2025工作趨勢報告（英）-86正式版

workmonitor2025:

anewworkplace

baseline.

forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyapppeennddiix

contents.

foreword.4

key?ndings.5

globalthemes.8

lookingahead.38

aboutthesurvey.41

appendix.42

workmonitor20252

forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendix

thewhy,how

andwhooftheworkplace.

workmonitor20253

forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendix

foreword.

Anewworkplacebaselineisemerging—where

successisde?nednotjustbywhatwedo,butbywhy

wedoit,howwedoitandwhowedoitwith.

Thatisthekeytakeawayfromwhy:motivatedbypersonalizationhow:opportunitiesthroughskillingAtatimeoftalentscarcity,we

Workmonitor2025,our?agshipWorktodayisaboutmorethanjustaTechnologicaladvancements—needallhandsondeck.Creating

researchthatsharesthevoicepaycheck.TalentgloballyarelookingparticularlyinAI—arereshapingtheworkplaceswherealltalentwantto

oftalent.forworkplacesthatalignwiththeirfutureofworkatpace.Whiletalentworkisnotjustanice-to-have,it’sa

personalvalues,aspirationsandcommon-sensebusinessimperative.

Workmonitorshowstalentcircumstances.areacutelyawareoftheneedto

expectationsarecontinuingtofuture-prooftheirskills,gapspersistIbelievethere’saclearmissionhere

evolve,shapedbyeconomicForthe?rsttimeinWorkmonitor’sbetweenthedesirefortrainingforemployers.Byacknowledging

uncertainty,technological22-yearhistory,work-lifebalanceandthosereceivingit.Genderandthenewbaseline—thewhy,who

advancementsandshiftingsurpassespayastheleadinggenerationaldisparitiesfurtherandhow—andclosingthegapsin

sociallandscapes.motivator.Compensationisstillcomplicatethepicture,andtheseexpectations,theycanstrengthen

importantbuttalenttodayhavetrendshighlightboththechallengeteams,boostproductivity,attract

Thisevolutionispavingthewayformulti-facetedexpectations.andopportunityforemployers.talentandremaincompetitivein

anewworkplacebaseline.today’sdynamicenvironment.

who:fosteringasenseofcommunityworkplacesbuiltontrust

AgainstabackdropofcontinuedThesecondemergingthemeForthe?rsttimeinWorkmonitor,Asyouexplorethe?ndingsinthis

volatilityandtalentscarcity,revolvesaroundthedesiretowe’recomparingtalentexpectationsreport,Iencourageyoutoconsider

Workmonitorprovidesaroadmapbelong.Manyarenowseekingawithemployerstrategyprioritiesfromhowtheinsightscaninformyour

forbusinessesandleaderstosenseofpurposeandconnectionourcompanionstudy—theTalenttalentstrategies.

reaptheorganizationalbene?tsintheirprofessionallives.We’veTrendsReport2025.Cleargapshave

ofanengagedandproductivelearnedthatfosteringconnectionemergedintermsofpersonalization,Sandervan‘tNoordende,workplace.isn’tjustgoodforpeople—it’sgoodequityandskilling.CEO,Randstad

forbusiness.Ourdatashowsthata

strongsenseofcommunitydrivesThat’saconcernbecause,asstability

productivity,whilealsosupportingreturns,talentaremorewillingtoseek

well-beingintheworkplace.jobsmatchingtheirexpectationsand

mirroringtheirvalues.

workmonitor20254

forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyapppeennddiix

key?ndings.

workmonitor202555

forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendix

key?ndings.

The2025Workmonitor

revealsafundamentalshift

inworkforceexpectations,

basedoninsightsfrom

over26,000individuals

across35markets.Talent

arerede?ningwhatthey

wantfromworkaround

anewbaselineshaped

bythreedistinctpillars

representingthewhy,how

andwhoofwork.

