportunity in the digital age".
From shopping to social media, online platforms have transformed major segments of the global economy. They now are about to do the same for labor markets around the world. MGI examines the stubborn disconnect between people and jobs and the potential for online talent platforms to unlock real economic value over the next decade by creating better, faster matching between workers and available work opportunities.
Read the report in full:
http://mckinsey.com/Insights/Employment_and_growth/Connecting_talent_with_opportunity_in_the_digital_age
CEOs and HR leaders must be ready to meet the future and foster a workforce that’s agile, skilled and innovative. Culture and people are the key elements to help organizations truly thrive as they undergo digital transformation.
An educational presentation that explores how technology is changing the way people work together. Learn more at http://www.odesk.com/.
A video version can be found at: http://www.youtube.com/watch?v=G8Yt4wxSblc
Race in the workplace: The Black experience in the US private sectorMcKinsey & Company
McKinsey's Race in the Workplace report 2021 is one of the most comprehensive benchmark studies of Black Americans in the US private sector. It highlights the complexity of the challenge for Black workers by examining Black worker representation and experience.
Unlocking the data possibilities of Big Data presentation shared at the Big Data / Internet of Things Conference Board Conference June 25-26, 2015
http://www.pwc.com/us/en/analytics/big-data.jhtml
Many large businesses have already committed to hybrid working for the future. The past pandemic year has proven that there are advantages to remote working and employers are able to trust that their employees can carry out tasks from home.
Visit: https://blog.wurkr.io/blog/the-secret-to-successful-hybrid-working
The Future Workforce: The Gig Economy and the Challenges of a Contingent Work...EPAY Systems
Almost 40 million Americans work on a part-time or freelance basis and by 2020 half of the American workforce is expected to be part of this gig economy. This new workforce is full of challenges and benefits for both employers and employees. For employers looking to engage this new workforce there is a lot of legal compliance issues to consider, and for employees looking for freedom they look to be free of benefits as well.
PwC’s Trends in People Analytics report highlights our recently published 2015 PwC Saratoga US benchmark data, as well as the implications for people analytics functions and key trends for consideration.
Accenture Getting To Equal 2020 Research Presentation accenture
Accenture's new gender equality report explains differing perceptions on inclusive workplace culture & how leaders can drive a culture of equality. Read more.
McKinsey Global Institute Report - A labor market that works: Connecting tale...McKinsey & Company
This presentation offers highlights from a new report by the McKinsey Global Institute, "A labor market that works: Connecting talent with opportunity in the digital age".
From shopping to social media, online platforms have transformed major segments of the global economy. They now are about to do the same for labor markets around the world. MGI examines the stubborn disconnect between people and jobs and the potential for online talent platforms to unlock real economic value over the next decade by creating better, faster matching between workers and available work opportunities.
Read the report in full:
http://mckinsey.com/Insights/Employment_and_growth/Connecting_talent_with_opportunity_in_the_digital_age
CEOs and HR leaders must be ready to meet the future and foster a workforce that’s agile, skilled and innovative. Culture and people are the key elements to help organizations truly thrive as they undergo digital transformation.
Executive Level Recruitment Insights In Marketing TheCandidateLtd
This area investigates key areas surrounding current Executive Level Recruitment Trends. These aspects include the number of Executive Level roles that exist in industries, traits and skills needed, what recruiters are looking for, and how the roles are being filled in an internal and external context.
Workforce Planning: A Forward-Looking Approach to Getting the Right People in...ClearCompany
Workforce planning is a core function of human resources and it’s related to the identification and analysis of what an organization is going to need in terms of its workforce. Workforce planning determines what mix of experience, knowledge and skills are required, and it sequences steps to get the right number of people in the right place at the right time.
Workforce planning is one of the most important issues that human resources professionals are talking about. Still, many have not gone beyond the talking stage. The task of implementing workforce planning is daunting because it is so difficult to define.
In an effort to take a pulse on the workforce planning today, we partnered with HR.com to conduct a survey in the fall of 2016, to gather information on the current state of human resources and their workforce planning efforts.
