2025年工作趨勢(shì)報(bào)告+2025+Work+Trends+Report

workmonitor2025:

anewworkplace

baseline.

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workmonitor2025

contents.

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globalthemes.

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foreword

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thewhy,howandwhoof

theworkplace.

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foreword.

Anewworkplacebaselineisemerging—where

successisdefinednotjustbywhatwedo,butbywhywedoit,howwedoitandwhowedoitwith.

Thatisthekeytakeawayfrom

Workmonitor2025,ourflagshipresearchthatsharesthevoice

oftalent.

Workmonitorshowstalent

expectationsarecontinuingtoevolve,shapedbyeconomic

uncertainty,technologicaladvancementsandshiftingsociallandscapes.

Thisevolutionispavingthewayforanewworkplacebaseline.

Againstabackdropofcontinuedvolatilityandtalentscarcity,

Workmonitorprovidesaroadmapforbusinessesandleadersto

reaptheorganizationalbenefitsofanengagedandproductiveworkplace.

why:motivatedbypersonalization

Worktodayisaboutmorethanjustapaycheck.Talentgloballyarelookingforworkplacesthatalignwiththeirpersonalvalues,aspirationsand

circumstances.

ForthefirsttimeinWorkmonitor’s22-yearhistory,work-lifebalancesurpassespayastheleading

motivator.Compensationisstillimportantbuttalenttodayhavemulti-facetedexpectations.

who:fosteringasenseofcommunity

Thesecondemergingtheme

revolvesaroundthedesireto

belong.Manyarenowseekinga

senseofpurposeandconnection

intheirprofessionallives.We’ve

learnedthatfosteringconnection

isn’tjustgoodforpeople—it’sgoodforbusiness.Ourdatashowsthatastrongsenseofcommunitydrives

productivity,whilealsosupportingwell-beingintheworkplace.

workmonitor2025

how:opportunitiesthroughskilling

Technologicaladvancements—

particularlyinAI—arereshapingthefutureofworkatpace.Whiletalent

areacutelyawareoftheneedto

future-prooftheirskills,gapspersistbetweenthedesirefortraining

andthosereceivingit.Genderandgenerationaldisparitiesfurther

complicatethepicture,andthesetrendshighlightboththechallengeandopportunityforemployers.

workplacesbuiltontrust

ForthefirsttimeinWorkmonitor,

we’recomparingtalentexpectationswithemployerstrategyprioritiesfromourcompanionstudy—theTalent

TrendsReport2025.Cleargapshaveemergedintermsofpersonalization,equityandskilling.

That’saconcernbecause,asstabilityreturns,talentaremorewillingtoseekjobsmatchingtheirexpectationsandmirroringtheirvalues.

Atatimeoftalentscarcity,we

needallhandsondeck.Creating

workplaceswherealltalentwanttoworkisnotjustanice-to-have,it’sacommon-sensebusinessimperative.

Ibelievethere’saclearmissionhereforemployers.Byacknowledging

thenewbaseline—thewhy,whoandhow—andclosingthegapsinexpectations,theycanstrengthenteams,boostproductivity,attracttalentandremaincompetitivein

today’sdynamicenvironment.

Asyouexplorethefindingsinthisreport,Iencourageyoutoconsiderhowtheinsightscaninformyour

talentstrategies.

Sandervan‘tNoordende,CEO,Randstad

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keyfindings.

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workmonitor2025

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keyfindings.

