杰艾智库丨我们想要的工作生活
近期，世界就业联合会（WEC）公布了其最新的战略研究项目“The Work We Want”的成果。该项目是WEC携手FT Longitude，以及招聘和雇佣行业的主要商业领袖合作进行的，而我们杰艾控股就是项目组的重要成员之一。该项目成果分为三个篇章，以下是最后一个篇章的第一篇推文，杰艾控股持续翻译转载，与大家一起分享探讨。
The Work Life We Want
我们想要的工作生活
Flexibility is now a must-have for workers and employers alike. How can we shape sustainable new models of work that benefit both parties?
灵活性现在是员工和雇主的必备品。我们要如何塑造有利于双方的可持续工作新模式？
As we saw in chapters 1 and 2, the world of work is being transformed by digital technology and demographic shifts.
正如我们在前两个篇章中所看到的，数字技术和人口结构的变化正在改变着工作的世界。
Those changes are happening alongside another major transformation: our attitudes to work are changing. In the past, we had to adapt our life to fit it in with our work. Today, that script has flipped: we expect our work to adapt to our lifestyle and our life stage. Flexibility is non-negotiable.
这些变化正与另一个重大转变同时发生：人们对工作的态度也在改变。以前我们必须调整自己的生活来适应工作。现在剧本发生了变化：我们希望工作反过来能适应我们的生活方式和生活阶段。这种灵活性是不可谈判的。
And flexibility doesn’t just benefit employees. As explored in Chapter 1, businesses are attempting to be more reactive to changes in their employment needs in the face of strategic uncertainty — and to expand their talent pool, they know they need to offer new ways of working.
灵活性不仅有利于员工。如第一篇章所述，面对战略不确定性，企业正试图对就业需求的变化做出更大的反应——而为了扩大人才库，他们也知道需要提供新的工作模式。
Creating and embedding truly sustainable flexibility demands a new paradigm that both offers workers more diverse ways of working and a rewarding experience, whatever their contract – and meets the resourcing and talent needs of business.
创造和嵌入真正可持续的灵活性需要新的模式。在这种模式下，无论员工签订什么样的合同，都能为他们提供更多样的工作方式和有益的体验——当然也要满足业务的资源和人才需求。
Where do we want to work, and when?
我们想在哪里工作，什么时候工作？
In our global survey, most senior executives say that, following the Covid-19 pandemic, employees place as much value on flexibility around where and when they work as on things like pay and benefits. Employers should think carefully about requiring people to return to the office — particularly when workers might feel like pay is falling behind the cost of living.
在我们的全球调查中，大多数高管表示，在新冠肺炎大流行之后，员工对工作地点和时间灵活性的重视程度与对薪酬和福利等问题的重视程度一样高。雇主们应该仔细考虑要求员工返回办公室办公的问题，尤其是当员工可能觉得工资落后于生活成本时。
- 83% of senior executives say that following the pandemic, employees place as much value on flexibility around where and when they work as they do on compensation.
- 83%的高管表示，疫情过后，员工对工作地点和时间的灵活性和对薪酬的重视程度一样高。
But a battle has started between employers and employees, says Johnny C. Taylor, Jr., president and CEO at SHRM. Some major businesses, for instance, have issued five-day office mandates, including UPS, JPMorgan Chase, Goldman Sachs, Citigroup and Boeing.
但SHRM总裁兼首席执行官Johnny C. Taylor, Jr.表示，雇主和员工之间的斗争已经开始。例如，一些大企业已经发布了五日办公令，包括UPS、摩根大通、高盛、花旗集团和波音公司等。
“We expect that we will have some significant employee relations issues. We forecast in our State of the Workplace report that by the end of 2024, 20% of the US workforce will be allowed to work remotely,” says Taylor. “And 80% will be back in the office.”