1.motivatedbypersonalization

Talentincreasinglyexpectworktoalign

withtheirpersonalvalues,ambitionsand

ambitionandgrowth

31%havequitajobbecauseofalackofcareer

lifecircumstances.Whileworkisstillaboutprogressionopportunities,upfrom26%theyear

income,italsoplaysabroaderandmore

before,showingthatpersonaldevelopmentis

morenon-negotiablethanever.

meaningfulroleintheirlives.

work-lifebalance

valuealignment

Forthe?rsttime,work-lifebalancesurpassespay

Almosthalfofrespondentssaytheywouldn’t

asthetopmotivator.Evenso,theseandother

acceptajobwithacompanywithsocialor

traditionallystrongmotivatorssuchas?exibility

environmentalvaluesthatdidn’talignwith

haveslightlydeclinedinimportance,givingway

theirown—anincreaseto48%from38%a

toabroaderbaselineofexpectations.

yearearlier.Similarly,29%havequitbecause

theydisagreedwithleadership’sviews,

whichrepresentsa38%relativeincrease.

?exibilitygains

Theproportionoftalentwhosaytheirjobsoffer

?exibilityhasrisensigni?cantlyyear-on-year,both

intermsofworkinghours(from57%to65%,a

relativeincreaseof14%)andlocation(from51%to

60%,arelativeincreaseofnearly18%).

mindingthegaps

Our2025TalentTrendsReport?ndsthat32%of

employerssaytheyareprioritizingpersonalized

skillsdevelopmentandcareermobilityfor

colleagues.Butjust1in10coachingprogramsare

opentoallworkers.

wouldnotacceptajobwith

acompanywhosevalues

didn’talignwithmyown

havequitajobbecauseof

alackofcareerprogression

opportunities

workmonitor20256

forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendix

2.fosteringasenseofcommunity3.gainingopportunitiesthroughskilling

Talentarecleartheywantacommunity

—aspacewheretheycanbelong,thrive

equity

Talenthaveseenthepowerfulimpactof

Astechnologicalchangeaccelerates,

talentincreasinglyprioritizeskills

reskillingopportunities

Our2025TalentTrendsReportreinforces

andbringtheirfullselvestowork.equityinitiativesintheworkplace,but59%development—especiallyinareaslikethisurgencywith90%ofemployers

saytheirorganizationisnotdoingenoughAIandemergingtechnologies.agreeingthatprovidingreskilling

belongingmatters

Morethan8in10respondentssayasense

ofcommunityhelpsthemperformbetter,

while55%wouldquitiftheydidn’tfeel

theybelonged,upfrom37%ayearearlier.

inthisarea.

Thisisbackedupbythe?ndingsfromour

TalentTrendsReport2025,whichshows

just28%ofcompaniescurrentlyhave

equity-basedtrainingprogramsinplace.

skillingasadealbreaker

44%wouldn’tacceptajobwithout

opportunitiestodevelopfuture-

relevantskills,arelativeincreaseof

22%.41%wouldquitifnolearningand

opportunitiesistheirresponsibility,and

58%sayingtheyareunsurehowtodo

more.

equitableskilling

Youngergenerationsandmanagersare

toxicworkplaces

44%havealreadyquitajobcitingatoxic

culture.

trustandauthenticity

While80%ofworkersfeeltrustedand

valued,andoverthree-quarterstrusttheir

leadership,gapsremain.

fullselfatwork

62%nowreporthidingaspectsof

themselvesatwork,upfrom55%lastyear.

inclusivity

Onlyaroundhalf(49%)trusttheir

employerstocreateaninclusiveworkplace

culturewhereallcolleaguescanthrive.

