重新聚焦人才視角：獲取高技能人才的三大戰(zhàn)略杠桿 Re-Focus Your Talent Lens：Abundance Awaits

Re-focusyourtalentlens:

Abundanceawaits

Threestrategicleverstoexpandaccesstohighlyskilledtalent

Foreword

Redefineyourtalentstrategytounlockfuturegrowth.

Thepastthreeyearshavebeentransformativefor

bothourclientsandAccenture.The“compressed

transformation”journeyswehavetakentogetherhaveunderscoredtheneedformultinationalorganizationstoacceleratechange—notsolelytocompete,but

todiscovernewpathstosustainablegrowth.And,

attheheartofeveryenterprisereinventionliesthe

unparalleledhumaningenuitywithintheorganization.

Asaglobalcompanyoperatingin120countries,

Accentureisnostrangertonavigatingthechallengesofongoingmarketdisruptionsorovercominghurdlesinaccessingandcreatingnewtalentpools—particularlyhighlyskilledworkerswhoarevitaltocapturingfuturegrowthopportunities.Ourrecentstudy,unveiledat

Davos2023,deliversaresoundingmessage:“Thereisnobusinessstrategywithouttalentstrategy.”

Thereportmakesacaseforempoweringchiefhumanresourcesofficers(CHROs)tobe“High-Res”growth

executiveswhocandrivereinventionbeyondtheHR

functiontocreatetop-linegrowthandnon-financial

impact.Itbuildsonourfindingsfrom2020thatshow

leavingemployees“NetBetterOff”isapowerfulcatalystforsuccessintomorrow’smarkets1,2

However,ourthinkingdoesn’tstopthere.Today,we

invitelargemultinationalcompaniestobroadentheir

perspectivesandconsidertheabundantpotentialof

morelabormarketsacrossAsiaPacific,AfricaandLatin

America—hometomorethan60%oftheworld’shighlyskilledworkers.Welearnedthatoverhalfofthemwant

toworkformultinationalcompaniesinthenearfuture,

thoughsevenin10areworkingforlocalcompaniestoday.

Webelievemultinationalcompaniescanshifttheirtalent

lensfromshort-termscarcitytolong-termabundance.

Atthesametime,theycancreateamoreculturallydiverse

andlocallyinclusiveworkforcethatenablesthesebusinessestowininnewgrowthterrains.Thisreportdescribesthree

areasofstrategicactionthatallowmultinationalcompanies(orthoseaspiring)inAsiaPacific,AfricaandLatinAmerica

todeveloptheirfuture-fittalentsupply.Atalentsupplymix

thatsetsthemuptocreatelong-lastingbusinessandsocietalvalueinwaysthattheworldneeds.

AlejandraFerraro

ChiefHumanResourcesOfficerAccenture,GrowthMarkets

LeonardoFramil

ChiefExecutiveOfficer

Accenture,GrowthMarkets

Re-focusyourtalentlens:Abundanceawaits2

05

Theworldneedstalent—especiallythehighlyskilled

33

Unlockingfuture

growthwithahighlyskilledtalentsupply

Contents

08

Talentpoolsare

risinginunexepectedplaces

10

Keychallengesofcompetingforthehighlyskilled

15

Launchyourtalentreinventionjourney

Rescaleandreallocate16

Getinearly21Re-taskwork27

Re-focusyourtalentlens:Abundanceawaits3

ExecutiveSummary

Theimportanceofaccessinghighlyskilledtalentis

amplifiedasmultinationalcompaniesnavigateintensifyingdisruptionsonaglobalscale.Therealityisthat62%oftheworld’s702millionhighlyskilledworkerslivepredominantlyoutsideoftheGlobalNorth.Where?In19countriesacrossAsiaPacific(APAC),AfricaandLatinAmerica(LATAM)—includingseveralofthefastest-growingeconomiesglobally.

Competingforthesetalentpoolsisstrategically

important—butdifficult.Why?First,risinglocalmarketpotentialmeansthatlargemultinationalcompanies

facefiercecompetitionfromdomesticplayerswhoare

attractiveemployersto70%ofthelocalhighlyskilledtalenttoday.Second,manycompaniesarestrugglingtokeep

upwiththedemandsofthehighlyskilled,rangingfromhigherpaytoflexibilityandbetteruseoftheirskillsets.