“我们可能将面临一些重大的员工关系问题。《工作场所状况》报告中预测，到2024年底，20%的美国劳动力将被允许远程工作。”泰勒说，“而剩下80%的人将回归办公室。”
Other businesses, meanwhile, are experimenting with when their people work — and in some cases are permanently adopting new approaches. One of these is the four-day week. In the UK, 89% of the employers that took part in a significant trial in 2022 were still operating a four-day policy a year later.
与此同时，其他企业正在调整员工工作时长——在某些情况下，会永久采用新方法。其中之一就是一周工作四天。在英国，参加2022年一项重大试验的雇主中，89%在一年后仍在执行每周工作四天的政策。
How employers can meet workers’ evolving expectations
雇主如何满足员工不断变化的期望
As employers adjust their approach to where and when work is done, some workers are seizing the initiative and taking control of how they work.
随着雇主们根据工作地点和时间调整工作方式，一些员工正在掌握主动权，自主选择自己的工作方式。
Barry Asin, chief analyst at research firm Staffing Industry Analysts (SIA), points to the healthcare sector, where demand for workers has spiked in the wake of the pandemic. “Many of those healthcare professionals are deciding that traditional jobs are not their ‘thing’ anymore,” says Asin. “They’d much rather work on a temporary basis — work for three months and then take three months off and recover.”
全球人员配置和劳动力解决方案研究与咨询机构（SIA）的首席分析师Barry Asin指出，医疗保健行业在疫情后对员工的需求激增。“许多医疗保健专业人员决定，传统的工作不再是他们的‘正职’。”Asin说，“他们更愿意被临时雇佣——工作三个月，然后休息三个月调整状态。”
Bev Matthews, CEO at UK-based educational trust Minerva Trust, says that organisations are losing talent because of their inability to offer flexibility. “If you’re a teacher, you generally need to be in front of a class from 9am to 3pm,” says Matthews. “I know of teachers who have gone to work for the NHS because they’ve been able to do that work at home, for not much less money — and have gained flexibility in how they work. How do we remain competitive when other sectors offer that flexibility and we don’t?”
英国教育信托公司Minerva Trust的首席执行官Bev Matthews表示，由于无法提供灵活性，组织正在失去人才。“如果你是一名教师，你通常需要从上午9点上课上到下午3点。”Matthews说，“据我所知，有些教师之所以去英国国家医疗服务体系工作，是因为他们可以居家办公，也并没有少赚多少钱——而且在工作方式上获得了灵活性。当其他公司提供这种灵活性而我们没有时，我们要如何保持竞争力？”
Flexible careers
灵活的职业道路
Flexibility is not just about whether people want to be on-site or working full time. It’s also emerging in how people think about their work over the course of a career. In our survey, most senior executives say that the idea of a person following one career path in their lifetime has gone for good.
灵活性不仅仅是关于人们想在办公室工作还是全职工作。它同时体现在人们在职业生涯中对工作的看法上。在我们的调查中，大多数高管表示，一个人一生只做一份工作的想法已经不复存在了。
- 82% of senior executives say that the idea of a person following one career path in their lifetime has gone for good.
- 82%的高管表示，一个人一生只做一份工作的想法已经不复存在了。
Instead, many people are likely to follow multi-stage careers, working in different industries and different types of roles. They are also likely to have periods when other aspects of life, such as caring responsibilities or reskilling, are the priority.
取而代之的是，许多人可能会开展多段式的职业生涯，为不同行业和不同类型的职位工作。也有可能在某个时间段，他们更优先考虑生活的其他方面，如对家庭的照料或技能再培训。
This is one of many factors fuelling a rise in people desiring freelance or agency work. Dr Anna Gurun, associate director at UK research institute HSM Advisory, says demand has been created from both sides of the employment relationship. “On the individual side, people want to work in different ways, and don’t want a traditional relationship with organisations. But we’re also seeing the demand coming from organisations themselves, because they have skills gaps they need to fill.”
