Adecco Group Ag · SIX:ADEN
Adecco — The Adecco Group — Investor Presentation (2023)
52 slides from Adecco's investor presentation, 2023
Slide 1: Navigating the AI Revolution and the Shifting Future of Work
Navigating the AI Revolution and the Shifting Future of Work Global . Workforce ofthe Future THE ADECCO GROUP
Slide 2: Contents
Slide 3: About the Research
About the Research Now in its fourth year, the Global Workforce of the Future research investigates the changing world of work from the workers’ perspective. This year, our research focuses on the impact on work of Artiticial Intelligence (Al) and Generative Al (GenAl). The Adecco Group surveyed: 30
Slide 4: Meet our respondents
Meet our respondents Nationally representative across age and gender All respondents employed, across a wide range of sectors. Eel Company sizes range from small (more than 10 employees) to very large (5,000+) Respondents represent a wide range of job functions Respondents with supervisory responsib
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Slide 6: Key Findings: The Unfolding AI Revolution
The Unfolding AI Revolution L> | WE ARE IN A GEN AI HONEYMOON PHASE Beyond workers’ initial positivity, organisations need a bigger plan for GenAI GenAl will impact millions of jobs worldwide, but most workers appear to be optimistic about what it means for them. To move beyond the initial buzz, wor
Slide 7: Today's Workforce Trends
Today’s Workforce Trends UPSKILLING IS THE PERK OF CHOICE To hold on to talent, focus on career progression The ‘Great Resignation’ is over, but talent scarcity is still a big problem. More workers are considering staying put, but most are demanding training and career opportunities in return, Salar
Slide 8: Section One: The Unfolding AI Revolution
SECTION ONE . eee _ The Unfolding | AT Revolution A\ | rie s0eccocrour Aiidiatcadh Kaptniies (etn Wking iRapiifen TdkysWievimetanl Raemneca dhiioms >
Slide 9: We are in a Gen AI honeymoon phase
THE ADECCO GROUP We are in a Gen AI @e honeymoon phase About the Researcl h KeyFindings The Unfolding Al Revolution Today's Workforce Trends Recommendations < fer >
Slide 10: GenAI has captured the imagination of workers around the world
GenAlI has captured the imagination of workers around the world Most see GenAl as a technology that can lighten their administrative burdens, freeing their time to focus on more strategic work (59%) and generally saving time at work (60%). But beyond efficiency gains, Al is also seen by many as a ga
Slide 11: Across industries, most workers are feeling good about AI's impact
Aeross industries, most workers are feeling Sood about Al's impact. Life sciences workers most optimistic Industry view aA 75% 73% won 71% ‘The impact of Al on my job will be positive’ 69% 68% 67% 67% 67% 66% 65% 64% 64% 63% 62% 60% 59% 59% 59% 58% seo, sex 56% TMT we we oO & & SS < ee § 7 a ee Ss x
Slide 12: While mostly positive, a quarter unsure about AI impact
While mosily positive, a quarter unsure about Al impact ‘I don’t know what impact Al will have on my job’ They might be mostly positive, but a quarter of workers are unsure how Al will impact their jobs. These concerns are felt by workers of all ages, but are more prominent Lower-income workers amon
Slide 13: Education needed to understand the full impact of AI on jobs
iducation needed to understand the full impact of Al on jobs Anticipated positive Anticipated negative . P P . . P g . Despite workers' optimism about Al in the workplace today, impacts of Alon jobs impacts of Alon jobs there are some concerns emerging about how it might negatively affect their care
Slide 14: Access to GenAI is not equal
¥) Aceess to Meee GenaAl is not equal
Slide 15: GenAI usage is widespread, yet transactional
GenAl usage is widespread, yet transactional In just five days, ChatGPT surpassed one million users. Around the world, workers are testing out new, game-changing technology. Our research shows that 70% of workers are currently using tools such as ChatGPT and Google Bard. However, across the board, t
Slide 16: Workers are not harnessing the full power of Gen AI
Workers are not harnessing the full power of Gen AI The top reason why people are using GenAl The top three reasons to use GenAl, is to ‘find information very quickly’. according to workers: This suggests that GenAl is seen by many as just an advanced search engine. Leaders use GenAl slightly differ
Slide 17: Adoption of GenAI is fastest in Australia, slowest in Finland
Adoption of GenALis fastestin Australia, slowestin Finland Country view A ‘I currently use GenAl at work’ fiery % higher/| tl 86% eas ax A erage 76% 76% 74% 74% 73% 72% 72% 70% 69% 68% ges, 66 8 8% 64% gos, 59% 58% 57% 56% 5 % 54% 54% 51% & : | {| @ > x ye ae < A Oa a & ~ ee . e Fe oS x < eS - é & ¥
Slide 18: 'I currently use GenAI at work'
‘I currently use GenAl at work’ Lower-income and less senior workers are far less likely to be using GenAl than higher-paid and more senior workers. There is a significant risk that a gap could open up between workers who have access to and use advanced tools and technology - and those who don't. Wi
Slide 19: Sectors are moving at different speeds