Butthere’satwist.Morethanhalf(56%)ofhighlyskilledworkers(especiallyyoungerones)toldustheyprefermultinationalcompaniesasfutureemployersoverthenextthreeyears.

Rescaleandreallocate

Takespecializedworktonewplaceswithabundanttalentpoolstoreducethemismatchbetweensupplyanddemandintheirfutureworkforce(e.g.,employinggeo-scientistsinLATAMtoworkremotelyforminingcompaniesinAPAC).

Re-taskwork

Reduceroutinetasksto

makemoreroomforhuman

ingenuitytomaximizethetalentadvantagetheyalreadyhave(e.g.,copilotingwithgenerativeAIassistantstoresolveroutine

supportrequestsmore

efficiently,allowingcustomerserviceagentstofocuson

complexonesthatrequire

non-routinecognitiveskillslikecollaboration,experimentationandabstractreasoning).

Howcanlargemultinationalcompaniesunlocktheabundantpotentialofmorelabormarketsintheseregionstoaccessthetalenttheyneed?

Getinearly

Growstrategicpresence

intomorrow’sknowledge

clusterstocapturelocaltalentadvantageandfuturegrowthpotentialtosetthenext

performancefrontier(e.g.,activatingthedevelopmentoflocalsolutionsthathaveexportpotential,suchas

greenhydrogenhubsinWesternAustralia).

Re-focusyourtalentlens:Abundanceawaits4

Theworldneedstalent—especiallythehighlyskilled

Theworldisinapermanentstateofchangeamid

technology,consumerandclimatechangedemands.

AlthoughtherehavebeenremarkableleapsinautomationandAI,companyleaderswillcontinuetoneedhighly

skilledtalenttomeettheirbusinessneeds.Forexample,generativeAIisexpectedtoaffectmillionsofjobsand

tasks,introducinganewdimensionofhumanandAI

collaboration3thatwillbothcreatenewjobsandenhanceexistingonesthroughthetransformationofmanytasks.4

Leaderswillalsoneedskilledtalenttosupporttheir

organizations’environmentalgoals.Toprogresssocial

mobilityandthegreentransition,wewillneed76million

moresocialjobsandgreenjobsacross10majoreconomiesby2030.5

Securingtherightskillsets

Findingpeoplewiththerightskillshasn’tbeeneasy,

ascompaniesbattleongoingeconomicstressand

performancechallenges.6Morethan90%ofCEOs

globallyreporttalentscarcityandalackofrelevant

skillsforthefutureofwork(e.g.,sustainabilitytalent)inthetopfiveglobalchallengesaffectingtheirbusiness.Othersinthetopfiveincludeinflationandprice

volatility,threatstopublichealthandclimatechange.7

Mostemployers(77%)across41countriesarestrugglingtorecruittheskilledtalenttheyneedinareasincludingin-demandtechnical(e.g.,ITanddata)andsoft

(e.g.,creativityandoriginality)skills.8In2023,difficultyrecruitingthistalentreacheda17-yearhigh.

90%

ofCEOsreporttalentscarcity

andalackofrelevantskillsforthefutureofworkis

inthetopfivechallengesaffectingtheirbusiness

76million

moresocialjobsand

greenjobsacross10majoreconomiesby2030

Re-focusyourtalentlens:Abundanceawaits5

Whereintheworldishighlyskilledtalent?

Only30countriesaccountfor91%oftheworld’shighly

skilledtalent—agrowingtalentpoolof437millionpeople.9

Mostoftheseworkers(62%)livepredominantlyoutsideoftheGlobalNorthinAPAC,AfricaandLATAM,

includingseveralofthefastest-growingeconomiesglobally(Figure1).

Thenumberofhighlyskilledworkersintheseregionsisprojectedtogrowto67%,adding169millionworkersby2030.

Whoarethey?

Theseworkersincludethoseinoccupationscategorizedatskilllevelthreeorfour,asdefinedbytheInternationalStandardClassificationofOccupations(ISCO).

Theknowledgeandskillsrequiredinbothcategoriesareusuallyobtainedasaresultofstudyingat

highereducationalinstitutions,typicallyforaperiodofone-twoyearsforlevelthreeandthree-sixyearsforlevelfour.

