{"id":9486,"date":"2023-03-01T09:20:57","date_gmt":"2023-03-01T09:20:57","guid":{"rendered":"https:\/\/dev-espa.summerize.io\/labour-market-the-seven-dominant-trends-for-2023\/"},"modified":"2023-08-30T14:06:58","modified_gmt":"2023-08-30T14:06:58","slug":"labour-market-the-seven-dominant-trends-for-2023","status":"publish","type":"post","link":"https:\/\/espa.io\/en\/labour-market-the-seven-dominant-trends-for-2023\/","title":{"rendered":"Labour market: The seven dominant trends for 2023"},"content":{"rendered":"\n
\"\"\/<\/figure>\n\n

To record “\u03c4\u03b1 \u03c3\u03b7\u03bc\u03b1\u03bd\u03c4\u03b9\u03ba\u03cc\u03c4\u03b5\u03c1\u03b1 \u03b6\u03b7\u03c4\u03ae\u03bc\u03b1\u03c4\u03b1 \u03c0\u03bf\u03c5 \u03b8\u03b1 \u03b1\u03c0\u03b1\u03c3\u03c7\u03bf\u03bb\u03ae\u03c3\u03bf\u03c5\u03bd \u03c4\u03b7\u03bd \u03b1\u03b3\u03bf\u03c1\u03ac \u03b5\u03c1\u03b3\u03b1\u03c3\u03af\u03b1\u03c2, \u03b5\u03c0\u03b9\u03c7\u03b5\u03b9\u03c1\u03ae\u03c3\u03b5\u03b9\u03c2 \u03ba\u03b1\u03b9 \u03b5\u03c1\u03b3\u03b1\u03b6\u03bf\u03bc\u03ad\u03bd\u03bf\u03c5\u03c2 \u03c4\u03b7 \u03c6\u03b5\u03c4\u03b9\u03bd\u03ae \u03c7\u03c1\u03bf\u03bd\u03b9\u03ac<\/strong> \u03ba\u03b1\u03b9 \u03b8\u03b1 \u03ba\u03b1\u03b8\u03bf\u03c1\u03af\u03c3\u03bf\u03c5\u03bd \u03c3\u03b5 \u03bc\u03b5\u03b3\u03ac\u03bb\u03bf \u03b2\u03b1\u03b8\u03bc\u03cc \u03c4\u03bf future<\/strong> of business<\/strong>” is attempted by the Adecco Group, given that in 2023 “the growth<\/strong> rate of<\/strong> employment<\/strong> will range<\/strong> in low<\/strong> levels<\/strong> as the economic<\/strong> impact<\/strong> of war<\/strong> in the Ukraine<\/strong>, high<\/strong> inflation<\/strong> and monetary<\/strong> tightening<\/strong> will create new challenges for the world of work.”<\/p>\n\n

In its latest report, Adecco notes that “the two years of pandemic have left an indelible mark on employment<\/strong>. Its consequences<\/strong> were – and still are – multifaceted and uncharted, affecting every aspect of<\/strong> modern socio-economic life. The impact of the pandemic on labour proved to be stronger than predicted. As new trends and work models emerged, employer<\/strong>–employee<\/strong> relations<\/strong> were reshaped<\/strong>. It has also deteriorated<\/strong> the mental<\/strong> health<\/strong><\/a> and well-being<\/strong> of workers<\/strong> globally.”<\/p>\n\n

In terms of trends for 2023, Adecco highlights the following issues:<\/p>\n\n

1. Talent shortage and need for skills upgrading<\/strong><\/h2>\n\n

This is the most important issue of concern to all businesses<\/strong>, regardless of their sector. The difficulty<\/strong> in finding talented executives<\/strong> is not a new phenomenon. But the problem<\/strong> got much worse<\/strong> during the pandemic<\/strong> years<\/strong>. Many workers<\/strong> decided to change<\/strong> their sector of<\/strong> activity<\/strong>, creating major<\/strong> reorganisations<\/strong> in organisations and businesses. There is also a difficulty in retaining<\/strong> talented<\/strong> human<\/strong> resources<\/strong>. Companies<\/strong> try to reduce<\/strong> the talent drain<\/strong> by continuous<\/strong> training<\/strong> to upgrade the skills of employees (upskilling).<\/p>\n\n

