Workforce data listed by Ministerial offices. Workforce data listed by Ministerial offices.

This data shows the number of staff employed at different grades in the Home Office, our agencies and executive non-departmental public bodies, broken down by headcount and number of posts (full-time equivalents). It includes the number of 'non-payroll staff', and the paybill costs relating to staff, broken down into component parts (for example, salaries, allowances, and employer's pensions contributions).

Before the coronavirus (COVID-19) pandemic, 17 percent of U.S. employees worked from home 5 days or more per week, a share that increased to 44 percent during the pandemic. The outbreak of the COVID-19 pandemic accelerated the remote working trend, as quarantines and lockdowns made commuting and working in an office close to impossible for millions around the world. Remote work, also called telework or working from home (WFH), provided a solution, with employees performing their roles away from the office supported by specialized technology, eliminating the commute to an office to remain connected with colleagues and clients. What enables working from home?

To enable remote work, employees rely on a remote work arrangements that enable hybrid work and make it safe during the COVID-19 pandemic. Technology supporting remote work including laptops saw a surge in demand, video conferencing companies such as Zoom jumped in value, and employers had to consider new communication techniques and resources. Is remote work the future of work?

The response to COVID-19 has demonstrated that hybrid work models are not necessarily an impediment to productivity. For this reason, there is a general consensus that different remote work models will persist post-COVID-19. Many employers see benefits to flexible working arrangements, including positive results on employee wellness surveys, and potentially reducing office space. Many employees also plan on working from home more often, with 25 percent of respondents to a recent survey expecting remote work as a benefit of employment. As a result, it is of utmost importance to acknowledge any issues that may arise in this context to empower a hybrid workforce and ensure a smooth transition to more flexible work models.

Most employers have faced some resistance or unwillingness from employees to return to the office, with about 62 percent reporting the same in 2023. Only 21 percent of those, however, have decided to review their policies due to this.

According to a 2020 global CIO survey, 54 percent of enterprise IT workers are full-time in-office employees, while 14 percent are full-time remote employees. Thirteen percent of enterprise IT workforce was outsourced at that point.

This spreadsheet provides information on the State Revenue Office workforce for the 2009 - 2010 financial year. It includes data on the headcount and FTE of the Office, as well as employment type, …Show full descriptionThis spreadsheet provides information on the State Revenue Office workforce for the 2009 - 2010 financial year. It includes data on the headcount and FTE of the Office, as well as employment type, gradings, ages and gender of employees. Data from the previous financial year is also included for comparison purposes.

Representation of women/men (permanent positions) by annual earnings during financial year

The Cyber Workforce Dashboard provides interactive government-wide level data and visuals on employees working in information technology (IT), cybersecurity, and cyber-related functions as coded by one of the 52 NICE work roles. Data includes EHRI Status and Dynamics Workforce data and CHCO Manager Survey data.

This statistic shows the percentage of workforce that will remain permanently remote post-COVID who were not remote before COVID. A quarter of respondents said they will move at least 10% of their office employees to permanent remote positions. This is not surprising as CFOs are under pressure to tightly manage costs, and they see an opportunity to achieve the cost benefits of a remote workforce.

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.

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).

This spreadsheet provides information on the State Revenue Office workforce for the 2012-13 financial year. It includes data on the headcount and FTE of the Office, as well as employment type, …Show full descriptionThis spreadsheet provides information on the State Revenue Office workforce for the 2012-13 financial year. It includes data on the headcount and FTE of the Office, as well as employment type, gradings, ages and gender of employees. Data from the previous financial year is also included for comparison purposes.

Workforce jobs summary, UK, published quarterly, seasonally adjusted.