These?ndingsshowthatwhilemany

workplacesfosterconnection,talent

aredemandinggreaterequityand

psychologicalsafetytofeelsupported.

developmentopportunitieswereoffered,

upfrom29%.

ownershipandresponsibility

While64%believetheiremployer

ishelpingthemtodevelopfuture-

proofskills,talentarewillingtoshare

ownership:35%saytheyaremostly

responsibleforensuringtheirskillskeep

pacewithtechnologicaladvancement,

though39%stillviewreskillingas

primarilytheemployer’sresponsibility.

currentlyreapingthegreatestbene?ts,

butgivensystemictalentscarcity,

organizationsmustensureskilling

opportunitiesreachalltalentequally.

Talentseefuture-proo?ngtheir

capabilitiesasacriticalfactorinjob

decisions,the?ndingsshow.Employers

mustprovideequitableskilling

opportunities.

8in10sayasenseof

communityhelpsthem

toperformbetteratwork

havealready

quitajobciting

atoxicculture

workerswhowouldquitifno

learninganddevelopment

opportunitieswereoffered

workmonitor20257

forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendix

globalthemes.

9

whywework:

motivatedbypersonalization.

18

whoweworkwith:

fosteringasenseofcommunity.

28

howwework:

gainingopportunitiesthroughskilling.

workmonitor20258

forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyapppeennddiix

whywework:motivatedby

personalization.

workmonitor20259

forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendix

whywedoit.

Traditionalmotivators,likepay,havelessin?uence,astalent

holds?rmonretaining—andbuildingon—hard-wonbene?ts.

Inresponse,employershaveofferedgreater?exibility,butthe

dynamicsareevolving.

Workersseekemploymentthatalignsmorecloselywiththeir

uniquecircumstances,aspirationsandvalues.Personalization

nowde?nessuccessinattractingandretainingtoptalent.

IhavequitajobbecauseIdidn’tagree

withtheviewpointsorstancesofthe

leadershipatmyorganization

Ihavequitajobbecauseofalack

ofcareerprogressionopportunities

workmonitor202510

forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendix

valuealignmentismore

importantthanever.

Inrecentyears,Workmonitorreportshaveshownacleartrend

thatworkisincreasinglyaboutmorethanjustgettingpaid.

IhavequitajobbecauseIdidn’tfeelcomfortable

sharingmypersonalviewpointsandstancesat

workwithoutjudgmentordiscrimination

AligningworkwithpersonaltalentinIndia(70%)andChina(66%)the

circumstancesandambitionsremainsamostoutspokenonthistopic.At53%and

priorityfortalent,withsomesubstantial52%,respectively,MillennialandGenZ

increasesfromlastyear.respondentsrankedmarkedlyaboveGenX

(45%)andBabyBoomers(42%).

Forexample,theshareofpeoplewhosay

theywouldquitajobiftheydisagreedLookingatdifferentworktypes,blue-

withtheviewpointsorstancesofthecollarworkerswhoperformmanuallabor

leadershipattheirorganizationhaveorskilledtradesfeelmoststronglyabout

grownfrom33%in2024to44%in2025.valuealignment(50%),comparedwith

Theproportionoftalentwhohadalreadywhite-collarof?ceworkers(48%)andgray-

leftajobforthatreasonrosefrom21%tocollartalent,whoarehighly-skilledmanual

29%year-on-year.professionalssuchasnurses,electricians

andteachers(47%).apac

Thepercentageofworkersunwilling

toconsiderworkingforabusiness

Onthepositiveside,theshareoftalent

easterneurope

thatdidn’thavethesamesocialand

environmentalvaluesrosetonearlyhalf

whofeeltheiremployers’valuesand

purposealignwiththeirownhasincreased

latinamerica

(48%),from38%in2024.

from70%to76%.Thissuggeststhat

workershaveeitherquittojoinmore

northamerica

Regionally,talentfromAsia-Paci?c(APAC)alignedorganizations,orthatcompaniesnorth-westerneurope

andLatinAmericafeltthestrongestaboutarecatchingupwithtalent'sexpectations

southerneurope

this(52%and55%,respectively),withonthisfront.

workmonitor202511

forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendix

awiderspreadofpriorities.