Attracting and retaining the next generation of talentJennifer Falzon
It is clear that the dynamics and demographics of the Canadian workforce are changing. Currently, more than 50 per cent of the Canadian workforce is comprised of Millennials, those roughly born between 1980 and 2000. This is a staggering and important change for all industries in Canada.
The report aims to provide organizations with new approaches and opportunities to attract, engage and most importantly, retain these workplace game-changers. With high levels of student debt and a youth unemployment rate twice the national average, the next two generations of talent have new needs, expectations and are hungry for experience.
Learn how your organization can build a desirable employer brand by connecting and investing in students, foster talent despite the risk of mobility and create a nurturing environment for the next two generations of employees. There will be a direct correlation between the success and growth of your organization and its ability to attract and engage Gen Y & Z.
yconic owns and operates the largest youth market research panel in Canada. Over 550,000 youth between the ages of 13 and 30 have opted in to participate in our consumer surveys. We help our partners gain key insights into the youth demographic, leading to better marketing and product decisions for the teen and young adult market. For more information, visit we.are.yconic.com.
Ja’Mya Wilburn HSL 3853FLE part 115 October 2022Impact o.docxLaticiaGrissomzz
Ja’Mya Wilburn
HSL 3853
FLE part 1
15 October 2022
Impact of Early Use of Technology on Child Development
The topic of child development got selected due to its expansive nature and capability of connecting to current societal constructs. Technology usage has become more advanced in society due to its impact on child development. There are positive and negative effects of children's early use of technology. Technology has constant, reliable outcomes since children aged 2-5 can access information in a simplified method. Families of children in the age group can attain the required development by using online infographics, videos, and pictures to display various information for their children. Infographics are a reliable data-sharing tool since they can integrate images, diverse colors, motions, and sorting operations that correlate user data to ensure an expansive data improvement process. Different software types assist children in learning, like websites and mobile applications. Parents and teachers can install the software on tablets which are standard tools to support children's attention and free time.
Research on harmful technology use by children indicates that children are often exposed to unhealthy food consumption, body image dissatisfaction, and inappropriate behavioral adaptation when they use technology without monitoring (Ricci et al., 2022). Too much technology usage can affect children's attention span since they become fixated on their digital lives, which causes them to miss out on their immediate physical environment (Mustafaoğlu et al., 2018). Parents must develop objectives for managing technology usage by children so that there shall be an appropriate development structure. The goals include the development of a plan for all device usage, setting time limits, and screen time should constantly get monitored, having enough technical knowledge, and restricting inappropriate websites. All these methods facilitate proper improvement of technology usage since it is possible to ensure regulations get integrated for indispensable technological interactions
Objectives:
1)
Present ways to parents how they can implement healthy technology use at home
2)
Explain the pros and cons of young children using technology at an early age
3)
Promote how technology is used in schools to ensure constant learning
4)
Explain the outcome that technology has on early brain development
5)
Display an online infographic blog discussing early technology use and ways to safely implement it into kids lives
References
Mustafaoğlu, R., Zirek, E., Yasacı, Z., & Razak Özdinçler, A. (2018). The negative effects of digital technology usage on children’s development and health. Addicta: The Turkish Journal on Addictions, 5, 227–247. http://dx.doi.org/10.15805/addicta.2018.5.2.0051
Ricci, R. C., Paulo, A., Freitas, A., Ribeiro, I. C., Pires, L., Facina, M., Cabral, M. B., Parduci, N. .
Born between 1997 and 2012, Gen Z currently makes up 20.35% of the US population. The eldest among them are between 22 and 25 years old, so you can expect members of this generation to start trickling into your ranks more and more in the coming years. They will impact the workplace for decades to come. As more and more Gen Z enters the workforce, it is imperative that organizations educate themselves on what this generation values most in an employer. Hiring and retention strategies must evolve to incorporate those preferences and values.
leading and managing graduate recruitment and development, including talent management / human resources professionals, career development advisors, service providers and professional associations.
