PeopleatWork2024:

AGlobalWorkforceView

Thepandemic’sdramaticupheavalsarebehindus,buttechnologicaladvances,evolvingworkplacenormsandavastdemographic

shiftaretransformingtheworldofworkinevengreaterways.

TheADPResearch

Institute

Contents

4

7

8

9

14

25

29

40

44

49

Executivesummary

Introduction

Dataandmethodology

Whatworkerswant:Pay—andmore

Whatworkersexpect:Payincreases

Thepromiseandperilofremotework

ESGandDEI:Aworkforcedivided

Careerdevelopment:Roomforimprovement

Stress,theconstantcompanion

Conclusion

RegionalWorkforceView

50

54

58

62

AsiaPacificEurope

LatinAmericaNorthAmerica

Executivesummary:Navigatingchange

Forthepastfouryears,theADPResearch

Institutehassurveyedworkersaroundtheglobe

tolearnabouttheiron-the-jobexperiencesbefore,duringandafterthepandemic.Thisworkhas

illuminatedtheworld’sjourneythroughadeep

economicdownturn,thesubsequentcost-of-livingcrisisandmonumentalchangetiedtoremote

andhybridwork.Aswe’vepassedeachofthesemilestones,PeopleatWorkhascapturedhowthegloballaborforcehasadaptedandchanged.

Theworldisshakingoffitspandemic-drivenupheaval,butchangehasn’tslowed.Asnewopportunitiesandchallengesreshapethe

labormarket,workersinsomewayshaveremainedconstantintheirpriorities—theystillputgreatvalueonremunerationandjobsecurity,forexample.Butinotherways,theyfeelunderthreat

fromtechnology,stressandshiftingworkplacenorms.

Usingdetailedsurveyresponsesfrommorethan34,000

workersin18countries,PeopleatWorkcontinuestocapturethisevolution.In2024,wepresentsixkeyfindings:

3

1

2

Thepromiseandperilofremotework

Thegloballabormarkethas

improvedagreatdealover

thelastfouryears,withthe

unemploymentrateforthe

world’slargesteconomies

nowbelowpre-pandemic

levels.Oursurveyreflectsthisnewstability,withagreater

proportionofworkersfeeling

secureintheirjobs.Astrong

senseofjobsecurityisevidentineveryregionwesurveyed.

Despitethisimprovement,

workersareuneasyaboutotherchanges,includingartificial

intelligenceandremotework.

PeoplewhosaythatAIhasthepowertomaketheirworkeasierarelesslikelytofeelinsecure

aboutlosingtheirjobs.Workerswhoareunsureorconcerned

abouttheimpactofAIreporthigherlevelsofjobinsecurity.

Andtheremotework

arrangementsthatmany

employeesandemployershave

embracedhavecomewitha

downside.Remoteworkers

aremorelikelytofeelliketheir

organizationsaremonitoringthem.

Whatworkerswant:Pay—andmore

Workersputsalaryatthetop

Whatworkersexpect:Payincreases

Ourlastsurveycapturedhighexpectationsforpayincreases.

Thatsentimentisprevalentagainthisyearaswidespreadinflationresetsworkers’expectations.

In2023,theaveragepay

increasewas4%,accordingtooursurvey.In2024,workers

anticipatepayincreasesofmorethan5%onaverage.

Butif2023isanymeasure,peoplearelikelytobedisappointed.

Surveyrespondentsinevery

countryoverestimatedtheir

paygainsthatyear.Andeven

thoughmostworkersexpectpaygrowthtoaccelerate,asizable

19%expecttheirremunerationtoremainunchanged.That’s

upfrom16%ayearago.

oftheirprioritylistforthefourthyearrunning.Morethan55%ofrespondentsrankpayamong

theirtopthreejobpriorities.

Atthesametime,employeesaremoredissatisfiedwith

theirpaythanwithanyother

prioritizedattribute.Strengtheningeconomieshaveelevated

expectationsforpayincreases.

Workersarelargelyunifiedonthepriorityofpay,butwecaptured

regionalandgenerational

differenceswhenitcomestootherjobvalues.HalfofworkersintheAsiaPacificregionlistjobsecurityasahighpriority,secondonlyto

payinimportanceforthisregion.

WorkersinEurope,bycontrast,prizetheday-to-dayenjoymentofworkoverjobsecurity.

