Connected Worker Platforms Statistics 2024 – Everything You Need to Know

• They include 62% reduction in reported defects 20% increase in production 10% reduction in failures 4 weeks time to value. ^[3]

Connected Worker Platforms Latest Statistics

• For years, we interpreted poor manufacturing outcomes to poor human performance . ^[4]
• Medically consulted injury has an average cost of $39,000, while a death has an average cost of $1.15 million and according to data from the US Bureau of Labor Statistics, companies in America pay $62 billion per year for workplace injuries —. ^[5]
• Learn more about how AVEVA is helping companies to keep teams more connected, increasing operational efficiency and safety Learn how Schenider Electric achieved 44% Reduced downtime. ^[6]
• Buyers of a median price home are looking at a monthly mortgage payment that is almost 50% higher than it was a year ago.’. ^[7]
• The 30 year mortgage rate dips slightly to 5.1%. ^[7]
• This type of working arrangement is estimated to inject $441 billion into the global economy every year, and save 2.5 million metric tonnes of CO2 by 2029—the equivalent of 1,280 flights between New York and London. ^[8]
• Using these recoded data, BLS estimates that electronically mediated workers accounted for 1.0 percent of total employment in May 2017. ^[9]
• It is highly unlikely that people did both electronically mediated work in person and entirely online for the same job.16. ^[9]
• Of the 912 “yes” answers for the in person question, 826 were for the main job. ^[9]
• Of the 963 “yes” answers for the online question, 917 were for the main job. ^[9]
• Five percent of “yes” responses for the in person question and 2 percent for the online question were for a second job. ^[9]
• A small number of respondents reported that they or their household members did electronically mediated work for “additional work for pay”—4 percent of the “yes” responses for in person work and 2 percent for online work. ^[9]
• personOnlineTotalIn personOnlineNumber of workers 1,6099907015,0573,0212,969Percent of total employed1.00.60.53.32.01.9Total100.0100.0100.0100.0100.0100.0Wage and salary workers62.862.462.678.172.781.9Private. ^[9]
• Most notably, 22 percent of electronically mediated workers in the recoded data were in the transportation and utilities industry on their main job, over twice the share of transportation and utilities workers found in the collected data. ^[9]
• Reflecting the relatively large share of electronically mediated workers who were ride share drivers, the difference was particularly great for electronically mediated workers who did their jobs in person—35 percent as recoded and 14 percent as collected. ^[9]
• In addition, the share of electronically mediated workers in professional and business services was higher for the recoded data than for the collected data. ^[9]
• Among electronically mediated workers who did their work entirely online, the recoded data share was about double that of the collected data—51 percent versus 25 percent. ^[9]
• In the recoded data, 4 percent of electronically mediated workers were employed in government on their main job, compared with 11 percent in the collected data. ^[9]
• Moreover, the share of electronically mediated workers who were self employed workers with unincorporated businesses was 30 percent in the recoded data, twice the share as in the collected data. ^[9]
• For both the collected and recoded data, table 2 shows the numbers and percentages of in person and online electronically mediated workers who did this work for their main job, a second job, or additional work for pay. ^[9]
• The share who did in person electronically mediated work for their main job was 91 percent in the collected data, higher than the 72 percent found in the recoded data. ^[9]
• The difference was similar for online workers—94 percent in the collected data and 78 percent in the recoded data. ^[9]
• Which jobRecodedCollectedIn personOnlineIn personOnlineTotal9907013,0212,969Main job7175442,7462,799Second job1426714380Additional work for pay1208512085Percent. ^[9]
• In May 2017, there were 1.6 million electronically mediated workers, accounting for 1.0 percent of total employment. ^[9]
• Of all workers, 0.6 percent did electronically mediated work in person and 0.5 percent did electronically mediated work entirely online. ^[9]
• Compared with workers overall, electronically mediated workers were more likely to be in the primeworking age category and less likely to be in the oldest age category. ^[9]
• They were also more likely than workers overall to work part time.19 CharacteristicTotal. ^[9]
• Total, 16 years and over Percent of total. ^[9]
• Blacks or African Americans accounted for 17 percent of electronically mediated workers, higher than their share of overall employment. ^[9]
