Workforce

Global

Workforce trends that provide information and resources globally, domestically, and within the field of corrections.

Are you looking for a fresh start in 2019? Maybe you’d like to get fit? Learn a new skill? Or change career?

According to analysis from networking site LinkedIn, 2019’s employers are looking for a combination of both hard and soft skills, with creativity topping the list of desired attributes. The findings chime with the World Economic Forum’s Future of Jobs report, which concluded that “human” skills like originality, initiative and critical thinking are likely to increase in value as technology and automation advances.

Older Americans feel their generation is discriminated against in the workplace and consider thier own age to be a detriment when looking for a job. Additionally, about a fifth of workers age 50 and older feel they have been passed over for promotion or raises due to thier age. 

The 2019 Working Longer Survey explores the public's view on age diversity in the workplace given the trend toward deplayed retirement. 

The next two decades promise a full-scale revolution in our working lives. Before we look into the next 20 years, let’s take a quick look at the present – and something once considered paradoxical.

We’re already living in an age of a lot of robots – and a lot of jobs.

As the number of robots at work has reached record levels, it’s worth noting that in 2018 the global unemployment level fell to 5.2%, according to a report last month – the lowest level in 38 years.

In other words, high tech and high employment don’t have to be mutually exclusive. We’re living the proof of that today.

Whether you’re an optimist pointing to predictions of job creation or you’ve been worrying that a robot might be after your job, one thing is for certain. The world of work is going through a period of arguably unprecedented change at the hands of machines; automation and artificial intelligence (AI) are the new kids on the employment block.

Employers need more from their people than ever before if they are to stay relevant and competitive. And similarly, employees expect – even demand – more from the organizations they work for. Now, a global survey of 5,000 human resources professionals and hiring managers, combined with behavioural data analysis, conducted by LinkedIn has revealed the four trends most likely to affect the next few years of your career.

Although nearly two decades have elapsed since the turn of the 21st century, the U.S. approach to education, training, and workforce development still largely operates on a 20th-century model. Workforce preparation — a linear pipeline from K–12 education to possibly college and then a job — is similar to what it was several decades ago. Labor market policies designed for the industrial age still prevail. Labor market signals and other information flows between members of the current and future workforce, education and training institutions, and employers have not kept pace with the revolutionary changes in information processing.

The nature and organization of work are changing rapidly and in fundamental ways. New technologies, evolving workforce demographics, shifting global demand, and related transformations in business models leave some workers in a precarious position.

Implementing the Program Management Improvement and Accountability Act (PMIAA) is underway by federal agencies covered by the CFO Act. Commissioned and supported with research from PMI, MIT’s Consortium for Engineering Program Management, and others, this report distills how many government agencies have been leading (and continue to lead) efforts to build and sustain good practices in portfolio, program, and project management. 

Though technology and the workplace are changing, human nature isn't.

In our studies of the world's most successful organizations, we've learned that a culture of high employee development is the most productive environment for both businesses and employees.

Download Building a High-Development Culture Through Your Employee Engagement Strategy to learn:

  • why engagement cannot be "just an HR thing"
  • the fundamental needs that must be met for employees to achieve high performance
  • the patterns seen in organizations that have successfully transformed into high-development cultures driven by engagement

This report provides an overview of global and regional trends in employment, unemployment, labour force participation and productivity, as well as employment status, informal employment and working poverty. It also examines income and social developments, and provides an indicator of social unrest.

A key finding is that poor job quality is a prime concern for the most of the global labour force. In addition, unemployment and labour underutilization remain high in many countries, despite improvements in recent years.

The report also takes stock of progress with respect to targets for Sustainable Development Goal 8, which has been slower than anticipated.

The United States is facing a growing skills gap that threatens the nation’s long-term economic prosperity. The workforce simply does not have enough workers and skilled candidates to fill an ever-increasing number of high-skilled jobs. 7 million jobs were open in December 2018, but only 6.3 million unemployed people were looking for work. As the country nears full employment, businesses face an even greater talent shortage that will have a stifling impact on the economy and global innovation. Several factors contribute to the skills gap: low unemployment, new technologies and competition in the global landscape. The fastest growing sectors of the economy—health care and technology— require workers with some of the most highly specialized skills.

The Center for State and Local Government Excellence (SLGE) has partnered with the International Personnel Management Association for Human Resources (IPMA-HR) and the National Association of State Personnel Executives (NASPE) to conduct an annual survey of public sector human resources professionals since 2009. Survey questions are focused around the workforce changes and challenges their organizations face and the initiatives they put in place to better serve their hiring and retention needs for the future.

Artificial intelligence and emerging technologies have enabled automation to scale and pose legitimate workforce threats. However, these innovations are creating new jobs and recreating old ones that together shape the building blocks of a future workforce. This dynamic opportunity engine is driven in large part by a fast expanding innovation ecosystem that combines a bevy of thriving, scaling, and nascent startups and their emerging workforce needs.

Eighteen states began the new year with higher minimum wages. Eight states (Alaska, Florida, Minnesota, Montana, New Jersey, Ohio, South Dakota and Vermont) automatically increased their rates based on the cost of living, while 10 states (Arizona, Arkansas, California, Colorado, Maine, Massacusetts, Missouri, New York, Rhode Island and Washington) increased their rates due to previously approved legislation or ballot initiatives. Other states that will see rate increases during the 2019 calendar year include D.C., Delaware, Michigan and Oregon.