Skilllevelfouroccupationsrequirecomplexproblem-solving,decision-makingandcreativity.Theseworkersincludesalesandmarketingmanagers,civilengineers,medicalpractitioners,musiciansandcomputersystemsanalysts.Skilllevelthreeoccupationsinvolvecomplextechnicalandpracticaltasksandmightincludeshop

managers,medicallabtechnicians,legalsecretaries,andbroadcastingandrecordingtechnicians.

Re-focusyourtalentlens:Abundanceawaits6

Figure1:Whereskilledtalentisinabundance

Mostoftheworld’shighlyskilledworkerswillcontinuetoliveinAsiaPacific,AfricaandLatinAmerica.

Distributionoftheglobalhighlyskilledworkforce

Millionsofworkers(m),2021vs.2030forecast

18.5%

17.6

10.2%

11.0

4.4%

9.0

910m

34.3

Europe

NorthAmerica

RestoftheWorld

GlobalTotal

55.4%6.6%4.9%

208.9

701.6

By2030,67%or606millionhighly

skilledworkersareexpectedtolivein

82.3

APAC,LATAMandAfrica—

upfrom62%or437min2021.

150.4

8.1

5.8

36.8

51.0

154.5

349.5

APACLATAMAfrica

Highlyskilledworkers,2021(millions)

Highlyskilledworkers,expectedgrowthto2030(millions)

Source:ISCOclassification,ILO;Accentureanalysis(see“AbouttheResearch”).

Ofthetop30countriesthataccountfor91%oftheworld’shighlyskilled,19ofthemareinAsiaPacific,AfricaandLatinAmerica

RankCountryRegion

16

Italy

Europe

17

Turkey

Europe

18

Spain

Europe

19

Philippines

APAC

20

Pakistan

APAC

21

Poland

Europe

22

Ukraine

Europe

23

Australia

APAC

24

Egypt

Africa

25

Vietnam

APAC

26

Thailand

APAC

27

Malaysia

APAC

28

SouthAfrica

Africa

29

Argentina

LATAM

30

Peru

LATAM

RankCountryRegion

1

China

APAC

2

India

APAC

3

UnitedStates

NorthAmerica

4

Russia

Europe

5

Nigeria

Africa

6

Brazil

LATAM

7

Germany

Europe

8

UnitedKingdom

Europe

9

Indonesia

APAC

10

Japan

APAC

11

France

Europe

12

Mexico

LATAM

13

KoreaRep.

APAC

14

Canada

NorthAmerica

15

Colombia

LATAM

Re-focusyourtalentlens:Abundanceawaits7

Talentpoolsarerisinginunexpectedplaces

Tofullyunderstandthelargerpictureandpotentialoftalent,wemustexpandthedefinitionoftalentabundancetoalsoincludefactorssuchasahighdensityofhighlyskilledworkforce.Thisbroadensthetalentpoolandcreatesmoreoptions.

Intermsofabsolutenumbers,Chinaand

Indiawillcontinuetobehometothelargest

workforcesofanycountry,includingthehighlyskilled,by2030.ButwhileIndiaandChinaremainattractivetalentmarkets,lesspopulouscountriesarerisingwithhighlyskilledtalentpools.

Indiashowsastronggrowthtrajectoryasit

accountsforalmosthalf10

oftheworld’sGlobalCapabilityCentres(GCCS)andispositioned

toberecession-proof.11Chinacontinuesto

increaseitsrankingasatalent-competitive12

country,eventhoughissuesaroundrisingyouthunemployment13andcallsfora“Chinaplusone”14strategyweighonthemindsofmanyexecutives.

Puttingthetalent

opportunityinfocus

Ifwebroadenthelensonwhatcanfuelastrong

labormarket,thereismoretoconsider.Otherfactorsbeyondaccesstoabsolutenumberofworkers,suchasthedensityofthehighlyskilled(Figure2),are

importantindicatorswhenevaluatingacountry’slabormarketforfuturegrowthandinnovationpotential.

AdvancedeconomieslikeSouthKoreaandAustralia—withtheiralreadyhighandstillgrowingdensityof

highlyskilledworkers,albeitmuchlesspopulous—areexpectedtoremainimportanteconomiccentersin

APAC.WeexpectemergingSoutheastAsianeconomiessuchasMalaysiaandthePhilippinestobecomemoreattractivetalenthubsastheyincreasetheirdensity

ofhighlyskilledworkersoverthenextdecade.