BY USING THIS WEBSITE OR THE CONTENT THEREIN, YOU AGREE TO THE TERMS OF USE.A spatial representation of the locations of Michigan UIA Problem Resolution Offices (PRO).Data Source: PRO Locations

Problem Resolution Offices - Need Help?The UIA's Problem Resolution Offices (PROs) resolve customer problems and provide access to automated resources.PROs provide:Telephones and computers for the convenience of customers who may not have access to a computer or telephone to file their claim. If you are going to file an unemployment claim at a PRO, please bring: Your Social Security Number, your Driver's License Number or State Identification or your MARVIN PIN (if you have one); along with the names and addresses of employers you have worked for in the past 18 months with your quarterly gross earnings and the last date of employment with each employer. If you are not a U.S. citizen or national, you will need your Alien Registration Number and the expiration date of your work authorization.In-person help for problems with claimsA presence in the community that includes, on request, presentations about unemployment insurance services to employer, business, labor, and community groupsFile at a PRO: If you are going to file an unemployment claim at a PRO, please bring:Your Social Security Number, your Driver's License Number or State Identification or your MARVIN PIN (if you have one)If you are not a U.S. citizen or national, you will need your Alien Registration Number and the expiration date of your work authorization.Names and addresses of employers you have worked for in the past 18 months including quarterly gross earnings and the last date of employment with each.

This spreadsheet provides information on the State Revenue Office workforce for the 2011-12 financial year. It includes data on the headcount and FTE of the Office, as well as employment type, gradings, ages and gender of employees. Data from the previous financial year is also included for comparison purposes.

Workforce data listed by Ministerial offices.

Digital Workplace Market size was valued at 40.81 USD Billion in 2024 and is projected to reach 181.27 USD Billion by 2031, growing at a CAGR of 22.60% from 2024 to 2031.

Global Digital Workplace Market Drivers

Trends in Remote Work: The need for digital workplace solutions has grown dramatically as remote and hybrid work models have become more common. Companies are looking for all-inclusive platforms that facilitate smooth coordination, exchange of ideas, and increased output between geographically dispersed teams.

Adoption of Cloud Computing: One of the main forces behind the development of digital workplace solutions is the expanding use of cloud-based technology. Cloud platforms facilitate the deployment and management of digital workplace tools more effectively for organisations by providing scalability, flexibility, and accessibility.

Emphasis on Employee Experience: Businesses are giving improving the employee experience more attention. Through the provision of intuitive and user-friendly interfaces, digital workplace solutions facilitate increased employee engagement, contentment, and overall productivity.

Developments in Collaboration Tools: The digital workplace industry is being driven by the widespread use of sophisticated collaboration tools including virtual whiteboards, project management software, video conferencing, and instant messaging. These resources are crucial for encouraging collaboration and knowledge exchange.

Workforce Mobility: As the number of remote and mobile workers rises, there is an increasing demand for digital workplace solutions that are available from any location and on any device. These days, it’s essential for modern companies to have adaptable interfaces and mobile-friendly software.

Data Security and Compliance: Businesses are giving top priority to digital workplace solutions with strong security features as data privacy laws become more stringent. This covers identity access management, encryption, safe file sharing, and compliance measures.

AI and Automation: Increasing productivity and efficiency in digital workplaces is the result of integrating artificial intelligence (AI) and automation. The use of virtual assistants, automated workflows, and AI-driven insights is revolutionising the way employees communicate and work together.

Initiatives for Digital Transformation: In an effort to modernise their infrastructure and processes, many organisations are embarking on digital transformation projects. A crucial component of this transition is the implementation of digital workplace solutions, which help businesses become more competitive and adaptable.

Emphasis on Cost Optimisation: By reducing the need for office space, increasing operational efficiencies, and lowering the cost of IT infrastructure, digital workplace solutions can save money. Businesses are searching more and more for solutions with observable cost advantages.

Changing Workforce Expectations and Demographics: Newer generations entering the workforce are used to digital tools and anticipate contemporary workspaces that make use of cutting-edge technologies. The adoption of digital workplace solutions is being driven by the need to meet these expectations.