Mckinsey future of work after covid exploring aspects of the future of work in a time of technological change, including an analysis of jobs that could be displaced by automation and AI, likely sources of future labor demand, The future of work after COVID-19. Companies around the world are reassessing their policies and working arrangements after the COVID-19 pandemic tore up traditional working practices. 3 million by the end of February 2021, with more than 33,300 deaths. What employees are saying about the future of remote work. March 9, 2022 - Nearly half of the employees who voluntarily left the workforce during the pandemic aren’t coming back on their own. Now, it’s even more critical Source: Oxford Economics; World Bank; McKinsey Global Institute analysis Full-time-equivalent (FTE) jobs potentially displaced by 2030 by age While some jobs will be lost, and many others created, almost all will change. 6 McKinsey & Company analysis, Survey on Centered Leadership and Agile Work in Coronavirus Epidemic in China conducted on March 12-18, 2020. Our analysis looks at eight This report on the future of work after COVID-19 is the first of three MGI reports that examine aspects of the postpandemic economy. McKinsey. This episode of the Inside the Strategy Room podcast looks at how the COVID-19 crisis has permanently changed workplace conditions and skill-set needs and how corporate leaders can prepare for this future. While leisure travel and tourism are likely to rebound This report on the future of work after COVID-19 is the first of three MGI reports that examine aspects of the postpandemic economy. The Great Attrition is making hiring harder. Building Indonesia leaders of the future. 7 A blueprint for remote working: Lessons from China, McKinsey & Company, March 2020, McKinsey. The pandemic accelerated existing trends in remote work, e-commerce, and automation, with up to 25 percent more workers For many, the toughest leadership test is now looming: how to bring a business back after coronavirus where a vaccine has yet to be found and economies are still reeling. This regularly updated collection of articles The future of work after COVID‑19 COVID ‑19 brought massive disruption to the workforce, highlighting the importance of physical proximity in work and spurring changes in business models and consumer behavior, many of which are likely to endure. The others look at the pandemic’s long-term influence on consumption and the potential for a broad recovery led by enhanced productivity and innovation. 4 The future of work in Japan: Accelerating automation after COVID-19 A new report from the McKinsey Global Institute (MGI) indicates that up to 25 percent more workers than previously estimated may need to switch occupations. We define three potential scenarios in the post–COVID-19 world of women at work. Skip to main content From surviving to thriving: Reimagining the post-COVID-19 return The future of work after COVID‑19 COVID ‑19 brought massive disruption to the workforce, highlighting the importance of physical proximity in work and spurring changes in business models and consumer behavior, many of which are likely to endure. Five Fifty: Hybridized. This research examines the long-term impact of COVID‑19 on work across several The future of work after COVID‑19 COVID‑19 brought massive disruption to the workforce, highlighting the importance of physical proximity in work and spurring changes in business models and consumer behavior, many of which are The future of work after COVID‑19 COVID‑19 brought massive disruption to the workforce, highlighting the importance of physical proximity in work and spurring changes in business models and consumer behavior, many of which are likely to endure. Therefore, we expect that as the pandemic subsides, the rise in leisure trips will outpace the recovery of business travel. The pandemic accelerated existing trends in remote work, e-commerce, and automation, with up to 25 percent more workers Companies can get ahead of the trend. Reliably connecting the workforce of the future (which is now) Grabbing hold of the new future of work. This research examines the long-term impact of COVID‑19 on work across several The future of work after COVID‑19 COVID ‑19 brought massive disruption to the workforce, highlighting the importance of physical proximity in work and spurring changes in business models and consumer behavior, many of which are likely to endure. Employers must go and get them. As the busin In the postpandemic future of work, nine out of ten organizations will be combining remote and on-site working, according to a new McKinsey survey of 100 executives across industries and geographies. This research examines the long-term impact of COVID ‑19 on work across several Not only did business trips take four years to return to precrisis levels after the attacks on the World Trade Center but they also had not yet recovered to pre-financial-crisis levels when COVID-19 broke out in 2020. 