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Our new global study, Resetting Normal: Defining a New Era of Work, revealed that exacerbating the problem of burnout is what appears to be an inability of leaders to identify employees who were burned out.

The Adecco Group “Resetting Normal” survey results show very clearly that while the turnover tsunami has not quite manifested, many working people are actively reassessing their current jobs and – in some cases – seriously considering changes to position themselves for future career satisfaction.

Our new research found that while 68 percent of all respondents – leaders, frontline managers, and non-managers – believe that upskilling is important, 42 percent are concerned about not having skills that are relevant to the future of work. That’s largely because people are not getting access to skills and career development opportunity.

It would not be an understatement to say that employees have high expectations around career development. However, it’s equally true that their current employers are not doing enough to meet those expectations.

According to a ground-breaking global research survey conducted by The Adecco Group, senior business leaders are profoundly disconnected from their employees on most major workplace issues, including career development, mental health and wellness and plans for a full or partial return to the office.

In Resetting Normal: Defining a New Era of Work, a ground-breaking survey conducted by The Adecco Group, there is evidence of a profound disconnect between senior leaders and employees when it comes to the pandemic experience.

One pandemic; two radically different working experiences. Our research shows us that the gap between the views of senior leaders and the people they lead has grown into a worrisome chasm. This deep disconnect between leaders and their talent could have a crippling impact on organizations and their future business plans, impacting satisfaction, motivation and performance.

Steve Harrison passed away July 10, but his legacy was cemented years earlier with a deep commitment to outplacement support, and an unparalleled passion for building positive relationships with both employees and clients.

We’ve developed a comprehensive checklist of best practices for sports organizations to help athletes prepare for life beyond sport and harness the value they bring to employers.

Very few athletes in either professional or top-level amateur sport earn enough money to set them up for the remainder of their post sporting lives. That requires sports organizations – governing bodies, national committees, leagues, and individual clubs – to look at formal transition support to help athletes find a career after sports.

Three questions to get you started on future-proofing your workforce.

Undeniably, there is an urgent need to unleash a new generation of reskilling and upskilling initiatives to enable as many people as possible, as quickly as possible, to prepare for the jobs of the future.