Businessesandtalenthavebecomeusedtoworkingina

stateofperpetualadaptation,pivotingtoaccommodate

economic,socialandtechnologicalvolatility.

howimportantarethefollowingfactorsforyourcurrent

joband/orfutureemployment?

Talent’ssearchforworkplacesthatshapeThesigni?canceofbothwork-lifebalance

aroundthem,ratherthanviceversa,andpayincreaseswithage,withBaby

continuestobeastrongmotivator.Boomersrankingthemmosthighly,at85%

forwork-lifebalanceand87%forpay.

Infact,theirexpectationshavebecome

moremultifaceted,withtraditionallyRegionally,thetrendisreversedinLatin

sought-afterworkplaceaspectsgivingwayAmerica,wherepayrankshigherthanwork-

toabroaderdistributionofpriorities.lifebalance.

Work-lifebalanceremainskeyandisnowYet,morethanthree-quartersofglobal

thehighest-rankingfactorfortalentwhenrespondents(79%)saytheyhaveagood

itcomestotheircurrentorafuturejobwork-lifebalance,asmallincreaseonlast

(83%),alongwithjobsecurity(83%).year(78%),and68%statethattheirjob

providesthepaytheyneedtolivethelife

Forthe?rsttimeinthehistoryoftheywant.Workmonitor,ithaspassedpayasa

motivatorfortalent(82%).Otherhigh-rankingprioritiesareannual

leave(77%),healthinsurance(74%),

Thegapbetweenthetwoismost?exibilityintermsoflocation(67%),

signi?cantforGenZ,with74%ranking

work-lifebalanceoverpay(68%).Mental

?exibilityintermsofworkinghours(73%)

andtheneedfortalenttomakeapersonal

genzmillennialsgenxbabyboomers

healthsupportalsoexceededpayin

importanceforthisgroup(70%).

impactintheirroles(69%).

work-lifebalancepayjobsecurity

workmonitor202512

forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendix

astrustandautonomyincrease,

?exibilitybecomesthenorm.

Flexibility—oneofthemajorfocusesoflastyear’sreport—

isnowa?rmcomponentofthenewtalentbaseline.

thinkingaboutyourcurrentrole,towhatextentwould

youagreewiththefollowingstatements?

Whilepeoplestillrank?exibleworking

arrangementsasimportant,respondents

toldusthattheirjobsprovidethemwith

more?exibility,bothinlocation—from

Supportingthis,managersareseenas

trustingtheirteamstoworkindependently

(78%)andmaintainproductivityat

home(72%),atrendmoststronglyseen

79%

myjoboffersagoodwork-lifebalance

51%in2024to60%in2025—andworkingregionallyinNorthAmerica(86%and80%,

hours(from57%to65%).

Thesamegoesforworkersbeingableto

choosetheirworkintensity,whichhas

respectively),andamongtheBabyBoomer

generation(82%;74%).Thelattermay

re?ectthat,astheoldestgeneration,they

aremoreexperiencedintheirrolesthan

65%

myjobprovides?exibilityintermsofworking

hours—IcancontrolwhenIwork

gonefrom54%inourlastreportto64%youngergenerations.

thisyear.

Whitecollarworkersfeltthemosttrusted

Thisshiftmayre?ectanormalizationof

work?exibilityinallitsforms,with

toworkindependentlyamongallwork

types.Lookingatdifferentindustrysectors,

employersgivingtalentmorefreedomtoFinancialServiceshadthemosttrusting

60%

myjobprovides?exibilityintermsoflocation—IcandecidewhereIworkfrom

integrateworkintotheirlives.

managerswhenitcametolettingworkers

getonwiththeirjobs(83%),whileIT

Services&Telecommunicationsmanagers

wererankedthemosttrustingoftheir

teams’productivityathome(80%).

64%

myjobis?exibleintermsofintensity—Ican

choosehowmuchtowork

workmonitor202513

forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendix

talentsetonhybridwork.

