Key information about France Labour Productivity Growth

• France Labour Productivity dropped by 0.13 % YoY in Dec 2023, compared with a growth of 0.16 % in the previous year
• France Labour Productivity Growth data is updated yearly, available from Dec 1979 to Dec 2023, averaging at 1.19 %
• The data reached an all-time high of 4.16 % in Dec 2021 and a record low of -7.39 % in Dec 2020

As measured in production value per employee, labor productivity in the French automotive manufacturing industry considerably decreased year-on-year between 2019 and 2020. Due to the coronavirus pandemic, labor productivity dropped ** percent and amounted to around ** units per worker, the lowest level recorded in the last four years.

Abstract copyright UK Data Service and data collection copyright owner. The primary aim of the research project was to present an overview of Britain's relative competitive performance in the postwar period. Previous research in this area has concentrated on either the total economy or on manufacturing. The aim of the project was to broaden the scope of research by examining competitive performance for all sectors of the aggregate economy. To do so, a dataset was constructed to enable measurement of productivity (both labour and total factor productivity) and unit labour costs comparing Britain to four of her major competitors, i.e. the US, France, Germany and Japan. The research was concerned with to what extent the performance at the aggregate economy level was affected by the inclusion of non-market services (health, education and government), which are poorly measured in the national accounts. Differences in performance between service sectors and production industries were also analysed. Main Topics: The dataset contains the raw data necessary to enable an evaluation of Britain's relative competitive performance at the sector level. Hence the dataset contains annual time series, from 1950 to 1995, on real output (generally value added), number of persons engaged, average annual hours worked, net capital stocks, labour force skills and labour's share of value added. It also includes benchmark estimates of relative productivity levels for 1993. The data are available for a maximum of 33 sectors, some of which are broad sectors and some comprise sub-industries with these broad sectors. The sectors included are : 1. Agriculture, forestry and fishing; 2. Mining and oil refining (2.1 oil and gas extraction, 2.2 other mining, 2.3 mineral oil refining); 3. Utilities (3.1 electricity, 3.2 gas, 3.3 water supply); 4. Manufacturing 5. Construction 6. Distributive trades (6.1 wholesale trade, 6.2 retail trade, 6.3 hotels and catering); 7. Transport and communications (7.1 rail transport, 7.2 water transport, 7.3 air transport, 7.4 other transport & transport services, 7.5 communications); 8. Financial & business services (8.1 banking & finance, 8.2 insurance, 8.3 business services); 9. Miscellaneous personal services; 10. Non-market services (10.1 health, 10.2 education, 10.3 government) plus the total for the aggregate economy and the total over market sectors (excluding non-market sectors). The manufacturing sectors are : 4.1. Chemicals and allied products (4.11 chemicals, 4.12 rubber and plastics); 4.2. Metals (4.21 basic metals and 4.22 metal products); 4.3. Engineering industries (4.31 mechanical engineering, 4.32 office machinery, 4.33 electrical engineering, 4.34 mo tor vehicles, 4.45 other transport equipment, 4.36 instrument engineering); 4.4. Textile and related products (4.41 textiles, 4.42 clothing, footwear and leather); 4.5. Food, drink and tobacco and 4.6. Other manufacturing (4.61 non-metallic mineral products, 4.62 wood & furniture, 4.63 paper & printing, 4.64 miscellaneous manufacturing. The data originate from official publications but include adjustment to render them internationally comparable. Data limitations imply that the series are not always available for all sectors in all countries. The most complete data series are for the US, the UK and Germany - less detail is available for France and Japan. The data represent in some cases a complete, and in some cases a partial transcription of original sources. Adjustments were made to the original sources to render them consistent across both time and countries. For example, in constructing real output for the US, the data are those published for Construction, indexed to 1993=100. For the communications sector, however, the US industry definition includes telecommunications, radio and TV, whereas communications in all other countries comprise telecommunications and postal services. Hence for the US output of the postal services (included with the Federal Government) was estimated and added to output in telecommunications. For further details, please see documentation. The dataset contains the following files : NISECQ.xls: Real value added by sector, (index, 1993=100). NISECMQ.xls: Real value added in manufacturing industries, (index, 1993=100). NISECE.xls: Number of persons engaged by sector, (thousands of persons). NISECME.xls: Number of persons engaged in manufacturing, (thousands of persons). NISECHR.xls: Annual average hours per worker by sector, (number of hours). NISECMHR.xls: Annual average hours per worker in manufacturing, (number of hours). NISECPR.xls: Value added per hour worked by sector, (index, 1993=100). NISECMPR.xls: Value added per hour worked in manufacturing, (index, 1993=100). NISECK.xls: Capital services by sector, (index, 1993=100). NISECMK.xls: Capital services in manufacturing, (index, 1993=100). (this file does include a spreadsheet for Japan ) NISECLS.xls: Labour's share of value added by sector, (proportions). NISECMLS.xls: Labour's share of value added in manufacturing, (proportions). (this file does include a spreadsheet for Japan) NISECSK.xls: Labour force skills by sector, divided into higher level, intermediate level and low skills (percent of the workforce). Note: these data are available only for the US, the UK and Germany. NISECMSK.xls: Labour force skills in manufacturing, divided into higher level, intermediate level and low skills (percent of the workforce). Note: these data are available only for the US, the UK and Germany. NISECLV.xls: Relative levels of value added per hour worked and capital per hour worked in 1993, (UK=100). This contains one spreadsheet for sectors and one for manufacturing. No information recorded

