2025年勞動(dòng)力：權(quán)力轉(zhuǎn)移+Workforce+2025：Power+Shifts

WORKFORCE2025

<ORN

FERRY

POWERSHIFTS

WORKFORCE2025

Employees'needscanfeellikeamovingtarget,

changingwithnewtrends,technologies,andvalues.

Butinthepastyear,we'veseencompanies

mandatingofficereturns,flatteningmanagementlayers,tighteningsalaryincreases-allinthenameofstabilityandgrowth.

Thepushandpullofpowerbetweenemployer

controlandemployeeexpectationsisrewriting

commonassumptionsaboutwork,ashighlightedinourlatestannualKornFerrysurvey.

Thinkgettingeveryonebackintotheofficewill

enhanceteamspirit?That'snothowtalentseesit.Doesitseemlikeyourteamsareworking

harmoniouslyacrossthegenerations?Askyour

GenZemployeesaboutthat.Feelinglikeyou’rewinningwithAI?Thetruthisthatyou’reprobablyfallingbehind.

2

WORKFORCE2025

TheWorkforce2025surveyresultsareclear.Theworkforceisevolving—andfast.Readontocatchup.

2025’scriticalworkforceinsights:

HowWeDidIt

1.MISSINGMANAGERS

KornFerrysurveyedmorethan

2.THESALARYSQUEEZE

15,000professionalsworldwidetounderstandhowtheyreallyfeelaboutworktoday.TheWorkforce

3.ANEWAIWORLDORDER

2025surveyincludedparticipantsfromentry-levelpositionsto

4.THEHYBRIDHEADACHE

CEOsacrosstenmajormarkets:theUSA,UK,France,Germany,Brazil,UAE,SaudiArabia,

Australia,Japan,andIndia.

5.GENERATIONAL

GASLIGHTING?

3

WORKFORCE2025

1.MISSINGMANAGERS

Whencompaniesneedtocutlaborcosts,middlemanagersareoftenthefirstinlineforlayoffs.Andthattacticseemstobe

affectingmanyworkersthisyear.

Inour2025KornFerry

Workforcesurvey,41%of

employeestoldusthattheirorganizationhasslashed

managementlayers.

Theimpactismorethanjusta

slimmed-downorganizational

chartwithfewermanagers.

Losingthatmanagementlayercanquicklyleadtoemployee

confusionanddissatisfaction,

ultimatelyaffectingproductivity.

43%ofemployeessaytheir

leadersaren'taligned,and37%saythelackofmanagershas

leftthemfeelingdirectionless.

Whydoesthishappen?

Whenmanagersleave,seniorexecutivesarelefttopickup

theslack—ontopoftheirheavystrategicworkload.

Insteadoffullyfocusingon

crucialbusinessdecisionsandgrowthplans,nowtheyalso

haveresponsibilityfortheday-to-dayissuestheirmanagershandled,onlywithlesstimetodealwitheverything.

4

WORKFORCE2025

Theresultislesstimeforstrategicplanning,collaborationamongtheirpeers,and

communicationwiththeirdirectreports.

It’snosurprise,then,that43%ofsenior

executivesdoubttheirabilitytofulfilltheirresponsibilities,comparedto40%ofCEOs.

Andgiventheirever-growingworkloadsandresponsibilities,whocanblamethem?

40%

OFCEOS

43%

OFSENIOREXECUTIVES

VS

STRUGGLEWITH

IMPOSTORSYNDROME

5

BusinessImpact

Reducingmanagementpopulationcanleadtoamultitudeofproblems:

Lackofcommunicationandalignmentacrossthebusiness

Lowerproductivityduetolackofleadershipsupport

Increasedturnoveraslimited

promotionpathsdrivetoptalenttoseekopportunitieselsewhere

Whendonewell,eliminatinglevelscanbepartofalargersolutiontoreduce

bureaucracy.Butwithoutappropriateguardrails,anyshort-termgainin

efficiencycouldleadtolong-termpain.

Whenmanagementdisappears,sodoesdirection.Aleaner

organizationtodaycanmeanaleadershipcrisistomorrow.”

LesleyUren,KornFerry

6

WORKFORCE2025

TrustedManager:The

UnderusedRetentionTactic

We’veallheardtheadage,“Peopledon’tleavebadcompanies.Theyleavebadbosses.”

Andaspeopleincreasinglyresentcompanies

forlayoffsandcorporatedirectivesthatindicatealackoftrust,suchasworkplacesurveillance

softwareandreturn-to-officemandates,havingamanagerintheircornermattersmorethanever.

Indeed,inour2025KornFerryWorkforcesurveyrespondentsagreethatatrustedmanager

isatopreasontheynotonlystayattheir

organization,butwhytheyremainexcitedandengagedwiththeirwork.