Re-focusyourtalentlens:Abundanceawaits8

Densityofhighlyskilledworkers(%)

55%

Figure2:Rethinking

labormarketpotential

785

45%

Companiesshouldperiodicallyreassessthedynamismoflabormarkets.Inthecomingyears,

largemultinationalcompaniescanredefinetheirtalentsupplytounlocktheabundanttalent

potentialacrossmorecountriesinAPAC,AfricaandLATAM.

570

Totallaborforce(millions)

20302021

Densityofhighlyskilledworkers(%)

20302021

35%

25%

152

77

15%

114

99

65

64

66

49

38

29

26

34

25

17

202825

5%

Australia

Korea,Rep.

Colombia

Malaysia

Nigeria

China

India

Argentina

Peru

Brazil

Egypt

Philippines

Japan

Mexico

SouthAfrica

Thailand

Indonesia

Vietnam

Pakistan

0%

Source:ILO(2021),Accentureanalysis(see“AbouttheResearch”).“Densityofhighlyskilledworkers”iscalculatedasapercentage(%)bydividingthenumberofhighlyskilledworkersbytotallaborforce.

Re-focusyourtalentlens:Abundanceawaits9

Keychallenges

CompetingforhighlyskilledtalentpoolsinAPAC,AfricaandLATAMisstrategicallyimportant—butdifficult.

Why?

Largemultinationalcompaniesfacetwomajorhurdles:

1.Intensifyingcompetitionfromdomesticplayers

2.Intensifyingdemandsfromhighlyskilledworkers

Re-focusyourtalentlens:Abundanceawaits10

Intensifying

competitionfromdomesticplayers

Localbusinessesarecapturingrisingdomesticmarket

potentialandgainingmarketshareovermultinational

companies(Figure3).Between2012and2021,revenue

growthoflocalcompanieshasincreasedmuchfaster

(at2.4x)thanmultinationalcompanies(at1.5x).Thiscoincideswithouranalysisthatthenumberofdomesticcompetitors

(i.e.,smallandlargelocalcompaniesandstartups)hasmorethandoubledoverthesametimeperiod,comparedto

growthinthenumberofmultinationalcompanies.Infact,multinationalcompaniesthathaveheadquartersoutsideofthethreeregionshavereducedsince2012.15

Clearly,localcompaniesaregaininggroundasfierce

competitorsforhighlyskilledtalentpools.AmongtheseniorexecutivesAccentureinterviewed,leadersnotedtheyare

seeingdomesticemployersgrowinrelevance.Somefind

themselvescompetingfortalentwiththeirowncustomers.Andothersareeitherhavingdifficultyhiringortheyare

losingpeopletostartupsastheyoffercompellingalternativecareerpaths.

Re-focusyourtalentlens:Abundanceawaits

"Wefaceverystrongdomestic

competition.InChile,ourmajor

competitorisaChileancompany.InMexico,itisaverystrong

Mexicancompany.Whileourmaincompetitorremainsamultinationalcompanythathaspresence

acrossallthesecountries,distinctlocalopponentsareemergingineachlocation.Additionally,we

alwaystracknewstartups."

HumanResourcesDirector(Brazil),AmericanHealthcareCompany

Figure3:Risinginfluenceoflocalcompanies

Since2012,domesticplayershavecapturedthelion’sshareoftotal

revenues(inUSDtrillions)attheexpenseofmultinationalcompanies.

Shareofrevenueformultinationalcompaniesandlocalcompanies,2012vs.2021

1.9x

42.9

10%

48%

38%

22.1

9%

38%

43%

2.4xrevenue

growthby

domesticplayers

1.5xrevenue

growthby

Multinational

companies

10%

4%

10.4

11.7

24.8

18.1

Otherlocalcompanies

(annualrev.<500mUSD)

Largelocalcompanies

(annualrev.≥500mUSD)

MultinationalcompaniesbornwithinAPAC,Africa,LATAM

MultinationalcompaniesbornoutsideAPAC,Africa,LATAM

20122021

Source:CapitalIQ

11

Figure4:Profileofthehighlyskilled

Themajorityofthehighlyskilledcurrentlyworkforlocalcompaniesandaresatisfiedwiththeirjobs—butthatdoesnotmeanthattheyaren’tlookingfornewopportunities.