Youngworkers,moreover,are

makingtheirpresenceknown

asadistinctglobalvoice.One

infiveprioritizetrainingand

experience,morethananyother

agegroup.Andwhiletheywant

flexibilitytodotheirworkwhere

andwhentheychoose,young

adultsprioritizeworkplaceflexibilitylessthanotherjobattributes,

possiblybecausethey’vegrowntoacceptitasagiven.

4|PeopleatWork2024:AGlobalWorkforceView5|PeopleatWork2024:AGlobalWorkforceView

4ESGandDEI:Aworkforcedivided

Nationalconversationsaboutenvironmental,

socialandgovernanceinitiativesanddiversity,equityandinclusionvaryagreatdealaround

theworldandareheavilyinfluencedbycultural,regulatoryandpoliticalnormsandpractices.

AstheESGandDEIlandscapescontinuetoshift,workersentimentrevealsbothcommongroundandpointsofdivergence.Nearlyhalfofworkerssaytheiremployersofferdiversitytraining,followedbyawarenessevents

(36%)andtargetedrecruiting(34%).

Workersalsotellusthatdiversitytrainingisthemosteffectiveoftheprogramstheir

employersoffer,faroutpacingmore

controversialpracticessuchashiringquotas.

Moreover,enthusiasmaboutDEIpracticesdivergesalonggenerationallines.Workersaged55andolderarenearlyfivetimes

morelikelythan18-to24-year-oldstodoubttheeffectivenessofanyDEIinitiative.

TurningtoESGpractices,workersseemsatisfiedthatcompaniesaremeetingthegoalsthose

workersdeemimportant,especiallywhenitcomestominimizingtheimpactofcarbonemissions,

increasingdataprivacyandfosteringasafe,healthy,fairandproductiveworkplace.

6

5Careerdevelopment:Roomforimprovement

Lessthanhalfofworkersfeeltheiremployerinvests

intheskillstheyneedtoadvancetheircareers.And

almosthalfsaytheskillsetsofthefuturewillrequire

technologicalknowledgethatisn’tneededintheir

jobstoday.Forty-twopercentofworkersgloballythinkAIwillreplacesomeoralloftheirjobfunctions.

Takentogether,theseresultspointtoaskillsconfidencegap.Workersdon’ttrustthattheiremployersareinvestingintheircareers.

Stress,theconstantcompanion

Lastyear,oursurveyhighlightedthetollthatstressintheworkplacewastakingontheglobalworkforce.Thisyear,halfofworkersreportfeelingstresson

thejob,butthesharewhosaytheyfeelstresseverydayhasfallentobelowpre-pandemiclevels.

Still,giventheimportanceofmentalhealthon

productivityandperformance,employersneedtokeeptheireyeontheballwhenitcomesto

workplacestress.Only21%ofpeoplesurveyedfeeltheiremployerfullysupportstheirmental

wellbeing.Employeesinourglobalsamplewhofeelsupportedbymanagersandcolleaguesarelesslikelytofallintothehigh-stresscategory.

Ourtakeonthestateoftheglobalworkforce

Thisyearwillmarkanimportanttransitionfrom

atroubled,pandemic-driveneconomytoanew,post-pandemicworld.Inthisnewversionofwork,thepandemicimprintlingers,buttechnological

advances,changingdemographicsandshiftingworkplacenormswilldriveseismicchange.

Foremployersseekingtonavigatealabormarketintransition,havingakeenawarenessofworkforcesentimentiscrucial.Companiesthatcommunicateclearly,calibrateworkerexpectations,nurturetrust

6|PeopleatWork2024:AGlobalWorkforceView7|PeopleatWork2024:AGlobalWorkforceView

andinvestinskilldevelopmentcanstayaheadofwhat’stocome.

Introduction:

Thegreattransition

Thepost-pandemicresetisbehindusandaneweraofworkisbeingshapedbothbyoldtrendslonginthemakingandrapid-firedevelopmentsthatsocietyhasyettofullyharness.

Mostimmediately,inflationratesthatremainuncomfortablyhighareoffsettingthebenefitoflowglobalunemployment.Thathasmadecost-of-livingworriestopofmindforworkers.

Whilepeoplecopewithhigherprices,wagesformanyhavebeenslowtokeepup.

Thentherearethedemographictrendsthathavebeenbuildingfordecades.Theworld’saging

populationisapproachingatippingpointand

soonwillbereplacedbyanewgenerationof

workers.Untilthathappens,anolderworkforcecouldhampereffortstoregainandmaintainpre-pandemiclevelsofgrowthinsomecountries.