The nature of work is rapidly changing due to emerging technologies and disruptive forces, such as AI, the gig economy, and more. The exact effect of these and other changes remain unknown, but one thing seems certain: The skills that employers value and rely upon are evolving. In turn, a “skills gap” has developed in which employers struggle to hire appropriately trained workers.

While it will take many groups across the workforce spectrum to address this issue, employers play an important role in identifying related challenges and subsequently creating and refining innovative solutions. As such, exploring how employers experience and respond to these challenges is a valuable part of the larger conversation on workforce development.

This Bureau of Labor Statistics page provides information on guard inmates in penal or rehabilitative institutions in accordance with established regulations and procedures. May guard prisoners in transit between jail, courtroom, prison, or other point. Includes deputy sheriffs and police who spend the majority of their time guarding prisoners in correctional institutions.

There are many reasons to help older Americans stay in the workplace, but the best reason could be that they still want to be there. One indication of their workplace satisfaction is the new American Working Conditions Survey (AWCS), which shows that, overall, older workers report having more meaningful work and more workplace flexibility than their younger peers.

This Bureau of Labor Statistics page provides information on how Probation Officers and Correctional Treatment Specialists provide social services to assist in rehabilitation of law offenders in custody or on probation or parole. Make recommendations for actions involving formulation of rehabilitation plan and treatment of offender, including conditional release and education and employment stipulations.

The economic growth that followed the 2008 recession has increased the demand for qualified workers in health care, advanced manufacturing, information technology, and other growing industries. While many employers are finding it difficult to fill key positions, workers without the right skills face a shrinking pool of rewarding job opportunities.

This Bureau of Labor Statistics page provides information on how Police and Sheriff's Patrol Officers maintain order and protect life and property by enforcing local, tribal, State, or Federal laws and ordinances. Perform a combination of the following duties: patrol a specific area; direct traffic; issue traffic summonses; investigate accidents; apprehend and arrest suspects, or serve legal processes of courts.

Suburbs are increasingly not just where Americans live, but where they work. According to the U.S. Bureau of Labor Statistics’ Quarterly Census of Employment and Wages, 32 percent of U.S. employment is in the suburbs of large metropolitan areas—that is, in the medium- and lower-density counties within metropolitan areas that contain at least 1 million people. That is on par with the 32 percent of the population that lives in the suburbs of these metros. (A slight majority of Americans live in suburbs overall, but this analysis looks specifically at suburbs of large metros.)

The latest BLS data show that job growth, like population growth, is faster in these suburbs than in urban counties, smaller metros, and non-metropolitan areas.

The Bureau of Labor and Statistics provides information on the employment situation. The total nonfarm payroll employment rose by 128,000 in October, and the unemployment rate was little changed at 3.6 percent, the U.S. Bureau of Labor Statistics reported today. Notable job gains occurred in food services and drinking places, social assistance, and financial activities. Within manufacturing, employment in motor vehicles and parts decreased due to strike activity. Federal government employment was down, reflecting a drop in the number of temporary jobs for the 2020 Census. 

Gender differences in paid and unpaid time at work are an important aspect of gender inequality. Women tend to spend more time on unpaid household and family care work, and men spend more time in paid work. This unequal distribution of time creates barriers to women’s advancement at work and reduces women’s economic security.

This Bureau of Labor Statistics page provides information on guard inmates in penal or rehabilitative institutions in accordance with established regulations and procedures. May guard prisoners in transit between jail, courtroom, prison, or other point. Includes deputy sheriffs and police who spend the majority of their time guarding prisoners in correctional institutions.

This resource from the Census Burea measures the number of federal, state, and local civilian government employees and their gross monthly payroll for March of the survey year for state and local governments and for the Federal Government.

Here are some data from the report:

Total nonfarm payroll employment rose by 250,000 in October, and the unemployment rate was unchanged at 3.7 percent, the U.S. Bureau of Labor Statistics reported today. Job gains occurred in health care, in manufacturing, in construction, and in transportation and warehousing. 

The unemployment rate remained at 3.7 percent in October, and the number of unemployed persons was little changed at 6.1 million. Over the year, the unemployment rate and the number of unemployed persons declined by 0.4 percentage point and 449,000, respectively. (See table A-1.) 

For more data read the full report.

Eighteen states began the new year with higher minimum wages. Eight states (Alaska, Florida, Minnesota, Missouri, Montana, New Jersey, Ohio and South Dakota) automatically increased their rates based on the cost of living, while eleven states (Arizona, California, Colorado, Hawaii, Maine, Michigan, New York, Rhode Island, Vermont and Washington) increased their rates due to previously approved legislation or ballot initiatives.  

As technological breakthroughs rapidly shift the frontier between the work tasks performed by humans and those performed by machines and algorithms, global labor markets are undergoing major transformations. These transformations, if managed wisely, could lead to a new age of good work, good jobs and improved quality of life for all, but if managed poorly, pose the risk of widening skills gaps, greater inequality and broader polarization.

Almost a Decade after the onset of the Great Recession, the world economy continues to struggle. The global gross domestic product has puttered along at under 3% growth since 2012, well below historical norms. Widespread joblessness — particularly among young people — has led to social and political strife in many areas. Since 2015, economic frustrations have likely contributed to a rise in nationalism and growing resentment toward immigrants, particularly in the U.S. and Europe.