工作的未来：关注海湾合作委员会

1in collaboration with The World Government Summit is a global platform dedicated toshaping the future of governments worldwide. Each year, the Summitsets the agenda for the next generation of governments with a focuson how they can harness innovation and technology to solve universalchallenges facing humanity.The World Government Summit is a knowledge exchange center at theintersection of government, futurism, technology, and innovation. Itfunctions as a thought leadership platform and networking hub forpolicymakers, experts and pioneers in human development.The Summit is a gateway to the future as it functions as the stage foranalysis of future trends, concerns, and opportunities facing humanity.It is also an arena to showcase innovations, best practice, and smartsolutions to inspire creativity to tackle these future challenges.To InspireAnd EnableThe Next GenerationOf Governments2World Government Summit Table of ContentsExecutive SummaryChapter 1:Motivations For Work Are ChangingChapter 2:Beliefs About What MakesA ‘Good Job’ Are ChangingChapter 3:Automation Is Helping To Rehumanize WorkChapter 4:Technological Change Is BlurringThe Boundaries In The FirmChapter 5:Younger Generations AreIncreasingly OverwhelmedConclusionTopics 6101622283640 As part of a broader global research program over the past year, we havestudied the motivations and priorities of workers across 19 countries,including Saudi Arabia and UAE, and have considered how firms andgovernments in the GCC can get ahead in the shifting war for talent.The pandemic hasundoubtedly triggeredlasting changes whenit comes to work. Manyworkers were part ofa forced experiment inremote working thatshifted perceptions aboutsuch arrangements.Others found themselvesin jobs that required themto personally confrontthe virus daily just tokeep society running.Executive Summary World Government Summit 7All of us had cause to reflect on what we wantour work to look like and what role we wantit to play in our lives. According to a Bain &Company survey conducted by Dynata, 58%of workers across ten major economies feelthe pandemic has forced them to rethink thebalance between work and their personallives. In the Gulf Cooperation Council (GCC)countries, this figure rises to around two inthree workers based on results from SaudiArabia and the United Arab Emirates (UAE).But profound changes were starting tosurface even before the pandemic. Concernsabout the impact of automation havesurged as machine learning and relatedtechnologies have matured. The growth ofgig work, supported by new digital platforms,has thrown the longevity of the traditionalemployment model into question. Flexiblework arrangements have moved into themainstream. Demands for firms to define aclear social purpose have prompted businessleaders to embark on soul-searchingjourneys.This pattern holds true for the GCC, wherethere are strong concerns that automationcould lead to job losses and an appetitefor home, rather than office, working. Forgovernments this poses some big policyquestions, especially on how to attract andretain talent in a region where many workerscome from outside of the region—up to 90%in the UAE. In prior research, we have explored the dawn of a newera of business,1one in which outrunning extinctiondemands not just scale, but also speed and customerintimacy. We call those who achieve this balance ‘scaleinsurgents’.2Yet our understanding of workers—their hopes anddesires, their untapped potential, their emotional needs—is often superficial.The pandemic has also brought one reality into starkrelief: The war for talent is not just about cultivatinga pipeline of future company executives. Surgingattrition rates suggest that many workers are using thepandemic-induced job disruption as an opportunity toreevaluate what they want from their work. As a result,many companies are struggling to fill shortages in keyfrontline roles, threatening their ability to return to fullcapacity when the crisis subsides. This could become abig issue in the GCC, where for instance, more than 76%of UAE employees have either changed jobs in 2022 orare planning to do so in the next 12 months, according toa new survey by Zurich Workplace Solutions and marketresearch company YouGov.3As part of a broader global research program overthe past year, we have studied the motivations andpriorities of workers across 19 countries, including SaudiArabia and UAE, and have considered how firms andgovernments in the GCC can get ahead in the shifting warfor talent.1https://www.bain.com/insights/firm-of-the-future/2https://www.bain.com/insights/becoming-a-scale-insurgent/3https://www.thenationalnews.com/business/money/2022/11/24/majority-of-employees-in-uae-plan-to-change-jobs-in-2023/The relationshipbetween workersand firms ischanging radically,forcing leadersto rethink theirapproach to talent. We’ve identified five key themes that arereshaping work, in the GCC and globally:Motivations For Work Are Changing.Gains in livin