2024任仕达雇主品牌调研中国香港报告（英文版）-任仕达

2024employerbrandresearchreport

hongkongSAR

we’vegotyoucovered.

03

abouttheemployerbrandresearch.

08

EVPdriverstalentlookfor.

11

jobswitchingbehaviours&motivations.

17

theimpactofAIonjobs.

20

unmaskinginequalityintheworkplace.

25

topsectors&employersinsights.

31

appendix.

employerbrandresearch2024–hongkong©randstad2

aboutthe

employerbrandresearch.

•Arepresentativeemployerbrandresearchbasedonperceptionsofthegeneralaudience.Optimising23yearsofsuccessfulemployerbrandinginsights.

•Anindependentsurveywithnearly173,000respondentsand6,084companiessurveyedworldwide.

•Areflectionofemployerattractivenessforthis

market’slargestemployersknownbyatleast10%ofthepopulation.

•Providesvaluableinsightstohelpemployersshapetheiremployerbrand.

employerbrandresearch2024–hongkong

173,000

respondents

©randstad4

talentvoicesfrom32markets,

75%oftheglobaleconomy.

samplesize

•2,689respondentsinhongkongSAR

respondentdemographics

•aged18toretirementagerepresentativeongenderoverrepresentationofage

25–44comprisedofstudents,employedandunemployedworkforce

surveyfieldwork

•onlineinterviews(14minutes)

•january2024

employerbrandresearch2024–hongkong

argentinaaustraliaaustria

belgiumbrazil

canadachina

czechrepublic

francegermanygreece

hongkongSARhungary

india

italy

japan

luxembourgmalaysia

mexico

thenetherlandsnewzealand

norway

poland

portugalromaniasingaporespain

sweden

switzerland

unitedkingdomunitedstates

uruguay

©randstad5

demographicsof

2,689respondentsinhongkongSAR.

gendergeneration

*otheriscomprisedofnon-binary,intersex,transgenderman,transgenderwoman,gendernon-conforming,genderfluid,othergenderidentitiesnotlistedaboveandpeoplewhoprefernottoanswerthequestion

GenZ(1997-2012)

Millennials(1981-1996)GenX(1965-1980)

Babyboomers(1946-1964)

employerbrandresearch2024–hongkong©randstad6

executivesummary.

EVPdriversjobswitchingequityartificialintelligence

WhileattractivesalariesremainWork-lifebalanceisthetopreasonEquityisaddedtothisyear’s1in6workersinHongKonguseAI

important,work-lifebalancehastoswitchjobs,followedbysalaryresearchandalready,Hongkongersonadailyorregularbasis,

dippedslightlythisyear,indicatingpressuresduetorisingcosts.rankeditasthe5thmostimportantparticularlyamongyounger

thatemployeesarere-prioritisingemployervalueproposition,astheygenerationswhoarethemost

theirfinancialsecurity.Ourresearchfoundthatyoungerseekcompaniesthatofferfairandfrequentusers.

generationsvalueintrinsicfactorsequalopportunitiesregardlessof

Employershaveabrightspot.too,likeflexibleworkarrangementsage,gender,andethnicity.Despitethepotentiallysignificant

Overallratingsforemployerandstrongbenefitspackages.impactofAIonjobs,themajorityof

brandinginHongKongarestrong,Whilenotalwaysatopcorporateworkerscurrentlyremainneutral

particularlywithGenZers,whoMillennialsandhighly-educatedfocus,diversityandinclusionaretowardsitsimpactontheirjobs.

valuetheircurrentemployershighly.professionalswithmastersandbecomingincreasinglyimportantfor

However,GenXersprioritizesaboveshowthestrongestjobworkerswhospendalotoftheirEmployersneedtotakeaproactive

work-lifebalancemore.searchactivityinthefirstsixmonthstimewiththeirbossesandapproachtoensurethatAI

of2024,suggestingincreasedcolleagues.integrationismetwithpositivity

confidenceinthejobmarketasitamongtheirworkforce.

fullyrecoversfromthepandemic'simpact.

employerbrandresearch2024–hongkong©randstad7

shiftingpriorities:risingimportanceofpayandbenefits.

