White Paper – The Great Potential: Global Workforce of the Future

Workers are staying put, but they’re not thrilled about it. Now is the time for employers to make retention strategies a priority.
Businesspeople talking about the future of workforce and its potential

While global uncertainty is causing workers to stay put in the short-term, it’s clear that the majority are still eager for new opportunities and are prepared to change jobs to make the most of their potential. A significant ‘passive talent pool’ in need of a nudge has emerged. Now is the time for companies to invest in their talent, or risk falling behind, burdened with disengaged employees or those lacking the skills for the future of the business.


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Not too long ago, employers were experiencing the largest employee resignation spike on record.


Workers felt empowered to reject certain jobs based on pay levels and working conditions - and increasingly pursued new endeavours that more closely aligned with their work-life priorities. While this “Great Resignation” has quietly passed, questions around what the new normal looks like are still prevalent.


Are employees suddenly happy?


Not exactly.


Amid rising prices, international conflict, and the emergence of AI, professional workers are in search of more control over their future. And these employees - especially high performers - are hungry for skilled leadership, more training, and more opportunities. In 2024, learning on the job is the new perk. That much is clear in our annual survey of 30,000 workers in 23 countries about their jobs, skills, employers, and potential.


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To realize this “Great Potential” and meet the biggest business challenges of the next decade, companies must invest in developing stronger leaders, skills training, internal mobility for existing staff, and non-linear career pathing that can help workers find their footing in today’s constantly evolving job market. By investing in their workforce, companies can turn their holistic talent acquisition and retention strategies into their biggest competitive advantage.



Gaelle de la Fosse


Gaëlle de la Fosse,

President, LHH