Workforce 2020

Country
Country Fact Sheet: fact sheet—Australia
Denmark
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 Denmark.

Denmark’s top 5 labor Globalization of labor The New Face of Work

market shifts affecting
workforce strategy:
Increasing number of
TK%
55% intermittent/seasonal
employees
Increasing number of
49% contingent
employees
Executives say...
...my company has an execution
plan for achieving its vision of
workforce management.
47%
56% supply
Research shows priorities shifting as
economies rebound globally, and
Difficulty recruiting
companies lag in understanding these
52% employees with base-
changing dynamics.
level skills
 48% of Danish employees get ample training on
Millennials entering the workplace technology; 29% get access to the
47% workforce
latest technology. Companies and workers are
unprepared for the growing need for technology
skills (see “Bridging the Talent Gap”).
…my company has a strong
 91% of Danish companies say they are increasingly
vision for the workforce it wants
using contingent, intermittent, seasonal, or
to build in three years.
consultant employees; but 31% say that this
requires changing HR policy. Overall, executives
38% are rethinking compensation, training, and HR
technology.

…workforce issues drive  40% of Danish companies use quantifiable metrics

strategy at the board level. and benchmarking for workforce development;
49% 43% 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.

 51% of Danish executives say they rely on younger

employees or recent graduates to fill entry-level positions,
47% of executives say Millennials entering the workforce 32% 62% 40%
are impacting workforce strategy.
 Danish executives may be out of touch with what Millennials
28% 58% 38%
think—46% think Millennials are frustrated with manager
quality, but just 4% of Millennials say they are. 52% of
executives think Millennials will consider leaving their jobs
1
due to lack of learning and development—18% of Millennials Millennials Non-Millennials
say they have.
 Workforce 2020—Denmark

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  43% of Danish employees are satisfied or very satisfied
schedule
compensation location programs media with their jobs.
 The most important benefits and incentives to
75% Danish employees are: competitive compensation
42% 39% 46% 33%
(75%), bonuses and merit-based rewards (54%), and
supplemental training programs (46%).

44% 41% 27% 58% 26%  45% 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 (33%); the ability to learn and be trained
quickly (32%); and substantial experience in the field
(32%).

What executives are saying…

“When our employee engagement survey says one thing and our organizational health review says
another, we actively take those results and ask ourselves why the results are dissimilar. Once we
understand the real issues, we address them.
—Lori Sawyer Jenson, Head of HR Functional Excellence & Transformation, Arla Foods

Executives say…
The Leadership Cliff Our leaders are prepared to
lead a diverse workforce. 36%
Executives and employees agree that Talent available in leadership
leadership is lacking—and companies are not positions is sufficient to drive
global growth.
38%
focused enough on developing future leaders.
 Just 34% of Danish executives say their company plans Our leadership has the skills to
for succession and continuity in key roles. 42% say effectively manage talent. 63%
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
 43% of executives say their plans for growth are being leadership is an
is an important
hampered by lack of access to the right leaders. 16% employee 20% important
employee
 Employees agree with employers when it comes to attribute at their
attribute.
leadership—38% 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
63% delivers on 33% committed to 2
leadership
diversity.
expectations.
 2020 Workforce—Denmark
Bridging the Talent Gap—
of employees are most
The Learning Mandate 35% 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,
but less than a quarter of employees expect to be proficient in
11% experienced the most professional
development through formal training.
cloud, mobile, and digital media in three years; 50% expect
proficiency in analytics by then.
of executives say their
 58% of Danish executives say their company widely offers 39% company has a culture of
continuous learning.
supplemental training programs to develop new skills.

 45% of employees say their company provides the right tools to

of employees say HR has a
help them grow and improve job performance.
31% good understanding of their
skill sets.
 43% of employees say their company encourages continuing
education and training to further career development.

Survey demographics: Denmark

 Executive industries: Executives come from the following industries: banking (6%); insurance (8%); retail (17%);
public sector (16%); healthcare (17%); professional services (15%); consumer goods (21%).
 Employee industries: Employees come from the following industries: banking (4%); insurance (9%); retail (16%);
public sector (16%); healthcare (19%); professional services (20%); consumer goods (16%).
 Employees by function: finance (16%); HR (8%); marketing (8%); sales (9%); operations (15%); production (12%);
service (5%); IT (20%).
 Executive titles: CEOs (1%); COOs (10%); CFOs (6%); CIOs (7%); CMO (1%); Chief Human Resources Officer
(9%); VP/Directors of HR (36%); VPs of Learning/Development (12%); VPs Compensation & Benefits (15%); VP
Recruiting or Talent (3%).
 Employee titles: front line (38%) employees; mid-level managers (49%); line-of-business managers (13%).

Annual company Executive

Employee Millennial respondents 13%
revenue: 16%
respondents (ages 18-35)
$10 m–$49 m 14% 15%
Non-Millennials
$50 m–$299 m
$300 m–$499 m 18% Employee
19% respondents 24% 24%
50% 50% $500 m–$1 bn
Over $1 bn 29%

28%
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).