This presentation addresses past practices, present or best practices and next practices that will be needed for Succession Planning in order for organizations and leaders to be successful in the future.
This presentation addresses the past, present/ best practices and next practices for Succession Planning in order for leaders and organizations to be successful in the future.
TALENT SPOTTING AND SUCCESSION PLANNING: FILLING YOUR LEADERSHIP PIPELINEHuman Capital Media
We all know succession planning is crucial to our organization’s sustainability. Yet many of us are not investing in it. Why? In part, because the debate about how to spot talent and who to develop is an ongoing one. This webinar will provide you with the best and latest thinking about spotting and growing your talent pipeline.
This webinar will explore the business case for succession planning. Learn practical ways you can build your talent pipeline today.
Building Capability 2013 - Gaining the Talent Edge, Andy Dolby, Write ResearchEmma Mirrington
Andy Dolby's presentation from our Building Capability 2013 Conference; Gaining the Talent Edge - How to close the gap between Workforce Planning and Talent Acquisition Strategies
In today’s globally competitive economy, the
value of nurturing high performers has never
been greater. With the war for talent at an all
time high, savvy business leaders are saving
themselves valuable time, money and energy by
focusing on the development of internal talent,
rather than relying on recruitment alone.
By carving a clear career path for employees
with the potential to progress, organisations are
effectively securing their own futures. But how
many employers are actually providing the sort
of support, guidance and encouragement needed
by professionals on their journey to the top?
And what’s standing in the way of these
promising employees when it comes to
furthering their careers?
Upwork commissioned Edelman Intelligence, an independent firm, to conduct the first Freelance Forward study, which is our seventh annual study of the U.S. freelance workforce. We surveyed more than 6,000 U.S. workers over the age of 18 and found that 59 million Americans performed freelance work in the past 12 months, representing 36% of the U.S. workforce, an increase of 2 million freelancers since 2019.
This year’s research revealed how the COVID-19 pandemic has impacted the composition and demographics of the freelance workforce.
Belonging is a feeling—the extent to which employees can show up to work fully without having to sacrifice meaningful aspects of their identity. Microaggressions are the everyday moments that cause belonging breakdowns. This map by Erin L. Thomas, PhD, Upwork's VP, Head of Diversity, Inclusion, and Belonging, shows the typical Belonging Breakdown Journey for anyone who’s relatively “different” in a company. Different means non-prototypical, or not the norm.
One of the most significant benefits of remote work is the lack of a commute. From both a timesaving and productivity standpoint, a lack of commute can improve a person's overall happiness and work-life balance. But how much time can remote work actually save? And where do workers who can
go remote stand to benefit most by going remote? Upwork's Cheif Economist, Adam Ozimek, explores these questions and finds that the potential commuting benefits of remote work are
significant across the U.S.
Remote work is undoubtedly on the rise, especially as companies adapt to the changing times of COVID-19, but what impact will this have on the broader economy? In this analysis, Upwork Chief Economist, Adam Ozimek, examines the potential for remote work to reshape the geography of opportunity in the U.S. Using a variety of data sources, we provide evidence that remote work is already helping to send economic activity from the top 15 most expensive parts of the country to less expensive parts. When this happens, we show that it can be mutually beneficial: higher earnings for independent professional’s than in their local labor markets and lower cost for businesses than in their local labor markets. In addition, both sides will likely benefit from a variety of under-discussed benefits beyond pay.
Engaging a Data Scientist to Revolutionize How You Leverage Your DataUpwork
Data scientists have the business acumen and advanced expertise to craft custom data operations for your organization. Whether you’re implementing automation, fraud detection, campaign optimization, or intelligent listening, they can help.
Engaging a Back-end Developer to Build Your Tech BackboneUpwork
Back-end developers employ a range of tech from APIs and cloud-based databases to server-side scripts and SaaS integrations. They’re valuable partners who can optimize and modernize the tech backbone of your operations.