On the eve of the First World War in 1913, the United Kingdom was the only major Western European economy with productivity rates similar to the United States, although U.S. GDP per hour worked was still 14 percent higher. Across Western Europe, average productivity was below 60 percent of the U.S.' rate in 1914. By the end of the Second World War's recovery period in 1950, the U.S. had actually widened this gap, as it did not experience the same level of destruction that was felt across most of Western Europe, and economic output was not affected in this way. By the end of the century however, the economies of Western Europe had largely caught up with the U.S. in terms of productivity, with France even exceeding the U.S.' rate by two percent. Of the major economies in Western Europe, the United Kingdom went from having the highest productivity rates in 1913 and 1950, to having the lowest in the 1990s.

The Employment Placement Agencies industry plays an important role in finding and matching job seekers with company employers, which is crucial for employment growth and filling job vacancies. The industry’s performance largely depends on the economic climate, the hiring intentions of business and any government policies that target employment reforms. In the last few years, a series of new initiatives, like the launch of France Travail in 2024, employment reforms and President Emannuel Macron’s target for “full employment” by 2027, has seen agencies play a crucial role in navigating these changes and filling job vacancies. Revenue is forecast to grow at a compound annual rate of 4.9% over the five years through 2025 to €1.1 billion. The last few years have seen agencies’ performance fluctuate. They struggled when everything ground to a halt in 2020 thanks to COVID-19, leading companies to freeze their hiring processes and scrap any expansion plans and putting a big dent in agencies’ revenue. However, in 2022 and 2023, there was a hiring boom globally that saw many agencies benefit greatly from increased business activity. Now, sluggish economic growth in 2024, driven by a high inflationary period and high interest rates, has led to more stagnant job creation, weighing on demand for agencies. Still, unemployment in France remains historically low and despite it being projected to slowly creep up through to 2026, investment in engaging inactive workers and young people into the labour force is expected to help revenue climb 7% in 2025. Looking ahead, different sectors look set to fare differently. Economic forecasts aren’t painting an optimistic picture for the French economy or labour market, with unemployment projected to rise to 7.6% in 2026 according to Eurostat. Political uncertainty will continue to dent business confidence and make companies more reluctant to expand and hire new employees, dampening job vacancy numbers. Nonetheless, initiatives like France Travail will help facilitate job placements and new technology will shake up the job market. Revenue is anticipated to grow at a compound annual rate of 2.3% over the five years through 2030 to €1.3 billion.

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Workforce Management Software Market Size 2025-2029

The workforce management software market size is forecast to increase by USD 3.67 billion, at a CAGR of 8.4% between 2024 and 2029.

The market is driven by the increasing regulatory compliance requirements and the rising adoption of digital Human Resources (HR) technology. With businesses facing stringent regulations regarding workforce management, there is a growing demand for automated solutions to ensure compliance and mitigate potential risks. Simultaneously, the shift towards digital HR technology is gathering momentum, as organizations seek to streamline processes, enhance productivity, and improve employee engagement. Skills gap analysis and predictive workforce planning enable proactive talent development and resource allocation.
However, the market also presents challenges for potential entrants. The high implementation and maintenance costs associated with workforce management software can act as a significant barrier to entry for smaller businesses. Furthermore, ensuring seamless integration with existing HR systems and processes can be a complex undertaking, requiring substantial resources and expertise.
To capitalize on market opportunities and navigate these challenges effectively, companies must focus on offering cost-effective solutions, providing robust integration capabilities, and delivering exceptional customer support. By addressing these factors, they can differentiate themselves in the competitive landscape and position themselves for long-term success in the market.