Businessesknowthathavingmotivated

workersmakesabigdifferencetotheirbottomline.Andgreatmanagersplayahugerolein

helpingyouretaintoptalent.

Afterall,yourcompetitorsmightbeabletoenticeyourpeoplewithabetterrewards

packagethanyoucanoffer.Butcantheyguaranteethemasupportiveboss?

Forthosepeoplewhohavemanagerstheylove,it’sariskthey’renotoftenwillingtotake,whichiswhywe'vefoundthatexcellentmanagers

tendtohavetheloweststaffturnoverrates.

theywouldstayina

jobbecausetheyhaveamanagertheytrust

Anycompanythatwantsgrowthneedstocare

aboutworkforceengagementlevels.OurresearchfortheWorld’sMostAdmiredCompaniesfoundthatorganizationswiththehighestmotivation

andengagementsawtwicetherevenuegrowthoftheirworst-performingpeers.”

80%ofworkerssay

80%

MariaAmato,KornFerry

7

WORKFORCE2025

Payand

compensation

#1

#2#3#4#5

Job

security

2.THESALARYSQUEEZE

TOP5PRIORITIESWHENCHOOSINGANEWJOB

Theworkitself

Cashisstillkingwhenpeoplearelookingforanewjob.Itwonthetopspotforwhypeoplewouldacceptanewjobin2024,andittakesthecrownagainthisyear.

It’salwaysapowerfultalentattractiontool,butmoneyseemsparticularlyrelevantin2025whenmanyworkersarestrugglingwithaserious

Employeebenefits

salarysqueeze.Inthepastyear,cost-of-livingincreaseshavespiraledinmostcountries,yetsalarieshaven’tleaptupatthesamepace.

That’swhy70%ofthoseinour2025KornFerryWorkforcesurveyarefeelingconcernedaboutthecostoflivingoutpacingtheircurrentsalary.And35%believetheyarepaidbelowthevalueoftheirskills.

Flexibleworkhours

8

WORKFORCE2025

Butmostpeoplewon’tquittheircurrentgigjustforahigherbankbalance,whichmightonlybetemporary.

Rightnow,theyalsoreallywantjob

security,rewardingwork,betterbenefits,andmorecontrolovertheirworkinghours.Ifyoucanofferthese,they’llbepowerfultoolstoattracttoptalentin2025,evenifyoustruggletocompeteonpay.

AGREETHE

COSTOFLIVING

ISOUTPACING

THEIRSALARY

9

Employeeswhofeelthecostoflivingisoutpacingtheirsalaryare:

Morelikelytoleavewithinthreemonths

Morefocusedonthecompletepackage(salaryandbenefits)

Morelikelytostickwithajobtheyhateifthemoneyisgoodenough

BusinessImpact

Withemployeesbecomingmore

geographicallydispersed,companiesneedtoreviewtheircompensationstructuresandalignpaywiththeregionalcostofliving.

Apaycheckgetsemployeesinthedoor.Jobsecurity,

meaningfulwork,andrespectforpersonalboundarieskeepthemfromlookingfortheexit.”

DavidEllis,KornFerry

WORKFORCE2025

TheOptimisticJobSeeker

Isthisoptimismjustified?

Only10%oftheglobal

workforcetoldusthey’re

activelyapplyingand/

orinterviewingsothejobmarketmightbeslowfor

theyearahead.

Thinkyouhavetheupperhandwithworkerstooscaredto

10%

leave?Thinkagain.

Despitetheirstrongdesireforjobsecurity,in2025,ourdatashowsthatasignificant

majorityofworkersaroundtheworldbelievetheycouldlandanewjobiftheyneededto.

EmployeesinIndiaaremostconfident,

butinalmostalloftheregionsKornFerry

Nonetheless,ifyourbestpeoplegetfedupand

walkoutthedoor,theneveniftheyfailtofinda

newjob,you’llstillbelookingtofilltheirshoes.Thiswillcostyourorganizationsignificanttime,money,productivity,andgrowth.

surveyed,morethanhalfofworkersfelttheycouldfindanewjob,despitethisoptimismdropping7%intheUSsince2024.

10

FRANCE

●

54

GERMANY

%

UK

53%

WORKFORCE2025

49%

82%

UAE

3.ANEWAI

61%

AI

OPTIMISM

WORLDORDER

USA

84%

SAUDIARABIA

AIisn’tjustchangingthewaywework.It’sreshapingtheworkitself.

●

BRAZIL80%

●

85%

INDIA

43%

55%

AlmosteveryoneisgrapplingwithAIinonewayoranother,butthecountriespoweringaheadintheshifttoAImightsurpriseyou.