Engaging a Front-end Developer to Bring User Interfaces to LifeUpwork
Front-end developers employ a range of tech from JavaScript frameworks and low-code platforms to asynchronous data transfer, APIs, and plugins. They’re valuable partners as you test, optimize, and update your site or app when business needs evolve.
A remote workforce requires a shift in how people do and think about work because many of the traditional processes and mindsets don’t apply anymore. Discover tips and best practices for building and leading a remote workforce in the age of COVID-19.
How to Develop a VR/AR/MR Experience with Independent TalentUpwork
Launching an AR/VR/MR experience is a complex process that requires the close collaboration of a team of pros. Expect a tight loop between design and development.
Engaging a Social Media Strategist for Crisis CommunicationsUpwork
A skilled social media strategist can jump in and establish a strategy, coordinate creation of the assets you need, and monitor and post to your channels for a consistent, engaging presence during the crisis and beyond.
The Path Forward: Cultivating an Antiracist Company CultureUpwork
At Upwork, we stand firmly against racial injustice and are working to create a safe environment for honest conversations about race, including how we can effectively upend the chronic racism that many of our team members experience every day. We recognize that we also have much progress to make within Upwork, and we have committed to take action toward building a more diverse and inclusive workplace.
Create a Virtual IT Help Desk with Remote Tech Support AgentsUpwork
Tech support specialists can provide hands-on, human support that’s more consultative than an FAQ page. They’re not just adept with software and hardware—they are patient problem-solvers.
Independent professionals are more in demand than ever before. Upwork’s #FutureWorkforce Report found 47% of hiring managers are now more likely to hire independent talent than they were prior to the COVID-19 crisis. Find out how companies are building for the future in this annual report.
#RemoteWork #HireAProfessional #BusinessDevelopment #B2B
Trends Watch: The Flexible Workforce (Tech Edition)Upwork
IT departments and agile dev teams face a conundrum. Tech is evolving fast and dev cycles are getting more iterative. But tech talent shortages are holding teams back—unless they know where to look. Here's a glance at the unique challenges web, mobile, and software teams face and how remote on-demand talent can help them cross the chasm.
In April 2020, Upwork published our first ever Annual Impact Report—articulating Upwork’s approach to assessing and managing critical environment, societal, and corporate governance focus areas while demonstrating our commitment to creating economic opportunities so people have better lives.
"Freelancing in America” is the most comprehensive study of the independent workforce. Commissioned by Upwork and Freelancers Union, the sixth annual study, which surveyed more than 6,000 U.S. workers over the age of 18, estimates that 57 million Americans freelance and that more people than ever see freelancing as a long-term career path. This year’s study also revealed that a 53% majority of Gen Z workers (ages 18-22) freelanced - the highest freelance participation rate of any age bracket since FIA’s 2014 launch.
Upwork's Work Without Limits Executive Summit 2019Upwork
Upwork’s annual Work Without Limits Executive Summit brought over 100 senior-level executives from Fortune 1000 organizations such as Microsoft, Procter & Gamble, Oracle, LinkedIn, and Deloitte to discuss how work is evolving. Executives, HR visionaries, and industry influencers shared best practices for organizational transformation and leveraging distributed, flexible teams.
Highlights from this year’s event include:
2 “The future isn’t who you are, the future is who you’re becoming. Who you’re becoming relies directly on who you hire” -Bodell
3 “We don’t want to sit around and wait for the future, you want to create it.” -Bodell
5 “The inhibitor to innovation is not the ability to learn new things but the inability to unlearn mindsets, behaviors and methods that were once effective but now limit success” -O’Reilly
Leaders must UNLEARN, to impact mindset you don’t start thinking differently, you need to start by behaving differently.