Sectors ave moving at different speeds. Medical and (transportation had behind Industry view Aaa ‘I currently use GenAl at work’ 85% 84% 83% B2a% aro, 3% 82% B1% 79% 78% 77% 77% 76% 75% 75% 75% LTT | TTT oe , RS , SS S & § ~~ & — SS @ Significantly A higher/lower than global average THE ADECCO GROUP
Slide 20: Deeper understanding of Gen AI will eliminate barriers
Deeper understanding of Gen AI will eliminate barriers If GenAl is so popular, what’s stopping some | don’t trust it Po 35% people from jumping on board? It's not fear of obsolescence. The top barriers Its not relevant to my job/role Fe 27% preventing workers from adopting GenAl are a lack of trust,
Slide 21: Less than half of workers receive guidance on AI
e e Less than half of workers reccive guidance on AI Industry view Many workers are using AI without any guidance from their employers. There is a risk that not following ethical-use guidelines could have unintended consequences, such as the inadvertent Aa A sharing of sensitive data. 56% 55% 54% ‘M
Slide 22: Workers are eager to embrace the technological shift
Workers are eager to embrace the technological shift ‘Being skilled in how to use Al will * tions’ Our research shows that almost two-thirds agree that Al skills will improve their career improve my career options options. Workers want to be part of their organisation's digital transformation and it
Slide 23: Close the gap on ethical AI guidance
Close the gap on ethical AI guidance The workers who do not use GenAl say that a lack of trust is the top reason (35%). This trust issue is highest in the Americas (43%) and lower in Europe of workers are (35%) and APAC (28%). Many workers are also concerned that use of Al concerned that Al could be
Slide 24: Uniquely human skills must be nurtured
Slide 25: AI is no substitute for innate human skills
ul titute for innate human skills One question is preoccupying organisations and workers alike: what will humans' role be in the future? According to workers, the unique human attributes of emotional intelligence and empathy can't be replaced by Al. And 61% agree that ‘Al is just another tool and th
Slide 26: Workers at the tech forefront are most convinced the human touch is more influential
Workers at the tech forefront are most convineed the human touch is more influential than Al at work Industry view ‘Al is just another tool - the human touch is still more influential at work’ A Ag 67% 66% 66% 62% 61% 61% 61% 61% 61% 6o% 6o% 60% 60% 59% 59% 59% 59% 59% 59% sB% 58x IMI UT > @ Oy > 3°
Slide 27: AI can't replace emotional intelligence, according to workers
Al can't replace emotional intelligence, according to workers Least replaceable Most replaceable human skills human skills —- a Emotional a , Zs intelligence VY @ Empathy/active @) Strategic planning {/ listening / a Interpersonal 3] they skills mean Reasoning Time management e Unfolding Al Revoluti
Slide 28: Section Two: Today's Workforce Trends
SECTION ow — ' ooo N\ : Today's \_™ . Workforce... , Trends ~
Slide 29: Upskilling is the perk of choice
Upskilling ee isthe perk of choice A THE ADECCO GROUP About the Research Key Findings The Unfolding Al Revolution Today's Workforce Trends Recommendations < fer >
Slide 30: More workers are staying with their current employer in 2023
More workers are staying with their cur ent employer in 2023 but only if given upskilling and career opportunities Summary of staying or leaving intentions I will stay in my current job 2023 22% leaving 73> staying | want to progress with my current company/employer | want to be upskilled/reskilled
Slide 31: Workers are less likely to leave their current jobs than a year ago
Workers are less likely to leave their current jobs thana year ago, especially in Turkey, Australia and Switzerland Country view ‘lintend to leave my current company in the next 12 months’ 2022 M2023 t= Increase/decrease since 2022 (in % points) 34% | 27% 29% 28% 29% ooo, oO Netherlands THE ADECCO G
Slide 32: Better salaries top reason to quit, but not to stay
Better salaries top reason to quit, but not to stay Top reasons to quit or stay with employers are broadly the same year on year. The top reason to quit is for a better salary, but salary drops to ninth place in reasons to stay when workers are happy with their current employer. After salary, the mo
Slide 33: Workers most satisfied with wages in Australia and Switzerland
Workers most satisfied with wages in Australia and Switzerland; least satisfied in Romania Country view More than half of workers in Greece and Romania think their wage is unfair, compared with only 14% aa ‘My employer provides a fair wage’ in Australia and Switzerland 86% 86% ex 75% 72% oy ° % 70%
Slide 34: Skills are a precious currency
Shillsarea ee precious Currency A THE ADECCO GROUP About the Research Key Findings The Unfolding Al Revolution Today's Workforce Trends Recommendations < fer >
Slide 35: Investment in upskilling has gone up, but non managers are being left behind
Investment in upskilling has gone up, but non managers are being left behind By level of seniority in 2023 68x 74% 59% 58% [ ; ) ; Since 2022, there has been an All workers: 2022 vs 2023 increase in workers saying their employer invests effectively in their skills development. But non-managers are g