Ourresearchrevealsashiftinemployeeprioritiesin2024.Previouslythetopdriver,work-lifebalancehasbeenovertakenbyattractivesalaryandbenefits,suggestingagrowingfocusonfinancialsecurity.ThistrendseemsparticularlypronouncedforGenX.Interestingly,equity,anewadditiontoourresearch,hasdebutedatnumberfive,replacinggoodtraining.Unlikeotherpriorities,equityseemstoholdsimilarimportanceacrossallgenerations.

202420232022

salary&benefits151

work-lifebalance149

financiallyhealthycompany123

jobsecurity120

equity*105

*newEVPfactorincludedin2024,definedas‘offersemployeesequalopportunitiesregardlessofage,gender,ethnicity,etc’.

150:driverischosen50%moreoftenthantheaveragedrivertobeimportant

158

137

125

123

152

153

129

165

75:driverischosen25%lessoftenthantheaveragedrivertobeimportant

employerbrandresearch2024–hongkong©randstad9

understandthegapstostrengthenyouremployerbrand.

Whilework-lifebalanceremainsimportant,thegapbetweenwhattalentarealreadyexperiencingandwhattheywanthasnarrowed.Thiscouldbeagoodsignascompaniesaremakingstridesinthisarea.

However,thetopprioritieswhenseekinganewjobpaintadifferentpicture.Thisyear'ssurveyrevealsemployeesarelaser-focusedontheirfinances.Salaryandbenefitsarethemostimportant,followedbyfinancialstabilityandjobsecurity.Thissuggestssomeemployeesmightfeelunder-compensatedorinsecure,potentiallymotivating

themtoexplorenewopportunities.

profileofidealemployer

1.attractivesalary&benefits

evaluationofcurrentemployer

2.

work-lifebalance

3.

financiallyhealthy

4.

jobsecurity

5.

equity

6.

pleasantworkatmosphere

7.

goodtraining

8.

strongmanagement

9.

careerprogression

1.financiallyhealthy

2.

isconvenientlylocated

3.

jobsecurity

4.

verygoodreputation

5.

work-lifebalance

6.

attractivesalary&benefits

7.

pleasantworkatmosphere

8.

careerprogression

9.

interestingjobcontent

10.verygoodreputation

10.givesbacktosociety

Whileworklocation,jobdutiesand

involvementinsocialresponsibility

programmesareattractive,astrongemployerbrandgoesbeyondthese

factorstoconnectwithmoderntalent.

Whatattractstoptalentisacompany

withastableandeffectiveleadership

teamthathastheforesighttoguide

themtogrowth,aswellasopportunitiesforgrowthanddevelopment.

Thisincludesaccesstotraining

programmes,fairjobpromotion

opportunitiesandaculturethatvaluesdiversityandinclusion,ensuringthateveryonehasanequalshotat

advancementatwork,regardlessofage,background,orethnicity.

employerbrandresearch2024–hongkong©randstad10

skilledtalentonthemove:millennialsleadjobsearch.

Millennialsandhighly-educatedprofessionalswithmastersandaboveshowthestrongestjobsearchactivityinthefirstsixmonthsof2024,suggestingincreasedconfidenceinthejobmarketasitfullyrecoversfromthepandemic'simpact.Companiesattractingtalentwillhavetoprovideaholisticexperience,whichwillincludecompetitivesalaries,clearcareergrowthopportunitiesandacommitmenttofosteringanequitableandinclusiveworkenvironment.

changedplanningtochange

employerbrandresearch2024–hongkong

24%

32%

havechanged

employerbetweenjulyanddecember2023

isplanningto

changejobs

betweenjanuaryandjune2024

©randstad12

jobboardsstillthetopchannelforjobsearch,butrecruitersstagearemarkablecomeback.