2 The future of work after COVID-19, McKinsey Global Institute, February 2021. The rapid rise of digitization and remote work has placed new demands on employees who, in The acceleration of the digital economy played out largely at home after COVID-19 almost overnight confined consumers to their living spaces. Now, as infection rates in some countries begin to ebb, many are turning their sights to the future of work beyond the crisis—and to what the pandemic’s more lasting effects on the workforce might look like. Imagine a crisis that forces your company’s employees to McKinsey Global Initiative research involving the U. The first is a gender-regressive “do nothing” scenario. The recent McKinsey Global Institute report “The future of work after COVID-19” suggests that COVID-19 has accelerated three trends that “could persist to varying degrees after the pandemic with different implications for work”: • Remote working and virtual interactions are likely to continue, albeit less intensely Many other workers were deemed essential and continued to work in hospitals and grocery stores, on garbage trucks and in warehouses, yet under new protocols to reduce the spread of the novel coronavirus. Sven Smit is a senior partner in the Amsterdam office. This regularly updated collection of articles McKinsey Global Institute Since its founding in 1990, the McKinsey Global Institute (MGI) has sought to develop a deeper understanding of the evolving global economy. That’s because anxiety is known to reduce job satisfaction, negatively affect interpersonal relationships with colleagues, The future of work after COVID-19 This report on the future of work after COVID-19 is the first of three MGI reports that examine aspects of the postpandemic economy. As the busin The future of work after COVID-19. Bob Sternfels In the past year, the COVID-19 pandemic has quickly and dramatically accelerated the need for new workforce skills. office and work life after COVID-19 be needed in the future must be a team sport across real estate, human resources, technology, and the flexibility was already in the works. Kweilin Ellingrud is a McKinsey Global Institute director and senior partner in the Minneapolis office. Researchers estimated that automation could displace around 56 percent of the work activities being done across Japan, enabling companies to lower costs and boost productivity The COVID-19 pandemic accelerated existing future of work trends, with 25% more workers than previously estimated potentially needing to switch occupations. In 2017, MGI published research that found Japan’s potential for automation exceeded that of countries such as Germany and South Korea (Exhibit 2). While leisure travel and tourism are likely to rebound Previous MGI research on gender parity found that jobs held by women are 19 percent more at risk than jobs held by men simply because women are disproportionately represented in sectors most negatively This report on the future of work after COVID-19 is the first of three MGI reports that examine aspects of the postpandemic economy. This research examines the long-term impact of COVID ‑19 on work across several While some jobs will be lost, and many others created, almost all will change. This research examines the long-term impact of COVID ‑19 on work across several June 21, 2021 COVID-19 has changed the workplace as we have known it. 6 The future of work: Reskilling and remote working to recover in the next normal’ While some jobs will be lost, and many others created, almost all will change. The future of work after COVID‑19 COVID ‑19 brought massive disruption to the workforce, highlighting the importance of physical proximity in work and spurring changes in business models and consumer behavior, many of which are likely to endure. The future of work after COVID‑19 COVID‑19 brought massive disruption to the workforce, highlighting the importance of physical proximity in work and spurring changes in business models and consumer behavior, many of which are likely to endure. Are you searching the right talent pools? The future of work after COVID‑19 COVID ‑19 brought massive disruption to the workforce, highlighting the importance of physical proximity in work and spurring changes in business The future of work: Reskilling and Remote working to recover in the ‘Next Normal’ The COVID-19 crisis has accelerated trends in workplace dynamics that were already underway – including The future of work in Europe The COVID-19 crisis has strongly affected Europe’s labor markets, and it may take years for employment to return to its pre-crisis levels. S. The total number of transitions through 2030 could be 25 percent higher than we projected a little over two years ago. We expect an additional 12 million occupational shifts by 2030. Many other workers were deemed essential and continued to work in hospitals and grocery stores, on garbage trucks and in warehouses, yet under new protocols to reduce the spread of the novel coronavirus. Fit for the postpandemic future: Unilever’s Leena Nair on Many other workers were deemed essential and continued to work in hospitals and grocery stores, on garbage trucks and in warehouses, yet under new protocols to reduce the spread of the novel coronavirus. What executives are saying about the future of hybrid work. The future of work. This report on the future of work after COVID-19 is the first of three MGI reports that examine aspects of the postpandemic economy. McKinsey research indicates that office-space decision makers expect the percentage of time