globalin-demandskillsresearch.

1

2

executivesummary.

It’sachallengingtimeforhumancapitalleaders.

AccordingtoRandstadEnterprise’s2024

TalentTrends

research,64%saythey’vebeenaskedtodomorewith

lessthisyear.Reducedheadcounts,smallerbudgetsandincreasedscrutinyofallspendinghavecreatedhurdlesontheroadtodeliveringvaluefortheirorganizations.

Forward-thinkingleadershavebeenfocusingon

empoweringtheirpeopleininnovativeandimpactfulways.ComplementinghumanintelligencewithAI,

nurturinghumanpotentialthroughskillingand

engagement,andoptimizinginternalmobilityare

effectivewaystheyarefinding,buildingandgrowingtheskillstheirbusinessneeds.

Butwherecanyougetthetalentintelligenceyouneedtobetterunderstandwhen(andwhere)torecruitforcertainskills?Whatpayisconsideredcompetitiveatdifferent

levels?Whichinherentskillsareimportantforcertainkindsofroles?And,areyourreturntoofficepoliciesgettingin

thewayofrecruitmentandtalentretentiongoals?

whatare2024’stopglobalin-demandskillclusters?

Conductedbyour

TalentIntelligence

team,Randstad

Enterprise’s

GlobalIn-demandSkillsresearch

aggregates,normalizesandanalyzesglobalemploymentdatafrom

multiplesourcesandacrosssixdimensionstouncover

whichprofessionalskillsareseeingthehighestdemand.Aspartofthisresearch,weanalyzedover10millionjobpostingsand136millionCVsassessedonaskilllevel

andover300milliononameta-datalevel.Thisworkwasconductedinthethirdquarterof2024.

While,historically,theGlobalIn-demandSkillsresearchhasanalyzeddataforrolesthataretraditionally

office-basedandnon-manual—alsoknownas

“white-collar”—thisyear,we’veincludedbaseline

analysisonanumberoftypicallynon-office-setting

ormanualroles—alsoknownas“blue-collar”and/or

“skilledtrades.”Distinctionsaremadeinthisresearch

forclarificationpurposes,asyear-over-yeardataonly

representsthewhite-collarskillclustersthathavebeenpreviouslyrepresentedintheGlobalIn-demandSkills

researchandbecausethejobvacancyratesoftheskilledtradesarecontextualizeddifferently.Withthisinmind,

theycontinuouslyprovetobeovermarketaverages,especiallyacrossdevelopedeconomies.

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While,year-over-year,thedatashowsdemandfortop

skillshastemperedsincethehiringfrenzyof2022—evenforred-hotspecialtiessuchasAIandautomation—lookcloserandyou’llseethatdemandremainshigherthan

pre-pandemiclevels.Andwithsignsofarecoveryonthehorizon,employersareplanningfordemandto

acceleratein2025.

Basedonabsolutedata,enterpriseemployersare

continuingtoseestiffcompetitionforthese9in-demandwhite-collarskillclustersthisyear,presentedherein

alphabeticalorder:

1.AI&automation

-------------------------------------------

2.audit&compliance

-------------------------------------------

3.cloudcomputing

-------------------------------------------

4.customerservice

-------------------------------------------

5.datascience&analytics

-------------------------------------------

6.engineering&maintenance

-------------------------------------------

7.finance&accounting

-------------------------------------------

8.marketing,content&advertising

-------------------------------------------

9.softwareprojectmanagement&leadership

-------------------------------------------

Topskilledtradesinclude(inalphabeticalorder):

1.maintenance&repair

-------------------------------------------

2.manufacturing&plantoperations

-------------------------------------------

3.nursing&medicalcare

-------------------------------------------

4.retail&directsales

-------------------------------------------

It’snocoincidencethatmanyoftheseskilledtrades

areinhigh-growthoccupationsthatcountertherisein

automationandAI—rolesrequiringthemosthuman

touches,suchasdirectsalesandnursing.Thiscorrespondswithasharpriseinjobsrequiringempathy,ethical

judgmentandpatience.

