?2025ManpowerGroup.AllRightsReserved.

Global

Talent

Barometer

2025JuneReportandKeyFindings

2

TableofContents

Introduction3

GlobalKeyFindings5

Well-Being11

JobSatisfaction17

Confidence23

Conclusion29

GlobalTalentBarometer-June2025

GlobalTalentBarometer–June2025

Introduction

KeyFindings

JobSatisfaction

Well-Being

Confidence

Conclusion

3

BeckyFrankiewicz

President&ChiefStrategyOfficer,ManpowerGroup

BridgingtheDivide:FromTalentManagement

toHumanPotential

TheadvanceofAImeanseverycompanyistransformingtosurviveandthrive.Yet-

perhapscontrarytopopularbelief-digitaltransformationislessabouttechnologyandmoreaboutpeople.Theabilityto

adapttoanevenmoredigitalfuture

dependsondevelopingthenextgenerationofskills,closingthegapbetweentalent

supplyanddemand,andfuture-proofingyourownandothers’potential.

Understandingwhatpeoplewantfromworkandhelpingthemtodeveloptheirskills

throughoutlongworkingliveshasnever

beenmorecritical.That'swhyIamso

pleasedtoshareourlatestGlobalTalent

Barometer,offeringworkerstheopportunitytosharehowtheyarefeelingaboutthe

worldofworktodayandtomorrow.Italsogivesemployersmuch-neededinsighttounderstandemployeeneedsandidentifybestpracticesthatstandoutinthis

competitiveglobaltalentmarket.

Ourdatacontinuestoconfirmthat

peopleexpectworktoofferthemmore.Morebalance.Moreflexibility.More

humanity.Andimportantly–moredevelopment.

Yetoneinthreeworkerssaytheydon't

haveenoughopportunitiestoachievetheircareergoalsattheircurrentemployer.

Regularskill-buildingopportunitiesdon'tjustcreatecapability–theysignalorganizationalcommitmenttopeople'sfutures.

Astalentshortagescontinuetogrowandtechnologyaccelerates,the

abilitytounleashpotentialandbuild

talentmobilityiskeytobusiness

growth.TheGlobalTalent

Barometershowsthatleading

organizationsaredesigning

workflowsthatbuildresilience

ratherthandepleteitandinvolvingemployeesaspartnersratherthanshieldingthemfrombusiness

realities.Itisnowuptoustolisten,topartner,andtoact,andthisdatahelpsusdojustthat.

Thankyouforjoiningusasweshapethefutureofworkbyputtingpeopleatthecenterofeverythingwedo.

KeyFindings

JobSatisfaction

Confidence

Conclusion

Well-Being

4

Introduction

GlobalTalent

Barometer

Methodology

TheManpowerGroupGlobal

TalentBarometermeasures

workerwell-being,job

satisfaction,andconfidence

aroundtheworld.This

comprehensivetoolleverages

independentsurveybest-

practicesandstatistically

significantsamplestocreatea

powerfultooltobetterunderstandwhatworkerswantglobally.Theresearchaimstoimprovethe

futureofworkthroughdeeper

understandingofthekeydriversofworkforcesentimenttoday.

FieldworkConducted:

March14–April11,2025

19CountriesSurveyed:

Australia,Canada,France,Germany,India,Israel,Italy,Japan,Malaysia,Mexico,TheNetherlands,

Norway,Poland,Singapore,Spain,Sweden,

Switzerland,UnitedKingdom(U.K.),andtheUnitedStates(U.S.).

SurveyMethodology:

Surveyresponseswerecollectedfrom13,771

workers.Allthedataisweightedtomatchtheworkerpopulationineachcountrybygender,ageandregion,andallcountriesareweightedtobeequal.

ModifiedQuestionWording:

Editshavebeenmadetoquestiontextthroughoutthisreporttoensurereadability.Completeversionsofanyshortenedstatementscanbefoundinthe

'Aboutthe

Survey'

sectionattheendofthereport.

Introduction

KeyFindings

Well-Being

JobSatisfaction

Confidence

Conclusion

5

KeyFindings

GlobalTalentBarometer-June2025

GlobalTalentBarometer-June2025

Introduction

KeyFindings

Well-Being

JobSatisfaction

Confidence

Conclusion

6

KeyFindings

Nowinitssecondinstallment,theGlobal

TalentBarometer-reflectingworker

sentimentsacrossthreeindices

comprisedoftwelvedistinctbenchmarks

–standsat68%.Despiteadeclineinjob

satisfaction,thedatarevealsanotableriseinworkers’confidenceandoverallwell-being.