What will be the Size of the Workforce Management Software Market during the forecast period?

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The market continues to evolve, with innovative solutions emerging to address the complex needs of businesses across various sectors. Onboarding workflows are now automated, streamlining the hiring process and reducing time-to-productivity. Performance management metrics are increasingly data-driven, providing actionable insights for continuous improvement. Overtime calculation and compliance management features ensure organizations adhere to labor regulations, while shift scheduling algorithms optimize staffing levels and minimize overstaffing. Talent acquisition systems and HR data analytics enable proactive recruitment and retention strategies, reducing employee turnover rates. Training management modules facilitate continuous learning, while staffing optimization and payroll integration systems streamline administrative tasks.
Leave request processes and attendance tracking systems enable real-time employee absence management. Employee self-service portals and absence management tools foster transparency and accountability. Employee engagement surveys, shift bidding systems, and communication collaboration tools enhance labour management engagement and productivity.
Real-time data dashboards and mobile workforce management provide actionable insights for continuous improvement and cost optimization. For instance, a leading retailer implemented a workforce optimization strategy, resulting in a 10% increase in productivity and a 5% reduction in labor costs. According to industry reports, the market is expected to grow by over 12% annually, driven by the increasing demand for automated HR processes and real-time data analytics.

How is this Workforce Management Software Industry segmented?

The workforce management software industry research report provides comprehensive data (region-wise segment analysis), with forecasts and estimates in 'USD million' for the period 2025-2029, as well as historical data from 2019-2023 for the following segments.

End-user

  IT and telecom
  BFSI
  Healthcare
  Manufacturing
  Retail
  Government and Public Sector
  Education
  Transportation and Logistics
  Hospitality
  Others


Deployment

  Cloud based
  On-premises
  Hybrid


Type

  Workforce scheduling
  Workforce analytics
  Time and attendance management
  Performance and goal management
  Absence and leave management
  Task Management
  Employee Self-Service (ESS)
  Fatigue Management
  Payroll Integration
  Others


Organization Size

  Small and Medium Enterprises (SMEs)
  Large Enterprises


Component

  Software
  Services


Geography

  North America

    US
    Canada


  Europe

    France
    Germany
    UK


  APAC

    China
    Japan
    South Korea


  Rest of World (ROW)

By End-user Insights

The it and telecom segment is estimated to witness significant growth during the forecast period.

In the IT and telecom sector, companies are prioritizing workforce management solutions to optimize human capital and meet both short- and long-term objectives. These organizations are increasingly focusing on attracting, onboarding, and retaining skilled talent through automated onboarding workflows and performa

Since the oil price shock in 1974 unemployment increased significantly and also did not really decline in periods of economic upswings in Europe. This is especially the case for the countries of the European Union; therefore we face a special need for explanation. Looking at the member states on finds considerable differences. Since 1977 the unemployment rate within the EU is higher than the average unemployment rate of all OECD countries. The economic upswing in the second half of the 80s relaxed the labor market but nevertheless the unemployment rate remained on a high level. This study deals with the development of unemployment between 1974 and 1993 in four different G7 countries: Germany, France, Great Britain and Italy. Besides the common trend of an increasing unemployment rate, there are significantly different developments within the four countries. The analysis is divided in two parts: the first part looks at the reasons for the increase in unemployment in the considered countries; the second part aims to explain the difference between the developments of unemployment during economic cycles in the different countries. After the description of similarities and differences of labor markets in the four countries it follows a long term analysis based on annual data as well as a short and medium term analysis on quarterly data. This is due to the fact that short and medium term developments are mainly influenced by cyclical economic developments but long term developments are mainly influenced by other factors like demographical and structural changes. A concrete question within this framework is if an increase in production potential can contribute to a decrease in unemployment. For the long term analysis among others the Hysteresis-hypothesis (Hysteresis = Greek: to remain; denotes the remaining effect; in this context: remaining of unemployment) used for the explanation of the persistence of a high unemployment rate. According to this approach consisting unemployment is barely decreased after economic recovery despite full utilization of capacity. According to the Hysteresis-hypothesis there are two reasons for this. The first reason is that for long term unemployed the abilities to work and the qualification level decreased, their human capital is partly devalued. The second reason is that employees give up wage restraint, because they do not fear unemployment anymore and therefore enforce higher real wages. Besides economic recovery companies are not willing to hire long term unemployed with a lower expected productivity for the higher established tariff wages. In the context of the empirical investigation a multiple explanatory approach is chosen which takes supply side and demand side factors into consideration. The short and medium term analysis refers to Okun´s law (=an increase in the unemployment rate is connected with a decrease of the GDP; if the unemployment rate stays unchanged, the GDP grows with 3% p.a.) and aims to analyze more detailed the reactions of unemployment to economic cycles. A geometrical lag-model is compared with a lag-model ager Almon. This should ensure a precise as possible analysis of the Okun´s relations and coefficients. Register of tables in HISTAT: A.: Unemployment in the European G7 countries B.: Analysis of unemployment in the Federal Republic of Germany C.: Basic numbers: International comparison A.: Unemployment in the European G7 countries A.1. Determinates of unemployment in the EU, Germany (1974-1993) A.2. Determinates of unemployment in the EU, France (1974-1993) A.3. Determinates of unemployment in the EU, Great Britain (1974-1993) A.4. Determinates of unemployment in the EU, Italy (1974-1993) B: Analysis of unemployment in the Federal Republic of Germany B.1. Growth of unemployment in the Federal Republic of Germany (1984-1991) B.2. Output and unemployment in the Federal Republic of Germany (1961-1990) C: Basic numbers: International comparison C.1. Unemployment in EU countries, the USA, Japan and Switzerland (1960-1996) C.2. Gainful employments in EU countries, the USA, Japan and Switzerland (after inland and residency concept) (1960-1996) C.3. Employees in EU countries, the USA and Japan (1960-1996) C.4. Population in EU countries, the USA and Japan (1960-1996)