Basedonthisyear’sresearch,humancapitalleaders

havebeensuccessfullyinnovatingtoacquireanddevelopthesehigh-demandskillsamongtheirworkforces.While

lastyear’sjobvacancyrate(JVR)data—anindicatorof

hiringcomplexity—averaged4.6%forin-demand,

white-collarskillclusters,thisyearthatfigurehasfallen

to2.9%.Thisiscertainlyanindicatorofastabilizedlabormarket,howeveritalsorevealsthatcompaniesareabletoacquirehard-to-findtalentmorequicklyandeffectively.

Acaveat,however:Whenexperienceandcertainsub-skillsareneededforarole,thetalentpoolshrinksconsiderably,makingitexponentiallymorecomplextofindtheright

candidate.Forinstance,theJVRfortheAIandautomationskillclusteris3%,butdoubleswhenconsideringonly

experiencedtalent,skyrocketingtonearly15%when

lookingonlyatsomeofthesub-skillsandmarkets,such

asnaturallanguageprocessing(NLP)intheUnitedStates.Withthoseconsiderations,mostoftheskillclustersexceedanymarketaveragesiffocusingonexperiencedtalentonly.

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anopportunitytogetaheadontalent

WithdemandforSTEMtalentatpre-pandemiclevels,

forward-thinkingleadershaveanopportunitytoacquire

greattalentthathavebeenelusiveduringmoreaggressivehiringdays.Moreover,employershaveanopportunityto

focusontalentdevelopmentandretentionasworkers,

apprehensiveaboutlosingagoodjob,maybehesitanttojobhop.Indeed,the

U.S.BureauofLaborStatistics

showsvoluntaryquitssince2022havebeentrendingdownward.

Foremployers,thisisencouragingastheybuildinternalcompetencies.Atthesametime,theymustcontinue

buildingastrongemployeevalueproposition(EVP)andfinetuneattractionandretentionstrategiestocreateamorefluidworkforceandholisticapproach.Asmarketsrecoverinthefuture,thiswillbecriticaltoensuringtheyalwayshavetherightresourcesalignedtotheworkthatneedstobedone.

ThelatestGlobalIn-demandSkillsresearchwas

conductedbynormalizingandanalyzingmillionsofjobpostingsandtalentprofilesfromthemost

representativesourcesacross24marketsglobally.

Inadditiontocollectingdataforthemostin-demand

learnedskills,wealsoexaminedCVsandrolesmentioning16inherentskills.Furthermore,fortheseinherentskillsweassessedtheimpactofAIonsupplyanddemand.

Thisreportprovidesjustaglimpseofourentireresearch.Weinviteyoutouseour

interactivedashboard

tobetterassessmarketdynamicsacrosssixdimensions:

1.theskillsandmotivationsneeded

2.skillssupply

3.skillsdemand

4.compensation

5.remoteandhybridworkingtrends

6.genderdiversity

Thereyoucanalsoexploreclusterdatamorecloselyalongsidemarketdataandotherdimensionsthatwillhelpyouunderstandtrendsanddevelopmentsintheworldofwork.

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global

highlights.

1.Absolutedemandacrosswhite-collarskillclustershasdroppedgloballybyapproximately20%,mostvisiblyinEurope.Therelativenichenatureofsomeskills

causesparticularJVRpocketstobeheavilyaffectedbyeconomicfluctuationsanduncertainty.

2.TraditionalEuropeanoffshoringmarkets,suchas

PolandandHungary,haveseenchangesindemand.Lower-costoffshoringlocations(includingIndia,

MexicoandMalaysia)areseeingasignificant

increaseinhiringcomplexitythatislikelytospeedupevenfurther.

3.Adropinhiringcomplexityacrossmarketslike

AustraliaandtheU.S.,andincreasesinlocationslikeMalaysiaandMexicoindicateastrongpushtowardcost-savings.