Theresearchrevealswhatemployeesneedandvaluemost,helpingemployers

understandandactonkeydriverstoattractandretaintoptalentinachangingworld

ofwork.

Job

Satisfaction

Values

Alignment

Minimal

Well-BeingIndex

67%

Balance

Global

Talent

Barometer

Score

68%

ExperienceandSkills

Career

Development

Job

SatisfactionIndex

62%

Confidence

Latest

Tech

76%

Well-Being

Career

Opportunities

Meaning

andPurpose

TrustworthyManager

CurrentJobSecurity

CurrentJobSatisfaction

Job-SearchConfidence

Confidence

DailyStress

Index

Work-Life

GlobalTalentBarometer–June2025

Introduction

KeyFindings

Well-Being

JobSatisfaction

Confidence

Conclusion

7

WorkerSentimentAroundtheWorld

India

MexicoTheNetherlandsU.S.

Canada

U.K.

Malaysia

Australia

France

Norway

Poland

Germany

Spain

Sweden

Italy

Switzerland

Singapore

Israel

Japan

79%

73%

73%

73%

71%

WorkersinIsraelhavelowerconfidenceintheirskillsandexperiencetoperform

theirjobandareamongtheleastlikelytochangejobsinthenextsixmonths.

71%

70%

69%

69%

69%

69%

WorkersinMexicoandIndia

reportedthehighestlevelsofmeaningandpurposeandvaluesalignment.

68%

68%

68%

66%

WorkersinIndiareportedbelow-averagejobsecurityandsatisfaction,despitebeinghighlyconfidentintheirskillsandabilitytousethelatesttechintheirindustry.

66%

64%

63%

47%

Introduction

KeyFindings

Well-Being

JobSatisfaction

Confidence

Conclusion

8

TheStress-RetentionConnection

Workplacestressremainshighworldwide.

Stresslevelsaresimilarbetweenallroles,butmiddlemanagersreportedthemoststress.

Despitemoreworkersfindingtheirworkmeaningfuland

purposeful,nearlyhalfofthe

49%

Middle

Managers

Nearlyhalf(46%)areconcernedabouttheirworkloadimpactingwork-lifebalance.

workforcecontinuetoexperiencemoderatetohighdailystress.

56%

ExperienceHighStress

Gapsinvaluesalignmentbetweenessentialworkersandexecutiveandsenior-levelmanagementareconsiderable.

StressisexacerbatedamongGenZ:Theycontinueto

EssentialWorkers65%ExecutiveandSenior-LevelManagement

89%

experiencethehighestdailystresslevels,despitefeelingincreasedsupport.

Introduction

KeyFindings

Well-Being

JobSatisfaction

Confidence

Conclusion

9

StuckintheMiddle

JobSatisfactionDecreasesforMiddleManagersandWomen

Millennialjobsatisfactionhasdropped6%since

2024-thesharpestdropofanygeneration.

Evenunderpressureand

uncertainty,managerscontinuedtobuildtrust.Moreworkersnowbelievetheirmanagershave

theirbacks(+4pp)since2024.

34%ofmanagersarebracingforpossiblejoblossinthecoming6months.

MillennialWomen

Ranklowestonthe

JobSatisfactionIndex

67%

Locationsignalsjobuncertaintyasworkerswhoareonsite

Mostmanagers(77%)feel

theircareersareatrisk,

primarilyduetoeconomic

instability,restructuring,andAI.

withoutchoicefeeltheyare2xlesslikelytobeforcedtoleaveinsixmonthscomparedtotheirfullyormostlyremotecounterparts.

OnsiteWithoutChoice

FullyorMostlyRemote

22%

44%

Introduction

KeyFindings

Well-Being

JobSatisfaction

Confidence

Conclusion

10

DevelopmentasTrustCurrency

Employersbenefitfromimprovedcareerpathinganddevelopment.

20242025

Hybridworkersleadincareer

confidence,toppingallfourbenchmarks.

Genderinequality

persistsin2025,with

womenreporting

fewercareermovesandpromotions.

Men

WorkersinIT

reportedthe

strongestcareergrowthandskillsconfidence.

66%

57%

Women

Men

60%

53%

Women

Workerconfidencerose+2ppsince2024,drivenbyreportedincreasedcareerdevelopmentandcareeropportunities.

undeterredbytechadvancements,workersarefeelingsharperasskillsconfidencegrows(+2pp).