Whilejobboardsremainthemostpopularchoice

(45%successrateforrecenthires),a

generationalshiftisemerging.Acrossgenerations(average53%),jobsearchenginesarethego-tochannels,withMillennials(50%)usingthemmosteffectively.However,only28%ofBabyBoomersusejobsearchengines.

Meanwhile,recruitmentagenciesareexperiencingaresurgence.A10%year-over-yearincreasesees35%ofsuccessfuljobseekerscreditingthemwiththeirnewroles.

Thistrendalignswiththeneedsof41%ofjob

seekersin2024whovaluepersonalisedguidanceprovidedbyspecialistrecruiters.Recruitersbridgethegapbyofferinghiddenopportunities,companycultureinsights,andsalarynegotiationsupport–ahumantouchthatresonatesinasaturated

onlinejobmarket.

jobboards45%

recruitmentagenciesgoogleforjobs

jobfairs

publicemploymentservices

socialmedialinkedin

personalconnections/referrals

companycareersiteyahoo!orbing

54%

41%

changedemployerplanningtochange

35%

26%

25%

24%

24%

23%

22%

21%

19%

30%

22%

25%

23%

32%

27%

27%

17%

employerbrandresearch2024–hongkong©randstad13

shiftingpriorities:work-lifebalancedown,benefitsup.

toimprovework-lifebalancelowpay&risinglivingcosts

lackcareergrowthpath

fearofjoblossdueto

company’sfinancialinstability

receivedanoffericouldn’trefuse

lackinterestinmyjobpoorleadership

longcommutetime

poorrelationshipwithmymanager

organisationalD&Idon’talignwithmyvalues

inflexibleworkoptions

littletonocompanyperks

notequallyrewardedduetomygender,ethnicityandreligion

32%

28%

26%

23%

Work-lifebalanceremainsthetopreasonforjobchangesinHongKong,thoughinterestingly,itdeclinedby10%comparedtolastyear.This

22%

20%

20%

suggestscompanyeffortstoimprovework-lifebalancearepayingoffandtalentmayhaveshiftedtheirprioritiestootherfactorssuchassalaryorjobsecurity.

Theworkforcemayhaveexperiencedimprovementsintheirwork-life

19%

19%

balance,whichcanbeattributedtomoreinclusivecompanypoliciesandpersonaladjustments.Aswork-lifebalancesupportbecomesbetter,talentmaystarttore-prioritisewhat’simportanttothem.

18%

Prioritiesarealsoshiftingacrossagegroups.Youngergenerations(GenZespecially)findbenefitslikeflexiblework(24%motivated),shorter

17%

17%

commutes,andperkslikecompanydiscountsmoreattractive.Asdigitalnatives,theyvaluetimemanagement,remoteoptions,andbenefits

14%

cateringtotheirtech-savvylifestyles(e.g.,smartphonediscounts).Thesefactorsjoinsalaryandjobsecurityaskeyconsiderations,highlightingtheevolvingneedsoftoday'sworkforce.

employerbrandresearch2024–hongkong©randstad14

inflationbites:halfgetraises,

butyoungerworkersfarebetter.

38%

mypayraisecoveredpartoftherisingcosts

18%

ididn’treceiveanykindofsupportfrommyemployer

mypayraisefullycoveredtherisingcosts

ireceivedaone-timesumfrommyemployermyemployerofferedmeproductvouchersidon’tknow

17%

creatingthevalueoffeelingunderstoodandappreciatedintheworkplace.

13%

10%

4%

Facinginflation'sbite,overhalfofsurveyrespondentsacrossgenerationsreceivedsomeformofsalaryadjustmentfromtheiremployers.However,adisparityexists,witholdergenerations(average24%)beingmorelikelytomissoutcomparedtotheiryoungercounterparts(average15%)whosaidthattheydidnotreceiveanykindofsupportfromtheiremployers.