4.Engineeringandmaintenanceistheonlyskill

clusterwithavisibleincreaseindemand,althoughasignificantshareofthedemandisgeneratedbytheU.S.,andaveragehiringcomplexityfor

engineeringandmaintenanceskillsisdecreasingacrossallmarkets.

5.AIandautomationhasexperiencedasignificant(24%)growthinsupply,withmanyprofessionalsshifting

towardthisjobcategory.Although,thishaswatereddowntheseniorityoftheskill-cluster.

6.DemandforAIandautomationskillshasslightly

decreasedonaclusterlevel(mainlyautomationskills,infavorofAIskills).

7.AIskillsappearinmorethan5%ofalljob

advertisementsanalyzedintheGlobalIn-demandSkillsresearch.AIappearsacrossnearly10%ofallcandidateprofilesanalyzed.ThisindicatesastrongpushtowardAIadoptionforbothemployersandtalent.

8.DespitegeneralenthusiasmtowardAI,itwilllikely

takemoretimeforbroadercorporate-level

applicationsofAItobepopularizedandeffective

enoughtoservecustomers;customerservicehiringcomplexitysupportsthis.

9.Itisapproximately1.5to2.5timesmorechallenging

tohiresenior-leveltalentacrossallmarketsforall

2024in-demandskills.Whilethisislesschallenging

thanlastyear’scomplexity,hiringtopsenior-level

talentisstilldifficultforemployersthisyear,especiallyinoffshorelocations.

10.Hiringcomplexityforseniortalentishigherinlower-costmarkets,suchasIndiaandMalaysia.

Withdemandsignificantlyslowingdown,hiring

senior-leveltalenttheremightproveeasier,

consideringtherearefeweropportunitiesavailable

forprofessionalsthereincontrasttogrowingmarkets.

11.Inrelationtosenior-leveltalent,majorincreases

inhiringcomplexityonaskill-clusterlevelcanbe

seenfordatascienceandanalyticsskills,aswellasAIandautomation.Globalhiringcomplexityfor

AIandautomationisapproximatelytwotimeshigherthanthestandardJVRforthisskillcluster.Fordata

scienceandanalytics,it’s2.3timeshigher.Allotherskillclustersshowapproximately50%increased

complexityofhiring.

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12.Sourcingforindividualsub-skillstypicallysendshiringcomplexitytomuchhigherlevels.Comparatively,

skillsheavilyassociatedwithAIandnaturallanguageprocessing(NLP)showaJVRofaround14%acrosstheU.S.,whileGermanystrugglesmostwithequipment

maintenanceskills(11%).Somecommonoffshoring

markets,suchasIndiaandMalaysia,strugglewith

skillsetsrelatedtoissuesresolution(7.5%,India)or

marketingandadvertisingskills(nearly9%,Malaysia).

13.NLP,predictivemodelingandstakeholder

communicationaregenerallythemostcomplexskillstohireacrosstheworld.

14.Remoteworkisstillthriving,andmorethanever

inmarketslikeMexicoandRomania,whichare

followingsuitafterlastyear’svisibleincreaseacrossothergeographies.Westernmarketsaregraduallyreplacingremoteworkwithhybridopportunities

(down41%andup31%,respectively).

15.Traditionaloffice-basedcandidatespreferremotework,andgeneraldisparitiesbetweentheshareoftalentwhoprefertoworkremotely,andthe

employersofferingthismodelhaveincreasedfurtheryear-over-year.

16.Genderdiversityacrossmostin-demandskills

leanstoward(self-identified)maletalent.Mosttechsub-skillsjumpintodouble-digithiringcomplexitywhenspecificallyseeking(self-identified)female

talentonly.Thiscallstolighthowchallengingitisforemployerstobringondiversecandidateswithspecificlearnedskillsinscarcemarkets.

17.Emergingtalentisprogressivelybecoming

morebalancedintermsoffemale-maleratios,althoughthesenumbersstillleanveryheavilytowardmaletalent.