6 “New platforms, applications and devices are connecting us like never before. We have extraordinary mobile computing power, allowing anyone to work from anywhere, enabling everyone to gather, generate and share data at warp speed and it’s not going to slow down anytime soon.” -Wade
7 “We’re all struggling to work out how to deal with this as many traditional rules and practices become irrelevant, or at least inadequate. Each one of us is interpreting these changes in different ways” -Wade
8 “The pace of evolution is going to pick up as more and more Millennials are in positions to not only influence but direct how work is done at their organizations” -Gregg
9 How Millennials lead differently
10. Many of us work in the traditional notion of a job that was created with the assembly line. Fast forward to today, we’re seeing the democratization of information and work and the rapid ability to deconstruct jobs, redistribute tasks to anywhere in the world, and the opportunity to reconstruct work in a fundamentally different fashion. It’s a tipping point of the future of work.
11 As skills and technology advance -- speed is the new premium.
12 In 1955, the average age of a Fortune 500 company was 60 years old. Today, less than 12% of the original list remains. The average lifespan is now 20 years old. They all have CHANGE in common and you can either embrace the change and thrive, or resist the change.
13 Work is changing:
-Millennials increase earning power, while baby boomers seek learning opportunities to stay employable
-The number of careers in an life is increasing. Business and talent leaders and workers must plan for careers that span 50–60 years
-Millennials say business should prepare workers
-Freelancers are proactively updating skills to stay marketable
15 “New technology allows you to do things in new ways. But fear holds people back. How do we create a tool that is ‘ordinary and boring’ that can serve as a useful ladder to go from early adopter to early majority?” -Winsor
2. 2
Topic Page
Study Objectives 3
Research Methodology 4
Key Findings 5
Hiring is Getting Harder 7
Younger Generations are Supporting Remote Teams 12
Younger Generations See the Need for Reskilling 19
Younger Generations Recognize the Workforce is Evolving 23
Younger Generations are Leveraging Freelancers at a Higher Rate 30
Younger Generations are Shaping the Future Workforce 35
Profile of Respondents 37
Appendix 41
Table of Contents
3. Study Objectives
Upwork commissioned Inavero, an independent research firm, to conduct a
study on the generational impact of Millennials and Gen Z in the U.S.
workforce, with these objectives:
1. Assess the hiring challenges Millennials and Gen Z face today
2. Learn how the younger generation is influencing workforce evolution
3. Examine how younger generations are restructuring teams
4. Explore how Millennials and Gen Z will shape the future workforce
This deck is organized in sections to detail results on each objective.
4. • An online survey of 1,014 workforce hiring decision makers obtained
through a third-party, independent online sample.
• Data collected October 19, 2018 – October 30, 2018 by independent
research firm Inavero.
• This is the third year the survey has been conducted.
• Overall margin of error of ±3.08% at 95% confidence level.
4
Research Methodology
5. 5
Hiring is getting harder
• Nearly 2.5 times as many Millennial and Gen Z hiring managers felt
hiring had gotten harder in the past year than felt it had gotten
easier. The number of these managers reporting hiring challenges
increased 7 points from 2018.
• 53% of younger gen hiring managers say talent scarcity and access to
skills are their biggest hiring challenges.
• Over half (51%) of Millennial and Gen Z managers find hiring to be
stressful in their organization. These managers are 2x more likely to
say hiring is more stressful than not within their organization.
Key Findings
6. Key Findings
6
Younger generations are rethinking how work is done
• 48 percent of younger gen managers (composed of Millennials primarily, with
early Gen Z managers included) are director-level or higher already.
• Younger gen managers are more likely to:
• Support remote teams: 69% of managers allow members of their team to
work remotely. They believe that 2 out of 5 full time employees will be
working remotely in the next three years.
• See the need for re-skilling: 96% of managers believe reskilling is important.
Millennials managers are almost 3X more likely to believe individuals should
be responsible for reskilling than Baby Boomers.
• Prioritize workforce planning: Nearly 3X more likely to rank future
workforce planning as a top priority for their department, and are 60% likely
to have a future workforce planning strategy in place than Baby Boomers.
• Leverage freelancers at a higher rate: More than twice as likely than Baby
Boomers to have increased their usage of freelancers in the past three years,
and are projected to continue increasing their usage in 2019.
8. Hiring continues to get harder for younger
generations
8
Q2.7. In your opinion, how hard has hiring for the following roles been this past year compared to prior years?