The labour<\/strong> market<\/strong> has not recover<\/strong> yet completely<\/strong> from the turbulence brought about by the pandemic<\/strong>. At the same time the ejection<\/strong> of inflation<\/strong> makes the a less favourable<\/strong>macroeconomic<\/strong> environment<\/strong>. Therefore, in order to equip<\/strong> the businesses<\/strong> vis-\u00e0-vis the the risks<\/strong> posed by the the impact<\/strong> of inflation<\/strong> in the labour market, it should adopt<\/strong> a clear<\/strong> talent<\/strong> retention<\/strong> strategy<\/strong> with strong incentives for their employees.<\/p>\n\n

2. Changing the leadership model to deal with tacit resignation<\/strong><\/h2>\n\n

Upgrading<\/strong> skills<\/strong> is not<\/strong> just about the workers<\/strong> in a company. It also concerns the leadership team<\/strong>, which is the team responsible for development of<\/strong> the company<\/strong>. As well as for the maintenance of<\/strong> the talented<\/strong> human<\/strong> resources<\/strong>. Businesses should create<\/strong> but also to communicate<\/strong> in a clear way to their employees an ambitious<\/strong> vision<\/strong> that will offer prospects<\/strong> and development<\/strong> opportunities<\/strong> to their people. Especially younger employees<\/strong> want to feel<\/strong> important<\/strong> in an organisation. Enjoy the respect<\/strong> and appreciation<\/strong> of their employer. At the same time they wish to protect themselves<\/strong> from stressful<\/strong> situations<\/strong>. Situations leading to burnout<\/strong> and phenomena such as Quiet Quitting<\/strong>.<\/p>\n\n

3. Providing development opportunities for human resources<\/strong><\/h2>\n\n

The need to continuously upgrade the skills<\/strong> of human resources on a large scale is a huge challenge<\/strong>, which most<\/strong> employers<\/strong> have not put on their agenda<\/strong> despite the multiple benefits it brings to the growth of any business. This is evidenced by the findings of the Adecco Group’s Global Workforce of the Future survey, where the prospect of career progression was the third most common reason for an employee to change jobs<\/strong>, behind only the level of pay and work-life balance. If one takes into account the fact that the same survey showed that 27% of employees are considering changing jobs<\/strong>, the training opportunities (upskilling and reskilling)<\/strong> that the employer will provide to employees, along with the prospects for career development, will determine whether or not talented executives will stay.<\/p>\n\n

4. Upgrading the role of the Head of HR<\/strong><\/h2>\n\n

The criticality<\/strong> but also the complexity<\/strong> of talent<\/strong> management<\/strong> makes the role<\/strong> of Head of Human Resources<\/strong> increasingly important<\/strong>. Already from the years<\/strong> of pandemic<\/strong>, the responsibilities of<\/strong> the HR manager<\/strong> in a company have increased significantly<\/strong>, with the result that both managers and Board members<\/strong> consider the skills<\/strong> of the Head of HR<\/strong> very important<\/strong> for the growth of a company. This is confirmed by a Harvard Business Review survey showing that when a CEO level position opens up<\/strong> in a company, the Lead<\/strong> Human Resources<\/strong> should be among the main candidates<\/strong> because the skills of attracting & retaining talent and cultivating a supportive culture are very important for the strategic development of the business.<\/p>\n\n

5. Sustainable human resources management strategy<\/strong><\/h2>\n\n

The process of attracting and retaining talent, taking care of the psychosomatic health of employees and the overall<\/strong> human<\/strong> resource<\/strong> management<\/strong> strategy<\/strong> should be linked to the the ability of<\/strong> the company to create value<\/strong> with sustainable<\/strong> way<\/strong>. In this context, employers should ensure that exemplary<\/strong> management of<\/strong> their people at all levels, from the attracting<\/strong> new<\/strong> workers<\/strong> until the the retention of<\/strong> competent<\/strong> staff<\/strong> and the cultivating<\/strong> a corporate<\/strong> culture<\/strong> to promoting<\/strong> empathy<\/strong> in the leadership model.<\/p>\n\n