JAPAN

AUSTRALIA

WhiletheUS,Europe,andJapanhave

historicallydrivendigitalinnovation,it's

nowIndia,Brazil,andtheMiddleEast

MOSTWORKERSINEMERGINGECONOMIESFEELPOSITIVE

emergingasthemostAI-readyworkforces.

ABOUTAI’SIMPACTONTHEIRROLES,ASOPPOSEDTOMANY

OFTHEIRWESTERNCOUNTERPARTS.

11

WORKFORCE2025

ThesamemarketsleadinginAIoptimismarealsotheonesputtingrealmoneyintoAItraining.OursurveyshowsthatworkerswhoaretrainedtouseAIaresignificantlymorelikelytoembraceit.

Morethan75%ofworkersinIndiaandBrazilreportreceivingsolidAItraining,whereas

employeesintheUS,Europe,andJapandon’tthinkthey’regettingenough.

Thislackoftrainingisn’tjustaregionalissue—it’screatingacriticaldisconnectbetweensenior

leadersandtheirteams.

WHILE

78%

OFLEADERS

BELIEVETHEYHAVE

AIFIGUREDOUT

ONLY

39%

OFWORKERSAGREE

12

BusinessImpact

WithinsufficientAItraining,leadersoften

misjudgewhereitcouldbemosteffective,leadingtoadisconnectbetweentheirvisionandtheactualday-to-dayapplication.

Meanwhile,high-performingCEOswhoexcelintechnologyadoptionhavebeenshowntoachievehigherannualrevenuegrowth,accordingtoKornFerryCEO

assessmentdata.

LeaderswhomastertechnologyandAIaren'tjustkeepingup

withthetimes.They'resettingtheirbusinessesupforsuccess.”

BryanAckermann,KornFerry

WORKFORCE2025

4.THEHYBRID

HEADACHE

We’vehearditforyears

now—hardlyanyonewantstoworkinanofficefull-time.

Ofthe59%ofglobalemployeeswho

areworkingfull-timeintheoffice,only19%actuallywanttobethere.

Yet,moreemployersaretryingtoenforcereturn-to-officemandates.

That’salotofunhappyemployees.

Whatdopeoplewantinstead?

For48%,hybridwouldbeideal—yet

only27%havethisoption.And25%reallywanttobefullyremote.

13

WORKFORCE2025

Butthat’snotthefullpicture.Thepreferencefor

workarrangementsvariesdramaticallyacross

differentregions,withsomebeingmuchmoreanti-officethanothers.

InBrazil,forexample,only12%arehappywithfull-timeofficelife,butinJapan,thatjumpsto36%.

Thiscreatesarealconundrumformultinational

companies.Shouldtheyoptforaconsistentglobalworkplacepolicyoradaptittoregions?

BusinessImpact

One-size-fits-allpoliciesriskalienating

employees,whilecase-by-caseapproachescreatecomplexityandconfusion.

Thesolution?Aclearpolicythatdefinesyour

company’sapproach,usingyouremployerbrandtoturnthisintoacompetitiveadvantage.

Thebestworkplacepoliciesaren’taboutcontrol.They’reabout

clarity,culture,andmakingiteasyforpeopletodotheirbestwork.”

14

DarenKemp,KornFerry

WORKFORCE2025

CURRENTVS.