Backedbycareersupportand

77%

(+4pp)

62%

(+5pp)

Introduction

KeyFindings

Well-Being

JobSatisfaction

Confidence

Conclusion

11

Well-Being

GlobalTalentBarometer-June2025

GlobalTalentBarometer–June2025

Introduction

KeyFindings

Well-Being

JobSatisfaction

Confidence

Conclusion

12

BetterWork-LifeBalanceBoostsWell-Being

TheWell-BeingIndexisbasedonfourdistinctbenchmarks:

meaningandpurpose,minimaldailystress,valuesalignment,andwork-lifebalance.

Feelworkhasatleastsomemeaningorpurpose.

82%

Feellittletonostress.

42%

Feelsomewhatorcloselyalignedwithcompanyvisionandvalues.

Well-BeingIndex

74%

Feelwellorfullysupportedwithregardstowork-lifebalance.

67%

69%

TheWell-BeingIndexanaverageoftheabovepercentages.Learnmoreaboutthe

Methodology

.

Well-Being

Introduction

KeyFindings

JobSatisfaction

Confidence

Conclusion

13

Country-LevelPerspectives

Examinehowwell-beingvariesfromnationtonationanditsdrivingfactors.

GlobalAverage

67%

India

Germany

Canada

Israel

France

Australia

WorkersinIndia

79%

93%

40%

67%

65%

80%

43%

67%

70%

86%

42%

65%

reportedthehighest

76%

80%

82%

85%

overallwell-being,driven

41%

50%

42%

47%

76%72%

78%

75%

93%

89%

71%

68%

72%

74%69%

70%

bymeaningfulworkand

62%

64%

valuesalignment.

Norway

Italy

Malaysia

Japan

Mexico

TheNetherlands

72%

Poland

63%

69%

43%

70%

84%

53%

77%

66%

73%

68%

78%

83%

92%

57%

85%

85%

55%

41%

28%

48%

38%

40%

88%73%

76%74%

74%71%

43%45%

72%

78%

62%

72%

Japaneseworkers

U.S.

Sweden

Switzerland

Singapore

U.K.

Spain

werethemostlikely

69%

64%

66%

63%

75%

33%

71%

64%

84%

84%

84%

83%

84%

toreporthighdaily

42%

33%

41%

38%

43%

stress,followedby

74%

72%

70%

78%73%

65%63%

80%

77%

74%

68%

65%

SingaporeandSpain.

●Work-LifeBalance

●ValuesAlignment

oWell-BeingIndex

●MeaningandPurpose

●MinimalDailyStress

GlobalTalentBarometer-June2025

Introduction

KeyFindings

Well-Being

JobSatisfaction

Confidence

Conclusion

IndustryInsights

Explorehowwell-beingdiffersacrosskeyindustryverticals.

67%

82%

42%

74%

69%

GlobalAverage

Industrialsand

65%

MaterialsandITworkers

38%

73%

70%

CommunicationServices

79%

reportedthegreatest

76%

41%

71%

65%

63%

ConsumerGoodsandServices

overallwell-being.

69%

39%

79%

71%

EnergyandUtilities

85%

69%

42%

74%

77%

FinancialsandRealEstate

83%

42%

74%

68%

68%

HealthcareandLifeSciences

86%

ITworkerswerethemost

74%

85%

44%

78%

70%

likelytoreportmoderate

IndustrialsandMaterials

tohighdailylevelsof

70%

37%

81%

77%

84%

InformationTechnology

workplacestress.

67%

42%

73%

71%

82%

Transport,Logistics,andAutomotive

oWell-BeingIndex

●MeaningandPurpose

●MinimalDailyStress

●ValuesAlignment

●Work-LifeBalance

14

GlobalTalentBarometer-June2025

KeyFindings

Well-Being

JobSatisfaction

Confidence

Conclusion

RoleandLocationTrends

Essentialfrontline

andblue-collar

workersreportedthe

lowestoverallWell-

Beingacrossroles

andlocations.

Uncovertheconnectionbetweenjobroles,worklocations,andoverallwell-being.

