埃森哲：COVID-19：创建共享的劳动力弹性 -埃森哲（英文版）.pdf

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1、What to do Now, What to do NextCovid-19: NOWNEXT Navigating the human and business impact of COVID-19 Creating shared workforce resilience The economic impact of the COVID-19 pandemic is severe, rapid and global in nature. In March, the International Labor Organization (ILO) predicted that nearly 25

2、 million jobs could be lost by the end of 2020. A month later, the ILO acknowledged that the actual number could be significantly higher.1 Organizations globally are experiencing workforce disruption at an unprecedented scale and speed. This is propelling chief human resources officers (CHROs) into

3、the spotlight of this human crisis.Their role has never been more stressful, vital and visible.2 It is daunting, It is daunting, to say the least. to say the least. Taking action together CHROs are vital to helping people and organizations navigate workforce shifts en masse through agile workforce s

4、trategies. Their expertise is critical in keeping the global economy viable and helping people and their families survive financially, now and in the future. What is shared workforce resilience? The good news is that opportunities are appearing as companies and industries work together to keep peopl

5、e in paying work. That means a hard-hit industry like hospitality helps its workers redeploy to an industry that needs extra workers like grocery retailers. This report provides pragmatic actions to create shared workforce resilienceshared workforce resilience. It means working together to keep as m

6、any people healthy, safe and employed as possible “in the now”. With an eye to equipping people with new skills for the future. Shifts at scale Large-scale workforce shifts are not a one-off phenomenon. We anticipate that workforce shifts like those shown below will continue to fundamentally affect