18.Skilledtrades,limitedbyregionaltalentavailability

andimpactedbyjobmarketfluctuationsonmuch

lowerlevels,arecontinuouslyprovingtobeamongthemostcomplextofillduetohigh-volumerecruitment.

19.Generaltalentmobilityandactivity,intermsofjobsearch,isdecreasingyear-over-yearfortechskill

clusters,andisincreasingforothers,mostlyacrossengineeringandmarketingtalent.

20.TalentwhohighlighttheirAIskillsandAItool

capabilitiesshowhighermobilityrates.Onaverage,AIskillsincreasetalentmobilityby34%.Thisalso

appliestojobsearchactivities,increasingthe

inclinationfortalenttochangejobsbyalmost50%.

21.Incomparisontolastyear’snumbers,exactly50%

oftalentwhodeclaretheyareactivelysearchingforanewrole,didit.Ifthistrendcontinues,employers

canexpectalmost19%ofthoseemployeestochangejobswithinayear.

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globaltalent

supply&demand.

Someoftheskillsbecamelessscarceasemployerspulledbackonhiring;nevertheless,thisdropcanbeviewedas

temporary.Individualskillscomplexitylevelsdroppedfromextremelyhardtohiretohardtohire.Thisisespecially

trueinred-hotfieldssuchasAIandautomationanddatascienceandanalytics,whichhavebeenachallengeformanycompaniestohireforinthepast.

However,theshifttowardequilibriumdoesn’tmean

talentiseasytoacquire.Jobvacancyratesforthese

andotherin-demandskillclustersremainwellabovethe

averageinmanymarkets,andtheveryspecializedskillsetsfocusedonnichedomainwork,suchasbioinformaticsforlifesciencesormachinelearning,maybemuchharder

tofillduetosmallertalentpools.Butasdemandpersists,it’sexpectedthatmoregradswillgravitatetowardsuch

specialties,andworkingSTEMtalentmayupskillandreskilltotransitionintomorelucrativefields.

Thebiggestshiftsforwhite-collarskillsthisyearoccurin

differentspecialities.Demandisfallingsignificantlyfor

marketing,contentandadvertisingtalent,withadropof

40%.Thisisfollowedbyrolesforauditandcompliance

skillsat37%.Atthesametime,thesupplyofSTEMskills

isrisingsharplyfordatascienceandanalytics(30%)and

AIandautomation(29%).Thisislikelybecauseskillswithindataanalyticshavebroadapplicability,resultingina

widershareoftalentsimplyraisingtheirqualificationand

exposuretomorecomplextools.However,thedemand

andsupplyoftheseskillclustersaresmallincomparison

tootherclusterssuchassoftwareprojectmanagement

andleadership,orengineeringandmaintenancework,thelatterofwhichisexperiencingasharpincreaseindemand(39%).Thisistheonlyin-demandskillclustertohavegrownintermsofabsolutedemandnumbers.

Thisyear’sresearchalsozoomsinonskilledtradesdata

(ISCOlevel2categorizationofjobs),thatalsorepresents

differentdynamics.Amongthefourblue-collarskillclusterswetrackthisyear,theskilledtradewiththegreatesthiringcomplexityismaintenanceandrepair.Aroundtheworld,

thejobvacancyratefortheseskillsaveragesatnearly4%.Infact,withtheexceptionofretailanddirectsales,skilledblue-collarhiringisascompetitiveasskilledwhite-collar

hiring,especiallytakinginconsiderationvariouslimitations,suchaslocation(noremotework).MarketslikeSingaporetendtostrugglewithlackofskilled-tradeworkersthe

most;thejobvacancyrateformaintenancerolesisa

whopping16.5%andjustover13%fornursingandmedicalprofessionals.

Skillingcontinuestobeakeyleveroftalentmobilityfor

justaboutallroles,especiallywiththeproliferationofAI

accelerating.Infact,talentwithAItrainingacrossallskillclustersisexperiencingahugeincreaseintalentmobility.

“Withdemanddecliningandsupplyrising,thisis

indeedanopportunityforemployerstoacquire

talentkeytotheirgrowthplansoverthenext

year.Addingheadcountshouldbedeliberate

andbusinessdriven,withaneyeoncreatingthe

capabilitiesthatwillfulfillthenear-futureambitionsofbusinessleaders.”

JoostHeins

globalheadofIntelligence,RandstadEnterprise

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whicharethe

mostcompetitiveskillclusters?

Despitehavingpostedthelargestpercentageincreases

overthepastyear,workerspossessingskillsindatascienceandanalytics,andAIandautomationagainthisyear

accountforthesmallestpoolofin-demandtalent.This

meanstalentremainsrelativelyscarce,especiallytheoneswithspecializedskillsandexperience.Evenwithslightly

lesscompetitivepressure,findingidealcandidatesprovestobeanextremelychallengingtask.Infact,theAIand

automationjobvacancyrate(JVR)isstillelevatedatmorethan3%andmorethandoublesforexperiencedtalent.

Forthesecondyearinarow,auditandcompliance

rolestopallskillclustersasthemostdifficulttorecruitfor.ItsJVRisnearlythreetimesthatofthemarketing,

contentandadvertisingcluster,despitehiringcomplexitydeclining41%fromlastyear.Ourfindingsaffirmprevious

10-yearprojectionsoftheU.S.BureauofLaborStatistics

through2024,whichpredictedthataccountantsand

auditorswouldexperiencethelargestjobgrowthduring

thisperiod.Theagencyattributesthistrendtoeconomic

growth,whichdrivestheneedforfinancialprofessionalstoprepareandexaminefinancialrecords.

TheJVRforcustomerservicerolesalsoremainselevated

thisyear,butdown33%from2023.Theneedforpeople

whocanmanagecustomerexpectationsanddemands

declined22%inthesameperiod,butjobpostingsneedingtheseskillsarethesecondhighestamongallclusters

(behindsoftwareprojectmanagementandleadership).Theserolesalsoexperienceahighdegreeofturnover,soit’sexpectedtheJVRishigherthanmostoccupations.

Employersseekingdatascientistswillbeencouragedto

learnthatthegeneralsupplyoftalentpotentiallyfitforthejobseesthelargestincrease(30%)amongallskillclusters.Atthesametime,demandhasfallen33%,significantly

alleviatingtalentscarcityinthisfieldandallowing

companiestomorequicklyandcosteffectivelyrecruit

thesespecialists.Evenso,demandoverthelongrunis

projectedtogrowsubstantiallyasmorecompaniestapintothepowerofdatafortheirbusinessandworkforce.

skillclusterhiringcomplexity.

overallJVRseniorJVR

(10+yearsexperience)

audit&

compliance

customerservice

AI&

automation

cloud

computing

engineering&maintenance

finance&

accounting

softwareprojectmanagement

datascience&analytics

marketing,content&advertising

*ThehighertheJVR,thegreaterthehiringcomplexity.

3.0%4.7%

3.7%5.6%

1.3%2.3%

3.0%

3.0%

3.0%

4.9%

4.8%

3.6%

3.2%

6.4%

2.3%

5.9%

5.3%

5.7%

MateuszGórecki

TalentandMarket

Intelligencemanager,RandstadEnterprise

“Theevolvinglabormarketpresentsauniqueopportunityfor

employerstoleveragetheirattractionstrategiesandemployerbrandasabusinessadvantage.Withtheabilitytoacquireanddeploytalentinthemostagileandeffectiveways,theycanstayaheadininnovationandcommercializationoftheirproductsandservices.”

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inherent&learnedskills.

Asorganizationsincreasinglyshiftto

skills-based

talentstrategies,theimportance

ofinherentskillsisbecomingmoreapparent.Peoplewithexcellentanalyticalthinking,learningandcollaboration/cooperationskillsarebecomingmoreattractivecandidatesas

humanpotential

ismorevaluedthanever.