The2025Workmonitor

revealsafundamentalshiftinworkforceexpectations,basedoninsightsfrom

over26,000individuals

across35markets.Talentareredefiningwhatthey

wantfromworkaround

anewbaselineshaped

bythreedistinctpillars

representingthewhy,howandwhoofwork.

workmonitor2025

1.motivatedbypersonalization

Talentincreasinglyexpectworktoalign

withtheirpersonalvalues,ambitionsandlifecircumstances.Whileworkisstillaboutincome,italsoplaysabroaderandmoremeaningfulroleintheirlives.

valuealignment

Almosthalfofrespondentssaytheywouldn’tacceptajobwithacompanywithsocialor

environmentalvaluesthatdidn’talignwith

theirown—anincreaseto48%from38%a

yearearlier.Similarly,29%havequitbecausetheydisagreedwithleadership’sviews,

whichrepresentsa38%relativeincrease.

ambitionandgrowth

31%havequitajobbecauseofalackofcareer

progressionopportunities,upfrom26%theyearbefore,showingthatpersonaldevelopmentis

morenon-negotiablethanever.

work-lifebalance

Forthefirsttime,work-lifebalancesurpassespayasthetopmotivator.Evenso,theseandother

traditionallystrongmotivatorssuchasflexibilityhaveslightlydeclinedinimportance,givingwaytoabroaderbaselineofexpectations.

wouldnotacceptajobwithacompanywhosevalues

didn’talignwithmyown

flexibilitygains

Theproportionoftalentwhosaytheirjobsofferflexibilityhasrisensignificantlyyear-on-year,bothintermsofworkinghours(from57%to65%,a

relativeincreaseof14%)andlocation(from51%to60%,arelativeincreaseofnearly18%).

mindingthegaps

Our2025TalentTrendsReportfindsthat32%ofemployerssaytheyareprioritizingpersonalizedskillsdevelopmentandcareermobilityfor

colleagues.Butjust1in10coachingprogramsareopentoallworkers.

3

%

havequitajobbecauseofalackofcareerprogressionopportunities

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2.fosteringasenseofcommunity

Talentarecleartheywantacommunity—aspacewheretheycanbelong,thriveandbringtheirfullselvestowork.

belongingmatters

Morethan8in10respondentssayasenseofcommunityhelpsthemperformbetter,while55%wouldquitiftheydidn’tfeel

theybelonged,upfrom37%ayearearlier.

toxicworkplaces

44%havealreadyquitajobcitingatoxicculture.

trustandauthenticity

While80%ofworkersfeeltrustedand

valued,andoverthree-quarterstrusttheirleadership,gapsremain.

fullselfatwork

62%nowreporthidingaspectsof

themselvesatwork,upfrom55%lastyear.

equity

Talenthaveseenthepowerfulimpactof

equityinitiativesintheworkplace,but59%saytheirorganizationisnotdoingenoughinthisarea.

ThisisbackedupbythefindingsfromourTalentTrendsReport2025,whichshowsjust28%ofcompaniescurrentlyhave

equity-basedtrainingprogramsinplace.

inclusivity

Onlyaroundhalf(49%)trusttheir

employerstocreateaninclusiveworkplaceculturewhereallcolleaguescanthrive.

Thesefindingsshowthatwhilemany

workplacesfosterconnection,talent

aredemandinggreaterequityand

psychologicalsafetytofeelsupported.

8888888888

8in10sayasenseof

communityhelpsthemtoperformbetteratwork

44

%

havealready

quitajobcitingatoxicculture

workmonitor2025

3.gainingopportunitiesthroughskilling

Astechnologicalchangeaccelerates,talentincreasinglyprioritizeskills

development—especiallyinareaslikeAIandemergingtechnologies.

skillingasadealbreaker

44%wouldn’tacceptajobwithoutopportunitiestodevelopfuture-

relevantskills,arelativeincreaseof

22%.41%wouldquitifnolearningand

developmentopportunitieswereoffered,upfrom29%.

ownershipandresponsibility

While64%believetheiremployer

ishelpingthemtodevelopfuture-

proofskills,talentarewillingtoshareownership:35%saytheyaremostly

responsibleforensuringtheirskillskeep

pacewithtechnologicaladvancement,though39%stillviewreskillingas

primarilytheemployer’sresponsibility.

reskillingopportunities

Our2025TalentTrendsReportreinforcesthisurgencywith90%ofemployers

agreeingthatprovidingreskilling

opportunitiesistheirresponsibility,and58%sayingtheyareunsurehowtodo

more.

equitableskilling

Youngergenerationsandmanagersarecurrentlyreapingthegreatestbenefits,butgivensystemictalentscarcity,

organizationsmustensureskilling

opportunitiesreachalltalentequally.