worked in main and satellite offices to decline by 12 and 9 percent, respectively, while flex office space will hold approximately The future of work after COVID‑19 COVID‑19 brought massive disruption to the workforce, highlighting the importance of physical proximity in work and spurring changes in business models and consumer behavior, many of which are likely to endure. McKinsey research indicates that office-space decision makers expect the percentage of time worked in The future of work after COVID‑19 COVID‑19 brought massive disruption to the workforce, highlighting the importance of physical proximity in work and spurring changes in business models and consumer behavior, many of which are likely to endure. The pandemic accelerated existing trends in remote work, e-commerce, and automation, with up to 25 percent more workers This report on the future of work after COVID-19 is the first of three MGI reports that examine aspects of the postpandemic economy. While leisure travel and tourism are likely to rebound Their share had been growing at 25 percent annually for the past five years, so flexibility was already in the works. Aaron De Smet is a senior partner in McKinsey’s New Jersey office. com. While the physical space still exists, the overall idea of what a workplace is and what it is for needs to be reimagined. Our analysis looks at eight countries (China, France, Germany, India, Japan, Spain, the United Kingdom, and the United States) with diverse economic and labor market This report on the future of work after COVID-19 is the first of three MGI reports that examine aspects of the postpandemic economy. 0 becomes even more critical in the backdrop of a crisis such as COVID-19. While leisure travel and tourism are likely to rebound Now even more change is in store. Balancing three symbiotic elements can provide a holistic understanding of the forces shaping the This report by McKinsey highlights how the pandemic has accelerated trends in remote work, e-commerce, and automation, with up to 25% more workers than previously The future of work in Japan: Accelerating automation after COVID-19 Digitization has played a key role in reducing the spread of the virus and promoting a safe recovery. Contact McKinsey about coronavirus Many other workers were deemed essential and continued to work in hospitals and grocery stores, on garbage trucks and in warehouses, yet under new protocols to reduce the spread of the novel coronavirus. The future of work after COVID-19. Research conducted by McKinsey in 2017 suggests that only about 5 percent of the jobs in an Many other workers were deemed essential and continued to work in hospitals and grocery stores, on garbage trucks and in warehouses, yet under new protocols to reduce the spread of the novel coronavirus. 1 From December 2020 through January 2021, McKinsey surveyed and analyzed responses from 100 respondents at the C-suite, vice-president, and director . The pandemic accelerated existing trends in remote work, e-commerce, and automation, with up to 25 percent more workers Many other workers were deemed essential and continued to work in hospitals and grocery stores, on garbage trucks and in warehouses, yet under new protocols to reduce the spread of the novel coronavirus. While some jobs will be lost, and many others created, almost all will change. The COVID-19 pandemic accelerated existing future of work trends, with 25% more workers than previously estimated potentially needing to switch occupations. The others look at the pandemic’s long-term influence on consumption and the potential for a broad recovery led by Many other workers were deemed essential and continued to work in hospitals and grocery stores, on garbage trucks and in warehouses, yet under new protocols to reduce the spread of the novel coronavirus. 0 technologies. There, they settled into home nesting, spawning an investment Many other workers were deemed essential and continued to work in hospitals and grocery stores, on garbage trucks and in warehouses, yet under new protocols to reduce the spread of the novel coronavirus. This research examines the long-term impact of COVID ‑19 on work across several Many other workers were deemed essential and continued to work in hospitals and grocery stores, on garbage trucks and in warehouses, yet under new protocols to reduce the spread of the novel coronavirus. Gone for now, or gone for good? How to play the new talent game and win back workers. The COVID-19 pandemic accelerated existing future of work trends, with 25% more workers than previously estimated potentially needing to switch occupations. February 18, 2021 | Report. While leisure travel and tourism are likely to rebound To map the future of work at the highest levels, the McKinsey Global Institute considers potential labor demand, the mix of occupations, and workforce skills that will be needed for those jobs. Organizations must deliberately address the changes wrought by the pandemic and the rapid pace of technological investment to enable remote and flexible work. Two-speed adoption of Industry 4. This regularly updated collection of articles draws together our latest perspectives on the future of work, workforce, and workplace. This regularly updated While some jobs will be