Europe,ChinaandtheUnitedStatesareparticularlyvulnerable.Widespreadretirementswillmeanskill

shortagesandthelossofinstitutionalknowledge.

Inotherpartsoftheworld,therapidgrowthofyoungandprime-ageworkingpopulations,especiallyin

emerginganddevelopingeconomies,willposeitsownchallenges.Thisemergentlaborforceisreshapingattitudesaboutworkplaceculture,stress,diversityandcorporatestewardship.

Accompanyingtheseeconomicanddemographicchallengesarepioneeringinnovationsinartificialintelligence.Thesenewtechnologieshavethe

potentialtoalterworkatafundamentallevel,yetformanyoftoday’sworkers,thatpotentialisn’t

readilyapparent.ThepromiseofAIisremovedfromtheireveryday,on-the-jobreality.

Againstthebackdropofthesemassivesocio-

economicandtechnologydrivers,theworldseemstobefindingnewfooting.Hybridandremotework,onceexceptional,hasbecomecommonplace.Inflation,

whilestilltoohighglobally,hasbeencheckedandcontinuestodecline.Unemploymentratesarethesameorlowerthantheywerebeforethepandemic.

Thesepositivetrendswouldseemtosignalthatthe

worldofworkissettlingintoitsnewnormal,butwe

thinkdifferently.Acarefulanalysisoftensofthousandsofworkerresponsesshowsthatworkforceupheaval

isn’tover,it’sjustdifferent.Peopleareadaptingquicklytosomeofthesechangeswhilekeepingagimleteyeonothers,suchasartificialintelligence,thathave

potentialtoreshapetheirworld,forgoodorill.

Ourfindingspunctuatetheimportanceofemployeeengagementandongoingskilldevelopment

atthiscriticaljunctureinworkplaceevolution.

Workerswantmorefromtheiremployersthantheydidfouryearsagoandpayexpectationsinmanycountrieshaveshiftedintooverdrive.

Thatmeanscompaniesmustmanagean

evolvingworkforceevenastheynavigateshiftingeconomicandgeopoliticalchange.Successwillrequireakeenunderstandingofhowtoengageandmotivateamultigenerationalworkforce

amidchangingworkplaceparadigms.

PeopleatWorkcanhelpsetcompaniesontheright

track.Byprovidingintelligenceonhowworkersfeelandthink,whattheydemandandexpect,thisreportshouldempowerHRprofessionalstomeetchallengesand

capitalizeonopportunitiesbothnowandinthefuture.

8|PeopleatWork2024:AGlobalWorkforceView9|PeopleatWork2024:AGlobalWorkforceView

Dataand

methodology

Whatworkerswant:Pay—andmore

TheADPResearchInstitute’sannualPeopleatWorkreportminesthe

perceptionsandthoughtsofworkersaroundtheworld.Weaskpeopleabout

theirwork,theiremployersandthemselves.Weinvitethemtotelluswhatthey

want,whattheyexpectandwhattheygetfromtheirjobsandtheirorganizations.

TheADPResearchInstitutesurveyed34,612workersin18countriesaroundtheworld.

15,383

inEurope

France,Germany,Italy,theNetherlands,

Poland,Spain,Switzerlandand

theUnitedKingdom

3,802

inNorthAmerica

CanadaandtheUnitedStates

5,860

9,567

inLatinAmerica

inAsiaPacific

Argentina,BrazilandChile

Australia,China,India,JapanandSingapore

Thesurveywasconductedonlineinthelocallanguage.Overallresultsareweightedbytheshareoftheworkingpopulationineachcountry

andthepercentageofwomenasashareoftheworkingpopulation.

Inaneraofwidespreadlaborshortages,

employeeengagementandretentionareatoppriorityforcompanies.Aclearunderstandingofwhatworkerswant,andhowtheirpreferencesvarybyregion,manageriallevel,age,genderandevenparentalstatuscanhelpemployers

fashionpoliciestoattractandkeeptalent.

Weaskedpeoplewhatwasimportanttotheminajob,thenrankedtheirlevelofsatisfactioninthoseareastocalculatewhatshareofworkers

aresatisfiedwiththeiremployer’sperformanceorcontribution.

Notsurprisingly,salaryremainsthetoppriorityineveryregionandacrossallagegroups.Buttoomanyworkersareunhappywithwhatthey’rebeingpaid.Andothervaluesareshiftingwiththetimes.

