劳动力2.0：全球人才趋势2024-2025

Unlocking human potential ina machine-augmented world 2024–2025 Introduction 2025 marks a year of transformative and relentless change,challenging businesses to push boundaries in pursuit ofquality growth. As Mercer’s2025 Executive Outlook Studyshows executives are feeling positive about businessperformance in the year ahead, their calculated optimismcomes with increased scrutiny on the ROI of key initiatives.Eighty-four percent of executives plan toask everyone tofocus on efficiency to deliver more with less. Bringing businessambition in line with limited budgets underscores the needfor C-suite and HR leaders to be highly intentional in wherethey invest their time and money. The world of work is in full metamorphosis,forever changed by the seismic shifts ofrecent years and accelerated by the imminenthuman-machine teaming revolution. Therise of generative AI has been met withequal measures of unease and excitement,changing not only how people work but thework experience itself. Has it delivered on thehype and made a meaningful impact? Canthe increased risk exposure be effectivelymanaged, and is it worth it? What will bethe permanent impact on the competitivelandscape? These are the conversationsdominating boardrooms and team chats,with one universal truth emerging: Unlockingthe potential of this new world of workmeans keeping people at the heart of thetransformation agenda. The stakes remain high. Two in five workers believethatthe world of work is fundamentally brokenand one infour wish theydidn’t have to work at all. People crave thepeace of mind that comes with job security and financialwell-being — staples that become increasingly importantduring times of upheaval. The risks executives foreseein 2025 are arguably more controllable than those ofprevious years; only 20% highlighteconomic uncertaintyas a primary risk to growth, while their biggest concernsincludereskilling/upskillingandthe inability to realizethe potential of technology(see Figure 1). Are businessesbecoming more adept at responding to uncertainty andvolatility? Leaders will need to maintain this agility inthe years ahead, with nearly two-thirds of respondentsto the2025 Global Risks Reportpredicting a “stormy” or“turbulent” outlook over the next 10 years.1 Thank you to the 14,400+ C-suite executives,HR leaders, employees, and investors whocontributed to this study. A shift in HR’s priorities Top of the agenda for HR leaders in 2025 isimprovingpeople managers’ skills (e.g., performance management,feedback), a jump from ninth position in 2024 thatacknowledges the importance of empathetic, influentialand inspiring leadership to effectively drive change. Another high climber for 2025 isdesigning talentprocesses around skills, up from #8 to #3, reflectingthe acceleration of skills as the new currency of work.However, only 37% of executives believe investmentsin skills-based talent practices will deliver a returnthis year. Whileemployee experienceandworkforce planningremain near the top of the global HR agenda, theyhave declined in prominence (even more so forlower-growth firms). Increasing longevity trends shouldnot be ignored cite this as a 2025 priority, a fall from #7 to #21. Yetour2025 Executive Outlook Studyshows theimpact ofthe longevity economyis the joint-second biggest risk togrowth and 80% of executives believe leadership should One surprise:Increased investment in benefits to improveemployees’ physical/mental healthdeclined significantlyon HR’s priority list, from #2 in 2024 to #14 in 2025.This sets a concerning precedent in light of employee be doing more toaddress the potential risks associatedwith aging workforce demographics. Given the need toinvest intentionally in 2025, greater discussion is neededto ensure HR and executives are on the same page. burnout risk and theaging workforce. Anotherconcerning drop given the implications of thelongevityeconomyisinvesting more in benefits related to retirementsavings and financial well-being. Only 11% of HR leaders it’s changing the game. Over half of executives (54%)believe that their businesseswill not survive beyond 2030without embracing AI at scale. To capitalize on the mostsignificant technological breakthrough of our time,organizations need to ensure that their business andpeople plans are amplifying human progress. and putting the onus on managers to ensure thattheir people leave work feeling good about their dayand energized for tomorrow. What drives a sense ofthriving varies, but a regression analysis shows that42% of this variance can be accounted for across fivedimensions (see Figure 3). Organizations are being testedin new ways Making work “work”:What helps employees thrive Solving for business agility andpeople sustainabilityis critical.2In 2024, HR professionals in high-growthcompanies (self-reported 10% revenue growth orgreater in 2023) were more likely to describe theircompany asagile(54%) andfocused on the long term(49%) than those in low-growth compani