●GlobalAverage

EssentialFrontlineWorker

Blue-Collar

White-Collar

MiddleManager

ExecutiveorSenior

82%42%74%69%

79%43%65%57%

76%42%67%63%

Role

67%

61%

62%

69%

71%

74%

84%41%

87%40%

89%38%

78%73%

81%75%

87%82%

67%

●GlobalAverage

63%

OnsitewithoutChoice

63%

OnsitebyChoice

MostlyOnsite

Hybrid

68%

FullyorMostlyRemote

WorkLocation

82%

42%74%69%

79%

46%67%59%

79%

40%70%63%

84%41%80%73%

Thegapinvalues

alignmentbetween

essentialworkers

andexecutiveand

seniormanagement

isconsiderable.

70%

72%

83%36%77%76%

86%41%82%79%

oWell-BeingIndex

●MeaningandPurpose

●MinimalDailyStress

●ValuesAlignment

●Work-LifeBalance

15

Introduction

GlobalTalentBarometer-June2025

Introduction

KeyFindings

Well-Being

JobSatisfaction

Confidence

Conclusion

16

Age-GenderDynamics

Examinewell-beingdifferencesandsimilaritiesbyagegroupandgender.

Women

GenZsucceedsin

Women

Women

Women

64%

81%

83%

38%

72%

66%

Global

demandingwork-life

support,butstress

levelsremain

stubbornlyhigh.

Average

Men

Women

Men

Men

Men

77%

72%

69%

45%

Men

Women

Women

Women

54%

Women71%

67%

69%

87%

88%

BabyBoomers

(ages:60-78)

Men

Women

Men

Men

59%

Men77%

72%

74%

Men

Women

Women

Women

Women

63%

42%

80%

83%

69%

62%

GenX

(ages:44-59)

Men

Women

Men

Men

Men

48%

74%

68%

68%

Thegendergapin

work-lifebalanceis

thegreatest

betweenmillennial

menandwomen.

Men

Millennials

(ages:28-43)

Women

63%

Women

80%

82%

Women

34%

39%

Women

73%

78%

Women

66%

74%

Men

68%

Men

Men

Men

Men

Women

65%

69%

81%

83%

GenZ

(ages:18-27)

Men

Women

Men

oWell-BeingIndex

●MeaningandPurpose

●MinimalDailyStress

Women34%

Men37%

Women

Men

75%

79%

Women69%

Men76%

●ValuesAlignment

●Work-LifeBalance

GlobalTalentBarometer-June2025

Introduction

KeyFindings

Well-Being

JobSatisfaction

Confidence

Conclusion

17

JobSatisfaction

GlobalTalentBarometer-June2025

GlobalTalentBarometer–June2025

Introduction

KeyFindings

Well-Being

JobSatisfaction

Confidence

Conclusion

18

LessJobSatisfactionandSecurity,MoreTrustinManagers

TheJobSatisfactionIndexisbasedonfourdistinctbenchmarks:

currentjobsatisfaction,jobsecurity,job-searchconfidence,andmanagertrust.

Satisfiedwiththeirjobandunlikelytovoluntarilyleaveinthenextsixmonths.

55%

Feeltheirjobissecureforthenextsixmonths.

65%

Havemoderatetohighconfidenceofabilitytofindanotherjobinthenextsixmonths.

61%

Havemoderatetohightrusttheirmanagerhastheirbestinterestsinmindforcareerdevelopment.

67%

JobSatisfactionIndex

62%

☆

TheJobSatisfactionIndexanaverageoftheabovepercentages.Learnmoreaboutthe

Methodology

.

Introduction

Country-LevelPerspectives

WhileIndiatopped

Explorehowjobsatisfactiondiffersacrosscountries.

thechartsformost

GlobalAverage

62%

55%

65%61%67%

Italy

59%

57%66%

53%

59%

Singapore

55%

42%

50%

63%

66%

Australia

64%

52%

65%

69%

70%

Japan

52%

66%70%

28%

46%

Spain

61%

58%

64%

57%

66%

Canada

63%

52%

66%64%70%

Malaysia

61%

49%

61%

57%

75%

Sweden

61%

55%

69%58%62%

France

64%

60%

64%62%68%

Mexico

64%

55%

63%

66%74%

Switzerland

59%

54%

60%58%66%

Germany

62%

58%

64%

62%

65%

TheNetherlands

67%

61%

69%65%72%

U.K.

65%

55%

69%

67%

70%

India

65%

38%

54%

81%89%

Norway

65%

63%

78%

57%

63%

U.S.

67%

55%

67%71%

75%

aspectsofwork,it

rankedthelowestfor

jobsecurityand

satisfaction,along

withSingapore.