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Europe Workforce Management Software Market Size 2025-2029

The workforce management software market in Europe size is forecast to increase by USD 819.8 million at a CAGR of 6.8% between 2024 and 2029.

The Workforce Management Software market is experiencing significant growth, driven by the increasing need to optimize and organize the use of workforces. This trend is fueled by the rising adoption of digital HR technology, enabling businesses to streamline operations, enhance productivity, and improve employee engagement. However, the high cost of implementation and maintenance remains a challenge for many organizations, necessitating careful consideration and strategic planning. Additionally, the adoption of advanced workforce analytics, particularly those leveraging Machine Learning, is increasing.

By leveraging advanced features such as real-time attendance tracking, automated scheduling, and predictive analytics, businesses can effectively manage their workforce, reduce labor costs, and ensure compliance with labor regulations. The market is expected to continue its growth trajectory, offering substantial opportunities for companies and investors alike. Smartphone adoption is another trend driving the market growth.

What will be the Size of the market During the Forecast Period?

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In the dynamic world of workforce management, automated scheduling and HR automation solutions continue to gain traction, streamlining labor management and optimizing workforce planning. Time clock systems, including punch clock and mobile time tracking apps, ensure accurate attendance records and payroll processing. Predictive modeling and data analysis enable businesses to anticipate labor costs and adjust staffing levels accordingly. Employee databases, self-service portals, and communication tools foster better employee engagement and work-life balance initiatives. Big data and business intelligence enable effective talent acquisition, skills management, and performance reviews. Geo-location tracking and shift bidding facilitate efficient scheduling and labor management. Mobile phone users increasingly seek devices capable of leveraging 5G network technologies, with chipmakers responding by producing 5G chips for integration into mobile handsets.

Cloud computing-based workforce management platforms offer real-time access to employee data, enabling effective payroll processing, labor cost monitoring, and succession planning. Employee experience and wellness initiatives are increasingly integrated into these platforms, enhancing productivity and overall employee satisfaction. Employee productivity and performance are key areas of focus, with time tracking software and employee engagement tools offering valuable insights. Human resource management solutions, including payroll processing and employee communication, ensure regulatory compliance and streamline HR operations. In summary, the workforce management market is characterized by continuous innovation, with a focus on automation, data-driven decision making, and employee engagement. Improved hardware and software capabilities enable advanced digital functions such as web browsing, music, video, gaming, and camera capability. These trends are shaping the future of workforce management, offering businesses the tools they need to effectively manage their most valuable asset: their employees.

How is this market segmented and which is the largest segment?

The market research report provides comprehensive data (region-wise segment analysis), with forecasts and estimates in 'USD million' for the period 2025-2029, as well as historical data from 2019-2023 for the following segments.