What,ifanything,ismostimportanttoyouinajob?(Tickuptothree)

55%

Salary

Jobsecurity

46%

Careerprogression

34%

Enjoymentofadayofwork

29%

Flexibilityofhours

25%

Traininganddevelopment

20%

Jobtitle

17%

Flexibilityoflocation

15%

Companyculture

11%

PayistheNo.1priority–andsourceofpain

Paytopsthelistofworkerprioritiesinallfourregionsandforeveryagegroup.

Morethan55%of

respondentsworldwideincludeditintheirtopthreejobattributes.

But40%ofworkerswhoplace

importanceonsalaryare

dissatisfiedwithwhattheir

employerpaysthem.Salary

faresworsethaneveryother

prioritywhenitcomestohowwellemployersdeliver.

Workersrankjobsecurity

secondonlytosalaryintermsofimportanceandemployersperformbetterinthiscategorythananyother.

10|PeopleatWork2024:AGlobalWorkforceView11|PeopleatWork2024:AGlobalWorkforceView

Trainingand

developmentranks

highlyamongworkersinLatinAmerica

(25%),especially

whencomparedwithEurope(16%)and

NorthAmerica(18%).

Regionaldifferences

Aftersalary,morethanhalfofAsiaPacific

respondentsputimportanceonjobsecurity,and

thatshareisevenlargerinIndiaandChina.InLatinAmerica,theproportionofworkersselectingjob

securitywasamoredistantsecondtosalary,at36%.

WorkerwantsaredifferentinEurope,too.There,respondents

placeahighvalueonday-to-dayenjoymentofthejob(43%)and

jobsecurity(35%)aftersalary.ThismightbeduetoEurope’smoregenerousworkerprotections,whichreducetheriskthatapersonwillbedismissedandcouldalleviateconcernsaboutjobsecurity.

Generationaldifferences

Inadvancedeconomies,workersborntothe

post-WorldWarIIgenerationareretiringinlargenumbers.Thoseborninthelate1980sand

early1990saremovingupthemanagementladder,andpeoplebornaroundtheturnof

thecenturyareenteringthejobmarket.

Withthisgenerationalchangecomesashiftinwhatworkerswantfromtheiremployers.

Whichjobattributeismostimportant?(byage)

21%

22%

20%

16%

14%

Traininganddevelopment

26%

40%

37%

30%

17%

Careerprogression

Salary

44%

56%

57%

62%

60%

Jobtitle

16%

19%

19%

11%

11%

Jobsecurity

34%

46%

51%

50%

48%

Flexibilityoflocation

17%

15%

15%

13%

13%

Flexibilityofhours

24%

25%

26%

26%

31%

Enjoymentofadayofwork

28%

26%

30%

34%

45%

Companyculture

7%

11%

12%

11%

12%

Key

18-2425-3435-4445-5455+

Asadultsaged25

to34settleinto

theworkplaceandbegintoadvance

intheircareers,

they’relesslikely

thananyothergrouptomakeday-to-dayenjoymentatop

jobpriority(26%).

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Which

Trainingand

development

jobattribute

ism

22%

22%

21%

17%

14%

ostimportant?(b

yageandregion)

17%

21%

20%

12%

11%

19%

20%

15%

14%

13%

25%

24%

26%

23%

23%

Salary

44%

56%

55%

61%

58%

47%

58%

65%

66%

64%

52%

60%

61%

62%

56%

36%

51%

54%

62%

63%

Jobtitle

16%

20%

23%

14%

13%

11%

9%

8%

7%

8%

10%

14%

11%

11%

12%

16%

15%

14%

8%

7%

Jobsecurity

37%

49%

58%

58%

53%

21%

31%

36%

41%

45%

32%

35%

34%

43%

40%

21%

34%

38%

37%

42%

Flexibilityoflocation

18%

15%

14%

12%

11%

15%

16%

14%

12%

11%

13%

15%

17%

16%

17%

14%

18%

19%

16%

18%

Flexibilityofhours

22%

22%

22%

22%

28%

29%

34%

37%

33%

31%

29%

31%

31%

31%

34%

31%

34%

33%

33%

34%

Enjoymentofadayofwork

27%

25%

28%

30%

43%

37%

39%

42%

46%

52%

28%

30%

31%

37%

42%

28%

29%

30%

33%

40%

Companyculture

7%

11%

14%

13%

11%

5%

7%

7%

8%

12%

6%

7%

9%

9%

8%

6%

9%

12%

10%

16%

Careerprogression

27%

42%

40%

38%

21%

18%

23%

20%

15%

11%

30%

38%

35%

28%

26%

19%

28%

28%

16%

12%

AsiaPacific

Europe

LatinAmerica

NorthAmerica

Thedevaluationof

workplaceflexibility

Perhapsthebiggestchangetotheglobal

workplaceoverthelastfouryearshasbeenthewidespreadadoptionandavailability

offlexibleworkarrangements.