Apersistentexpectationgapremainsbetweenemployer

policiesonhomeandof?ceworkingandtalent'spreferred

workingconditions.

talent'spreferrednumberofdaysin

theof?cecomparedwithnumber

mandatedbyemployerpolicies

ThelargestshareofworkerswantstobeinHalfofWorkmonitorrespondents(50%)say

theof?cethreedaysaweek(26%),butthe

biggestshareofemployersarekeenforthem

theywouldquitiftheiremployerdidn’ttake

requestsforbetterconditionsintoaccount—a

0days

tobeinfor?vedays(31%),thoughslightlyrelativepercentageincreaseof25%onlastlessthanin2024(35%).year’sreport.

1day

However,inkeepingwithoneoftheMillennialsandGenZ(both56%)andblue-

mainthemesofthisyear’sreport,our

datasuggeststhatthetensionmaybe

collarworkers(53%)arethemostadamant

aboutquittingoverworkingconditions,with

2days

shiftingawayfromseekingworkforce-wideITServices&Telecommunicationscoming

bene?ts,towardmuchgreaterlevelsoftopamongindustrysectors(60%).Regionally,

personalization.

NorthAmericansarethemostoutspokenon

thistopic(56%)withtalentinIndialeadingthe

3days

Workmonitor2025revealsthattalentaremarketrankings(66%).

readytoadvocateformorepersonalized

bene?ts:thenumberofpeoplewhosaythey

Whenitcomestodrawingtheconsequences,

4days

haverequestedorcampaignedforbetterthenumberofthosewhohavefollowed

conditionsorpayatworkhasincreased,from

38%inthe2024reportto45%thisyear.

throughandleftjobsforthisreasonhasalso

risenoverthepastyear,from25%toonly31%.

5days

Employersthataremoreaccommodatingof

talent’srequestscouldbene?tfromgreater

trust,as56%oftalentstatetheywouldtrust

employersmoreiftheyprovidedpersonalized

workbene?ts,includingalldimensionsof

work?exibility.

talent’spreferreddaysemployer-mandateddays

workmonitor202514

forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendix

doonequityandopportunity.9%theemployerperspective:moreto

ofcoachingprogramsareopentoallworkers

WehaveseenthroughoutthissectionofWorkmonitorthattalentareclearintheirdesirefor

personalizedbene?tsandcareerpathoptions.

TheywanttheiremployertoprovideAround4in5employerslistthepersonal

equitableopportunitiesforadvancementmotivationsoftalentasimportantwhenhiring

toall,and52%ofrespondentstrusttheand32%saytheyareprioritizingpersonalized

organizationstheyworkfortodeliverskillsdevelopmentandcareermobilityfor

these.Butisthisthecase?colleagues.However,just1in10coaching

programsareopentoallworkers.

DatafromourlatestTalentTrendsReport

indicatesthatwhileemployershavetheDevelopingprogramsthatprovideabroader

intent,theystillhavesomewaytogotorangeofopportunitieswillbekeyinorderto

meettalentexpectations.improveretentionandattractnewtalent.

workmonitor202515

forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendix

motivatedbypersonalization

bynumbers.

geographic

communicationdifferences

youngertalent:

it’spersonal

trustacrosssectors

Whilemosttalentfeelthatthetrustbetween

Aroundtheworld,talentin

differentregionsarenotequallyas

communicativewiththeiremployer

abouttheirbene?texpectations.

WhilethoseinNorthAmerica,

LatinAmericaandAPACare

con?dentsharingwhattheywant,

talentinSouthernEuropeappear

tobelesswillingtodoso.

Stronggenerationaldifferencesemergewhen

lookingattheimportanceofpersonallives.

Ihavequitajobbecauseitdidn't?t

inwithmypersonallife

themandtheirmanagerisrelativelyhigh,there

aresomevariationsbetweensectors.

mymanagertrustsmeto

workindependently

Ihavecommunicatedtomyemployermyexpectations

onthetypesofbene?tsIexpecttoreceive

?nancialservices

ITservices&telecommunicationsapac

easterneurope

lifesciences&pharmaceuticalslatinamerica

genzmillennials

engineering

northamerica

north-westerneurope

manufacturing

southerneurope

transport&logistics

genxbabyboomers

workmonitor202516

forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendix

keylearnings.

1.

abroaderbaseline

ofexpectations

Talenthavereinforcedtheirsearchforjobs

thatalignwiththeirindividualvaluesandlife

circumstances.Traditionallyhigh-rankingfactors

likepayhavetakenastepbacktomakeroomfora

broaderdistributionofpriorities.

Employers’abilityandwillingnesstomeettalent’s

prioritiesaffectstalent’sdecisionsaboutstayingin

theircurrentroleoracceptinganewjob.

2.3.

talentarewilling

todrawthe

employers

consequences

havepivoted

butnotenough

Peoplefeelmoresecureintheirjobs,which

islikelyare?ectionofemployershaving

Respondents’satisfactionwiththe?exibility,

work-lifebalance,trustandvaluealignmentat

workhasgrown.However,whileemployershave

pivotedsigni?cantlytowardtheirworkforces,

manygapsremaintobebridged.

pivotedtowardtheminwhatcontinuestobe

atightmarket.Talentarenotonlyshowinga

preparednesstoleavejobsthatarenotaligned

withtheirpriorities—whetherconcerning

employers’valuesortheirworkingconditions.

Heightenedtalentpressuresandongoingskills

shortageswilldrivetheneedforevengreater

calibrationbetweenworkers’expectationsand

businessneeds.

Withtalentincreasinglyreadytowalkiftheir

expectationsareconsistentlyunmet,employers

needtostayabreastofand?ndwaysto

accommodatetalent’sevolvingneeds.

workmonitor202517

forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyapppeenndixx

whoweworkwith:fosteringasense

ofcommunity.

workmonitor202518

forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendix

whowedoitwith.

Iwantmyworkplacetofeel

likeacommunity

Peoplewantmorethanjustaworkplace,theywanta

community.Asenseofbelongingisnowmore

importantthaneverbefore.

global

genz

Inasubstantialincreasefrom2024,more

thanhalfofWorkmonitorrespondentssaya

lackofbelongingisareasonforpotentially

However,asasenseofstabilityreturns,theyare

quickertolookelsewhere.

millennials

leavingtheiremployment.Formany,feeling

partofacommunityisimportantfortheir

Inthefaceofgrowingtalentscarcitychallenges,

employersmusttakestepsnowtoofferahealthy,

genx

performance,productivityandwork-lifecohesiveworkenvironmenttoattractandkeepthe

balance.Talentmayprioritizeastrongerpeopletheyneed.

workplacecommunityoverhigherpay,or

feelmorecon?dentleavingpositionsthey

perceiveastoxic.

Overthepastyear,morepeoplehaveacted

onthesedriversandquittheirjobs.This

suggeststhattalentfeellessuncertainabout

thejobmarketthantheymayhaveinprevious

years.Typically,whentalentfaceuncertainty,

theyaremorecautiousaboutleavingtheir

roles,Workmonitordatahasindicated.

IwouldquitajobifIdidn’t

feellikeIbelongedthere

babyboomers

bluecollargraycollarwhitecollar

workmonitor202519

forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendix

morethanjustaworkplace.

Giventhesigni?cantamountoftimespentatwork,it’s

understandablethattalentwanttofeelatease,befriendly

andsocializeratherthanjustworkwiththeircolleagues.