Nearly 2.5xas
many younger
generation managers
said hiring got more
difficult in 2018 than
said it got easier.
7 point
Increase compared to 2017
in the percent of younger
generation managers that
said hiring became harder
compared with past years.
42%
18%
9. Hiring difficulties have increased for
accounting/finance, HR and Engineering roles
9
Q2.7. In your opinion, how hard has hiring for the following roles been this past year compared to prior years?
10. Access to skills and talent scarcity are the biggest
hiring challenges for younger gen managers
10
Q2.8. [If hiring got harder for any role] What are your biggest hiring challenges?
11. Younger gen managers are more than 2x as likely to
say hiring is stressful
11
Q2.9. How stressful do you find hiring to be within your organization?
Younger gen managers are
more than 2xas likely to
say hiring is more stressful
than not within their
organizations.
13. Younger gen managers allow their team to work
remotely at higher rates than other generations
13
Q5.1. Are team members allowed to work remotely?
Younger generations are
11 percentage points
more likely to allow their
workers to work remotely
compared to Baby Boomers.
14. They have more team members who work a
significant portion of their time remotely than other
generations
14
Q5.2 Do you have any team members who conduct a significant portion (e.g. 2-3 business days) of their work from a remote location? Please consider
remote workers as anyone you work with who spends half of their time or more remotely.
Younger gen managers are
16 percentage points
more likely to have workers
who work a significant
portion of their time
remotely compared to Baby
Boomers.
15. Departments with younger managers more often have
the resources and processes in place to support a
remote workforce
15
Q5.5. Do you feel your department has the resources and processes in place to support a remote workforce?
Younger generations are
16 pointsmore
likely to believe their
department has the
resources and processes in
place to support a remote
workforce vs. Boomers.
16. Younger gen managers without remote workers say
technology/tools is the missing resource needed to
support a remote workforce
16
Q5.9. What resources are missing from your department in order to support a remote workforce?
Note: Question was only asked to those who said they didn’t have resources/processes in place to support a remote workforce.
17. Younger gen managers are more likely to have
internal policies in place to support remote workers
17
Q3.11. Do you have an internal process in place for engaging external talent (i.e. freelancers, agency and temp workers)?
Younger generations are
12 points more likely
to have a process in place
for engaging external talent
compared to Boomers.
18. Younger gen managers estimate that 2 out of 5
full-time employees will work remotely in three years
18
Q5.3. What percentage of your overall team would you estimate works remotely at least half of the time today? / Q5.4. What percentage of your
overall team do you anticipate will work remotely at least half of the time in the next 3 years?
Younger generations
believe that
2 out of 5 full time
employees will be be
working remotely in the
next three years.
*The percentages above reflect teams that currently have remote workers.
20. Younger generation managers are prioritizing
reskilling the workforce
20
96%
Of Millennial and Gen Z
managers say it is
important to reskill or
train their workforce.
Q4.6. What are the top 3 areas that you feel are most important in a future workforce strategy?
Q6.2. How important is it to reskill/train your workforce?
21. 1 in 3 younger gen managers believe that individuals
should be responsible for their own reskilling
21
Q6.4. Who should be responsible for training and reskilling employees?
Younger generations are
almost 3x more likely
than Boomers to believe
individuals should be
responsible for their
own reskilling.
22. They are more likely to leverage freelancers to help
fill skills gaps
22
Q6.1. How are you currently filling skills gaps within your organization?
Younger generations are
over 50% more likely
to leverage freelancers to
fill skills gaps within their
organizations compared
to Boomers.
24. Millennial managers are in management roles, and
have hiring-decision making authority
24
Q1.3. What best describes your role in the company?
48%
Of Millennial and Gen Z
managers are in director
level roles or higher.
25. Younger gen managers are prioritizing workforce
planning
25
Q4.3. Rate the level of priority that future workforce planning is in your department.
Younger generations are nearly
3x
more likely than Baby Boomers to
believe that future workforce
planning is a top priority in their
departments.