Thesurveyalsorevealedthatspecifictypeofcompensationsuchaspayraiseandone-timesumdoesnotdirectlycorrelatedwithanemployee’slikelihoodofchangingjobs.Thisunderscorestheimportancefor

employerstostayattunedtoemployeeexpectations,particularly

regardinginflationadjustments,toretaintalentduringchallengingtimes.

employerbrandresearch2024–hongkong©randstad15

employersaremeetinghigherexpectationsforskillsdevelopment.

importanceof

re-skillingopportunities

5–veryimportanttome

.4.3.2

1–notimportantatalldon’tknow

enoughopportunity

todevelopinyourrole

5–completelytrue

.4.3.2

1–notatalltruedon’tknow

Thisyear,75%ofrespondentssaid

re-skillingisimportant(up17%fromthepreviousyear).Thisindicatesagrowingawarenessthatskillscanbecome

obsolete,particularlywiththerapiddevelopmentsindigitalisationandartificialintelligence.

Employersarealsoprovidingmore

opportunities,up14%fromlastyearto62%in2024.However,11%of

respondentscontinuetolack

opportunitiesforadvancement,withGenXersfeelingthepinch.

Today’sworkforcethrivesoncontinuouslearning.Byinvestinginupskillingandre-skillingprogrammes,employerscanfuture-prooftheirworkforceandthe

organisation.

employerbrandresearch2024–hongkong©randstad16

AIadoptionatwork:progresswithagap.

IuseAIeverydayatwork

IuseAIregularly

IuseAIeverynowandthen

IhaveusedAIonlyonce

IhaveneverusedAIinmywork

Idon’tknow

10%

19%

26%

12%

30%

3%

UsingAIregularlyatworkcanhelpboostaworker’sefficiencyandproductivity.However,aconcerning

30%havingneverusedAItoolsintheirwork.

Therearesomegenderandgenerationaldisparitiesaswell,aswomenare6%lesslikelytouseAI,andadoptionratesamongBabyBoomersandGenXarelowtoo.Thesetrendshighlighttheneedfortargetedtrainingandsupport.

●AIliteracyprogrammesforemployees

addressingcomfortlevelsandtechnicalskills

●PairexperiencedAIuserswithlessfamiliarcolleagues

●ClearlycommunicatehowAIcanmaketheirlifeeasierbystreamingtasks,improving

decision-making,andempoweringemployeestofocusonhigher-valueactivities

●ProactivelyaddressconcernsaroundjoblossbyemphasisinghowAIcomplementshumanskillsandcreatesnewopportunities.

employerbrandresearch2024–hongkong©randstad18

starkgenerationalattitudedifferencestowardsAIandjobs.

32%ofrespondents,especiallyyoungergenerations,arealreadyusingAIatwork.Thistrendislikelytocontinue,with80%expectingAI

tohaveanimpactontheirjobs,particularlyamongMillennials.WhileitisexpectedthatyoungergenerationsseeAIasatoolfor

productivity,theyaremorelikelytoexpressfearofjobloss.ThiscouldbeduetotheirheightenedawarenessofAI'spotentialandthelongerrunwayforAIdevelopmentthroughouttheircareers.

expectedimpactofAIonyourjobimpactofAIonjobsatisfaction*

*onlyansweredbythosewhosaidthatAIhasalittleorconsiderableimpactontheirjob.(n=1,801)

iexpecttolosemyjobbecauseofAI

alreadyimpactedmyjob

considerableimpactalittleimpact

noimpactatallidon’tknow

7%

5%

31%

16%

5%

36%

positive

neutral

negative

idon’tknow

43%

47%

7%

3%

employerbrandresearch2024–hongkong©randstad19

2in5hongkongersconsiderthemselvestobeaminorityatwork.

57%

12%12%

HongKongthrivesonitsculturalrichness,wherepeoplefromdiversebackgroundscometogethertocreateavibrantanddynamicworkforce.