Deployment

  Cloud based
  On-premises


End-user

  IT and telecom
  BFSI
  Healthcare
  Manufacturing
  Others


Business Segment

  Large enterprises
  SMEs


Geography

  Europe

    France
    Germany
    Italy
    UK

By Deployment Insights

The cloud based segment is estimated to witness significant growth during the forecast period. Cloud-based workforce management software is gaining traction in the business world as an alternative to traditional on-premise solutions. With the rise of remote work and mobile workforces, the flexibility and accessibility offered by cloud-based systems have become increasingly valuable. These solutions allow for real-time data access, enabling labor forecasting, time off management, and employee engagement. Human resources (HR) processes such as employee onboarding, training, and performance management can also be streamlined. Cloud-based systems offer several advantages over on-premise solutions. Predictable expenses, as payments are made regularly instead of large upfront investments and periodic maintenance fees. No powerful local server is required, reducing IT personnel costs. Cloud computing plays a crucial role in enabling thes

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Corporate Wellness Market Size 2025-2029

The corporate wellness market size is forecast to increase by USD 43.76 billion at a CAGR of 10% between 2024 and 2029.

The market is experiencing significant growth due to the increasing need to combat rising healthcare costs and the adoption of wearable technology. Employers are recognizing the importance of investing in employee health and wellness programs to reduce healthcare expenses and improve productivity. According to recent studies, companies with effective wellness programs have seen a return on investment of up to USD3 for every dollar spent. However, challenges persist in the form of poor engagement levels among employees. Despite the benefits, many employees do not participate in wellness programs due to lack of motivation or time constraints. To address this issue, companies are exploring innovative strategies such as gamification, personalized wellness plans, and incentives to boost participation. Additionally, the integration of artificial intelligence and machine learning algorithms in wellness programs is expected to enhance user experience and drive better outcomes. Overall, the market presents a promising opportunity for companies seeking to capitalize on the growing demand for cost-effective healthcare solutions and improve employee health and productivity.

What will be the Size of the Corporate Wellness Market during the forecast period?

Request Free SampleThe market is experiencing significant growth as companies prioritize employee health and well-being to enhance productivity and retention. Smoking cessation and stress relief initiatives are key areas of focus, with virtual techniques gaining popularity due to the flexibility they offer. Absenteeism caused by health risks is a concern, leading companies to implement health screening programs and financial incentives for employees. Online platforms are increasingly used for health programs, offering personalized wellness plans and mental health resources. Chronic diseases, such as diabetes and heart disease, are major health risks, driving the demand for fitness programs, classes, and mental health services. Budget constraints and job insecurity, however, can limit the scope of these initiatives. Employee engagement and stress management remain critical components, with mental health professionals, including psychiatrists, playing a vital role. Employers are assessing health risks through health risk assessments and addressing job insecurity to foster a harmonious work environment. Fitness and mental health programs are essential components of comprehensive employee health strategies.

How is this Corporate Wellness Industry segmented?

The corporate wellness industry research report provides comprehensive data (region-wise segment analysis), with forecasts and estimates in 'USD billion' for the period 2025-2029, as well as historical data from 2019-2023 for the following segments. ApplicationHealth assessmentNutrition and fitnessStress managementOthersDeploymentSMEsLarge organizationsDelivery ModeOnsiteOffsiteTypeOrganizations and employersPsychological therapistsFitness and nutrition consultantsGeographyNorth AmericaUSCanadaEuropeFranceGermanyItalyUKMiddle East and AfricaAPACChinaIndiaJapanSouth KoreaSouth AmericaRest of World (ROW)

By Application Insights

The health assessment segment is estimated to witness significant growth during the forecast period.Corporate wellness programs begin with comprehensive health assessments for employees. Wellness providers conduct these assessments to evaluate an employee's medical history and specific health concerns, often through a combination of employee surveys, questionnaires, and analysis of attendance records, injury reports, medical insurance, and worker claims. Workplace health assessments also examine existing wellness programs, the physical work environment, and organizational policies to identify areas for improvement. Employee health services extend beyond traditional biometric screenings to address various health risks and chronic conditions. Mental health services, such as psychological therapists, virtual care, and digital therapeutics, are increasingly integrated into wellness programs. Fitness services, including fitness classes and smoking cessation programs, promote preventive care and employee productivity. Budget constraints and job insecurity can impact employee engagement and participation in wellness programs. To address these challenges, virtual wellness programs and financial incentives have gained popularity. Personalized wellness plans and virtual consultation services cater to an aging workforce and provide stress relief initiatives and mental health resources. Wellness programs also address discrimination, work-from-home, and health education services to promote employee well-being and reduce absenteeism. Onsite wellness services and health manage