83%saytheywanttheirworkplacetoAcrossthedifferentsectorssurveyed,IT

givethemasenseofcommunity.Services&Telecommunicationsshowthe

highestaf?nitywithhavingacommunityat

Gray-collarworkersaremorework(87%).concernedaboutthis(85%)thantheir

white-collarandblue-collarcolleaguesSupportingthiscommunity,talentsaythey

(83%and80%,respectively).socializewithcolleaguesbothinawork

setting(83%)andoutsideofwork(69%),and

GenZarefarlessconcerned(76%)thatthey?nditeasytogetonwithcolleagues

aboutthecommunityaspectofworkfromdifferentbackgrounds(85%).

thanMillennials,GenXandBaby

Boomers(84%each).

83%

Isocializewithmy

colleaguesatwork

76%

Iconsider(someof)my

colleaguesasfriends

69%

Isocializewithmy

colleaguesoutsideofwork

workmonitor202520

forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendix

talentarewillingtomakematerial

sacri?cesforcommunity.

Thelongingforcommunitygoessigni?cantlybeyond

‘gettingon’andsocializing.

Iwouldn’tmindearninglessmoneyifIhadgood

friendsatwork

global

Globally,morethanathird(36%)wouldbe

willingtoearnlessiftheyhadgoodfriends

NorthAmericahadthelargestshareofthose

willingtodeprioritizepayinfavorofmaking

apac

easterneurope

atwork,althoughthesamepercentage

disagreed.Menweremorelikely(37%)to

acontributiontosociety(46%),followed

byAPAC(45%).GenZandMillennials(43%

latinamerica

holdthisviewthanwomen(34%),andGenZ

andMillennialsweremorewillingtoforego

each)trackedsigni?cantlyabovetheirolder

peers.

northamerica

north-westerneuropehigherpay(42%and40%respectively)than

oldergenerations.WorkersinAPAC(43%)

andNorthAmerica(42%)weremostlikelyto

Our?ndingsmayhaveuncovereda

signi?cantshiftintheroleofworkinour

southerneurope

passonhigherpaytohavegoodfriendsatlives.Withsocietiesbecomingincreasingly

work,whileSouthernEuropeanrespondentsindividualisticandmanycommunity

wereleastlikelytosayso(28%).institutionsseeingmembershipdecline,

peoplemaybelookingtotheirworkplaces

Andfriendsarenottheonlypriority:to?llthisgap.morethanathirdofrespondentssaid

theywouldn’tmindearninglessifworkButcommunityisnotjustaboutawarm,

contributedtotheirsociallives(37%;fuzzyfeeling:85%ofrespondentsstatethat

with35%disagreeing),oriftheirrolewastheyperformbetterwhenthereisasenseof

contributingsomethingtosociety(39%,community,and83%saytheydobetterat

with30%disagreeing).workwhentheyknowtheircolleagues.

85%

ofrespondentsstatethattheyperformbetterwhen

thereisasenseofcommunity

genzmillennialsgenxbabyboomers

workmonitor202521

forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendix

equityisnon-negotiablefortalent.

Talentmainlyattributeresponsibilityforapositive

workplaceculture,belongingandequityto

theiremployers,whileacknowledgingtheirown

contribution,too.

whoisresponsiblefor...

creatingapositive

workplaceculture

Anditseemsmostemployersareto57%and50%forGenZanddelivering.59%oftalentreportthattheirMillennials,respectively.Crucially,

improvingequityatworkorganizationismoreprogressivethanthe55%ofthosesurveyedwouldgoas

countrytheyworkin.farasquittingajobiftheydidn’tfeel

theybelongedatwork,upfrom37%

However,while62%oftalentfeellastyear.equityinitiativescanmakeagenuine

difference,59%saytheirorganization

isnotdoingenoughinthisarea,andthe

TheshareishighestinNorth

America(63%),intheITServices&

makingcolleaguesfeellike

theybelongatwork

sameproportionsayexistingpoliciesTelecommunicationssector(63%)aretokenistic.andamongGenZandMillennials

(both58%).

Failingtoprovideacommunity-focused

environmentcouldposesigni?cant

risksandcostsforemployers,astalent

Employersmustalsostrivetotake

stepstoimprove