9%

10%

8%

6%

However,researchdataindicatesagapbetweendiversityandtrueinclusion,asweseethat43%ofrespondentsconsiderthemselvesaminorityatworkduetovaryingreasons.Fearofjudgmentorpotentialconsequencesmay

stemfromexperiencesinwhichemployeesweremarginalisedbecauseoftheirvalues,beliefs,oridentity.

Yes,becauseofmyreligion

Yes,becauseofmydisability

Yes,becauseofanotherreason

Yes,becauseofmygenderidentity

Yes,becauseofmysexualorientation

Yes,becauseofmyethnicity/nationality/race/ancestryNo,Idonotconsidermyselftobelongtoaminority

employerbrandresearch2024–hongkong

Employerswhodriveopenconversationsandpromoteinclusivitybeyondjustdiversitycancreateawelcomingenvironment.This,inturn,allowseveryonetobringtheirwholeselvestowork,attractingtoptalentwhovalue

authenticityandbelongingsothattheycanfocusonbuildingtheircareers.

©randstad21

anopportunitytomoveemployeesfromneutralstatetoathrivingworkforce.

myuniqueattributes,

characteristics,skills,experience&backgroundarevalued

seniormanagersarefairwhenitcomestohiringorjobpromotion

bestopportunitiesgoto

themostdeservingemployees

myorganisationprovidesequalpayforequalwork

seniormanagersarefairwhenitcomestore-skillingandupskillingopportunities

59%

28%

10%

56%

30%

12%

58%

27%

12%

58%

26%

13%

58%

28%

12%

otrue

neutralnottrue

employerbrandresearch2024–hongkong©randstad22

51%ofallrespondentsfacedcareergrowthobstacles,andminorities16%morelikelytohaveitworse.

51%

61%

45%

allrespondents

yes,Iconsidermyselftobelongtoaminority

no,Idonotconsidermyselftobelongtoaminority

employerbrandresearch2024–hongkong

HongKongemployersaremakingstridesinworkplaceequity,withapproximately60%ofrespondentsfeelingtheyhavefairandequal

opportunities.However,51%ofallrespondentssaidthattheyfacecareer

progressionobstacles.Interestingly,malesaremorelikelythanfemalestofeelthattheyfacecareerroadblocksduetotheiridentity,with54%reportingsuchexperiences.

Theseobstaclescouldincludeunclearpromotionprocesses,unconsciousbias

andlimitedaccesstomentorshiportraining.Butthedatashowsaworrying

trend-employeeswhoidentifyasminoritiesfacethesehurdlesevenmore.

Respondentswhoconsiderthemselvesminoritiesintheworkplaceat16%morelikelytofacecareerobstacles.

Tobridgethisgap,employersneedtofosteratrulyinclusiveenvironment

throughthorougheducationandpurposefulengagement.Addressingthese

roadblockswillunlocktheirdiverseworkforce'sfullpotential,leadingtoamoreengaged,innovative,andtalent-richworkplace.

©randstad23

progressongenderdiversity,butperceptionofequitylags.

femalemalegendergap

seniormanagersarefairwhenitcomestoreskillingandupskillingopportunitiesofthosethatreporttothem

52%

64%

12%

seniormanagersarefairwhenitcomestohiringorcareeradvancementsofthosethatreporttothem

51%

62%

11%

atmyorganisation,thebestopportunitiesgotothemostdeservingemployees

53%

64%

11%

myuniqueattributes,characteristics,skills,experienceandbackgroundarevaluedinmyorganisation

54%

65%

9%

myorganisationprovidesequalpayforequalwork

55%

62%

7%

IhavefacedobstaclesinmycareerprogressioninthisorganisationwhichIbelieveareduetowhoIam

49%55%6%

employerbrandresearch2024–hongkong©randstad24

surveyset-upforemployerbrandawards.

doyouknowthiscompany?

●Determinesawareness

●30companiesperrespondent

wouldyouliketoworkforthiscompany?