Talentseefuture-proofingtheir

capabilitiesasacriticalfactorinjob

decisions,thefindingsshow.Employers

mustprovideequitableskillingopportunities.

workerswhowouldquitifnolearninganddevelopment

opportunitieswereoffered

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forewordkeyfindings

globalthemes

global

themes.

9whywework:motivatedby

18whoweworkwith:fosteringasense

personalization.

ofcommunity.

28howwework:

gainingopportunities

throughskilling.

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whywe

work:

motivatedby

personalization.

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whywedoit.

Traditionalmotivators,likepay,havelessinfluence,astalent

holdsfirmonretaining—andbuildingon—hard-wonbenefits.Inresponse,employershaveofferedgreaterflexibility,butthedynamicsareevolving.

Workersseekemploymentthatalignsmorecloselywiththeiruniquecircumstances,aspirationsandvalues.Personalizationnowdefinessuccessinattractingandretainingtoptalent.

Ihavequitajobbecauseofalackofcareerprogressionopportunities

IhavequitajobbecauseIdidn’tagreewiththeviewpointsorstancesoftheleadershipatmyorganization

20242025

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valuealignmentismoreimportantthanever.

IhavequitajobbecauseIdidn’tfeelcomfortablesharingmypersonalviewpointsandstancesat

workwithoutjudgmentordiscrimination

Inrecentyears,Workmonitorreportshaveshownacleartrendthatworkisincreasinglyaboutmorethanjustgettingpaid.

Aligningworkwithpersonal

talentinIndia(70%)andChina(66%)the

mostoutspokenonthistopic.At53%and52%,respectively,MillennialandGenZ

respondentsrankedmarkedlyaboveGenX(45%)andBabyBoomers(42%).

Lookingatdifferentworktypes,blue-

collarworkerswhoperformmanuallabororskilledtradesfeelmoststronglyaboutvaluealignment(50%),comparedwith

white-collarofficeworkers(48%)andgray-collartalent,whoarehighly-skilledmanualprofessionalssuchasnurses,electriciansandteachers(47%).

Onthepositiveside,theshareoftalent

whofeeltheiremployers’valuesand

purposealignwiththeirownhasincreasedfrom70%to76%.Thissuggeststhat

workershaveeitherquittojoinmore

alignedorganizations,orthatcompaniesarecatchingupwithtalent'sexpectationsonthisfront.

%

27

%

circumstancesandambitionsremainsapriorityfortalent,withsomesubstantialincreasesfromlastyear.

Forexample,theshareofpeoplewhosaytheywouldquitajobiftheydisagreed

withtheviewpointsorstancesofthe

leadershipattheirorganizationhave

2024

2025

grownfrom33%in2024to44%in2025.Theproportionoftalentwhohadalreadyleftajobforthatreasonrosefrom21%to29%year-on-year.

apac

easterneurope latinamericanorthamerica

north-westerneuropesoutherneurope

Thepercentageofworkersunwilling

toconsiderworkingforabusiness

thatdidn’thavethesamesocialand

environmentalvaluesrosetonearlyhalf(48%),from38%in2024.

Regionally,talentfromAsia-Pacific(APAC)andLatinAmericafeltthestrongestaboutthis(52%and55%,respectively),with

5101520253035

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awiderspreadofpriorities.

Businessesandtalenthavebecomeusedtoworkinginastateofperpetualadaptation,pivotingtoaccommodateeconomic,socialandtechnologicalvolatility.

Talent’ssearchforworkplacesthatshapearoundthem,ratherthanviceversa,

continuestobeastrongmotivator.

Infact,theirexpectationshavebecomemoremultifaceted,withtraditionally

sought-afterworkplaceaspectsgivingwaytoabroaderdistributionofpriorities.