• By contrast, Whites made up 75 percent of electronically mediated workers, slightly lower than their share of workers overall. ^[9]
• Hispanics or Latinos made up 16 percent of electronically mediated workers, and Asians accounted for 6 percent. ^[9]
• Blacks were overrepresented among in person electronically mediated workers , while Whites were overrepresented among online workers. ^[9]
• This was driven by people who did their tasks entirely online; 67 percent of online electronically mediated workers had a bachelor’s degree or higher. ^[9]
• Self employed workers were more likely than wage and salary workers to do electronically mediated work. ^[9]
• Five percent of selfemployed workers whose businesses were unincorporated did such work, as did 2 percent of the self employed with incorporated businesses. ^[9]
• By industry, workers in transportation and utilities were the most likely to have done electronically mediated work, with 5 percent of workers in this industry having done such work. ^[9]
• Those employed in professional and business services, information, and other services were also more likely to do electronically mediated work, at 3 percent, 2 percent, and 2 percent, respectively. ^[9]
• work—6 percent did so in May 2017, compared with 3 percent of temporary help agency workers, 3 percent of on call workers, and 2 percent of workers provided by contract firms. ^[9]
• By contrast, less than 1 percent of workers in traditional arrangements were electronically mediated workers. ^[9]
• Some 14% of workers have found information on social media that has improved their professional opinion of a colleague; at the same time, a similar share (16%). ^[0]
• Some 23% of workers ages 18 to 29 report that they have discovered information on social media that improved their professional opinion of a colleague. ^[0]
• By comparison, just 12% of workers ages 30 to 49 and 9% of workers ages 50 to 64 have experienced this. ^[0]
• Similarly, 29% of these younger workers have discovered information that lowered their professional opinion of a colleague 16% of those ages 30 to 49 and 6% of those ages 50 to 64 indicate that this has happened to them. ^[0]
• However, this does not seem to be the case Fully 77% of workers report using social media regardless of whether their employer has such a policy in place. ^[0]
• 30% of workers whose companies have an at work social media policy say they use social media while on the job to take a break from work, compared with 40% of workers whose employers do not have such policies. ^[0]
• 20% of workers whose employers have at work social media policies say they use social media to stay connected to family and friends while on the job, compared with 35% of workers whose social media use is not regulated at work. ^[0]
• Only 16% of workers whose companies regulate social media at work say they use social media while working to get information that’s helpful to their job, compared with 25% of those whose workplaces have no such regulations. ^[0]
• 19% of workers say they ever use Facebook for work. ^[0]
• 14% ever use LinkedIn for work. ^[0]
• 3% ever use Twitter for work. ^[0]
• 9% use a social media tool provided by their employer for work. ^[0]
• 5% use social media platforms other than the ones listed above for work. ^[0]
• 71% of these workers say social media is useful for staying in touch with others in their field. ^[0]
• 56% say it is useful for connecting with experts. ^[0]
• 51% say it is useful for getting to know their co workers on a personal basis. ^[0]
• 46% say it is useful for finding information they need to do their job. ^[0]
• Some 42% of these workers disagree that social media is a distraction. ^[0]
• 54% of these workers agree thatsocial media breaks help them recharge at work. ^[0]
• A statistically similar proportion (46%). ^[0]
• 51% of these workers agree thatsocial media use at work lets them see too much information about their coworkers; 47% disagree with this statement. ^[0]
• In the end, a majority (56%). ^[0]
• Indeed, some 17% of workers report that they “hardly ever” use the internet on a typical day for work related tasks, while 25% report that they “never” use the internet for this reason. ^[0]
• As a result humans are responsible for up to 80% of errors in factories. ^[10]
• But let’s put pressure on that staggering number–80%. ^[10]
• But driving employee engagement doesn’t come easy worldwide, only 20% of employees are engaged with their work. ^[1]
• According to new research of more than 600 US businesses with 50 500 employees, 63.3% of companies say retaining employees is actually harder than hiring them. ^[1]
• Overall, companies with high employee engagement are 21% more profitable. ^[1]
• In fact, a Gallup study shows that highly engaged workplaces saw 41% lower absenteeism. ^[1]
