Workplace learning and development spending per employee has seen fluctuations over the years, with a notable decrease in 2022. Despite this recent dip, the overall trend shows a commitment to employee growth, with spending reaching ***** U.S. dollars per worker in 2023. This investment in human capital reflects the growing importance of continuous learning in today's rapidly evolving work environment. Adapting to new technologies As companies navigate the integration of artificial intelligence into their operations, learning and development strategies are evolving. In 2023, U.S. companies planned to invest in online courses as a primary method for AI training, while also valuing face-to-face training and live events. This balanced approach to learning reflects the complex nature of new technologies and the need for diverse training methods. Interestingly, by 2024, AI had become a significant tool in human resources, with ** percent of HR professionals reporting its use in recruiting, interviewing, and hiring processes. (1413448, 1500122) Measuring impact and optimizing resources Organizations are increasingly focused on measuring the impact of their learning and development initiatives. In 2023, L&D professionals identified performance reviews as the most useful method for assessing the impact on overall business performance, followed by employee productivity metrics. This emphasis on measurable outcomes aligns with the need to optimize training expenditures, especially in light of fluctuations in corporate training budgets. For instance, U.S. corporate training expenditure decreased by almost **** billion U.S. dollars in 2024 compared to the previous year, highlighting the importance of efficient and effective learning strategies. (1472187, 788521)

The U.S. Bureau of Economic Analysis’ Total Full-Time and Part-Time Employment data provides one of the most comprehensive, publicly available accountings of average annual employment. Beyond full- and part-time employment types, it includes farm employment and other sectors that aren’t always included in other sources, such as Public Administration (with more detail of federal than state and local employment in this category). It also includes and distinguishes both Wage and Salary employees from Proprietors who own their own unincorporated businesses and handle taxation chiefly as personal income. Proprietors tend to be single-person or small businesses and can include construction or repair workers, babysitters, ride-share drivers, artists, local grocers, housekeepers, various freelancers and consultants, and some attorneys and doctors.

Employment Rate in the United States decreased to 59.60 percent in July from 59.70 percent in June of 2025. This dataset provides - United States Employment Rate- actual values, historical data, forecast, chart, statistics, economic calendar and news.

More than ** percent of companies surveyed consider creative thinking and analytical thinking to be the skills most expected to rise in importance between 2023 and 2027. Indeed, cognitive skills are the skills growing in importance most rapidly due to increasing complexities in the workplace. Technological literacy is the third skill most expected to rise, with almost ** percent of companies considering so.

The net job and business growth indicator measures the annual change in both the number of firms and the number of employees between 1978 and 2022. The data is categorized by the size of the firm: those with 1-19 employees, those with between 20 and 499 employees, and those with more than 500 employees.

This data contributes to the big picture of economic conditions in Champaign County. More firms and larger employment numbers are generally positive economic indicators, but any strictly economic indicator should be considered in the context of other factors.

The number of firms and number of employees show very different trends.

Historically, there have been significantly more firms with 1-19 employees than firms in the larger two size categories. The number of firms with 1-19 employees has also been relatively consistent until 2021: there were 95 fewer such firms in 2021 than 1978, and the largest year-to-year change in that 43-year period of analysis was a -3.2% decrease between 1979 and 1980. However, there were 437 fewer such firms in 2022 than 1978. There was a decrease in these firms of 12.5% from 2021 to 2022, the only double-digit year-to-year change and the largest year-to-year change over 44 years.

The larger two size categories have shown an increasing trend over the period of analysis. There were 43 more firms with 20-499 employees in 2022 than 1978, a total increase of 9%. The number of firms with more than 500 employees almost doubled, increasing by 206 firms from 212 in 1978 to 418 in 2022, a total increase of 97.2%.

The trends of employment also vary based on firm size. Firms with 1-19 employees have consistently, and unsurprisingly, accounted for less of the total employment than the larger two categories. Employment in firms with 1-19 employees has also remained relatively consistent over the period of analysis. Employment in firms with more than 500 employees saw an overall trend of growth, interrupted by brief and intermittent decreases, between 1978 and 2022. Employment in the middle category (firms with between 20 and 499 employees) was also greater in 2022 than in 1978.

This data is from the U.S. Census Bureau’s Business Dynamics Statistics Data Tables. This data is at the geographic scale of the Champaign-Urbana Metropolitan Statistical Area (MSA), which is comprised of Champaign and Piatt Counties, or a larger area than the cities or Champaign County.

Source: U.S. Census Bureau; 2022 Business Dynamics Statistics Data Tables; "BDSFSIZE - Business Dynamics Statistics: Firm Size: 1978-2022"; retrieved 21 October 2024.

This table contains 33 series, with data for years 2014 - 2015 (not all combinations necessarily have data for all years). This table contains data described by the following dimensions (Not all combinations are available): Geography (1 item: Canada) Country of control (3 items: Total country of control; Canada; Foreign) Employment size (11 items: Total employment size; 1 to 4 employees; 5 to 9 employees; 10 to 19 employees; ...).