这就是促使渴望自由职业或外包工作的人数增加的众多因素之一。英国研究机构HSM Advisory的副主任Anna Gurun博士表示，就业关系双方都产生了需求。“就个人而言，人们希望以不同的方式工作，不希望与组织建立传统的关系。但我们也看到了来自组织本身的需求，因为他们需要填补技能空白。”
Real-world voices
来自真实世界的声音
The best of both worlds (United States)
两全其美（美国）
Souphak Kienitz was interested in finding a profession that allowed her the flexibility to earn an income while also developing her upcoming clothing brand, Jay Victoria. She was referred to Advent Talent Group, where she was able to openly share her personal and career goals, including her need for flexibility, with her recruiter. This was a welcome change from her previous job search experiences.
Souphak Kienitz想找一个能让她灵活赚取收入的职业，同时也能发展她即将推出的服装品牌Jay Victoria。她被推荐到Advent Talent Group，在那里她可以与和她的专属招聘负责人公开分享个人和职业目标，包括对灵活性的需求。这与她以前的求职经历相比是个可喜的变化。
Shortly after, Advent matched Kienitz with an opportunity as a part-time, temporary front desk receptionist at the Minneapolis Foundation, an organization that promotes civic engagement and community investments. Her hard work and dedication caught the eye of the foundation's leadership, and Kienitz was soon offered the opportunity to work in a full-time capacity as a producer for the foundation's podcast. Her clothing brand is launching soon.
不久后，Advent为Kienitz提供了一个在明尼阿波利斯基金会担任兼职临时前台接待员的机会，该基金会是一个促进公民参与和社区投资的组织。她的辛勤工作和奉献精神引起了基金会领导层的注意，Kienitz很快就有机会全职担任基金会播客的制作人。同时她的服装品牌也即将推出。
Short-term projects create demand for particular skills. “A lot of the organisations we’re speaking to want specific skills for defined projects that they don’t want to bring in full time,” says Gurun. “So they’re using freelance and contingent talent for that.”
短期项目创造了对特定技能的需求。“许多组织来找我们，都希望为那些不想招聘全职员工投入的既定项目提供特定技能。”Gurun说，“因此，他们正在利用自由职业者和临时员工来实现这一目标。”
Minerva Trust’s Bev Matthews backs this up. “Our agency partners can offer swift access to someone who can come and teach a class, with the flexibility you get from having a pool of people ready and waiting to go,” says Matthews. “We try to build relationships with certain companies to get consistency and ensure the quality of who we’re getting.”
Minerva Trust的Bev Matthews对此表示支持。“我们的外包伙伴可以迅速找到可以来给学生上课的人，而且你可以灵活地让一大群人做好准备，随时等着去上课。”Matthews说，“我们也正在试着与一些公司建立关系，来确保我们得到人才的质量一致性。”
A framework for sustainable flexibility
可持续的灵活性框架
Workers and businesses alike can benefit from the flexibility offered by diverse forms of work – but embedding flexibility in a sustainable way requires appropriate and balanced legal frameworks to keep pace with this shift in the employment market.
员工和企业都可以从各种工作形式所提供的灵活性中受益，但以可持续的方式嵌入灵活性需要适当和平衡的法律框架，才能跟得上就业市场的这一转变。
Recent years have seen policymakers focus on access to social protections for gig workers because of the gaps exposed in existing legislation by platform service providers. In the EU, for example, agreement was reached in March 2024 on a new Platform Work Directive that aims to address misclassification and cut down misuse of self-employment rules by platform work service providers.
近年来，由于平台服务供应商在现有立法中暴露出的差距，政策制定者将重点放在零工工人可获得的社会保护上。例如，在欧盟，2024年3月就一项新的平台工作指令达成了协议，该指令旨在解决错误分类问题，减少平台工作服务供应商滥用自营职业规则的情况。
Appropriate regulation for diverse forms of work does not only cover digital labour platforms. Luc Triangle, general secretary at the International Trade Union Confederation (ITUC), says that further changes are necessary. “In many countries, agency workers don’t benefit from the same rights and protections as permanent workers,” he says. “Especially when it comes to collective representation.”
