The slide explores the move towards a more autonomous, fragmented network of operations, highlighting changes in employment structures and the rise of freelance work.

Showcasing three possible future scenarios of work culture: 'The Orange World' focusing on flexibility, 'The Green World' on social responsibility, and 'The Blue World' on big corporation dominance. Suited for discussions on corporate culture.

Emphasizes the importance of worker agency in organizational success and the readiness of companies to adapt to this trend.

The slide indicates a split perception among respondents regarding the fairness of worker compensation in SEA countries.

This slide presents the levels of worker satisfaction in various SEA countries, indicating a significant portion of dissatisfaction.

This slide shows the expected disruption in workers' skills by 2027 and emphasizes the need for on-the-job training and automation, supported by statistical data.

The slide highlights six areas where employers are planning significant changes post-COVID-19, including real estate, travel, flexibility, tech enablement, learning, and workforce planning.

Explores employee preferences for flexibility in work location and hours, including preferred employer-provided work options, based on survey data.

This slide showcases the key digital initiatives for telcos in enhancing operational efficiency and support functions, such as workflow management and fraud detection.

Details the workflow and decision-making structure within a 'Nerve Center' and its application in crisis management.

Discusses the role of technology in enhancing workforce agility and managing skills during disruptive events, highlighting trends in flexible contracts and skillset adaptations.

Focused on workforce expectations, this slide shows that a majority of workers anticipate AI helping them work faster or more efficiently, particularly in the next five years. Regional breakdowns show varied levels of optimism about AI’s job impact.

It discusses how organizations are evolving their workforce strategies to address the challenges posed by Generative AI adoption, highlighting expected changes in talent strategies within various time frames.

Discusses how governing workforce strategies apply to public services, emphasizing the need for new questions to leverage predictive analytics for decision-making.

Discusses various factors that influence France's attractiveness for employing a foreign workforce, focusing on quality of life, healthcare access, and administrative procedures.

This slide provides an international perspective on the workforce shifts necessary under an early automation adoption scenario. It quantifies the proportion of the workforce that might need to transition to different occupations, serving as a basis for discussions on global labor market resilience and the need for comprehensive retraining programs.

Maps out the automation potential in various job roles, focusing on activities that can be automated and the capabilities required for each, such as social and cognitive skills.

It analyzes the potential for technology-driven job reinvention across industries, presenting augmentation and automation prospects. This slide could be used to discuss workforce transformation trends and the impact of technology on employment across different sectors.

The slide examines perceived job displacement risks due to AI and contrasts it with perceived opportunity. While many expect change, responses vary on whether it’s good. Countries like India and South Africa are most optimistic about AI-driven workforce changes.

Depicts that most executives anticipate productivity gains and upskilling from AI rather than job losses. Only 7% foresee reduced headcount, indicating confidence in AI’s augmentative role in workforce transformation.

Details the percentage of organizations that increased, decreased, or maintained their workforce in 2022.

The slide analyzes the representation of various demographics within the US workforce, detailing racial, ethnic, and gender distribution, and outlines the company's efforts to broaden understanding and inclusivity through expanded self-ID options.

Details the gender and racial composition of the workforce, providing insights into the diversity and inclusion efforts of the company.

Labor force projections show stagnation or decline in developed economies’ construction workforce, while developing economies like India and Indonesia show growth. The slide emphasizes demographic and regional labor force trends.

Provides headcount data by region, role, and gender for FY23, highlighting gender representation and workforce distribution across global KPMG operations.

Presents Deloitte USI’s workforce representation data, emphasizing the increase in female representation across most levels from 2021 to 2022.

Summarizes the demographic characteristics of participants in the PwC survey, providing insights into the composition of the workforce across various industries and demographic groups. This data is essential for understanding the context of the survey results and tailoring future policies and practices to these diverse groups.

This slide focuses on Ireland’s labor market advantages (educated workforce, demographics) and disadvantages (retaining talent, competition), supported by survey data and commentary on employment trends and policy.

Presents demographic data of a large survey of highly skilled workers across three regions, useful for HR and market analysis.

The slide identifies major barriers to workforce development such as longer recruiting timelines and higher costs. Despite these challenges, a high percentage of organizations recognize the financial value of apprenticeships.

Discusses the shift towards flexible employment models and the readiness of businesses to lead an inclusive workforce.

This slide analyzes the drivers and outcomes of optimizing the workforce ecosystem. It compares traditional employment structures to more flexible, skill-based arrangements, discussing the prevalence of freelancers, contractors, and outsourced teams, especially contrasting usage rates in Ukraine versus globally. It also discusses the resultant business outcomes like increased retention.