Work-lifebalanceremainskeyandisnowthehighest-rankingfactorfortalentwhenitcomestotheircurrentorafuturejob

(83%),alongwithjobsecurity(83%).

Forthefirsttimeinthehistoryof

Workmonitor,ithaspassedpayasamotivatorfortalent(82%).

Thegapbetweenthetwoismost

significantforGenZ,with74%ranking

work-lifebalanceoverpay(68%).Mentalhealthsupportalsoexceededpayin

importanceforthisgroup(70%).

workmonitor2025

Thesignificanceofbothwork-lifebalanceandpayincreaseswithage,withBaby

Boomersrankingthemmosthighly,at85%forwork-lifebalanceand87%forpay.

Regionally,thetrendisreversedinLatin

America,wherepayrankshigherthanwork-lifebalance.

Yet,morethanthree-quartersofglobal

respondents(79%)saytheyhaveagoodwork-lifebalance,asmallincreaseonlastyear(78%),and68%statethattheirjob

providesthepaytheyneedtolivethelifetheywant.

Otherhigh-rankingprioritiesareannualleave(77%),healthinsurance(74%),

flexibilityintermsoflocation(67%),

flexibilityintermsofworkinghours(73%)

andtheneedfortalenttomakeapersonalimpactintheirroles(69%).

howimportantarethefollowingfactorsforyourcurrentjoband/orfutureemployment?

80

84%85%83%

76%

40

20

O

millennials

●work-lifebalance

genz

genxbabyboomers●pay●jobsecurity

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astrustandautonomyincrease,flexibilitybecomesthenorm.

Flexibility—oneofthemajorfocusesoflastyear’sreport—isnowafirmcomponentofthenewtalentbaseline.

Whilepeoplestillrankflexibleworking

arrangementsasimportant,respondentstoldusthattheirjobsprovidethemwith

moreflexibility,bothinlocation—from

51%in2024to60%in2025—andworkinghours(from57%to65%).

Thesamegoesforworkersbeingabletochoosetheirworkintensity,whichhas

gonefrom54%inourlastreportto64%thisyear.

Thisshiftmayreflectanormalizationofworkflexibilityinallitsforms,with

employersgivingtalentmorefreedomtointegrateworkintotheirlives.

Supportingthis,managersareseenas

trustingtheirteamstoworkindependently(78%)andmaintainproductivityat

home(72%),atrendmoststronglyseen

regionallyinNorthAmerica(86%and80%,respectively),andamongtheBabyBoomergeneration(82%;74%).Thelattermay

reflectthat,astheoldestgeneration,theyaremoreexperiencedintheirrolesthan

youngergenerations.

Whitecollarworkersfeltthemosttrustedtoworkindependentlyamongallwork

types.Lookingatdifferentindustrysectors,FinancialServiceshadthemosttrusting

managerswhenitcametolettingworkersgetonwiththeirjobs(83%),whileIT

Services&Telecommunicationsmanagerswererankedthemosttrustingoftheir

teams’productivityathome(80%).

workmonitor2025

thinkingaboutyourcurrentrole,towhatextentwouldyouagreewiththefollowingstatements?

79%65%60%64%

myjoboffersagoodwork-lifebalance

myjobprovidesflexibilityintermsofworkinghours—IcancontrolwhenIwork

myjobprovidesflexibilityintermsof

location—IcandecidewhereIworkfrom

myjobisflexibleintermsofintensity—Icanchoosehowmuchtowork

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talentsetonhybridwork.

Apersistentexpectationgapremainsbetweenemployerpoliciesonhomeandofficeworkingandtalent'spreferredworkingconditions.

Thelargestshareofworkerswantstobein

theofficethreedaysaweek(26%),butthe

biggestshareofemployersarekeenforthemtobeinforfivedays(31%),thoughslightly

lessthanin2024(35%).