对各种工作形式的适当监管不仅涵盖数字劳动力平台。国际工会联合会秘书长Luc Triangle表示，进一步的变革是必需的。“在许多国家，由外包机构提供的员工并没有像企业内正式人员一样享有同等的权利和保护。”他说，“尤其是在集体代表权方面。”
In fact, the latest Regulatory Report from the World Employment Confederation (WEC) found that 85% of reporting countries have national-level regulation on equal pay and/or equal treatment of agency workers. Some variation may be expected however; WEC has argued that differences in industrial relations systems should be respected and that agency workers have different expectations and needs compared to workers holding an open-ended contract.
事实上，世界就业联合会（WEC）的最新监管报告发现，其中85%的国家对外包人员的同工同酬和/或同等待遇有国家层面的监管。不过也会有点不一样；WEC认为，我们应尊重劳资关系体系中的差异，因为与持有开放式合同的员工相比，外包员工有不同的期望和需求。
Regulators need to think about some of the broader consequences of how work is changing, says Stijn Broecke, senior economist at the OECD. “It’s really important to get a legal framework for the changes we’ve seen in workers’ expectations,” says Broecke. “For example, we need to define the rights that workers have to demand flexible arrangements, and the conditions under which employers can refuse them.”
经合组织高级经济学家Stijn Broecke表示，监管机构需要考虑工作变化带来的一些更广泛的后果。“为我们所看到的员工期望的变化来制定法律框架，这真的很重要。”Broecke说，“例如，我们需要定义员工要求灵活安排的权利，以及雇主可以拒绝这些权利的条件。”
Real-world voices
来自真实世界的声音
A successful model for responsible and sustainable flexibility (France)
一个既负责任又可持续的灵活性成功案例（法国）
Christine Lenoir works as a production operator at a French biotech company through a CDI intérimaire (CDII). Created in 2014, this “temporary permanent contract” responds to workers’ desire for flexibility while guaranteeing them security and stability. “With the CDI intérimaire, I combine employment security with the ability to perform different roles. All these different work experiences increase my skillset, and therefore my adaptability and employability. I’m so proud of what I have achieved as a career!” explains Christine.
Christine Lenoir通过CDI intérimaire（CDII）在一家法国生物技术公司担任生产操作员。这项“长期的外包合同”创建于2014年，旨在满足员工对灵活性的渴望，同时给予其安全和稳定的保障。“在CDII，我将就业保障与履行不同角色的能力结合在一起。所有这些不同的工作经历都提高了我的技能，从而提升了我在工作中的适应能力和就业能力。我为自己的职业成就感到骄傲！”Christine解释道。
For her employer bioMérieux, the CDI intérimaire offers the chance to develop the competencies of its workforce in the long-run, and to build expertise and resilience in its processes.
对于她的雇主bioMérieux来说，CDI intérimaire也为其提供了一个长期发展员工能力的机会，并在其流程中建立专业知识和适应力。
The CDII combines the advantages of a permanent contract with those of temporary work. Between roles, the temporary workers’ salaries are paid by the agency, thus preventing them from flipping between employment and unemployment. It encourages work agencies to provide personalised follow-up of workers and training to ensure their employability. The temporary permanent contract has been one of the most successful models for responsible and sustainable flexibility in France. In this video, explore the benefits of the CDII for both talent and client.
CDII将长期合同与外包工作的优势结合在了一起。该机构负责外包员工的工资，这些员工可以在不同职位之间流转，有效防止他们失业。外包机构被鼓励为员工提供个性化的后续服务和培训，以保障其就业能力。长期的外包合同是法国推出的最成功的既负责任又可持续的灵活性模式之一。在油管视频中，可探索CDII对人才和企业客户的好处。
Rewarding experiences for all
对所有人提供一视同仁的优质体验
Different legal frameworks mean that employers need to level up the experience of work to provide rewarding opportunities for all.