The slide examines the redistribution of work roles in the United States from 2017 to 2028, highlighting the major increase in workers required in 'Empathy and Support' roles over the next 10 years.

The slide examines trends in workforce and employer sentiments about returning to work after the pandemic. It highlights key statistics, such as the percentage of CEOs expecting remote work to continue and workers' preferences for remote work. This data is critical for planning future workplace strategies and policies.

This slide compares the gender distribution of Deloitte USI's workforce across different levels from junior staff to director between FY2022 and 2021.

The slide details the generational composition of Deloitte USI's workforce at various organizational levels in FY2022.

It examines the extent to which organizations are providing their workforce with access to approved Generative AI tools, highlighting disparities based on expertise levels and workforce penetration rates.

Analyzes challenges in workforce development for Industry 4.0, showing German executives' perspectives versus global trends in skill mismatches, talent attraction, retention, and training initiatives.

It shows the percentage of female and male employees in different job roles and highlights changes in representation from the previous year.

Analyzes workforce management strategies, managing capacity gaps, and adjusting capacity through measures like vacations, furloughs, or automation, with emphasis on proactive management.

This slide outlines the IT landscape of Northern Trust, emphasizing the global workforce, daily operations like payments processed and security events, and the achievements in operational excellence including reliability and management of hardware and software. Designed to provide a snapshot of the company's technological capabilities and operational metrics.

Analyzes the extent of workforce changes in 2022, highlighting those with greater than 10% changes.

Provides a strategic workforce plan framework for CEOs to follow as they integrate generative AI into their companies, focusing on development, engagement, anticipation, and attraction.

Most organizations (83%) plan to increase their workforce in 2023, with insights into the trends among organizations with varying employee sizes and revenue.

The slide discusses the expected workforce impacts and productivity enhancements from GenAI implementation. It presents data on front and back office impacts, including productivity gains and cost savings.

This slide compares gender distribution in promotions at Deloitte USI for various organizational levels between FY2022 and the 2021 report.

Analyzes how France stands in terms of workforce qualifications and cost efficiency, aiding companies in strategic workforce planning.

This slide discusses key factors influencing investment decisions by American investors, highlighting workforce qualification, legal stability, and economic context.

It examines Deloitte USI's recruitment and retention trends over three fiscal years, highlighting gender differences in attrition rates.

The slide presents an analysis of workforce distribution and opportunities for reinvestment, emphasizing the mix of employees and externals in technology and operations.

Highlights talent attraction and retention as top CEO priorities. Charts show workforce-related goals (25%) and advancing digitalization (25%) are equally emphasized. Also touches on inflation, ESG, and geopolitics as relevant focus areas.

The slide covers the distribution of Deloitte USI's workforce by disabilities and LGBTQIA+ status, including gender and level distribution in FY2022.

It details the gender identity composition of Deloitte USI's workforce, including agender, nonconforming, male, female, and others.

The slide identifies Central American countries with skilled workforces capable of participating in the semiconductor production value chain, emphasizing roles in assembly, testing, and manufacturing.

It continues the sentiment analysis from the previous slide, detailing the ability to bring authentic selves to work and perceived colleague support.

The slide presents survey results indicating the sentiments of Deloitte USI employees regarding their pride and respect at work by gender over FY2020 to FY2022.

This slide predicts significant workforce shortages in retail operations and supply chain, highlighting urgent areas for strategic human resource planning in the industry.

This slide discusses how organizations are addressing the GenAI skills gap. While only 16% feel highly equipped, 69% are training their workforce and 61% are hiring new talent. Comparisons to 2023 statistics show significant progress.

Highlights Deloitte's approach to addressing workforce challenges with a three-part process: imagine, compose, activate.

Discusses the stability and growth projections of workforces across industries, aiding HR planning and workforce development strategies.

The slide details Deloitte's collaboration with a financial institution to define their workforce strategy. It includes business issues such as mandated FTE reduction, the approach including methodology and assessment, and the impact like understanding disruption and workforce strategy over the next few years.

The image is intended to humanize the economic contributions discussed in the report, likely representing the workforce behind the Tempest programme and their role in economic development.

Slide explores the deeply integrated dimensions of workforce transformation, addressing the work, workforce, and workplace. Useful for discussions on the integration of these elements in strategic business planning.

Illustrates the transformation and disruption in the workforce with traditional employee roles compared to new forms of work like freelancers and robots. Useful for analyzing the evolving talent landscape.

Discusses workforce transformation needs including skills training, data literacy, and knowledge management. Highlights barriers like cost, job fears, and adaptation resistance through factory manager survey results.