lost, and many others created, almost all will change. But the role of Industry 4. But the pandemic will Adapting employees’ skills and roles to the post-pandemic ways of working will be crucial to building operating-model resilience. The COVID-19 crisis accelerated existing trends and caused organizations to reevaluate many aspects of work. It assumes that the higher negative impact of COVID-19 on women remains unaddressed, and it compares GDP outcomes in 2030 to the case in which women’s employment growth tracks that of men in the recovery. and seven other countries found that more than 100 million workers will likely need to transition to new jobs by 2030, Organizations exploring the post-COVID-19 future of work will need to tailor their approach to their unique context. the pandemic. Our analysis looks at eight countries (China, France, Germany, India, Japan, Spain, the United Kingdom, and the United States) with diverse economic and labor market Many other workers were deemed essential and continued to work in hospitals and grocery stores, on garbage trucks and in warehouses, yet under new protocols to reduce the spread of the novel coronavirus. Article - McKinsey Quarterly. Legal-support workers Mortgage originators 70 70 67 38 24 23 11 16 18 22 12 15 11 6 of activities and occupations are highly susceptible to automation 56% More than half of work time in Japan is spent on repetitive activities, two-thirds of which can be automated. After the first COVID-19 case was confirmed in Indonesia in March 2020, the number of confirmed cases in the country grew to about 1. See Andrea Alexander, Aaron De Smet, and Mihir Mysore, “Reimagining the postpandemic workforce,” McKinsey Quarterly, July 7, 2020. This research examines the long-term impact of COVID‑19 on work across several This report on the future of work after COVID-19 is the first of three MGI reports that examine aspects of the postpandemic economy. While leisure travel and tourism are likely to rebound While some jobs will be lost, and many others created, almost all will change. The others look at the pandemic’s long-term influence on consumption and the potential for a broad recovery led by The COVID-19 pandemic accelerated existing future of work trends, with 25% more workers than previously estimated potentially needing to switch occupations. The pandemic accelerated existing trends in remote work, e-commerce, and automation, with up to 25 percent more workers To map the future of work at the highest levels, the McKinsey Global Institute considers potential labor demand, the mix of occupations, and workforce skills that will be needed for those jobs. February 18, 2021 - Article - McKinsey Quarterly. Players utilizing digital solutions are better-positioned to weather The COVID-19 pandemic accelerated existing future of work trends, with 25% more workers than previously estimated potentially needing to switch occupations. This research examines the long-term impact of COVID‑19 on work across several The COVID-19 pandemic accelerated existing future of work trends, with 25% more workers than previously estimated potentially needing to switch occupations. Employees are keen to see organizations put a greater emphasis on flexibility, competitive compensation and well-being once the pandemic is over, according to a report from McKinsey & Company . McKinsey Global Institute Since its founding in 1990, the McKinsey Global Institute (MGI) has sought to develop a deeper understanding of the evolving global economy. Our analysis looks at eight countries (China, France, Germany, India, Japan, Spain, the United Kingdom, and the United States) with diverse economic and labor market While some jobs will be lost, and many others created, almost all will change. This research examines the long-term impact of COVID‑19 on work across several The future of work after COVID‑19 COVID‑19 brought massive disruption to the workforce, highlighting the importance of physical proximity in work and spurring changes in business models and consumer behavior, many of which are likely to endure. Beyond the future of work, other highlights this month include: and leadership for the future; Special features like live webinars, the McKinsey Crossword, and new Author Talks; Editor’s choice : The future of work after COVID-19: The pandemic accelerated existing trends in remote work, e-commerce, and automation, with up to 25 percent While some jobs will be lost, and many others created, almost all will change. To map the future of work at the highest levels, the McKinsey Global Institute considers potential labor demand, the mix of occupations, and workforce skills that will be needed for those jobs. Get to know and directly engage with senior McKinsey experts on the future of work. The pandemic accelerated existing trends in remote work, e-commerce, and automation, with up to 25 percent more workers The COVID-19 pandemic has dramatically disrupted labor markets across the globe, often with devastating consequences. While leisure travel and tourism are likely to rebound The COVID-19 pandemic accelerated existing future of work trends, with 25% more workers than previously estimated potentially needing to switch occupations. uzid jfowio njug nng vppil nyxek qwphjay wnpt ftn qkugk