Slide 36: Workers want more control over their skills
Worker Qu7 Thi want more control over their 62% of workers intend to take greater control over their skills development in the future. Workers in the technology, financial services and professional services sectors are most likely to say this, along with leaders, workers in the Americas and workers
Slide 37: The majority of workers are confident they can use their skills elsewhere
The majority of workers are confident they can use their skills elsewhere In an increasingly changing and dynamic environment, the workforce must be ready to shift roles — and even industries. This mobility is powered by skill-building. ‘My current skills are transferable Most workers are confident
Slide 38: Technology, professional and financial services workers most confident in skills transferability
Technology, professional and financial services workers are most confident in the transferability of their skills Industry view ‘My skills are transferable to other industries’ A Aaa sl 64% Ga% 59% 58% 58% 58% % % % % % % 57% 57% 6% 5% 55% sax 53% 59% 58K 53% 59% 53% 52% cox sox, HUTT T oy ws na Se
Slide 39: Burnout is pervasive
Burnout ts °° pervasive A THE ADECCO GROUP About the Research Key Findings The Unfolding Al Revolution Today's Workforce Trends Recommendations < fer >
Slide 40: Concern about the risk of burnout has not changed since 2022
Concern about the risk of burnout has not changed since 2022. Three reasons for burnout: of workers have experienced Working too hard (44%) burnout Lack of leadership support (43%) are concerned about , experiencing burnout Taking on more (same as 2022) responsibility after layoffs (42%) Managers ar
Slide 41: Regardless of borders, burnout levels are high
Regardless of borders, burnout levels are high Country view ‘Thave felt burnout’ ‘ aA 76% 73% 72% 1% 70% 70% 69% gg, 68% 67% 65% 65% 60% 59% sa% 5 57% 56% 56% 56% 55% 55% 55% 54% 54% 51% we x @ . Ra Ss : Ro Se s & cS As e Ss we & oe e » & se Ss se cs ©) s ¥ e = Oo a & oo & oe ee & °° od oe 3 x Signi
Slide 42: Organisations need to foster the wellbeing of workers
Organisations need to foster the wellbeing of workers 7S» THE ADECCO GROUF of workers say their employer does not encourage employees to take all of their annual leave of workers have taken all their allocated holiday Currently, only one-fifth of workers say their employer encourages them to take al
Slide 43: Recommendations for Organisations
Slide 44: How to be a future-ready organisation
Four way Organisations and workers that are truly ready for Al’s disruptive power share four characteristics. Based on this year’s research, this is how your organisation can build a future-ready workforce. THE ADECCO GROUF EMBRACE TECHNOLOGY AND TRANSFORMATION Workers need the tools, guidance and e
Slide 45: Technology and transformation; skills and capabilities
eer TECHNOLOGY AND TRANSFORMATION SKILLS AND CAPABILITIES Address the fundamentals Assess how ready workers are by evaluating their existing skills and experience Evaluate existing access to tools and technology to highlight and address any inequality Ensure all leaders are upskilled on Al and are a
Slide 46: Mobility and wellbeing
MOBILITY WELLBEING Address the fundamentals Prioritise skills-based hiring and ensure roles are skills-defined Ensure that there are regular career conversations, powered by data- driven tools, for all workers Upskill managers to challenge traditional career paths and employment models Motivate dire
Slide 47: Appendix
Slide 48: Demographics and definitions
Demographics and definitions Highest level of academic education Sample Company size Sample . achieved (headcount 18-24 2,509 25:34 9,285 Primary school equivalent or less Small (<=100) 9,098 35-49 oes Secondary school or equivalent 2706 Medium (101-500) 9,096 50-60 9138 Vocational school/technical
Slide 49: Demographics and definitions
Demographics and definitions Australia 2,000. Belgium 5 Brazil 1,000 Orme oo Finland 024) Accounting 2472 Life sciences/pharmaceuticals France 2,020 Aerospace 1,444 Logistics W121 Germany 1942 Automotive 1,024 Manufacturing 2,479 Greece 530 Banking 1,646 Medical/healthcare 3,499 aly 1946 Consulting
Slide 50: Demographics and definitions
Demographics and definitions Level of senio Definition — _ mente i tettellenencisertesen emettinesthonted evelunttnyerucemnar yal P Executive ‘Senior executive level (CEO, President, etc.)’ 1,948 ‘Executive level (General Manager, Executive Vice President, Executive Director, etc.)’ 2156 Executive (
Slide 51: Demographics and definitions
Demographics and definition Those who work in design, development, engineering in a range of roles within the automotive, transportation, energy, [feelin cance Pecivenelc(eantter Niinenic: een cesonnmntinetrinseerton 5.998 Non-tech worker 24,002 Definition Agency worker Regarding agencies / staffing
Slide 52: The Adecco Group
THE ADECCO GROUP A www.adeccogroup.com For media enquiries, please contact: 1 [email protected] Global Workioree ofthe Future Adecco LHH “‘’K<opis r ® ®