Localbusinessesarealsothemajorityemployertoday

Percentageofrespondents

Wesurveyedhighlyskilledworkersin19countriesacrossAPAC,AfricaandLATAMandfoundthat

LargelylocalMostlysatisfiedButalwaysonthemove

sevenoutof10oftheseworkersareemployedbylocalcompanies.Most(73%)aregenerallysatisfiedwiththeirjobs,butmosthavealsomovedor

consideredmovingjobsinthepastyear(Figure4).

70%73%65%

…h(huán)ighlyskilledworkers

areemployedatalocal

companytoday.

…h(huán)ighlyskilledworkersare

generallyhappyandsatisfied

withtheirjobstoday.

…h(huán)ighlyskilledworkershave

consideredofmovedjobs

inthepast12months

"Recentyearshaveseenintensecompetitionbetweensmallerstartupsandourcompany,comparedto

around10yearsago,whenwewereonlycompetingwithlargercompanies.Thecompetitionisnot

onlyinfindingpeopletojoinus,butalsoinpeopleleavingourcompanytojointhosestartups"

HeadofTalent(SEA,ChinaandIndia),EuropeanConsumerGoodsCompany

“Theminingindustrythatweserviceusesthesame

skillsetsrequiredtoprovideminingservices.Inmostcases,wecompetewithourowncustomersfortalent,whichcanbeverydifficult.”

ManagingDirectorandCEO(APAC),

Base:Totalsample,n=29,911.

Source:AccentureHighlySkilledWorkforceSurvey,2023

AustralianNaturalResourcesCompany

12

Re-focusyourtalentlens:Abundanceawaits

Intensifying

demandsfromhighlyskilledworkers

Inthepastyear,morethanhalf(51%)ofhighlyskilledworkersconsideredmovingjobsand

14%did,infact,move.Why?Foravarietyof

reasons.Amongthetop-rankedreasonswerehigherpay,tobetterusetheirfullsuiteofskills,lackofalignmentwiththeirlong-termcareerplansandgreaterjobsecurity(Figure5).

Re-focusyourtalentlens:Abundanceawaits

Figure5:Pay,progressionandpurpose

Highlyskilledworkersaremotivatedbybetterpayandcareeropportunitiesthatalignwiththeirskills.

Reasonscitedbythe65%ofhighlyskilledworkerswhoconsideredormovedjobsinthepast12months.

Percentageofrespondents

Needforabetterpayingjob

Desiretobetterutilizefullsuiteofskills

Jobnotalignedwithlong-termcareerplan

Needformorejobsecurity

Couldnotseeanycareeradvancement

Desiretoworkforabetterbrand

Inadequateflexibleworkingarrangements

Needtoleavetoxicenvironment/culture

Experiencingburnout/seekinglessstress

Perceivescompanytolackvision

Paceofworkwastooslow

40%

35%

26%

26%

25%

25%

24%

24%

22%

22%

20%

Accordingto50interviewswithexpertswhorepresentlarge

multinationalcompanies,recruitment

firmsandlaborthoughtleadersacrossAPAC,AfricaandLATAM:

?Thereishighawarenessofthe

intensifyingdemandsforhigherpay,careerprogression,companyculture,flexibilityandsenseofpurpose.

?Fivein6(84%)areattempting

toprovidefullyremotework

arrangementstotheiremployees.

?However,almosthalf(42%)ofseniorexecutivesareunableorunwillingtomeetthehighsalaryexpectations

ofhighlyskilledworkers,dueto

highinflationandbiddingwars.

Base:Totalsample,n=29,911.

Source:HighlySkilledWorkforceSurvey,2023.seniorexecutiveinterviews,2023

13

Multinationalcompanieshavestruggledtokeep

up,butanabundanceoftalentawaits

Whiletheresearchshowsthatmultinational

companieshavebeenchallengedwithrecruitingandretaininghighlyskilledworkers,thefuture

looksbrighter.Nearlyhalfofthehighlyskilledworkerswhoworkforlocalcompaniestodaywanttoswitchtoamultinationalemployeroverthenextthreeyears(Figure6).

Furthermore,oursurveyrevealsthatthe

preferencetoworkformultinationalcompaniesisparticularlyprominentamongyounger

generations,indicatingatalentpoolpoisedtogrowovertime.Morethantwo-thirds(67%)ofthosebetween18-23yearsofagewanttoworkforamultinationalcompanyoverthenextthreeyears,ascomparedto31%ofthoseover60.

