The 2022 research surveyed over 30,000 people globally, both office-based and non-office-based workers in 25 countries, employed by the same employer for at least two months, with contracts of at least 15 hours for non-desk workers and 20 hours for desk workers.

The report shows potential strategies for companies to attract new talent, retain their existing

talent, and, more importantly, build their talent pipelines in a time of scarcity and uncertainty,

It is based on a four key elements formula to ensure an engaged and future-proof workforce: Salary, Flexibility, Career Progression, Upskilling, and well-being.

-      Salary Balance - A Tool for Attraction, but Not for Retention: Salary has become a quick tactic to attract the right people in the past year, but it does not have a lasting impact on retention. The report highlights ‘retention levers’ linking pay with performance rather than on hours worked and having a future-proof, skilled and engaged talent pipeline.

• Flexibility - The Continuing Demand for Autonomy: Flexibility continues to be a key retention lever, and organisations need to tread carefully when taking back control over workers’ autonomy, setting working schedules and location. Companies looking at retaining and attracting non-desk-based workers should provide more autonomy in choosing shifts, working days and holidays.
• Career Progression - Stuck in the Middle: Are Middle Management on the Road to Nowhere? Career development opportunities, especially for non-managers, must be addressed as a matter of urgency. The report reveals that a lack of progression and re- and upskilling opportunities are one of the primary reasons to quit. Organisations should invest in skills mapping, reskilling, and upskilling programs.
• Mental Health and Wellbeing - Rethinking Wellness Programs: Believe in Leave. Burnout continues to be a global and universal issue, spanning all respondents regardless of age, nationality, or gender. 

• Corporate well-being programmes should offer more effective initiatives to address this topic, not only with well-being training, meditation and yoga sessions as well as coaching programmes, but also specific measures focused on incentivising the use of full annual leave, creating a culture of trust and safety, and allowing sick leave for mental health.

  The report concludes that employers are seen as most responsible for ensuring a better working future. Organisations need to establish transparent conversations with workers and increase focus on mapping and investment in the skills for the future, including those required for the green economy.