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HONG
KONG SAR – Media OutReach – 20 October
2021 – As companies struggle with what workplaces should look like going
forward, findings from a new LHH and The Adecco Group study reveal global
workers’ attitudes about remote versus in-person work, how their companies have
handled the pandemic, their career plans moving forward, the state …<\/p>\n","protected":false},"author":1,"featured_media":18256,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[60],"tags":[],"_links":{"self":[{"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/posts\/18255"}],"collection":[{"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/comments?post=18255"}],"version-history":[{"count":0,"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/posts\/18255\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/media\/18256"}],"wp:attachment":[{"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/media?parent=18255"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/categories?post=18255"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/eodishasamachar.com\/en\/wp-json\/wp\/v2\/tags?post=18255"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
\nKONG SAR – Media OutReach<\/a> – 20 October
\n2021 – As companies struggle with what workplaces should look like going
\nforward, findings from a new LHH and The Adecco Group study reveal global
\nworkers’ attitudes about remote versus in-person work, how their companies have
\nhandled the pandemic, their career plans moving forward, the state of mental health
\nin the workplace and the truth about the Great Resignation. <\/p>\n
\nfrom the Resetting Normal: Defining the New Era of Work <\/i>study show that a large number of workers
\nglobally (53%) want a hybrid working model where more than half of their work time
\nis remote. Productivity has not suffered with remote work, with 82% saying they
\nfeel as productive or more productive than before. <\/p>\n
\nhas taken a hit, however, with more than half of young leaders (54%) reporting
\nthey have suffered burnout and three in 10 stating their mental and physical
\nhealth has declined in the last 12 months. In China, 40% of respondents agree
\nthat working remotely makes them feel less comfortable about taking time off
\nsick.<\/p>\n
\nis no doubt that there is an increased focus and higher employee expectation on
\nthe topic of wellbeing,” said Anders Lundholm, Managing Director – Hong Kong,
\nLHH. “Regardless if the workforce is working from home or in the office \u00a0\u2013 there is higher employee expectation on
\nflexibility and recognition both for their work contributions and their mental
\nand physical health.” <\/p>\n
\nthemes that emerged from the study are that the Great Resignation is currently
\na Great Re-Evaluation for salaried employees and a growing disconnect between \u00a0leadership and their employees. <\/p>\n
\nGreat Resignation <\/i><\/p>\n
\nstudy found that nearly two in five employees are already changing or
\nconsidering new careers and 41% are considering moving to jobs with more
\nflexible working options. A quarter of the workforce is considering moving to
\nanother country or region.<\/p>\n
\nmarket is ripe: two-thirds of workers are confident that companies will start
\nsignificant hiring again, and less than half are satisfied with career
\nprospects at their current company. <\/p>\n
\nkey word is ‘considering’,” said Lundholm. “What we’re seeing is actually not
\nyet a Great Resignation when it comes to non-hourly workers, but rather a Great
\nRe-Evaluation in which salaried employees are seeing more possibilities
\navailable to them, which puts everything on the table. Companies need to
\nrecognize the warning signs that great talent could soon be walking out the door
\nand address demands for increased work-life balance and career advancement
\nopportunities.”<\/p>\n
\nLeadership Disconnect<\/i><\/p>\n
\nto a large disconnect between employees and their managers and senior
\nleadership. While 80% of leaders say they are satisfied with senior
\nleadership, only 43% of non-managers are satisfied. Satisfaction with
\nleadership is particularly low in the areas of company culture and career advancement
\nopportunities. Among the findings:<\/p>\n\n
\ntheir company and only 37% of non-managers say their company is effectively
\ninvesting in developing their skills<\/li>\n
\nworkers say their managers meet or exceed expectations for encouraging a good
\nworking culture<\/li>\n
\nworkers say their managers meet or exceed expectations for helping support
\ntheir work-life balance<\/li>\n
\nsay leaders don’t meet their expectations for checking on their mental
\nwellbeing<\/li>\n<\/ul>\n
\nChina, 44% of respondents are considering coaching\/mentoring leadership skills
\nin response to the challenges of the last 12 months. And although 78% believe a
\nleadership style focused on empathy and a supportive attitude will be important
\nafter the pandemic, only 27% believe the company will provide this.<\/p>\n
\nneed leaders to rise to the occasion by evolving their skillset,” said Lundholm.
\n“There is an opportunity for companies to invest in coaching for their leaders so
\nthey can\u00a0 better identify and address
\nissues that could otherwise become the reason employees leave.”<\/p>\n
\nthe Resetting Normal: Defining the New Era of Work<\/i> whitepaper\u00a0here<\/a>.<\/p>\n<\/p><\/div>\n\n
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