Forinstance,historicallypeoplewithdyslexiahavebeenoverlookedascandidates

becauseoftheirunconventionalthinkingprocesses.Morerecently,however,

researchshows

thatdyslexicthinkerspossesshigh-demandinherentskillssuchasinnovation,problem-solvingandcollaboration,forexample.Ourfindingsshowthesetraitsarenearlyindispensableascompaniesseekouttalentwhocanelevatetheir

workforceperformancethroughcorestrengths.

Jobvacancyrates(JVRs)inthecontextofinherentskillsdifferfromthoserepresentinglearnedskills,neverthelesstheyillustratechallengesofthemodernjobmarketanddiscrepancies

betweenwhatemployersandemployeesperceiveasimportant.

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Thedatashowsethicaljudgmentandanability

tocontinuouslylearnareamongthemostchallenginginherentskillstofill.Thisisfollowedbyempathy—a

cornerstonetraitneededforleadershipand

relationship-building—andattentiontodetail.Thetrait

thatexperiencedthelargestincreaseindemand,however,ispatienceandcomposure,whichjumped81%injob

listings(basedonabsolutedemand).Thisskillhasbeen

easiertofindinthepastyearduetoa114%riseinCVsthatincludephrasestohighlightthisskill.

Significantdeclinesindemandareobservedinjob

postingsrequiringleadershipandmotivationskills(-71%)

andcreativity(-38%).BothcategoriesaretheonlyinherentskillstofallbydoubledigitsandhaveJVRsof2%and

1.8%,respectively.Thesefiguresareamongthelowest,

alongwithteamcollaboration(1.8%).Thisispossiblyduetothegenericnatureoftheskillandapreferenceamongemployersfortraitsthataremorespecifictoperformanceandpersonalpotential.

Unquestionably,thereisaclearshiftintheinherentorsoftskillsthatemployersprioritizeintheircandidatesearches.Inpart,theadoptionofaskills-basedmodel,alongwith

recognitionofhumanpotential,isleadingtoareorderoftheimportanceofthesetraits.Thetrendcouldalsobe

facilitatedbyachangedlabormarket;thetalentneededtodayrequiresadifferentsetofskillstobesuccessful.

themostcompetitiveinherentskills(top10).

ethicaljudgment

10.4%

continuouslearning

7.3%

empathy

7.9%

attentiontodetail

6.6%

resilience

6.0%

patienceandcomposure

5.7%

accountability

4.7%

adaptability

3.7%

intuitiveinsight

3.0%

decision-making

2.9%

*ThehighertheJVR,thegreaterthehiringcomplexity.

coreskilljobvacancyrate(JVR)

“Organizationsaregoingbeyondskillsto

revolutionizethewaytheyattract,acquireand

deploytalent.Thisrequirescandidateswhocan

continuouslylearnanddeveloptomoveinto

increasinglycriticalroles.Tobesuccessful,they

needtorelynotonlyonthetechnicalskillsacquiredduringtheircareers,butalsooninherentskills

thatarekeytobuildingrelationships,trustandconfidencefromthepeoplearoundthem.”

NimishaMohan

leadconsultant,TalentIntelligence,RandstadEnterprise

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localmarketcomplexity.

Ouranalysisshowsthatthelowestaveragejobvacancy

rate(JVR)forin-demandskillsisSwitzerland(1%).Malaysia,oneofthemarketsthathasseenasignificantspikein

termsofdemand,muchlessinsupply,hasthehighest

rate(4.2%).Withtheglobalaverageataround3%,weseeallthemarketsshiftingtowardlowerextremesthanthe

onesobservedinheighteneddemandperiods.Inmostmarkets,theratehasdeclinedcomparedwithlastyear,withtheexceptionofMalaysia(anincreaseof40%),

Mexico(33%),India(2%)andCzechia(1%),alsoknownastheCzechRepublic.

Despitearelativedeclineofsupply(4%)incomparison

tolastyear,thebiggestsupplierofin-demandwhite-collarskillsamongallthemarketsweanalyzedistheUnited

States.Atthesametime,U.S.in-demandjobpostingshavefallenby27%.Conversely,in-demandskillsinMalaysiahavegrownby81%to63,000jobpostingsfortheseskills.The

globalaverageofall24marketsanalyzedhasfallen21%.