不同的法律框架意味着雇主们需要提升工作体验，为所有人提供有回报的机会。
In our survey, most executives say they feel “fully” or “mostly” able to offer rewarding experiences to agency workers. But only about a third feel “fully” able, which could be the result of barriers created by local regulatory regimes.
在我们的调查中，大多数高管表示，他们觉得“完全”或“基本”能够为外包员工提供优质体验。但只有大约三分之一的人觉得自己“完全”有能力，这可能是当地监管制度设置障碍的结果。
Most organisations feel empowered to offer agency workers rewarding experiences
大多数组织都觉得可以为外包员工提供优质体验
Benefits and development opportunities
收益和发展机会
The executives in our survey say their organisations offer numerous benefits to both permanent employees and agency workers.
调查显示，高管们认为他们的组织为正式员工和外包员工都提供了许多福利。
But there are some gaps. One critical gap is often access to training and development: 59% say their organisation offers training opportunities to agency workers, compared with 74% for permanent employees. Agency workers might benefit from diverse on-the-job learning as they switch between roles, but it’s also important to give them access to more formal training. Staffing companies – acting as the formal employer of agency workers – often provide training (as well as social benefits), while bipartite training funds or individual learning accounts can help ensure access to training for workers who do not have a long-term relationship with an end-user company. As the disruption sparked by digital technology and AI increases, upskilling will be key to ensure that agency work remains an attractive and sustainable work option for individuals – and continues to deliver for employers.
但这之间也存在一些差距。一个最关键的差距往往是获得培训和发展的机会：59%的人表示，他们的组织为外包员工提供培训机会，而正式员工中的这一比例高达74%。外包员工在不同岗位之间转换时，可能会从多样化的在职学习中受益，但让他们获得更正式的培训也很重要。人力资源公司——作为外包员工的正式雇主——通常提供培训（以及社会福利），而双方培训基金或个人学习账户可以帮助确保与最终雇佣的公司没有长期合同关系的员工也获得培训。随着数字技术和人工智能引发的混乱加剧，提高技能将是确保外包工作对个人来说仍然是一种有吸引力和可持续的工作选择的关键，并继续为雇主提供服务。
Real-world voices
来自真实世界的声音
The perfect balance: flexibility & purpose (Switzerland)
完美的平衡：灵活性和目的性（瑞士）
Hanane S. worked in the private sector for several years before deciding to shift toward a profession that would be more in line with her values. She posted her CV on an online platform and was contacted by a staffing company for an assignment at an NGO in the humanitarian sector in Switzerland.
Hanane S.在一家私人企业工作了好几年，之后决定转向一个更符合她价值观的职业。于是她在一个在线平台上发布了自己的简历，一家人力资源公司联系了她，希望她到瑞士慈善领域的一个非政府组织工作。
She believes that temporary work, and particularly the flexibility that it provides, allows for entry into sectors where people may not be familiar with their inner workings. She particularly appreciates the relationship of trust and support offered by her employer. As an example, her advisor always contacts her at the end of her assignments to discuss the next steps. The kindness of her advisor makes her feel like an employee rather than a product.
她认为，外包工作，特别是它所拥有的灵活性，可以允许人们进入之前可能不熟悉的那些部门并工作。她特别感谢雇主提供的信任和支持。例如，她的招聘顾问总是在她的任务结束时联系她，讨论下一步行动。顾问的友善让她感觉自己是一名员工，而不是一个产品。
Reflecting on her seven years in temporary work, she values the quality of social benefits offered by it. She has also already taken advantage of the training opportunities provided by the Swiss bipartite training fund for agency workers. “It’s mostly the work environment that matters to me. I would not want to work for a company that is only interested in profit. I would like to continue to work in a position that can always challenge me and where I can perform,” she concludes.