57%
Of younger gen hiring
managers say future
workforce planning in their
departments is a top or
high priority
26. Younger gen managers are more likely to have a
workforce planning strategy in place
26
Q4.4. Does your company have a strategy for future workforce planning?
More than 1000
employees, 29%
251 to 1000
employees, 37%
50 to 250
employees, 31%
Millennials/Gen Z with a
strategy by company size
Less than 50
employees, 3%
27. They are implementing technology and strategies to
adapt to a changing workforce
27
Q4.2. What level of progress has your department made in the past year in the following strategies for adapting to a changing workforce? Developing
a more agile, flexible talent strategy. Investing in technology to support a remote/distributed workforce.
2x
younger generations
are nearly two times
more likely than Baby
Boomers to have made
significant progress in
developing a more
agile, flexible talent
strategy, and investing
in technology to
support a remote,
distributed workforce.
28. Younger generations are more likely to embrace
flexible talent as part of their future workforce
strategy
28
Q4.6. What are the top 3 areas that you feel are most important in a future workforce strategy? Total Ranked
29. They are more likely to be on track with their
workforce planning strategies
29
Q4.5. How confident are you in your company’s future workforce planning strategy?
Younger generations are
nearly 2x
more likely to say they are
‘very confident’ in their
company’s future workforce
planning strategy compared
with Baby Boomers.
31. Younger gen managers increased their usage of
freelancers at higher rates than other generations
31
Q3.7. In your opinion, how has the usage of freelancers by your department changed in the past 3 years?
Younger generations are
more than 2xas likely
to have increased their
usage of freelancers in
the past three years
compared to Baby
Boomers.
32. They are using freelancers to increase productivity,
access specialized skills and drive cost efficiency
32
Q3.2. What is the primary reason you will be using more freelancers in 2019?
The primary reason
younger generations are
utilizing more
freelancers is to increase
productivity (33%).
33. They are more than twice as likely to utilize
freelancers for ongoing strategic partnerships across
multiple projects
33
Q3.6. How would you describe your relationship with the freelancers your department works with?
Younger generations are
nearly 2.5x more
likely to use freelancers
in ongoing partnerships.
34. Younger generations are more than twice as likely to
increase their utilization of freelancers in 2019
34
Q3.1. Compared to 2018, our department will utilize freelancers _______ in 2019.
36. 36
By 2028...
The projections above are calculated using current results by age range, and mapping these results onto Bureau of Labor
Statistics’ workforce projections to 2028.
By 2028,
73%
of all departments will
have remote workers.
By 2028,
non-traditional,
'Flexible' talent will
comprise
24%
more of department
headcount compared
to today.
38. 38
Millennials and Gen Z respondents by primary industry
and functional area of work
Q1.4. Which of the following best describes your organization’s primary industry? (Only industries above 1% are shown)
Q1.5. Which of the following functional areas do you currently work in?
39. 39
Millennials and Gen Z respondents by company size
and company revenue
Q1.2. Which of the following best represents your company’s size?
Q1.1. Which of the following best represents your company’s total revenue for calendar year 2018?
40. Younger gen managers rank Google, Amazon, Apple,
and Microsoft as workforce innovators
40
Q8.6. Rank the top 3 companies you feel are embracing workforce innovation.
42. About this Study
This study commissioned by: Upwork
Upwork (UPWK) is the largest freelancing website, as measured by
Gross Services Volume. It enables businesses to find and work with
highly skilled freelancers. As an increasingly connected and
independent workforce goes online, knowledge work -- like software,
shopping and content before it -- is shifting online as well. This shift is
making it easier for clients to connect and work with talent in near
real-time and is freeing professionals everywhere from having to work
at a set time and place. Our company’s mission is to create economic
opportunities so people have better lives.
This study conducted by: Inavero
Inavero is a global leader in human capital management research. The
firm powers satisfaction and thought leadership studies for hundreds of
top firms within the space and leverages more than 300,000 survey
responses annually to provide insight into the millions who work in the
gig economy and the companies who hire them.
42