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2019 年全球人才趋势(英文)(2)

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Scenarios abound about the future of work and the implications for individuals, companies, and societies. Technological advances, government policies, and employee expectations are reshaping what we know as work, while the pace of change continues to accelerate. As artificial intelligence (AI) and automation infuse into everyday life, the opportunities for how people will work and live are significant. But how do we stay ahead? In an age defined by the intersection of artificial and human intelligence, it is more vital than ever that we focus on achieving an equitable, productive, and sustainable future for all.

ANTICIPATING A SURGE IN WORKFORCE DISRUPTION

Technology transformation

? Financial Services ? Life Sciences ? Healthcare

Threat of new competition

? Consumer Goods ? Energy

? Technology ? Retail

Rising customer expectations

? Automotive ? Insurance

F I

G U R E 1.

T O P D R I V E R S O F D I S R U P T I O N B Y I N D U S T R

Y

I N T R O D U C T I O

N

F I

G U R E 2. T O P

H U M A N C A P

I TA L R I S K S

In this year’s study, 73% of executives predict significant industry disruption in the next three years — up from 26% in 2018. This sharp shift in perception about the future business environment applies across geographies and industries, although it is most pronounced in the Life Sciences, Consumer Goods, and Energy sectors (Figure 1). More than half of executives expect AI and automation to replace one in five of their organization’s current jobs. But this is only half the story, as AI and automation will also create 58 million net new jobs by 2022, according to estimates from the World Economic Forum. This unprecedented shake-up demands new workforce strategies to stay ahead.

Amid the prediction of disruption lies confidence: Four out of five executives believe their company can lead disruption in their industry, and nearly all are taking action to prepare for the future of work. As organizations ready themselves, there are significant human capital risks — from the inability to close the skills gap to low engagement — that can slow the progress of transformation (Figure 2).

*Top concerns for high-growth companies

*

Top concerns for moderate-growth companies

1

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