• According to Gallup’s State of the Global Workplace, only 15 percent of employees are engaged in the workplace. ^[1]
• The study also reveals remarkable geographical differences 33 percent of U.S employees are engaged at work almost two times more than the global average. ^[1]
• On the other hand, in Western Europe, only 10 percent of employees are engaged at work. ^[1]
• The situation looks especially alarming in the U.K, where the amount of engaged employees is as low as 8 percent — and the number has been in steady decline for the past few years. ^[1]
• According to a 2021 study, 73 percent of employees would consider leaving their jobs for the right offer, even if they wouldn’t be looking for a job at the moment. ^[1]
• Changing jobs isn’t all about the money, either, as 74 percent of younger employees would accept a pay cut for a chance to work at their ideal job, and 23 percent of those seeking a job wouldn’t need a pay increase to take a new position. ^[1]
• According to a study on workplace engagement in the U.S, disengaged employees cost organizations around $450 550 billion each year. ^[1]
• According to Gallup’s meta analysis, the business or work units that scored the highest on employee engagement showed 21 percent higher levels of profitability than units in the lowest quartile. ^[1]
• Companies with highly engaged workforce also scored 17 percent higher on productivity. ^[1]
• However, we’re not there yet a recent Interact/Harris Poll shows that 91% of the surveyed employees think that their leaders lack communication skills. ^[1]
• What’s more, almost 1 in 3 employees don’t trust their employers, according to the Edelman Trust Barometer. ^[1]
• In a major longterm study, companies that had the best corporate cultures, that encouraged all around leadership initiatives and that highly appreciated their employees, customers and owners grew 682 percent in revenue. ^[1]
• During the same period of evaluation — 11 years — companies without a thriving company culture grew only 166 percent in revenue. ^[1]
• 47 percent of people actively looking for a new job pinpoint company culture as the main reason for wanting to leave, so if you want to improve both employee retention and profitability, improving company culture should be one of your business priorities. ^[1]
• According to a 2018 Korn Ferry Survey, the majority — 33 percent — of those changing jobs cite boredom and the need for new challenges as the top reason why they are leaving. ^[1]
• The second most common reason was the fact that the work culture didn’t fit the employee or their values, with 24 percent choosing this as their main reason. ^[1]
• The quest for a larger salary came fourth, with only 19 percent choosing it as their main reason for leaving. ^[1]
• One study asked what would be the most important thing a manager or a company could do that would help the employee be successful and 37 percent — the majority — cited recognition as the most important method of support. ^[1]
• Other solutions lag far behind — 12 percent want more autonomy, 12 percent more inspiration, 7 percent more pay, 6 percent more training and 4 percent a promotion. ^[1]
• A recent report shows that 84% of highly engaged employees were recognized the last time they went above and beyond at work compared to only 25% of actively disengaged employees. ^[1]
• According to SHRM’s 2017 Employee Job Satisfaction and Engagement Report, only 29 percent of employees are “very satisfied” with current career advancement opportunities available to them in the organization they work for. ^[1]
• However, 41 percent consider this a very important factor to job satisfaction, so companies should pay close attention to making sure employees feel they can advance in their careers without leaving the company. ^[1]
• According to the SHRM study, 30 percent of employees considered career development opportunities for learning and personal growth in general very important, yet only 30 percent were happy with their current situation. ^[1]
• The chance for professional development on the job is especially important to the younger generations according to a Gallup survey, up to 87 percent of Millennials consider development in a job important. ^[1]
• While 60% of employers have increased employee listening efforts, few are using formal listening approaches. ^[1]
• Indeed, just 31% conduct employee surveys and 13% conduct focus groups. ^[1]
• Only 47% of employers have the capacities or processes in place to meet a crisis with the best possible outcome. ^[1]
• A survey run in the UK during the pandemic showed that 73% of the respondents believed they were more efficient when working from home. ^[1]
• The top advantages of working from home include a lack of commute (47% of respondents) and a more flexible schedule (43%). ^[1]
