Global Workforce Hopes & Fears Survey 2023

PwC Key Findings

Transform or die: One-third of workers say their company won’t be economically viable in ten years’ time if it continues on its current course—comparable to the 39% of CEOs who said this earlier in 2023 in PwC’s 26th Annual Global CEO Survey. Notably, gen Z workers are the most pessimistic: 49% say their company won’t survive another decade without change.

Employees are restless: Despite recessionary worries and rising unemployment in some regions, 26% of all respondents say they are likely to change jobs in the next 12 months (up from 19% in our 2022 survey). The number is higher for younger employees, with 35% of gen Z and 31% of millennial respondents planning to change jobs. 

Financial hardships increase: 14% of employees around the world struggle to pay bills every month, and another 42% say once they cover their expenses, they have little or nothing left over (up from 37% in 2022). One in five respondents says they have an extra job, in addition to their principal one. 

Skills inequity on the rise: 53% of employees say that their job requires specialist training, up from 49% last year. Workers without specialist training are also more likely to be facing financial difficulties than specialist workers, and are less likely to have a clear sense of how their skills will change—all of which could further income inequality.

Workers aren’t afraid of AI: Despite the prospect of AI-fuelled job losses, respondents cite the positive impacts of AI more frequently than they do the negative ones. The most common sentiment, expressed by 31% of respondents, is ‘AI will help me increase my productivity/efficiency at work.

Bloomberg AI Spotlight

The generative AI boom will usher in an age of accelerated productivity and prosperity for some and profound disruption for others, McKinsey said.

  • Whole swaths of business activity are set to become more embedded in software—with potential economic benefits of as much as $4.4 trillion.
  • But it will also profoundly disrupt some professions. The firm estimated a few years ago that about half of worker hours worldwide were spent on tasks that could be automated. Now it’s raising the figure to as high as 60-70%.
  • It’s happening fast. About 75% of the potential value from generative AI is expected to come in four business functions: customer operations, marketing and sales, software engineering, and R&D.

Influencing Coworkers

Forty percent of our workdays are spent influencing coworkers. So how does one master Theory of Mind, and Social Influence? Influencing coworkers can be challenging, but there are strategies and techniques you can use to improve your odds.

  1. Build relationships: Take the time to get to know your coworkers and establish positive relationships over shared interests. When you have a good rapport with someone, they are more likely to listen to your ideas and suggestions.
  2. Lead by example: Set a good example for your coworkers by demonstrating the behavior you would like to see from them. If you want them to be more collaborative, for example, make an effort to be a team player.
  3. Communicate effectively: Make sure your communication is clear, concise, and respectful. Listen actively and try to understand your coworker’s point of view before sharing your own.
  4. Use persuasion: Use persuasive language and techniques to get your coworkers on board with your ideas. Highlight the benefits of your proposal and how it will positively impact the team or organization.

Remember, influencing others is not about coercion. The four most common methods of influence:

  • Framing the problem and solution
  • The narrative that has a beginning middle and end and relies on plot and emotional engagement.
  • The insight or hypothesis backed up by research, facts, or indicators.
  • The socratic inquiry asking a series of questions that leads to an obvious conclusion.

The least effective of these being the socratic method. This may also lead to the feeling that you are using circular logic and may actually end up with undesired results do to the unpredictable nature of the responses.

Learn more:
The Strategic Framing of Novel Ideas across Different Audiences
Understanding the Effects of Acts of Receptiveness in Persuasion
The Origins and Psychology of Human Cooperation