Demandforflexibilityjumpedtotheforefrontduringthepandemicbuthassincewanedinimportance.

Workersofallagesandinallregionsrankflexibilityoflocationbelow

salary,jobsecurity,workenjoymentandcareerprogression.InEurope,only14%ofrespondentsprizeflexiblelocation,asmallersharethaninAsiaPacific(15%),LatinAmerica(15%),andNorthAmerica(17%).

Thedesireforflexibilityandotherjobpreferencesalsovaries

withage.Workersaged55andolderprizeautonomyovertheirtimemorethantheiryoungercounterparts.Thirty-onepercentofworkersaged55andolderputflexiblehoursamongtheirtoppriorities,comparedtolessthan24%ofworkersaged18to24.

17%ofyounger

adultssaytheywantfreedomtochoose

wheretheywork,comparedto13%ofolderworkers.

Key

18-24

25-34

35-44

45-54

55+

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Whatworkers

expect:Payincreases

Afteraboutofsurginginflation,payandwagesareattheforefrontofglobalworkforceissues.Whiletheworstseemstobebehindus,peoplestillhaven’t

fullyadaptedtohigherprices.Thiselevatedcostoflivinghasresetworkerexpectationsonpay.

Greatexpectations

Payexpectationsremainhigheventhoughthepaceofinflationhas

slowed.Morethanthreeinfourworkersreceivedapayincreaseduringtheprevious12months,withtheaverageraisecominginatabout4%.Wageexpectationsforthecurrentyeararehigher,averagingmorethan5%.

Butifthepastisanymeasure,peoplearelikelytobedisappointed.Surveyrespondentsineverycountryoverestimatedtheirpaygainslastyear.

ThebiggestmisswasinLatinAmerica,whichrecordedtheworld’shighestrateofinflationin2023.TherealsowasamismatchinPoland,whereinflationwasmorethan14%lastyearandremainsamongthehighestinEurope.

Ingeneral,workersincountrieswithahighrateof

inflationhavegreaterexpectationsforpayincreases.

Chinawasanexception.Despitemoderateinflation,workforceexpectationsarehigh,andpayincreasesdisappointed.

Salaryexpectationsandactualchangein2023

Salaryincrease

receivedin2023

Salaryincrease

expectedin2023

Difference

AsiaPacific

Australia

3%

6%

-3

China

4%

9%

-5

India

6%

8%

-2

Japan

Notsurveyed

2%

N/A

Singapore

3%

7%

-4

Europe

France

3%

6%

-3

Germany

4%

6%

-2

Italy

3%

6%

-3

Netherlands

5%

5%

0

Poland

5%

10%

-5

Spain

3%

5%

-2

Switzerland

3%

7%

-4

UK

4%

6%

-2

LatinAmerica

Argentina

10%

13%

-3

Brazil

4%

10%

-6

Chile

3%

8%

-5

NorthAmerica

Canada

3%

6%

-3

USA

4%

7%

-3

Note:Salaryincreasesandexpectedincreasesareaveraged.

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Thegenderpaygappersists

Whilemoreworkersexpectapayfreezeorpaycut,menaremorelikelytofeelthatwaythanwomen.Butinfact,paystagnationhaseasedmoreforwomen

thanmen.Theshareofwomenwhosaytheysawnochangeinpaydecreasedfrom38%ayearagoto29%in2023.Formen,thesharefellfrom28%to24%.

Thismightbebecausefemaleworkersaremoreconcentratedinservice-sectorjobssuchashealthcare,leisureandhospitalityandretail,allofwhichexperiencedsomeofthebiggestpaygainsofthepandemicrecovery.