Re-focusyourtalentlens:Abundanceawaits

Figure6:Thenewpictureonpreferredemployers

Morethanhalfofallhighlyskilledworkerswouldliketoworkatamultinationalcompanywithinthenextthreeyears.

Currentemployervs.preferredemployer(i.e.,inthreeyears)forthehighlyskilled

Percentageofrespondents

30%

70%

Currentemployer

24%

6%

32%

38%

56%

44%

Preferredinthreeyears

Localcompany

Multinationalcompany

Base:Totalsample,n=29,911.

Source:AccentureHighlySkilledWorkforceSurvey,2023

14

Tocapturefuturegrowthopportunitiesthatdrawontheuniqueskills

ofrisingtalent,largemultinationalcompaniesmustacttoday.

LaunchyourTalentReinventionjourney

ActivatethreestrategicleverstoattractanddeployadiversepoolofhighlyskilledtalentacrossAsiaPacific,AfricaandLatinAmerica.

Re-taskvwork

Getinearly

Re-focusyourtalentlens:Abundanceawaits15

Re-focusyourtalentlens:Abundanceawaits16

Takespecializedworktonewplaceswith

abundanttalentpools

Companiesmustexplorenewwaystoreducethemismatchbetweensupplyanddemandintheir

futureworkforce.Beyondrescalingwhatroutine

worktheyallocatetocentralizedtalenthubs,theyalsoshouldcreateavarietyofsmaller,specializedteamsindevelopingmarkets.Afuture-fittalent

supplycallsformorefluidityinwhereandhowworkisallocatedsothatcompaniescanservechangingregionalorglobalcustomersmoreresponsively.

Forinstance,democratizationoftalenthas

boomedinbothLATAMandAPACsince2020,whentalentshortagespushedmultinationalcompaniestolookoutsidetheirtraditional

boundariesandtapintotheseregionsforhighlyskilledworkers.16,17Businesseshadtoexplorenewwaysofhiring,suchasfull-virtualscreeningsofcross-industryhires,aswellasmoremethodstocompensatenewfleetsofforeignworkers.

Tosuccessfullytakeworktonewplaceswithlessfamiliartalentpools,multinationalcompanies

willneedtoconsiderwhatscreeningcriteriatrulymatters.Restrictiverequirementsmaycause

manycandidatestorulethemselvesout.

Re-focusyourtalentlens:Abundanceawaits17

Keyinsights

Therearequalifiedtalentpoolsthat

multinationalcompanieshaveyettodiscover

Highlyskilledqualifiedcandidatesare

outthere,buttheymightbeinvisibleto

multinationalcompanies.Manyhighlyskilledworkers(61%)feeldiscouragedtoapplyforjobsatmultinationalcompaniesbecause

theydon’tbelievetheyhaveadequate

qualifications,suchastherightlevelof

workexperience,educationorskillsthatarelistedasprerequisites(Figure7).Only21%ofthosesurveyedfeelqualifiedtoapplytoandalsopreferamultinationalcompany.

Thistrepidationtoapplyforjobslistedbymultinationalemployersisdespiteourresearchshowingthataround75%oftheseworkersareactivelyupskillingandreskillingwiththehelpoftheir

company,orontheirown,tomoveintotheirfuturetargetcompany.

Re-focusyourtalentlens:Abundanceawaits

Figure7:Tappingintoinvisibletalentpools

Sixin10highlyskilledworkersreport“feelingunderqualified”iswhatpreventsthemfromapplyingtojobsat

Distributionofthosewhofeelunderqualifiedtoapplyforamultinationalcompanyjob,segmentedbypreferred

Percentageofrespondentswhoselecteda‘largeextent’or‘a(chǎn)verylargeextent’onafive-pointscale.

multinationalcompanies

companytoworkfor

Highlyskilled

candidatesthatmaybe

qualifiedbutinvisible

tomultinational

companiestoday

"Ifeel

underqualifiedtoapplyfor

multinationalcompanies;

Ipreferalocalcompany."

26%

35%

"Ifeel

underqualifiedtoapplyfor

multinationalcompanies;

Iprefera

multinationalcompany"

“Feelingunderqualified”includesthefollowing

sentiments:

Workexperience–Iwon’tapplyifIdonothavetheexactnumberofyearsofexperiencethatmatchesthejobdescription.

Qualifications–Iwon’tapplyifmyeduc