Themarketsthathaveseenmajordownwardshiftsin

termsofhiringcomplexityareArgentina(itsjobvacancyratefell58%),Switzerland(-50%)andPoland(-48%).In

practice,thatmeanshiringforin-demandskillsinthosemarketshasbecomeeasier.Ontheotherhand,filling

rolesinMalaysia,wherejoblistingshaveincreased40%,Mexico(33%)andIndia(2%)isgrowingmorecomplex.Inamajorityofmarkets,accesstothishard-to-acquire

talenthasimprovedfromthepreviousyear.

Withshiftsintheglobaleconomy,includingsignificant

increasesinthecostoftalent,MexicoorMalaysiamay

seefurtherupticksinhiringandcompetitivenessasmorecompaniesoffshoretalentneeds.

Atthesametime,it’sworthnotingthatIndia,which

providesoutsourcedservicesaroundtheworld,has

grownitssupplyofin-demandtalentsignificantly(23%).

Italsohasthesecond-largestcandidatepoolamongthe

marketsassessedinthisresearch.Withtheworld’slargestpopulation,thisAsianmarketisexperiencingtremendousgrowthinanumberofhigh-valuesectors,suchas

pharmaceuticalandsemiconductormanufacturing.As

itcontinuestodevelopitsskilledworkforce,theIndian

economywillindeedbecomeamoreviablesourceforthemostin-demandskills.Itis,however,worthnotingthatthemajorityofexperiencedin-demandtalentstillcomesfrommarketssuchastheU.S.,withIndiarapidlyfillingthegap.

themostcomplexhiringmarkets(top5).

Malaysia

Singapore

3.9%

U.S.

3.6%

Canada

3.1%

Germany

2.9%

*ThehighertheJVR,thegreaterthehiringcomplexity.

seniorroles

jobvacancyrate(JVR)

Malaysia

8.2%

Singapore

6.3%

U.S.

5.7%

Canada

5.2%

India

5.0%

overalljobvacancyrate(JVR)

4.2%

talentwhoareactivelyopentonewroles.

Malaysia

Mexico

India

Australia

Netherlands

Norway

bottom3

top3

26%

53%

53%

52%

25%

25%

Amongallmarkets,U.S.employersneedtobedeliberate

aboutretainingtheirworkers.Thisyear,agrowingnumberofU.S.workerswithin-demandwhite-collarskills(40%)areopentoajobswitch,whichrepresentsthebiggestincreaseamongallmarkets(57%).Thesecond-highestisMalaysia

(23%increase),followedbyMexico(22%increase),whichalsohasthesecond-highestoverallpercentageofpeopleseekingnewroles(53%ofallCVs).

Historically,Asia-PacificandLatin-Americanmarketshavebeenmuchmoremobileandopentotakingonthesenewopportunities.Withapproximatelyhalfofthistalentopentochangingjobswithinthenextyear,buildingeconomicpressureandgrowingdemandforskillsinthesemarkets,talentretentionstrategieswillbeincreasinglyimportant

forcompaniesgrowingtheirbusinessesthere.

ThemarketswhosetalentareleastopentonewcareeropportunitiesaretheNetherlands(25%),Norway(25%)andAustralia(26%).Thereareonlythreemarketswhereworkersarelessinclinedtoswitchjobsyear-over-year:

Singapore,theNetherlandsandSwitzerland.

“Forward-thinkingemployershavebeenfocusedonretentioninthepastyear,andit’sencouragingto

seemanyactivelypromotingtheirbrands,steppingupengagementeffortsandenhancingthetalent

experience.Nowisthetimetobuildloyaltyand

holdontothegreatpeoplethatorganizationshavealreadyinvestedinconsiderably.”

TracyWharton

headofTalentIntelligence,NAMregion,RandstadEnterprise

12

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compensationtrends.

Onceagain,thehighestaveragecompensationacros