However,inkeepingwithoneofthe

mainthemesofthisyear’sreport,our

datasuggeststhatthetensionmaybe

shiftingawayfromseekingworkforce-widebenefits,towardmuchgreaterlevelsof

personalization.

Workmonitor2025revealsthattalentare

readytoadvocateformorepersonalized

benefits:thenumberofpeoplewhosaytheyhaverequestedorcampaignedforbetter

conditionsorpayatworkhasincreased,from38%inthe2024reportto45%thisyear.

Employersthataremoreaccommodatingoftalent’srequestscouldbenefitfromgreatertrust,as56%oftalentstatetheywouldtrustemployersmoreiftheyprovidedpersonalizedworkbenefits,includingalldimensionsof

workflexibility.

HalfofWorkmonitorrespondents(50%)say

theywouldquitiftheiremployerdidn’ttake

requestsforbetterconditionsintoaccount—arelativepercentageincreaseof25%onlast

year’sreport.

MillennialsandGenZ(both56%)andblue-

collarworkers(53%)arethemostadamant

aboutquittingoverworkingconditions,withITServices&Telecommunicationscoming

topamongindustrysectors(60%).Regionally,NorthAmericansarethemostoutspokenon

thistopic(56%)withtalentinIndialeadingthemarketrankings(66%).

Whenitcomestodrawingtheconsequences,

thenumberofthosewhohavefollowed

throughandleftjobsforthisreasonhasalsorisenoverthepastyear,from25%toonly31%.

workmonitor2025

talent'spreferrednumberofdaysintheofficecomparedwithnumbermandatedbyemployerpolicies

0days

1day

2days

3days

4days

5days

O5101520253035

●talent’spreferreddays●employer-mandateddays

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9%

ofcoachingprogramsareopentoallworkers

moreto

.

desirefor

.

thepersonal

importantwhenhiring

personalizedmobilityfor

in10coachingworkers.

provideabroader

bekeyinorderto

newtalent.

theemployerperspective:

doonequityandopportunity

Wehaveseenthroughoutthissectionof

Workmonitorthattalentareclearintheir

personalizedbenefitsandcareerpathoptions

Around4in5employerslistmotivationsoftalentas

and32%saytheyareprioritizingskillsdevelopmentandcareer

colleagues.However,just1programsareopentoall

Developingprogramsthat

rangeofopportunitieswill

improveretentionandattract

Theywanttheiremployertoprovide

equitableopportunitiesforadvancementtoall,and52%ofrespondentstrustthe

organizationstheyworkfortodeliverthese.Butisthisthecase?

DatafromourlatestTalentTrendsReportindicatesthatwhileemployershavetheintent,theystillhavesomewaytogotomeettalentexpectations.

workmonitor202515

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motivatedbypersonalization

bynumbers.

geographic

communicationdifferences

WhilethoseinNorthAmerica,

differentregionsarenotequallyascommunicativewiththeiremployerabouttheirbenefitexpectations.

IhavecommunicatedtomyemployermyexpectationsonthetypesofbenefitsIexpecttoreceive

102030405

apac

easterneurope latinamericanorthamerica

north-westerneuropesoutherneurope

LatinAmericaandAPACare

confidentsharingwhattheywant,talentinSouthernEuropeappeartobelesswillingtodoso.

Aroundtheworld,talentin

workmonitor2025

youngertalent:it’spersonal

Stronggenerationaldifferencesemergewhenlookingattheimportanceofpersonallives.

Ihavequitajobbecauseitdidn'tfitinwithmypersonallife

42%

43%

genz

millennials

28%

34%

genx

babyboomers

trustacrosssectors

Whilemosttalentfeelthatthetrustbetween

themandtheirmanagerisrelativelyhigh,therearesomevariationsbetweensectors.

mymanagertrustsmetoworkindependently

ITservices&telecommunications

lifesciences&pharmaceuticals

engineering

manufacturing

transport&logistics

financialservices83%

79%

79%

82%

74%

77%

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keylearnings.