Introduction

Workplace Diversity Statistics: In recent years, many companies worldwide have focused on promoting diversity, equality, and inclusion (DEI) in their workplaces. They now see that having a diverse team is very important; it’s not just something they talk about but something that impacts all their activities. There are many benefits to DEI programs, and there are no drawbacks. A diverse workforce can lead to higher employee engagement and help attract new talent.

Overall, having a diverse team is one of the best ways to achieve high success and productivity. We shall shed more light on Workplace Diversity Statistics through this article.

The report contains thirteen (13) performance metrics for City's workforce development programs. Each metric can be breakdown by three demographic types (gender, race/ethnicity, and age group) and the program target population (e.g., youth and young adults, NYCHA communities) as well. This report is a key output of an integrated data system that collects, integrates, and generates disaggregated data by Mayor's Office for Economic Opportunity (NYC Opportunity). Currently, the report is generated by the integrated database incorporating data from 18 workforce development programs managed by 5 City agencies. There has been no single "workforce development system" in the City of New York. Instead, many discrete public agencies directly manage or fund local partners to deliver a range of different services, sometimes tailored to specific populations. As a result, program data have historically been fragmented as well, making it challenging to develop insights based on a comprehensive picture. To overcome it, NYC Opportunity collects data from 5 City agencies and builds the integrated database, and it begins to build a complete picture of how participants move through the system onto a career pathway. Each row represents a count of unique individuals for a specific performance metric, program target population, a specific demographic group, and a specific period. For example, if the Metric Value is 2000 with Clients Served (Metric Name), NYCHA Communities (Program Target Population), Asian (Subgroup), and 2019 (Period), you can say that "In 2019, 2,000 Asian individuals participated programs targeting NYCHA communities. Please refer to the Workforce Data Portal for further data guidance (https://workforcedata.nyc.gov/en/data-guidance), and interactive visualizations for this report (https://workforcedata.nyc.gov/en/common-metrics).

Denmark - Overall employment growth was 0.70% in December of 2024, according to the EUROSTAT. Trading Economics provides the current actual value, an historical data chart and related indicators for Denmark - Overall employment growth - last updated from the EUROSTAT on July of 2025. Historically, Denmark - Overall employment growth reached a record high of 4.00% in December of 2022 and a record low of -3.10% in December of 2009.

Contained within the 5th Edition (1978 to 1995) of the National Atlas of Canada is a map that displays employment growth from 1971 to 1986 (using Census data) is classified into three occupational classes (managerial and professional; clerical, sales and service; primary industry and trades) and is shown for over 200 regions of Canada. An inset map shows the same information for the area from Windsor to Quebec.

List of Workforce Development Boards including name, address, contact information, as well as contact names and geographic location coding.

Data that captures industry and country-specific employment growth based on updates to LinkedIn member profiles.

This dataset is part of the LinkedIn - World Bank partnership, which helps governments and researchers understand rapidly evolving labor markets with detailed and dynamic data. It allows leaders to benchmark and compare labor markets across the world; analyze skills, occupations, migration, and industries; and leverage real-time data to make policy changes.

Visualizations for many of these data are available at linkedindata.worldbank.org. The data cover 2015-2019, are refreshed on an annual basis, and are available for 140 countries.

Additional experimental data is available by request via the Development Data Partnership.

Presents data related to the number and percentage of people who successfully complete workforce development training with one of the partnering community benefit organizations (CBOs), also known as "Community Partners" in the Austin Metro Area Master Community Workforce Plan.

According to Cognitive Market Research, the global Digital Workplace market size is USD 51.1 billion in 2024 and will expand at a compound annual growth rate (CAGR) of 22.0% from 2024 to 2031. Market Dynamics of Digital Workplace Market

Key Drivers of Digital Workplace Market

The Emergence of Hybrid and Remote Work: The transition to hybrid and remote work models has intensified the demand for cohesive digital workspaces. Organizations are increasingly utilizing platforms such as Microsoft 365 and Google Workspace, which facilitate collaboration, communication, and secure remote access among teams, thereby enhancing: overall productivity and agility.

The Necessity for an Improved Employee Experience: Employees now anticipate seamless and intuitive digital tools, including unified messaging, video conferencing, and workflow automation. Employers are channeling investments into platforms that enhance user experience, streamline processes, and retain talent, thereby positioning the digital workplace as: a crucial strategic imperative for human resources.

Migration to the Cloud and Unified Infrastructure: As companies transition their legacy systems to cloud-native environments, digital workplace solutions provide centralized application delivery, single sign-on capabilities, and device management. These platforms facilitate scalable remote operations, promote cost efficiency, and ensure enterprise-wide IT governance.

Key Restrains for Digital Workplace Market

Concerns Regarding Security and Compliance: With the rise in remote access, cybersecurity threats such as data leakage, phishing, and unauthorized access have also increased. Ensuring secure endpoints, adhering to regulations (such as GDPR and HIPAA), and managing identities adds layers of complexity and cost to the deployment process.