• A full week of virtual meetings leaves 38% of employees feeling exhausted while 30% felt stressed. ^[1]
• Since the outbreak of the pandemic, 75% of employees say they feel more socially isolated, 57% are feeling greater anxiety, and 53% say they feel more emotionally exhausted. ^[1]
• 85% of employees say they’re most motivated when management offers regular updates on company news. ^[1]
• Only 42% of employees strongly agree that leadership is effectively leading their organization through the crisis. ^[1]
• When employees are extremely satisfied with communications about the company’s response to coronavirus, 96% of them believe that their employer really puts their safety first. ^[1]
• When communication is poor, only 30% of them believe so. ^[1]
• 20% of remote employees say that they lack a sense of belonging and sometimes feel lonely. ^[1]
• Employees who say their manager is not good at communicating are 23% more likely to experience mental health declines. ^[1]
• 86% of employees say they feel the need to prove to bosses they are working hard and deserve to keep their jobs. ^[1]
• When it comes to the pandemic, more than 90% of employees said they wanted at least weekly communication from their company; 29% said they prefer daily communication. ^[1]
• The results from connecting their workers speak for themselves 30% reduction in cycle time 7% increase in production And $500,000 in annual savings. ^[3]
• Within months, their firsttime fix rate fell below 2%. ^[3]
• LinkedIn 57% of LinkedIn users identify as men, with 43% identifying as. ^[2]
• Over 77% of LinkedIn users are from outside the US. ^[2]
• Almost 60% of LinkedIn’s users are between 25 and 34 years old. ^[2]
• And 81% of talent professionals say that virtual recruiting will continue long after the pandemic. ^[2]
• Of their 185 million members, LinkedIn’s daily active users account for 16.2% of them, working out at around 29.97 million users that log in to the platform daily. ^[2]
• 30% of a company’s engagement on LinkedIn comes from employees. ^[2]
• Employees are 14x more likely to share content from their employers than other types of content on LinkedIn. ^[2]
• LinkedIn posts with images get 2x higher engagement Larger images do even better, with 38% higher click through rates than other images. ^[2]
• An ad on LinkedIn can reach 14.6% of the world’s population That is, 14.6% of people over the age of eighteen. ^[2]
• That’s a 2.8% increase from Q3. ^[2]
• Marketers see up to 2x higher conversion rates on LinkedIn LinkedIn’s range of tools for audience targeting means website visits originating from the platform are more likely to increase conversions on B2B sites. ^[2]
• LinkedIn saw a 37% yearover year growth in revenue in Q2 FY22. ^[2]
• LinkedIn saw a 43% yearover year increase in Marketing Solutions revenue in. ^[2]
• Some way behind LinkedIn, Facebook comes in at second with 37%, followed by Instagram with 27% and YouTube with 21%. ^[2]
• Facebook comes in next at 69%, followed by Twitter at 30%. ^[2]
• Behind LinkedIn came Facebook (54%), YouTube (36%), and Instagram (33%). ^[2]
• 16% of companies in the world are 100% remote. ^[11]
• 44% of companies don’t allow remote work. ^[11]
• 77% of remote workers say they’re more productive when working from home. ^[11]
• 85% of managers believe that having teams with remote workers will become the new norm. ^[11]
• 74% of workers say that having the option to work remotely would make them less likely to leave a company. ^[11]
• The three biggest challenges associated with remote work are unplugging after work (22%), loneliness (19%), and communication / collaboration (17%). ^[11]
• 16% of companies globally are fully. ^[11]
• Although it is still a low number, the fact that nowadays there are companies that have no office or headquarters whatsoever and that operate 100% remotely shows just how much remote work has grown and evolved. ^[11]
• 58.6% of the total U.S. workforce are remote workers due to the COVID. ^[11]
• In eight years, it’s predicted that 73% of all teams will include remote employees. ^[11]
• 77% of remote workers say they’re more productive when they’re working from home. ^[11]
• However, that couldn’t be further from the truth, as 77% of people actually get more done when they work from home. ^[11]
• Small companies are 2x more likely to hire full time remote workers. ^[11]
• However, statistics show that this isn’t the reality, as 74% of people would be less likely to leave a company if they could work remotely. ^[11]
• The three biggest challenges associated with remote work are unplugging after work (22%), loneliness (19%) and communication (17%). ^[11]
• In fact, 87% of remote workers gets regular training, with 70% receiving it directly from their company. ^[11]
• However, a mere 23% of companies cover the monthly costs of a coworking membership. ^[11]