1.

abroaderbaselineofexpectations

Talenthavereinforcedtheirsearchforjobsthatalignwiththeirindividualvaluesandlife

circumstances.Traditionallyhigh-rankingfactorslikepayhavetakenastepbacktomakeroomforabroaderdistributionofpriorities.

Employers’abilityandwillingnesstomeettalent’sprioritiesaffectstalent’sdecisionsaboutstayingintheircurrentroleoracceptinganewjob.

2.

employers

havepivoted

butnotenough

Respondents’satisfactionwiththeflexibility,

work-lifebalance,trustandvaluealignmentatworkhasgrown.However,whileemployershavepivotedsignificantlytowardtheirworkforces,

manygapsremaintobebridged.

Heightenedtalentpressuresandongoingskillsshortageswilldrivetheneedforevengreatercalibrationbetweenworkers’expectationsandbusinessneeds.

3.

talentarewillingtodrawthe

consequences

Peoplefeelmoresecureintheirjobs,which

islikelyareflectionofemployershaving

pivotedtowardtheminwhatcontinuestobe

atightmarket.Talentarenotonlyshowinga

preparednesstoleavejobsthatarenotalignedwiththeirpriorities—whetherconcerning

employers’valuesortheirworkingconditions.

Withtalentincreasinglyreadytowalkiftheir

expectationsareconsistentlyunmet,employers

needtostayabreastofandfindwaystoaccommodatetalent’sevolvingneeds.

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whowe

fosteringof

workwith:

asensecommunity.

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whowedoitwith.

Iwantmyworkplacetofeellikeacommunity

global

83%

Peoplewantmorethanjustaworkplace,theywantacommunity.Asenseofbelongingisnowmore

76%

genz

importantthaneverbefore.

However,asasenseofstabilityreturns,theyarequickertolookelsewhere.

Inthefaceofgrowingtalentscarcitychallenges,employersmusttakestepsnowtoofferahealthy,cohesiveworkenvironmenttoattractandkeepthepeopletheyneed.

IwouldquitajobifIdidn’tfeellikeIbelongedthere

Inasubstantialincreasefrom2024,more

84%

millennials

84%

genx

thanhalfofWorkmonitorrespondentssayalackofbelongingisareasonforpotentiallyleavingtheiremployment.Formany,feelingpartofacommunityisimportantfortheir

performance,productivityandwork-life

balance.Talentmayprioritizeastronger

84%

babyboomers

workplacecommunityoverhigherpay,orfeelmoreconfidentleavingpositionstheyperceiveastoxic.

Overthepastyear,morepeoplehaveactedonthesedriversandquittheirjobs.This

8O

%

85

%

83

%

suggeststhattalentfeellessuncertainaboutthejobmarketthantheymayhaveinpreviousyears.Typically,whentalentfaceuncertainty,theyaremorecautiousaboutleavingtheir

roles,Workmonitordatahasindicated.

20242025

bluecollargraycollarwhitecollar

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morethanjustaworkplace.

Giventhesignificantamountoftimespentatwork,it’s

understandablethattalentwanttofeelatease,befriendlyandsocializeratherthanjustworkwiththeircolleagues.

83%saytheywanttheirworkplacetogivethemasenseofcommunity.

Gray-collarworkersaremore

concernedaboutthis(85%)thantheirwhite-collarandblue-collarcolleagues(83%and80%,respectively).

GenZarefarlessconcerned(76%)

aboutthecommunityaspectofworkthanMillennials,GenXandBaby

Boomers(84%each).

Acrossthedifferentsectorssurveyed,IT

Services&Telecommunicationsshowthe

highestaffinitywithhavingacommunityatwork(87%).

Supportingthiscommunity,talentsaythey

socializewithcolleaguesbothinawork

setting(83%)andoutsideofwork(69%),andthattheyfinditeasytogetonwithcolleaguesfromdifferentbackgrounds(85%).

83%

Isocializewithmycolleaguesatwork

workmonitor2025

76%

Iconsider(someof)my