2025工作趨勢報告（英）-86正式版

workmonitor2025:anewworkplacebaseline.forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyapppeenndixxcontents.foreword.45key?ndings.globalthemes.lookingahead.aboutthesurvey.appendix.8384142workmonitor20252forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendixthewhy,howandwhooftheworkplace.workmonitor20253forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendixforeword.Anewworkplacebaselineisemerging—wheresuccessisde?nednotjustbywhatwedo,butbywhywedoit,howwedoitandwhowedoitwith.ThatisthekeytakeawayfromWorkmonitor2025,our?agshipresearchthatsharesthevoiceoftalent.why:motivatedbypersonalizationWorktodayisaboutmorethanjustapaycheck.Talentgloballyarelookingforworkplacesthatalignwiththeirpersonalvalues,aspirationsandcircumstances.how:opportunitiesthroughskillingTechnologicaladvancements—particularlyinAI—arereshapingthefutureofworkatpace.WhiletalentAtatimeoftalentscarcity,weneedallhandsondeck.Creatingworkplaceswherealltalentwanttoworkisnotjustanice-to-have,it’sacommon-sensebusinessimperative.Workmonitorshowstalentexpectationsarecontinuingtoevolve,shapedbyeconomicuncertainty,technologicaladvancementsandshiftingsociallandscapes.areacutelyawareoftheneedtofuture-prooftheirskills,gapspersistbetweenthedesirefortrainingandthosereceivingit.Genderandgenerationaldisparitiesfurthercomplicatethepicture,andthesetrendshighlightboththechallengeandopportunityforemployers.Ibelievethere’saclearmissionhereforemployers.Byacknowledgingthenewbaseline—thewhy,whoandhow—andclosingthegapsinexpectations,theycanstrengthenteams,boostproductivity,attracttalentandremaincompetitiveintoday’sdynamicenvironment.Forthe?rsttimeinWorkmonitor’s22-yearhistory,work-lifebalancesurpassespayastheleadingmotivator.Compensationisstillimportantbuttalenttodayhavemulti-facetedexpectations.Thisevolutionispavingthewayforanewworkplacebaseline.who:fosteringasenseofcommunityThesecondemergingthemerevolvesaroundthedesiretoworkplacesbuiltontrustAgainstabackdropofcontinuedvolatilityandtalentscarcity,Workmonitorprovidesaroadmapforbusinessesandleaderstoreaptheorganizationalbene?tsofanengagedandproductiveworkplace.Forthe?rsttimeinWorkmonitor,we’recomparingtalentexpectationswithemployerstrategyprioritiesfromourcompanionstudy—theTalentTrendsReport2025.Cleargapshaveemergedintermsofpersonalization,equityandskilling.Asyouexplorethe?ndingsinthisreport,Iencourageyoutoconsiderhowtheinsightscaninformyourtalentstrategies.belong.Manyarenowseekingasenseofpurposeandconnectionintheirprofessionallives.We’velearnedthatfosteringconnectionisn’tjustgoodforpeople—it’sgoodforbusiness.Ourdatashowsthatastrongsenseofcommunitydrivesproductivity,whilealsosupportingwell-beingintheworkplace.Sandervan‘tNoordende,CEO,RandstadThat’saconcernbecause,asstabilityreturns,talentaremorewillingtoseekjobsmatchingtheirexpectationsandmirroringtheirvalues.workmonitor20254forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyapppeenndixxkey?ndings.workmonitor202555forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendixkey?ndings.1.motivatedbypersonalizationThe2025Workmonitorrevealsafundamentalshiftinworkforceexpectations,basedoninsightsfromover26,000individualsacross35markets.Talentarerede?ningwhattheywantfromworkaroundanewbaselineshapedbythreedistinctpillarsrepresentingthewhy,howandwhoofwork.Talentincreasinglyexpectworktoalignwiththeirpersonalvalues,ambitionsandlifecircumstances.Whileworkisstillaboutincome,italsoplaysabroaderandmoremeaningfulroleintheirlives.ambitionandgrowth?exibilitygains31%havequitajobbecauseofalackofcareerprogressionopportunities,upfrom26%theyearbefore,showingthatpersonaldevelopmentismorenon-negotiablethanever.Theproportionoftalentwhosaytheirjobsoffer?exibilityhasrisensigni?cantlyyear-on-year,bothintermsofworkinghours(from57%to65%,arelativeincreaseof14%)andlocation(from51%to60%,arelativeincreaseofnearly18%).work-lifebalancevaluealignmentmindingthegapsForthe?rsttime,work-lifebalancesurpassespayasthetopmotivator.Evenso,theseandothertraditionallystrongmotivatorssuchas?exibilityhaveslightlydeclinedinimportance,givingwaytoabroaderbaselineofexpectations.Almosthalfofrespondentssaytheywouldn’tacceptajobwithacompanywithsocialorenvironmentalvaluesthatdidn’talignwiththeirown—anincreaseto48%from38%ayearearlier.Similarly,29%havequitbecausetheydisagreedwithleadership’sviews,whichrepresentsa38%relativeincrease.Our2025TalentTrendsReport?ndsthat32%ofemployerssaytheyareprioritizingpersonalizedskillsdevelopmentandcareermobilityforcolleagues.Butjust1in10coachingprogramsareopentoallworkers.wouldnotacceptajobwithacompanywhosevaluesdidn’talignwithmyownhavequitajobbecauseofalackofcareerprogressionopportunitiesworkmonitor20256forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendix2.fosteringasenseofcommunity3.gainingopportunitiesthroughskillingTalentarecleartheywantacommunity—aspacewheretheycanbelong,thriveandbringtheirfullselvestowork.equityAstechnologicalchangeaccelerates,talentincreasinglyprioritizeskillsdevelopment—especiallyinareaslikeAIandemergingtechnologies.reskillingopportunitiesOur2025TalentTrendsReportreinforcesthisurgencywith90%ofemployersagreeingthatprovidingreskillingopportunitiesistheirresponsibility,and58%sayingtheyareunsurehowtodomore.Talenthaveseenthepowerfulimpactofequityinitiativesintheworkplace,but59%saytheirorganizationisnotdoingenoughinthisarea.belongingmattersskillingasadealbreaker44%wouldn’tacceptajobwithoutopportunitiestodevelopfuture-relevantskills,arelativeincreaseof22%.41%wouldquitifnolearninganddevelopmentopportunitieswereoffered,upfrom29%.Morethan8in10respondentssayasenseofcommunityhelpsthemperformbetter,while55%wouldquitiftheydidn’tfeeltheybelonged,upfrom37%ayearearlier.Thisisbackedupbythe?ndingsfromourTalentTrendsReport2025,whichshowsjust28%ofcompaniescurrentlyhaveequity-basedtrainingprogramsinplace.equitableskillingYoungergenerationsandmanagersarecurrentlyreapingthegreatestbene?ts,butgivensystemictalentscarcity,organizationsmustensureskillingopportunitiesreachalltalentequally.toxicworkplaces44%havealreadyquitajobcitingatoxicculture.inclusivityOnlyaroundhalf(49%)trusttheiremployerstocreateaninclusiveworkplaceculturewhereallcolleaguescanthrive.ownershipandresponsibilityWhile64%believetheiremployerishelpingthemtodevelopfuture-proofskills,talentarewillingtoshareownership:35%saytheyaremostlyresponsibleforensuringtheirskillskeeppacewithtechnologicaladvancement,though39%stillviewreskillingasprimarilytheemployer’sresponsibility.trustandauthenticityWhile80%ofworkersfeeltrustedandvalued,andoverthree-quarterstrusttheirleadership,gapsremain.Talentseefuture-proo?ngtheircapabilitiesasacriticalfactorinjobdecisions,the?ndingsshow.Employersmustprovideequitableskillingopportunities.These?ndingsshowthatwhilemanyworkplacesfosterconnection,talentaredemandinggreaterequityandpsychologicalsafetytofeelsupported.fullselfatwork62%nowreporthidingaspectsofthemselvesatwork,upfrom55%lastyear.8in10sayasenseofcommunityhelpsthemtoperformbetteratworkhavealreadyquitajobcitingatoxiccultureworkerswhowouldquitifnolearninganddevelopmentopportunitieswereofferedworkmonitor20257forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendixglobalthemes.whywework:91828motivatedbypersonalization.whoweworkwith:fosteringasenseofcommunity.howwework:gainingopportunitiesthroughskilling.workmonitor20258forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyapppeenndixxwhywework:motivatedbypersonalization.workmonitor20259forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendixwhywedoit.Traditionalmotivators,likepay,havelessin?uence,astalentholds?rmonretaining—andbuildingon—hard-wonbene?ts.Inresponse,employershaveofferedgreater?exibility,butthedynamicsareevolving.Workersseekemploymentthatalignsmorecloselywiththeiruniquecircumstances,aspirationsandvalues.Personalizationnowde?nessuccessinattractingandretainingtoptalent.IhavequitajobbecauseIdidn’tagreewiththeviewpointsorstancesoftheleadershipatmyorganizationIhavequitajobbecauseofalackofcareerprogressionopportunitiesworkmonitor202510forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendixvaluealignmentismoreimportantthanever.Inrecentyears,Workmonitorreportshaveshownacleartrendthatworkisincreasinglyaboutmorethanjustgettingpaid.IhavequitajobbecauseIdidn’tfeelcomfortablesharingmypersonalviewpointsandstancesatworkwithoutjudgmentordiscriminationAligningworkwithpersonaltalentinIndia(70%)andChina(66%)themostoutspokenonthistopic.At53%and52%,respectively,MillennialandGenZrespondentsrankedmarkedlyaboveGenX(45%)andBabyBoomers(42%).circumstancesandambitionsremainsapriorityfortalent,withsomesubstantialincreasesfromlastyear.Forexample,theshareofpeoplewhosaytheywouldquitajobiftheydisagreedwiththeviewpointsorstancesoftheleadershipattheirorganizationhavegrownfrom33%in2024to44%in2025.Theproportionoftalentwhohadalreadyleftajobforthatreasonrosefrom21%to29%year-on-year.Lookingatdifferentworktypes,blue-collarworkerswhoperformmanuallabororskilledtradesfeelmoststronglyaboutvaluealignment(50%),comparedwithwhite-collarof?ceworkers(48%)andgray-collartalent,whoarehighly-skilledmanualprofessionalssuchasnurses,electriciansandteachers(47%).apaceasterneuropeThepercentageofworkersunwillingtoconsiderworkingforabusinessthatdidn’thavethesamesocialandenvironmentalvaluesrosetonearlyhalf(48%),from38%in2024.Onthepositiveside,theshareoftalentwhofeeltheiremployers’valuesandpurposealignwiththeirownhasincreasedfrom70%to76%.Thissuggeststhatworkershaveeitherquittojoinmorealignedorganizations,orthatcompaniesarecatchingupwithtalent'sexpectationsonthisfront.latinamericanorthamericaRegionally,talentfromAsia-Paci?c(APAC)andLatinAmericafeltthestrongestaboutthis(52%and55%,respectively),withnorth-westerneuropesoutherneuropeworkmonitor202511forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendixawiderspreadofpriorities.Businessesandtalenthavebecomeusedtoworkinginastateofperpetualadaptation,pivotingtoaccommodateeconomic,socialandtechnologicalvolatility.howimportantarethefollowingfactorsforyourcurrentjoband/orfutureemployment?Talent’ssearchforworkplacesthatshapearoundthem,ratherthanviceversa,continuestobeastrongmotivator.Thesigni?canceofbothwork-lifebalanceandpayincreaseswithage,withBabyBoomersrankingthemmosthighly,at85%forwork-lifebalanceand87%forpay.Infact,theirexpectationshavebecomemoremultifaceted,withtraditionallysought-afterworkplaceaspectsgivingwaytoabroaderdistributionofpriorities.Regionally,thetrendisreversedinLatinAmerica,wherepayrankshigherthanwork-lifebalance.Work-lifebalanceremainskeyandisnowthehighest-rankingfactorfortalentwhenitcomestotheircurrentorafuturejob(83%),alongwithjobsecurity(83%).Yet,morethanthree-quartersofglobalrespondents(79%)saytheyhaveagoodwork-lifebalance,asmallincreaseonlastyear(78%),and68%statethattheirjobprovidesthepaytheyneedtolivethelifetheywant.Forthe?rsttimeinthehistoryofWorkmonitor,ithaspassedpayasamotivatorfortalent(82%).Otherhigh-rankingprioritiesareannualleave(77%),healthinsurance(74%),?exibilityintermsoflocation(67%),?exibilityintermsofworkinghours(73%)andtheneedfortalenttomakeapersonalimpactintheirroles(69%).Thegapbetweenthetwoismostsigni?cantforGenZ,with74%rankingwork-lifebalanceoverpay(68%).Mentalhealthsupportalsoexceededpayinimportanceforthisgroup(70%).genzmillennialsgenxpaybabyboomersjobsecuritywork-lifebalanceworkmonitor202512forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendixastrustandautonomyincrease,?exibilitybecomesthenorm.Flexibility—oneofthemajorfocusesoflastyear’sreport—isnowa?rmcomponentofthenewtalentbaseline.thinkingaboutyourcurrentrole,towhatextentwouldyouagreewiththefollowingstatements?79%Whilepeoplestillrank?exibleworkingarrangementsasimportant,respondentstoldusthattheirjobsprovidethemwithmore?exibility,bothinlocation—from51%in2024to60%in2025—andworkinghours(from57%to65%).Supportingthis,managersareseenastrustingtheirteamstoworkindependently(78%)andmaintainproductivityathome(72%),atrendmoststronglyseenregionallyinNorthAmerica(86%and80%,respectively),andamongtheBabyBoomergeneration(82%;74%).Thelattermayre?ectthat,astheoldestgeneration,theyaremoreexperiencedintheirrolesthanyoungergenerations.myjoboffersagoodwork-lifebalance65%myjobprovides?exibilityintermsofworkinghours—IcancontrolwhenIworkThesamegoesforworkersbeingabletochoosetheirworkintensity,whichhasgonefrom54%inourlastreportto64%thisyear.60%myjobprovides?exibilityintermsoflocation—IcandecidewhereIworkfromWhitecollarworkersfeltthemosttrustedtoworkindependentlyamongallworktypes.Lookingatdifferentindustrysectors,FinancialServiceshadthemosttrustingmanagerswhenitcametolettingworkersgetonwiththeirjobs(83%),whileITServices&Telecommunicationsmanagerswererankedthemosttrustingoftheirteams’productivityathome(80%).Thisshiftmayre?ectanormalizationofwork?exibilityinallitsforms,withemployersgivingtalentmorefreedomtointegrateworkintotheirlives.64%myjobis?exibleintermsofintensity—Icanchoosehowmuchtoworkworkmonitor202513forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendixtalentsetonhybridwork.Apersistentexpectationgapremainsbetweenemployerpoliciesonhomeandof?ceworkingandtalent'spreferredworkingconditions.talent'spreferrednumberofdaysintheof?cecomparedwithnumbermandatedbyemployerpoliciesThelargestshareofworkerswantstobeintheof?cethreedaysaweek(26%),butthebiggestshareofemployersarekeenforthemtobeinfor?vedays(31%),thoughslightlylessthanin2024(35%).HalfofWorkmonitorrespondents(50%)saytheywouldquitiftheiremployerdidn’ttakerequestsforbetterconditionsintoaccount—arelativepercentageincreaseof25%onlastyear’sreport.0days1dayHowever,inkeepingwithoneofthemainthemesofthisyear’sreport,ourdatasuggeststhatthetensionmaybeshiftingawayfromseekingworkforce-widebene?ts,towardmuchgreaterlevelsofpersonalization.MillennialsandGenZ(both56%)andblue-collarworkers(53%)arethemostadamantaboutquittingoverworkingconditions,withITServices&Telecommunicationscomingtopamongindustrysectors(60%).Regionally,NorthAmericansarethemostoutspokenonthistopic(56%)withtalentinIndialeadingthemarketrankings(66%).2days3daysWorkmonitor2025revealsthattalentarereadytoadvocateformorepersonalizedbene?ts:thenumberofpeoplewhosaytheyhaverequestedorcampaignedforbetterconditionsorpayatworkhasincreased,from38%inthe2024reportto45%thisyear.4days5daysWhenitcomestodrawingtheconsequences,thenumberofthosewhohavefollowedthroughandleftjobsforthisreasonhasalsorisenoverthepastyear,from25%toonly31%.Employersthataremoreaccommodatingoftalent’srequestscouldbene?tfromgreatertrust,as56%oftalentstatetheywouldtrustemployersmoreiftheyprovidedpersonalizedworkbene?ts,includingalldimensionsofwork?exibility.talent’spreferreddaysemployer-mandateddaysworkmonitor202514forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendix9%theemployerperspective:moretodoonequityandopportunity.ofcoachingprogramsareopentoallworkersWehaveseenthroughoutthissectionofWorkmonitorthattalentareclearintheirdesireforpersonalizedbene?tsandcareerpathoptions.Theywanttheiremployertoprovideequitableopportunitiesforadvancementtoall,and52%ofrespondentstrusttheorganizationstheyworkfortodeliverthese.Butisthisthecase?Around4in5employerslistthepersonalmotivationsoftalentasimportantwhenhiringand32%saytheyareprioritizingpersonalizedskillsdevelopmentandcareermobilityforcolleagues.However,just1in10coachingprogramsareopentoallworkers.DatafromourlatestTalentTrendsReportindicatesthatwhileemployershavetheintent,theystillhavesomewaytogotomeettalentexpectations.Developingprogramsthatprovideabroaderrangeofopportunitieswillbekeyinordertoimproveretentionandattractnewtalent.workmonitor202515forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendixmotivatedbypersonalizationbynumbers.geographicyoungertalent:it’spersonaltrustacrosssectorscommunicationdifferencesWhilemosttalentfeelthatthetrustbetweenthemandtheirmanagerisrelativelyhigh,therearesomevariationsbetweensectors.Aroundtheworld,talentinWhilethoseinNorthAmerica,LatinAmericaandAPACarecon?dentsharingwhattheywant,talentinSouthernEuropeappeartobelesswillingtodoso.Stronggenerationaldifferencesemergewhenlookingattheimportanceofpersonallives.differentregionsarenotequallyascommunicativewiththeiremployerabouttheirbene?texpectations.mymanagertrustsmetoworkindependentlyIhavequitajobbecauseitdidn't?tinwithmypersonallifeIhavecommunicatedtomyemployermyexpectationsonthetypesofbene?tsIexpecttoreceive?nancialservicesITservices&telecommunicationslifesciences&pharmaceuticalsengineeringapaceasterneuropelatinamericagenzmillennialsnorthamericanorth-westerneuropesoutherneuropemanufacturingtransport&logisticsgenxbabyboomersworkmonitor202516forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendixkeylearnings.3.2.1.talentarewillingtodrawtheconsequencesemployershavepivotedabroaderbaselineofexpectationsbutnotenoughPeoplefeelmoresecureintheirjobs,whichislikelyare?ectionofemployershavingpivotedtowardtheminwhatcontinuestobeatightmarket.Talentarenotonlyshowingapreparednesstoleavejobsthatarenotalignedwiththeirpriorities—whetherconcerningemployers’valuesortheirworkingconditions.Respondents’satisfactionwiththe?exibility,work-lifebalance,trustandvaluealignmentatworkhasgrown.However,whileemployershavepivotedsigni?cantlytowardtheirworkforces,manygapsremaintobebridged.Talenthavereinforcedtheirsearchforjobsthatalignwiththeirindividualvaluesandlifecircumstances.Traditionallyhigh-rankingfactorslikepayhavetakenastepbacktomakeroomforabroaderdistributionofpriorities.Withtalentincreasinglyreadytowalkiftheirexpectationsareconsistentlyunmet,employersneedtostayabreastofand?ndwaystoaccommodatetalent’sevolvingneeds.Heightenedtalentpressuresandongoingskillsshortageswilldrivetheneedforevengreatercalibrationbetweenworkers’expectationsandbusinessneeds.Employers’abilityandwillingnesstomeettalent’sprioritiesaffectstalent’sdecisionsaboutstayingintheircurrentroleoracceptinganewjob.workmonitor202517forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyapppeenndixxwhoweworkwith:fosteringasenseofcommunity.workmonitor202518forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendixIwantmyworkplacetofeellikeacommunitywhowedoitwith.Peoplewantmorethanjustaworkplace,theywantacommunity.Asenseofbelongingisnowmoreimportantthaneverbefore.globalgenzInasubstantialincreasefrom2024,morethanhalfofWorkmonitorrespondentssayalackofbelongingisareasonforpotentiallyleavingtheiremployment.Formany,feelingpartofacommunityisimportantfortheirperformance,productivityandwork-lifebalance.Talentmayprioritizeastrongerworkplacecommunityoverhigherpay,orfeelmorecon?dentleavingpositionstheyperceiveastoxic.However,asasenseofstabilityreturns,theyarequickertolookelsewhere.millennialsgenxInthefaceofgrowingtalentscarcitychallenges,employersmusttakestepsnowtoofferahealthy,cohesiveworkenvironmenttoattractandkeepthepeopletheyneed.babyboomersIwouldquitajobifIdidn’tfeellikeIbelongedthereOverthepastyear,morepeoplehaveactedonthesedriversandquittheirjobs.Thissuggeststhattalentfeellessuncertainaboutthejobmarketthantheymayhaveinpreviousyears.Typically,whentalentfaceuncertainty,theyaremorecautiousaboutleavingtheirroles,Workmonitordatahasindicated.bluecollargraycollarwhitecollarworkmonitor202519forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendixmorethanjustaworkplace.Giventhesigni?cantamountoftimespentatwork,it’sunderstandablethattalentwanttofeelatease,befriendlyandsocializeratherthanjustworkwiththeircolleagues.83%saytheywanttheirworkplacetogivethemasenseofcommunity.Acrossthedifferentsectorssurveyed,ITServices&Telecommunicationsshowthehighestaf?nitywithhavingacommunityatwork(87%).Gray-collarworkersaremoreconcernedaboutthis(85%)thantheirwhite-collarandblue-collarcolleagues(83%and80%,respectively).Supportingthiscommunity,talentsaytheysocializewithcolleaguesbothinaworksetting(83%)andoutsideofwork(69%),andthatthey?nditeasytogetonwithcolleaguesfromdifferentbackgrounds(85%).GenZarefarlessconcerned(76%)aboutthecommunityaspectofworkthanMillennials,GenXandBabyBoomers(84%each).83%76%69%IsocializewithmycolleaguesatworkIconsider(someof)mycolleaguesasfriendsIsocializewithmycolleaguesoutsideofworkworkmonitor202520forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendixtalentarewillingtomakematerialsacri?cesforcommunity.Iwouldn’tmindearninglessmoneyifIhadgoodfriendsatworkThelongingforcommunitygoessigni?cantlybeyond‘gettingon’andsocializing.globalapacGlobally,morethanathird(36%)wouldbewillingtoearnlessiftheyhadgoodfriendsatwork,althoughthesamepercentagedisagreed.Menweremorelikely(37%)toholdthisviewthanwomen(34%),andGenZandMillennialsweremorewillingtoforegohigherpay(42%and40%respectively)thanoldergenerations.WorkersinAPAC(43%)andNorthAmerica(42%)weremostlikelytopassonhigherpaytohavegoodfriendsatwork,whileSouthernEuropeanrespondentswereleastlikelytosayso(28%).NorthAmericahadthelargestshareofthosewillingtodeprioritizepayinfavorofmakingacontributiontosociety(46%),followedbyAPAC(45%).GenZandMillennials(43%each)trackedsigni?cantlyabovetheirolderpeers.easterneuropelatinamericanorthamericanorth-westerneuropesoutherneuropeOur?ndingsmayhaveuncoveredasigni?cantshiftintheroleofworkinourlives.Withsocietiesbecomingincreasinglyindividualisticandmanycommunityinstitutionsseeingmembershipdecline,peoplemaybelookingtotheirworkplacesto?llthisgap.Andfriendsarenottheonlypriority:morethanathirdofrespondentssaidtheywouldn’tmindearninglessifworkcontributedtotheirsociallives(37%;with35%disagreeing),oriftheirrolewascontributingsomethingtosociety(39%,with30%disagreeing).Butcommunityisnotjustaboutawarm,fuzzyfeeling:85%ofrespondentsstatethattheyperformbetterwhenthereisasenseofcommunity,and83%saytheydobetteratworkwhentheyknowtheircolleagues.genzmillennialsgenxbabyboomers85%ofrespondentsstatethattheyperformbetterwhenthereisasenseofcommunityworkmonitor202521forewordkey?ndingsglobalthemeslookingaheadaboutthesurveyappendixequityisnon-negotiablefortalent.whoisresponsiblefor...Talentmainlyattributeresponsibilityforapositiveworkplaceculture,belongingandequitytotheiremployers,whileacknowledgingtheirowncontribution,too.creatingapositiveworkplacecultureAnditseemsmostemployersaredelivering.59%oftalentreportthattheirorganizationismoreprogressivethanthecountrytheyworkin.to57%and50%forGenZandMillennials,respectively.Crucially,55%ofthosesurveyedwouldgoasfarasquittingajobiftheydidn’tfeeltheybelongedatwork,upfrom37%lastyear.improvingequityatworkHowever,while62%oftalentfeelequityinitiativescanmakeagenuinedifference,59%saytheirorganizationisnotdoingenoughinthisarea,andthesameproportionsayexistingpoliciesaretokenistic.makingcolleaguesfeelliketheybelongatworkTheshareishighestinNorthAmerica(63%),intheITServices&Telecommunicationssector(63%)andamongGenZandMillennials(both58%).Failingtoprovideacommunity-focusedenvironmentcouldposesigni?cantrisksandcostsforemployers,astalentareincreasinglypreparedtoactontheirdissatisfaction.creatingemployeeresourcegroupsEmployersmustalsostrivetotakestepstoimprovesustainability.42%oftalentrespondentsstatedth