6. Establishing safety and control rules to protect workers<\/strong><\/h2>\n\n

The social, economic and technological changes<\/strong> that have taken place in recent years have led to new<\/strong> forms of<\/strong> employment<\/strong>. \u0397 protection<\/strong> of rights<\/strong> of workers<\/strong> employed in different forms of work<\/strong>, through regulations and institutional frameworks that are fully implemented, will be an important step<\/strong> towards the proper functioning of the labour market<\/strong>.<\/p>\n\n

7. Increasing the impact of the Metaverse and Decentralized Autonomous Organizations (DAOs)<\/strong><\/h2>\n\n

In recent years, phenomena such as the Metaverse<\/a><\/strong> and Decentralized<\/strong> Autonomous<\/strong> Organizations<\/strong><\/a> (DAOs) have appeared in the public debate. Their ambition is to change<\/strong> the its future<\/strong> Labor<\/strong>. According to the results of<\/strong> the Adecco Group’s Global Workforce of the Future survey almost<\/strong> the half of<\/strong> the respondents<\/strong> (46%) who are of the same age in Generation Z<\/strong>, they believe that in future<\/strong> the Metaverse<\/strong> will be a piece<\/strong> of everyday life<\/strong> in their<\/strong> work<\/strong>. In fact, this is something they themselves<\/strong> very much<\/strong> want<\/strong>.<\/p>\n\n

Regarding Decentralised Autonomous Agencies<\/strong>, their operation may still be less widespread, however 67% of respondents<\/strong> belonging to Generation Z said they have<\/strong> either already<\/strong> worked<\/strong> or would like to work<\/strong> in such an organisation. The rise in popularity of DAOs and the Maverse is part of the wider trend of remote working<\/strong> and the right of the worker to work from anywhere.<\/p>\n\n

In this context, business<\/strong> leaders<\/strong> need to be trained<\/strong> on the new<\/strong> data<\/strong>. They should assess<\/strong> the benefits<\/strong> and risks<\/strong> of further implementation of innovative tools so that their<\/strong> integration into<\/strong> employment<\/strong> brings<\/strong> maximum<\/strong> benefits<\/strong> with the lowest possible<\/strong> risk.<\/p>\n","protected":false},"excerpt":{"rendered":"

To record “\u03c4\u03b1 \u03c3\u03b7\u03bc\u03b1\u03bd\u03c4\u03b9\u03ba\u03cc\u03c4\u03b5\u03c1\u03b1 \u03b6\u03b7\u03c4\u03ae\u03bc\u03b1\u03c4\u03b1 \u03c0\u03bf\u03c5 \u03b8\u03b1 \u03b1\u03c0\u03b1\u03c3\u03c7\u03bf\u03bb\u03ae\u03c3\u03bf\u03c5\u03bd \u03c4\u03b7\u03bd \u03b1\u03b3\u03bf\u03c1\u03ac \u03b5\u03c1\u03b3\u03b1\u03c3\u03af\u03b1\u03c2, \u03b5\u03c0\u03b9\u03c7\u03b5\u03b9\u03c1\u03ae\u03c3\u03b5\u03b9\u03c2 \u03ba\u03b1\u03b9 \u03b5\u03c1\u03b3\u03b1\u03b6\u03bf\u03bc\u03ad\u03bd\u03bf\u03c5\u03c2 \u03c4\u03b7 \u03c6\u03b5\u03c4\u03b9\u03bd\u03ae \u03c7\u03c1\u03bf\u03bd\u03b9\u03ac \u03ba\u03b1\u03b9 \u03b8\u03b1 \u03ba\u03b1\u03b8\u03bf\u03c1\u03af\u03c3\u03bf\u03c5\u03bd \u03c3\u03b5 \u03bc\u03b5\u03b3\u03ac\u03bb\u03bf \u03b2\u03b1\u03b8\u03bc\u03cc \u03c4\u03bf future of business” is attempted by the Adecco Group, given that in 2023 “the growth rate of employment will range in low levels as the economic impact of war in the 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