●Determinesattractiveness

●Knownforeachcompany

ratingonasetofdrivers

●Determinesreason

●Knownforeachcompany

randomlyassignedforarobustsample

●Eachrespondentisshown30companies

●Eachcompanyisevaluatedonlybyrespondentswhoareawareofthatparticularbrand

●Inordertomakesurethatthelesswellknownbrandsareassessedbyasufficientnumberofrespondents,weusea

smartsamplingmethod

.

●Thismethodensuresthatthelesser-knowncompaniesareshowntomorerespondentsinordertoobtaina

sufficientlyrobustsample

employerbrandresearch2024–hongkong©randstad26

spotlightonhongkong'smostattractiveindustries.

luxury&retailhealthcare

ESG&infrastructure

leisure&hospitality

property&realestate

banking&financialservicesFMCG&consumer

insurance

food&beverage

telecommunications

62%

60%

59%

58%

58%

56%

54%

46%

46%

45%

employerbrandresearch2024–hongkong©randstad27

topEVPsindustriesscoredwellin.

EVP#1EVP#2EVP#3

1

luxury&retail

financialhealth

goodreputation

salary&benefits

2

healthcare

financialhealth

pleasantworkenvironment

goodreputationjobsecurity

3.

ESG&infrastructure

financialhealth

jobsecurity

careerprogression

4.

leisure&hospitality

financialhealth

goodreputation

pleasantworkenvironment

5.

property&realestate

financialhealth

jobsecurity

careerprogressiongoodreputation

6.

banking&financialservices

financialhealth

careerprogression

jobsecurity

7.

FMCG&consumer

financialhealth

goodreputation

jobsecurity

8.

insurance

financialhealth

goodreputation

careerprogressionjobsecurity

9.

food&beverage

convenientlocation

financialhealth

goodreputation

10.telecommunications

financialhealth

goodreputationjobsecurity

convenientlocation

employerbrandresearch2024–hongkong©randstad28

let’sstart

aconversation.

theemployerbrandresearchhasmanyinsightful,butcomplexinsights,sowe’dlovetheopportunitytowalkyouthroughourfindingsandhaveanopen

discussionaboutyourtalentattractionandemployerbrandingstrategies.

communications@.hk

thank

you.

appendix.

employerbrandresearch2024–hongkong©randstad31

smartsampling.

methodology

SinceREBR2017,companiesareevaluatedbetween140and400

respondents.Theactualnumberofevaluationspercompanydependsontheawarenessofthecompany.

Theerrormarginisdeterminedbythe%ofrespondentsgiving

acertainanswerandthesamplesizetowhichthequestionhasbeenasked.Thehighesterrormarginoccurswhen50%oftherespondentsgiveacertainanswer.Theerrormarginislowerwhen30%(or70%)oftherespondentsgiveacertainanswer.

example

140respondentshaveevaluatedcompanyX.Ofthese140,50%findthecompanynicetoworkfor.Takingtheerrormarginatn=140/50%intoaccount,therealanswerliesbetween42%and58%.

400respondentshaveevaluatedcompanyYandofthese400,50%finds

thecompanynicetoworkfor.Takingtheerrormarginatn=400/50%intoaccount,therealanswerliesbetween45%and55%.

1200respondentshaveevaluatedcompanyZandofthese1200,50%findsthecompanynicetoworkfor.Takingintoaccounttheerrormarginatn=1200/50%,therealanswerliesbetween47%and53%.

Therefore,thedifferenceinerrormarginisverysmallbetweenn=1200

andn=400evaluationspercompany(5%marginvs3%marginatthemost).Assuchitcanbeconcludedthatmaximum400evaluationspercompany

aresufficientinordertodetermineareliableattractivenesspercompany.

Inpractice,thismeansthateverycompanywithanawarenessover35%

willhavemax400respondentsevaluatingthecompany.Companieswithanawarenessbelow35%willbeevaluatedby140to400people(dependingonawareness).

employerbrandresearch2024–hongkong©randstad32

reasonsforleaving:genders.

32%

33%

29%

24%

28%27%

25%

20%

23%23%

20%

21%

20%18%

19%

22%

19%

20%

18%18%

16%

18%