I know you want to use Connected Worker Platforms, thus we made this list of best Connected Worker Platforms. We also wrote about how to learn Connected Worker Platforms and how to install Connected Worker Platforms. Recently we wrote how to uninstall Connected Worker Platforms for newbie users. Don’t forgot to check latest Connected Worker Platformsstatistics of 2024.

Reference

1. pewresearch – https://www.pewresearch.org/internet/2016/06/22/social-media-and-the-workplace/.
2. smarp – https://blog.smarp.com/employee-engagement-8-statistics-you-need-to-know.
3. hootsuite – https://blog.hootsuite.com/linkedin-statistics-business/.
4. tulip – https://tulip.co/ebooks/connected-worker/.
5. forbes – https://www.forbes.com/sites/natanlinder/2020/05/22/is-now-the-moment-for-the-connected-worker-platform/.
6. anvl – https://anvl.com/blog/transform-your-near-miss-with-connected-worker-platform/.
7. aveva – https://www.aveva.com/en/solutions/digital-transformation/connected-worker/.
8. marketwatch – https://www.marketwatch.com/press-release/global-connected-worker-platforms-market-2024—latest-development-new-technology-innovation-upcoming-trends-product-specification-future-growth-prospect-and-global-demand-forecast-to-2028-2024-04-19.
9. visualcapitalist – https://www.visualcapitalist.com/connected-workers-digital-transformation-future/.
10. bls – https://www.bls.gov/opub/mlr/2018/article/electronically-mediated-work-new-questions-in-the-contingent-worker-supplement.htm.
11. tulip – https://tulip.co/blog/why-manufacturing-needs-the-connected-worker/.
12. findstack – https://findstack.com/remote-work-statistics/.

How Useful is Connected Worker Platforms

One of the primary advantages of connected worker platforms is the ability to connect employees across different locations and provide them with instant access to information they need to perform their jobs effectively. Whether it’s accessing important documents, communicating with colleagues, or receiving real-time updates on tasks, these platforms offer a centralized hub for information that can significantly enhance workflow efficiency and collaboration.

Moreover, connected worker platforms enable workers to access on-the-job training and support materials, reducing the need for costly in-person training sessions. This not only saves time and resources but also ensures that employees have access to the most up-to-date information and resources necessary to carry out their roles effectively.

Another key benefit of connected worker platforms is the ability to monitor equipment and resources in real-time. By leveraging sensors and IoT devices, companies can track the status of machinery, tools, and other assets, allowing for proactive maintenance and minimizing downtime. This real-time monitoring can also help companies identify potential issues before they escalate, ultimately saving time and money in the long run.

Furthermore, connected worker platforms facilitate data-driven decision-making by providing managers and employees with valuable insights into operational performance. By collecting and analyzing data on worker productivity, equipment utilization, and overall performance metrics, companies can identify areas for improvement and implement strategic changes to drive efficiency and profitability.

Despite the clear benefits of connected worker platforms, there are some potential drawbacks that companies should consider. One concern is the issue of data security and privacy. With sensitive information being shared and stored on these platforms, companies must ensure that robust security measures are in place to protect against cyber threats and unauthorized access.

Moreover, there may be a learning curve associated with implementing and utilizing connected worker platforms, particularly for employees who are not as tech-savvy. Companies must invest in adequate training and support to ensure that all employees can effectively utilize these platforms to their full potential.

In conclusion, connected worker platforms offer a plethora of benefits for companies looking to improve operational efficiency, communication, and productivity. By leveraging technology to provide instant access to critical information, facilitate real-time monitoring, and enable data-driven decision-making, these platforms have the potential to revolutionize the way employees work and collaborate. However, companies must also be mindful of potential challenges such as data security concerns and the need for ongoing training and support. Ultimately, the usefulness of connected worker platforms will depend on how effectively companies can harness their capabilities to drive innovation and success in the modern workplace.

In Conclusion

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