PREFERREDWORKARRANGEMENTS

15

REGIONCURRENTIDEAL

US

FULL-TIMEINOFFICE

63.9%

FULL-TIMEINOFFICE

20.5%

FULL-TIMEREMOTE

14.8%

FULL-TIMEREMOTE

33.4%

HYBRID

17.5%

HYBRID

35.6%

UNSURE

3.8%

UNSURE

10.5%

UK

FULL-TIMEINOFFICE

52%

FULL-TIMEINOFFICE

17.3%

FULL-TIMEREMOTE

11.8%

FULL-TIMEREMOTE

25.1%

HYBRID

33.1%

HYBRID

49.5%

UNSURE

3%

UNSURE

8.2%

INDIA

FULL-TIMEINOFFICE

61.2%

FULL-TIMEINOFFICE

17.8%

FULL-TIMEREMOTE

8.3%

FULL-TIMEREMOTE

25.9%

HYBRID

27.4%

HYBRID

48.1%

UNSURE

3.2%

UNSURE

8.1%

FRANCE

FULL-TIMEINOFFICE

60.1%

FULL-TIMEINOFFICE

19.7%

FULL-TIMEREMOTE

6.1%

FULL-TIMEREMOTE

18.6%

HYBRID

29.7%

HYBRID

50%

UNSURE

4.1%

UNSURE

11.7%

GERMANY

FULL-TIMEINOFFICE

47.6%

FULL-TIMEINOFFICE

15.1%

FULL-TIMEREMOTE

8.2%

FULL-TIMEREMOTE

25.7%

HYBRID

34.6%

HYBRID

48.8%

UNSURE

9.6%

UNSURE

10.5%

JAPAN

FULL-TIMEINOFFICE

69.6%

FULL-TIMEINOFFICE

36.1%

FULL-TIMEREMOTE

4.3%

FULL-TIMEREMOTE

14.8%

HYBRID

19.4%

HYBRID

39%

UNSURE

6.7%

UNSURE

10.1%

SAUDI

ARABIA

FULL-TIMEINOFFICE

65.8%

FULL-TIMEINOFFICE

18%

FULL-TIMEREMOTE

10.7%

FULL-TIMEREMOTE

22.9%

HYBRID

19.5%

HYBRID

52.6%

UNSURE

3.9%

UNSURE

6.5%

BRAZIL

FULL-TIMEINOFFICE

56.9%

FULL-TIMEINOFFICE

12.1%

FULL-TIMEREMOTE

12.7%

FULL-TIMEREMOTE

27.6%

HYBRID

28.6%

HYBRID

55.4%

UNSURE

l1.8%

UNSURE

4.9%

AUSTRALIA

FULL-TIMEINOFFICE

59.8%

FULL-TIMEINOFFICE

17.7%

FULL-TIMEREMOTE

10%

FULL-TIMEREMOTE

22.3%

HYBRID

27.3%

HYBRID

52.8%

UNSURE

3%

UNSURE

7.3%

WORKFORCE2025

Poorpayandcompensation

#1

SorryBoss,Life'sCalling

Theworkitself

#2#3#4

#5

Peoplearefedupwith

“always-on”workculture—

answeringmessagesortakingcallsatallhoursoftheday.

Lackofjobsecurity

TOP5REASONSFORLEAVING

Thisyear,we’reseeingthatworkersarestartingtodrawalineinthesand,takingbackcontroloftheirpersonaltime.

Inadequate

employee

Whilelowpaytopsthelistoffactorsdrivingpeopletoleave,lackofrespectforpersonalboundariesisalsoamongthetopfivemotivatorsforemployeestowalkoutthedoorin2025.

benefits

Workersaresotiredofhavingnowork-lifebalancethattherightto“switchoff”isevenbeinglegislatedinsomeplaces.

Lackofrespectforpersonalpriorities

Embeddingrespectforworkinghoursintoyourcompanypoliciesandculturecanbeapowerfulretentiontool.

16

WORKFORCE2025

5.GENERATIONALGASLIGHTING?

ArethereanymajorprobIemswithhavingfivedifferentgenerations

workingtogether?Itdependswhoyouask.

Andsoon,we’IIhavesixgenerations

inmanycompanies.By2033,nearIya

thirdofpeopIeover70wiIIcontinue

towork,whiIeGenerationAIpha(born

2010-today)wiIIstartfiIIingupthejuniorroIes.ThisismakingtheworkforcemoremuItigenerationaIthanever.

Thisbringssignificantbenefits,suchas

moreseniorempIoyees’experienceandknowIedgethatcanbeshareddown

throughtheworkforce.ButitcanaIso

causesignificantdissatisfactionforsome.

Inour2025Workforcesurvey,45%

ofbabyboomerssaidtheybelieve

therearenochallengesworkingacrossgenerations.Butonly17%ofGenZ

sharesthisrosyview.

17

WHATAREYOUNGERWORKERSSEEINGTHAT

THEIROLDERCOLLEAGUESAREMISSING?

WHILE

GENZSEES

49%

AMAJOR

TECHNOLOGY

SKILLGAP

OFGENZISCRYING

OUTFORBETTER

COMMUNICATIONAND

AMONGTHEIROLDERCOLLEAGUES

40%

TEAMWORKTRAINING

DigitalDivide

CommunicationsGap

BUTONLY

24%

ONLY

27%

OFBABYBOOMERS

THINKTHEREISAN

ISSUE.THATISQUITE

APERCEPTIONGAP

OFBABYBOOMERS

BELIEVETHEREISA

PROBLEMWITHTHEIR

TECHSKILLS

OFMILLENNIALS

SAYTHEREISA

FUNDAMENTALCLASH

INGENERATIONAL

VALUESATWORK

37%

ConflictingValues

COMPAREDWITH

27%

OFBABYBOOMERS

WORKFORCE2025

Ontheflipside,ourfindingsalsohighlight

agrowingissuewithaccesstoprofessional

development,whichcouldcontributetothe

frictionbetweengenerations