回想自己七年的外包工作，她很重视它所提供的社会福利的质量。她还利用了瑞士两党培训基金为外包人员提供的培训机会。“对我来说，最重要的是工作环境。我不想为一家只对利润感兴趣的公司工作。我想长久地在一个总是能挑战自我的职位上工作，在那里我能有所表现。”她总结道。
The future of work is more diverse
未来的工作更加多样化
The jobs landscape will continue to evolve through 2024 and beyond. The backlash against full remote working will gather momentum in some areas, but many employees will continue to prioritise flexibility to balance the role of work in their lives. Employers that don’t meet those expectations by providing diverse options for work might miss out on talent – leaving them struggling as shortages continue.
就业形势将在2024年及之后继续发展变化。某些领域将会越来越反对完全远程工作，但许多员工也将继续优先考虑工作的灵活性，以平衡工作在他们生活中的作用。如果雇主们不能通过提供多样化的工作选择来满足这些期望，他们可能会错过许多人才——随着人才短缺的持续，企业将举步维艰。
Fortunately, most executives recognise that the work of the future is more diverse and more flexible, not less. The workforce itself has never been so diverse, nor its expectations so varied and so different from what has gone before. As businesses grapple with a strategic environment defined by uncertainty, rapid technological change and a global talent crunch, the world of work has already moved away from a one-size-fits-all model based on permanent, direct, full-time contracts, to one where more diverse and flexible contracts coexist.
幸运的是，大多数高管都认识到，未来的工作模式将更为多样化、更加灵活，而不是相反的。劳动力本身从未如此多样化，其期望也从未如此多样化，这完全不同于以往。随着企业努力应对由不确定性、快速技术变革和全球人才短缺所定义的战略环境，工作的世界已经从基于永久、直接、全职合同的一刀切模式转变为更加多样化和灵活合同共存的模式。
The majority of executives we surveyed – 83% – say there’s a need to build awareness of the diverse types of contracts available to workers today, and to enable individuals to choose what suits them best. However, only 38% of business leaders feel fully empowered to get the optimal mix between diverse forms of work and only 37% consider that they are able to recruit agency workers at the scale they would like.
调查中的大多数高管（83%）表示，有必要提高人们对当今员工可获得的不同类型合同的认知，并使个人能够选择最适合自己的合同。然而，只有38%的商业领袖认为自己完全有能力在不同形式的工作之间获得最佳组合，也只有37%的人认为自己能够招聘到想要的外包员工规模。
This creates a need for policymakers to ensure that legal frameworks recognise the value of diverse forms of work, as well as organised and regulated forms of work. Employment law needs to empower businesses to provide rewarding work experiences for everyone, regardless of their employment contract. In some regions, labour market reforms are needed to make it easier for everyone to approach their working life in the way they choose.
那么，这就要求政策制定者确保法律框架承认各种形式的工作、以及有组织和受监管的工作形式的价值。就业法需要授权企业为每个人提供有回报的工作体验，无论他们的就业合同如何。一些地区还需要进行劳动力市场改革，使每个人都能更容易地以自己选择的方式对待自己的工作生活。
The HR services industry has done much to provide economic opportunity and drive social justice by ensuring appropriate treatment, providing transferable and portable rights, and creating safety nets for workers. It will also play a central role in creating work solutions that simultaneously provide the kind of work people want – and meets businesses’ fast-evolving needs.
人力资源服务业已经通过确保适当的待遇、提供可转让和轻便的权利以及为职场人士建立安全网等方式，为提供经济机会和推动社会正义方面做了很多工作。未来，它还将在创建工作解决方案方面发挥核心作用，同时提供人们想要的工作类型，并满足企业快速发展的需求。
In the final article, we will explore the Value of Work. Stay tuned for more.
最后一篇，我们将探讨工作的价值所在。敬请期待！