AsiaPacific

5%

26%

19%

21%

13%

11%

3%3%

4%

Global

5%

26%

20%

21%

12%

10%

3%

3%

4%

NorthAmerica

5%28%23%18%11%10%2%3%4%

LatinAmerica

Europe

3%

30%

27%

20%

10%

6%

2%

2%

3%

Salarychangeoverthelast12months

Decrease(paycut)

Noincreaseordecrease1-3%

4-6%

7-9%

10-12%

13-15%

Morethan15%

Averageincrease

3%30%27%20%10%6%2%2%3%

Expectedpaychangedistributionsbygender

8%

6%

6%

4%

16%

12%

14%

13%

19%

20%

Female

Male

GlobalAsiaPacificEuropeLatinAmericaNorthAmerica

3%3%2%1%3%

Salaryriseexpectedoverthenext12months

Morethan15%

13-15%

10-12%

7-9%

4-6%

1-3%

Decrease(paycut)

Noincreaseordecrease20%19%28%11%24%

20%20%22%9%23%

21%21%21%18%21%

4-6%

16%

21%

14%14%12%13%12%

7-9%

20%

22%

10-12%

13%

14%

9%

19%

10%

13-15%

5%

5%

3%

7%

4%

Morethan15%

6%

5%

4%

23%

4%

Averageincrease

6%

6%

4%

9%

5%

Noincreaseordecrease

1%

2%

11%

7%

Decrease(paycut)

Morethan15%

Note:Numbersmightnotaddto100%duetoaveragingandrounding.

Paygainspickup

Ayearago,32%ofworkersreportednochangeintheirwages.Thisyear,thatnumberfellto26%.

WagestagnationeasedmostinAsiaPacific,

wheretheshareofpeoplewhosawnochange

intheirpayfellfrom32%to26%in2023.In

LatinAmerica,23%ofworkerssaytheirpayheldsteady,downfrom28%in2022.InEurope,the

Whilewagestagnationhasdeclined,20%of

workersgloballystillexpecttheirpaytoremainunchangedin2024,upfrom15%ayearago.IntheAsiaPacificregion,18%ofworkers

expectnochangeintheirpay,upfrom13%.

1-3%

13-15%

6%

5%

10-12%

20%

14%

7-9%

16%

14%

4-6%

20%

21%

1-3%

13%

18%

Noincreaseordecrease

13%

17%

2%

3%

Decrease(paycut)

numberfellbyfourpointsto30%,andinNorthAmericaiteasedlessthantwopointsto28%.

Only11%ofworkersinLatinAmericaexpecttheirpaytobeunchangedthisyear.ThenumbersarehigherinEurope(28%)andNorthAmerica(24%).

Key

2022

2023

9%

18|PeopleatWork2024:AGlobalWorkforceView19|PeopleatWork2024:AGlobalWorkforceView

WomenintheAsiaPacificregionsawthebiggestimprovement,

withtheshareofwage-stagnantworkersshrinkingfrom40%

to27%.Thatwasn’tenoughto

closethegapwithmen,however.Wagestagnationamongmenfellbythreepercentagepoints.

MoremenandwomenintheAsia

Pacificregionanticipatewage

stagnationin2024thanthey

didin2023(from16%to21%

amongwomenandfrom11%to

17%formen),asentimentthat

coincideswithforecastsofslowingeconomicgrowthinChina.

Managershaveadifferentoutlookonpay

Thehigherapersonranksinmanagement,themorelikelytheyaretoanticipate—andreceive—higherwages.Whereaspaygainsfornon-managerialworkersareheavilyskewedtowardlowercost-of-living

increases,theytendtoclusterathigherlevelsforuppermanagers.

Howmuchdidyourpaychangeinthepast

12months?(bymanageriallevel)

7%

18%

Uppermanagement

14%

17%

16%

15%

5%

Middlemanagement

2%

3%

12%

14%

24%

20%

22%

4%

Frontlinemanagement

2%

2%

9%

14%

21%

20%

28%

5%

Individual

contributor

2%

1%

5%

9%

16%

24%

38%

5%

Internor

temporaryworker

4%

2%

4%

9%

10%

16%

47%

8%

Key

Morethan15%13-15%

10-12%

7-9%

4-6%

1-3%

NoincreaseordecreaseDecrease(paycut)

20|PeopleatWork2024:AGlobalWorkforceView21|PeopleatWork2024:AGlobalWorkforceView

Key

57%

57%

23%

20%

21%

19%

20%21%

24%

17%

28%

16%

Iexperienceunderpaym