Workforce 2020

Country
Country Fact Sheet: fact sheet—Australia
Russia
The Looming Talent Crisis
 The workplace of the future will be the most diverse the world has ever seen. In 2020, multiple generations working
together will have different skills, experiences, habits, and motivations—and more of these workers will be freelancers and
contractors. All of this represents a major opportunity for employers and employees alike.
 Our worldwide survey of 2,718 executives and 2,872 employees shows that most companies are not prepared to capitalize
on these changes. Businesses are struggling with managing talent, cultivating leadership, encouraging learning, and
understanding their employees—and they may not be making HR a priority.
 This fact sheet outlines key survey findings about Russia.

Russia’s top 5 labor market Millennials entering The New Face of Work
shifts affecting workforce 58% the workforce
strategy: Research shows priorities shifting as
economies rebound globally, and
Aging workforce Globalization of labor
TK% companies lag in understanding these
40% 40% supply
changing dynamics.
 45% of Russian employees get ample training on
Increasing number of Changing work models
workplace technology; 30% get access to the
39% contingent 36% (e.g., telecommuting,
latest technology. Companies and workers are
employees flex time)
unprepared for the growing need for technology
skills (see “Bridging the Talent Gap”).
Executives say...
…my company has a strong  78% of Russian companies say they are
...my company has an execution vision for the workforce it wants
plan for achieving its vision of increasingly using contingent, intermittent,
to build in three years.
workforce management. seasonal, or consultant employees, and 23% say
that this requires changing HR policy. Overall,
24% executives are rethinking compensation, training,
66% and HR technology.

…workforce issues drive  23% of Russian companies use quantifiable

strategy at the board level. metrics and benchmarking for workforce
69% development; 38% know how to extract
meaningful insights from that data.

A Millennial Misunderstanding I expect more

I am
interested in
I frequently
collaborate with
feedback than quality of life colleagues in
Millennials are different, but not as different as I currently over career other areas of
companies think. receive. path. the company.

 47% of Russian executives say they rely on younger

employees or recent graduates to fill entry-level positions,
and 58% of executives say Millennials entering the 12% 55% 49%
workforce are impacting workforce strategy.

 Russian executives are more in touch with Millennials than

14% 44% 44%
executives in many other countries, but Millennials may not
be as dissatisfied with manager quality as executives think.
31% of executives say Millennials are frustrated with
1
manager quality, but only 4% of Millennials say they are. Millennials Non-Millennials
 Workforce 2020—Russia

What Matters Most at Work

What employees What executives say their Companies do not understand what their
say is important company widely offers employees really want from them.
Flexible Supplemental Access
Competitive work
Flexible
training to social  40% of Russian employees are satisfied or very
schedule
compensation location programs media satisfied with their jobs.
 The most important benefits and incentives to
50% Russian employees are: bonuses and merit-based
32% 33% 28% 29%
rewards (60%), competitive compensation (50%),
and retirement plans (46%).

20% 28% 23% 63% 8%  49% of employees say higher compensation would
increase loyalty and engagement with their current job.
 Employees think the following attributes are most
important to their employer: job performance and
results (42%); substantial experience in the field
(40%); and diverse backgrounds (35%).

What executives are saying…

“Over the last five years, our workforce has changed considerably. And by 2018, the profile of our staff
will have changed significantly, once again. The expectations of employees regarding career and
achievements will change as well. Material incentives will not be enough for the next generation of
employees. The opportunity for self-fulfillment will be very important, along with work/life balance,
autonomy in decision-making, and a positive work environment.”
—Alexey Mekhonoshin, Vice President of HR, Sberbank

Executives say…
The Leadership Cliff Our leaders are prepared to
lead a diverse workforce. 28%
Executives and employees agree that Talent available in leadership
leadership is lacking—and companies are not positions is sufficient to drive
global growth.
20%
focused enough on developing future leaders.
 Just 23% of Russian executives say their company Our leadership has the skills to
plans for succession and continuity in key roles. 23%
effectively manage talent. 41%
say that when a senior person leaves, the company
tends to fill the role from within the organization. of employees say
of executives say
leadership ability
 34% of executives say their plans for growth are being leadership is an
is an important
hampered by lack of access to the right leaders. 12% employee 11% important
employee
 Employees agree with employers when it comes to attribute at their
attribute.
leadership—28% of employees say leadership at their company.
company is equipped to lead the company to success. of employees say
of employees say
their manager
their company is
65% delivers on 26% committed to 2
leadership
diversity.
expectations.
 Workforce 2020—Russia
Bridging the Talent Gap— of employees are most

The Learning Mandate 55% concerned about their position

changing or becoming obsolete.
Better training and education opportunities
would benefit employees and businesses alike. of employees say they have

 The need for technology skills (e.g. analytics, cloud) will grow, 11% experienced the most professional
development through formal training.
but just 38% of employees expect to be proficient in analytics in
the next three years, and only 13% say they will be proficient in
of executives say their
cloud.
 63% of Russian executives say their company widely offers
29% company has a culture of
continuous learning.
supplemental training programs to develop new skills.
of employees say HR has a
 But only 43% of employees say their company provides the right
tools to help them grow and improve job performance. 30% good understanding of their
skill sets.
 24% of employees say their company encourages continuing
education and training to further career development.

Survey demographics: Russia

 Executive industries: Executives come from the following industries: banking (8%); insurance (8%); retail (18%);
public sector (14%); healthcare (16%); professional services (24%); consumer goods (12%).
 Employee industries: Employees come from the following industries: Banking (13%); insurance (11%); retail (27%);
public sector (15%); healthcare (15%); professional services (14%); consumer goods (6%).
 Employees by function: finance (23%); HR (11%); marketing (6%); sales (16%); operations (11%); production
(11%); service (7%); IT (15%).

 Executive titles: CEOs (0%); COOs (6%); CFOs (8%); CIOs (15%); CMOs (7%); Chief Human Resources Officer
(5%); VP/Directors of HR (10%); VPs of Learning/Development (13%); VPs Compensation & Benefits (18%); VP
Recruiting or Talent (11%).
 Employee titles: front line (39%) employees; mid-level managers (44%); line-of-business managers (18%).

Annual company Executive

Employee Millennial respondents 15%
respondents (ages 18-35) revenue: 19%
$10 m–$49 m 11%
Non-Millennials 24%
$50 m–$299 m 17%
Employee 17%
$300 m–$499 m respondents
50% 50% $500 m–$1 bn
25% 14%
Over $1 bn 35%

24%
About the project
Workforce 2020 is a large-scale global study to discover best practices and actual progress toward the creation of talent strategies for the future in the
global economy. We surveyed more than 2,700 executives and 2,700 employees, and interviewed 28 executives across the following countries:
Australia, Brazil, Canada, Chile, China, Colombia, the Czech Republic, Denmark, France, Germany, India, Japan, Kenya, Malaysia, Mexico, the
Netherlands, Poland, Russia, Saudi Arabia, South Africa, Spain, Sweden, Switzerland, Turkey, UAE, UK, US. Survey respondents came from a
variety of industries, company sizes, and age groups (49% of employee respondents are Millennials).