Illustrates fluctuations in workforce needs over two decades, highlighting industry responses to technological and market changes.

Explores future workforce trends, including the predominance of millennials and changing skill requirements, and the subsequent implications for organizations.

Discusses evolving workforce expectations regarding pay, crucial for financial planning and HR strategies in businesses.

Analyzes trends in work from home requests among companies and the impact of hybrid work models on operational efficiency and company culture from 2021 to 2023.

The slide evaluates the impact of work from home on performance, legislative framework clarity, and changes in work from home practices over the past year.

The slide shows survey results on the expected increase in work-from-home practices after pandemic restrictions are lifted, comparing responses across different global markets.

This slide emphasizes the importance of work in the identity of Gen Zs and Millennials while highlighting the paramount importance of achieving work/life balance. It presents data on what aspects are most important to their sense of identity.

Illustrates the high level of confidence respondents have in their ability to find attractive jobs and the value they place on professional work.

This slide analyzes changes in the working-age population and compares average hourly wages across countries, providing insights into labor market trends and economic productivity.

Discusses preferred working arrangements, including office hours and flexible working options. Highlights trends in preferences among different age groups.

It compares the working capital performance of manufacturing companies by size, highlighting that large companies achieve better results than small and medium-sized enterprises, possibly due to better management practices and faster customer payment collection.

Analyzes trends in working capital management, focusing on changes in DSO, DIO, and DPO over several years to assess financial health.

Highlights levers in working capital management, such as inventory optimization and accounts receivable, showing trends for 2019.

This slide is centered on the use of live dashboards to enhance working capital management. It displays monthly invoicing trends and a segmentation of receivables, suggesting how real-time data transparency can lead to better financial decision-making.

The slide analyzes working capital changes across different industries over a five-year period, using a column chart to illustrate which industries have seen improvements or deteriorations. The analysis highlights trends in operational efficiency within these sectors.

It highlights the lack of progress in improving working capital performance in the manufacturing industry over the past five years, suggesting a need for better management practices to counter declining returns and investment.

The slide explains PwC's approach to improving working capital, detailing steps and examples in accounts receivable, inventory, and accounts payable.

Provides data on changes in working situations due to the pandemic, with 43% reporting changes. Details include working from home, decrease/increase in hours, and furlough.

Illustrates the high cost of working space for artists in Melbourne and the demand exceeding supply.

Focused on the perceived impacts of flexible working on career advancement, this slide offers insights into employee retention factors and can guide discussions on company policies to support work/life balance.

The slide discusses the rising popularity of condensed work weeks and part-time jobs, listing areas organizations should focus on and concerns about flexible work.

Analyzes preferred organizational strategies for enhancing work-life balance among Gen Z and Millennials, highlighting the differences in preferences for flexible work options.

This slide explores young people's perspectives on work-life balance, including the importance of balancing work with personal life and the levels of satisfaction.

This slide examines the factors affecting employment rates and pay gaps for older women in the UK, focusing on work-life patterns and occupational segregation. It discusses the challenges and barriers faced by older female workers.

Analyzes the impact of technology on underwriters' workload by business line and account size, using historical data.

Shows the trend of technology impact on underwriters' workload from 2008 to 2021, with comparative analysis.

Strategic workplace adaptations are outlined, suggesting a focus on collaboration and flexibility. The chart reflects corporate strategic planning in response to changing work patterns.

Demonstrates how people are using AI at work (e.g., research, content editing, summarizing). Also shows concern levels over AI’s development pace, broken down by political affiliation.

The slide discusses the importance of workplace autonomy, highlighting survey data on regional disparities in how much freedom employees are given to control their work and make decisions.

This slide focuses on perceptions and experiences of gender discrimination in the workplace. The UAE and Saudi Arabia show the highest incidence, with men and women reporting equal likelihood globally.

Discusses the frequency and impact of political and social discussions at work. It examines the positive and negative outcomes of these discussions across various demographic groups, revealing that such interactions can have both beneficial and detrimental effects on workplace dynamics.

It discusses changes in the strategic procurement team's working environment, engagement, retention, diversity, and gender balance.

It discusses changes in the strategic procurement team's working environment, engagement, retention, diversity, and gender balance.

This slide presents data on the proportion of people who discussed gender equality at work in the past year. It compares country-level responses and provides gender-specific response rates.

Provides more global examples of metabolic health interventions: Singapore’s healthy workplace, Abu Dhabi’s food initiatives, Brazil’s labeling regulations, and South Africa’s sugar tax. Emphasis is on regulation, labeling, access, and workplace health.