The Complexity of Integration and Change Management: Implementing digital workplace platforms frequently necessitates the integration of legacy applications, retraining employees, and redesigning processes. Resistance to change and uneven adoption across teams can undermine return on investment and hinder the full utilization of the platform.

Uncertainty in ROI and Subscription Expenses: Numerous platforms operate on a subscription-based or per-user pricing model, leading to substantial long-term costs. Balancing the need for features, subscription tiers, and the duplication of external tools can complicate enterprise adoption decisions and create uncertainty regarding the returns on investment.

Key Trends in Digital Workplace Market

AI-Driven Workflows & Virtual Assistants: AI chatbots, smart document search, and workflow automation facilitate the streamlining of tasks such as scheduling and content tagging. These technologies enhance efficiency, reduce interruptions, and promote a more intelligent utilization of workplace systems.

Integration of Low-Code/No-Code Tools: Digital workplaces are progressively accommodating embedded low-code platforms, allowing business users to automate processes and create workflows without the need for coding. This approach democratizes digital transformation and speeds up process innovation.

Emphasis on Digital Well-Being & Work-Life Balance: New features on platforms—such as focus mode, scheduled “do not disturb,” and activity analytics—aid in preventing burnout and managing digital fatigue. These improvements foster employee wellness in hybrid and always-on work environments.

Introduction of the Digital Workplace Market

A digital workplace is an ensemble of environments, platforms, and tools that are utilized to align people, technology, and business processes in order to improve or enhance efficiency in operations and achieve business objectives. The emergence of new tools and technology facilitates the enhancement of staff administration and the provision of a unified experience, enabling organizations to develop cutting-edge digital business services by acquiring digital dexterity. By improving efficacy, savings in costs, a more mobile and adaptable workforce, and increased flexibility, and adaptability in the marketplace, SMEs that implement digital workplace solutions obtain a competitive advantage in the industry.

Annual employment growth in services establishments measured as the annual change in permanent full-time workers between the last complete fiscal year and a previous period (2 or 3 years ago).

Annual employment growth measured as the annual change in permanent full-time workers between the last complete fiscal year and a previous period (2 or 3 years ago).

Abstract

Many small firms lack the finance and marketing skills needed for growth. A standard approach is to train the entrepreneur in these skills. However, rather than requiring entrepreneurs to learn everything, an alternative is to move beyond the boundary of the entrepreneur and link firms to these skills in a marketplace through insourcing workers, or outsourcing tasks to professionals. We conducted a randomized experiment in Nigeria to test the relative effectiveness of these different approaches to improving business practices. Insourcing and outsourcing both dominate business training; and do at least as well as business consulting at one-half of the cost. Replication data for this project are provided.

Geographic coverage

Firms in Abuja and Lagos

Analysis unit

Firm

Universe

Firms that applied and were selected for the government Growth and Employment (GEM) program

Kind of data

Sample survey data [ssd]

Sampling procedure

Firms applied to the Growth and Employment (GEM) Program. To qualify for the programs in our experiment, firms needed to pass a second screening step demonstrating they: (i) were not already insourcing or outsourcing both their marketing function and finance function; (ii) had between 2 and 15 workers; and (iii) received a score of 5.0 to 8.0 (out of 10) in terms of their baseline business practices5. This resulted in an experimental sample of 753 firms.

Mode of data collection

Computer Assisted Personal Interview [capi]

Research instrument

The following questionnaires were used for data collection and they are provided as supporting documentation: - BaselineQuestionnaire.pdf - the baseline training manual and questionnaire - Codebook_Baseline_Survey.xls - a codebook for the baseline questionnaire - GEM First Follow-Up Survey.pdf - the first follow-up survey - GEM Follow-p Survey_Round2.pdf - the second follow-up survey - GEM consultant and trainer questionnaire.pdf - questionnaire on background of Trainers and Consultants - SocialMediaScoring.xlsx - scoring questions for the 50 measures of social media quality - GEMServiceProviderSurvey.xls - questionnaire given to business service providers * InformationExperimentBaselineSurvey.pdf - baseline for the information experiment * InformationExperimentFollowupSurvey.pdf - follow-up survey for the information experiment

Response rate

The first follow-up survey had a response rate of 88.6%, and the second follow-up survey had a response rate of 86.1%. 93% of firms completed at least one of the follow-up surveys

Number of employees by North American Industry Classification System (NAICS) and type of employee, last 5 years.

Graph and download economic data for All Employees, Manufacturing (MANEMP) from Jan 1939 to Jun 2025 about headline figure, establishment survey, manufacturing, employment, and USA.

By the year 2033, it is projected that the number of employees working in health care and social assistance will have increased by about 2.24 million from the number employed in 2023. Retail trade, however, is projected to decrease by 364,800 employees by 2033.