Introduction

Workforce resilience, AI, and the talent crisis

As the talent crisis rages on, organizations are struggling to find people with the skills required to adapt to the new digital-driven workplace and harness its advantages to drive growth. While the pandemic may be in the rearview mirror, it continues to influence the workplace. The expectations of employees—particularly those with hard-to-find skills—have shifted permanently.

Our 2024 Global Re:work Report finds employers striving to alleviate the effects of the talent crisis, while meeting the priorities of employees. The report reveals that many organizations are failing to unlock the full potential of their employees and that poor workforce planning is holding back growth.

While employers say they are focusing on career progression and skills development, workers continue to cite lack of training and career opportunities as top frustrations. Employees are also frustrated with the rollback of flexible work options and are wary of AI’s potential impact on their jobs and future career paths.

Through two major new surveys, we explore the perspectives of both executives and talent, revealing multiple perception gaps.

We also identify ways of closing those gaps via our new Workforce Resilience Index, which reveals how best-in-class organizations are leading the way through the talent crisis.

This report presents our key insights into how businesses perform across the three pillars of workforce resilience: capability; agility; and diversity, equity, and inclusion (DEI). Our findings reveal how Workforce Resilience Leaders are strategically developing their talent practices to maximize success in the age of AI.

We also identify ways of closing those gaps via our new Workforce Resilience Index, which reveals how best-in-class organizations are leading the way through the talent crisis.

Employers need to avoid weaponizing their enthusiasm and expectations for AI. They can inadvertently alienate their employees, who may already be concerned that AI will erode their earning potential or their career prospects. I don’t believe that’s true, but employers need to show how AI is going to allow us to do our best work.

Amy Bouque
Chief People Officer, Kelly

Re:work 2024:

Headline Findings

#1 Most organizations’ talent strategies are ineffective—and that’s hurting business.

#2 AI is disrupting the workforce, but employees are unprepared.

#3 DEI efforts are failing, and underrepresented workers are quitting as a result.

About this report

This report presents insights based on two major surveys commissioned by Kelly and conducted in April 2024 by FT Longitude.

Senior executive survey

1,500 C-suite leaders, board members, department heads, directors, and managers. Conducted across 13 countries and eight sectors.

Talent survey

4,000 individuals at all levels of their respective organizations, across the same 13 countries and eight sectors.

During this report, we refer to findings from the 2023 Kelly Global Re:work Report, The Three Pillars of Workforce Resilience.

Re:work: The Three Pillars of Workforce Resilience

We would like to thank the following for sharing their expertise and insight:

Amy Bouque, Chief People Officer, Kelly
Dahlia Mughrabi, Senior Labor Category Manager (AMER), Exxon Mobil
Sean Perry, Chief Information Officer, Kelly
Keilon Ratliff, Chief Diversity Officer, Kelly