Israel

57%

64%64%

46%

53%

Poland

61%

57%

Japaneseworkers

thoughttheywere

unlikelytobeforced

outoftheirjobinthe

nextsixmonths,while

rankingbelowaverage

onallotherfactors.

65%60%61%

OJobSatisfactionIndex

●CurrentJobSatisfaction

●CurrentJobSecurity

●Job-SearchConfidence

●TrustworthyManager

KeyFindings

JobSatisfaction

Confidence

Conclusion

Well-Being

19

GlobalTalentBarometer-June2025

JobSatisfaction

Confidence

Well-Being

Introduction

KeyFindings

20

Conclusion

IndustryInsights

Examinesector-specifictrendsinworkerjobsatisfaction.

ITandEnergy

61%

67%

55%

65%

andUtilities

workersfeltthe

leastsecureintheir

jobs,whilereporting

thehighestjob-

searchconfidence.

62%

52%

67%

61%

58%

59%

CommunicationServices

58%

53%

66%

63%

ConsumerGoodsandServices

EnergyandUtilities

60%

70%

45%

52%

70%

59%

74%

61%

52%

64%

63%

FinancialsandRealEstate

HealthcareandLifeSciences

IndustrialsandMaterials

57%

67%

62%

70%

64%

Managerswere

reportedlytheleast

trustworthyin

55%

71%

64%

65%

64%

70%

47%

57%

75%

62%

InformationTechnology

●GlobalAverage

60%

62%

68%

55%

ConsumerGoods

61%

andServices.

Transport,Logistics,andAutomotive

●CurrentJobSatisfaction

●Job-SearchConfidence

●TrustworthyManager

●CurrentJobSecurity

OJobSatisfactionIndex

GlobalTalentBarometer-June2025

Introduction

KeyFindings

Well-Being

JobSatisfaction

Confidence

Conclusion

21

RoleandLocationTrends

Examinehowjobrolesandworkinglocationsshapeemployeesatisfaction.

Essentialfrontline

62%

●GlobalAverage

59%

EssentialFrontlineWorker

58%

Blue-Collar

White-Collar

MiddleManager

ExecutiveorSenior

Role

65%61%67%

55%

57%

70%

54%57%

54%

63%56%58%

55%64%63%

63%

71%

51%61%68%

64%

51%

46%

73%

82%

75%

63%

●GlobalAverage

OnsitewithoutChoice

OnsitebyChoice

MostlyOnsite

Hybrid

58%

FullyorMostlyRemote

55%65%61%67%

63%73%53%58%

workersfeltthemost

secureintheirjobs,

whileexecutiveor

senior-levelroles

weretheleastsecure.

White-collar

workersweremost

likelytobesatisfied

withtheirjobs.

WorkLocation

62%

62%

61%

63%

64%

52%

58%

54%

66%57%62%

64%63%72%

61%67%77%

43%51%66%72%

OJobSatisfactionIndex

●CurrentJobSatisfaction

●CurrentJobSecurity

●Job-SearchConfidence

●TrustworthyManager

GlobalTalentBarometer-June2025

Introduction

KeyFindings

Well-Being

JobSatisfaction

Confidence

Conclusion

22

Age-GenderDynamics

Explorehowdifferentagegroupsandgendersexperiencejobsatisfaction.

GenZworkerswere

themostlikelyto

Women

Women

Women

Women

Women

60%

63%

64%

57%

54%

56%

65%

64%

Global

saytheywantto

Average

Men

Men

Men

Men

Men

69%

63%

voluntarilyleave

theircurrent

BabyBoomers

(ages:60-78)

Women

Men

66%

68%

Women

Men

80%

76%

Women

Men

78%

77%

Women45%

Men52%

Women62%

Men69%

employer,whilealso

feelingtheleast

secureintheirjobs.

Millennialsreported

thesteepestdropin

GenX

(ages:44-59)

Women

Men

61%

65%

Women

Men

64%

64%

Women

71%

71%

Women

49%

59%

Women

59%

65%

Men

Men

Men

Millennials

(ages:28-43)

Women

Men

59%

60%

Women

48%

Women

62%

Women

61%

Women

66%

Men

46%

Men

56%

Men

69%

Men

72%

Women

Women

Women

Women

Women

70%

74%

41%

43%

56%

56%

59%

61%

67%

68%

GenZ

(ages:18-27)

jobsatisfaction,

Men

Men

Men

Men

Men

decreasingsix

percentagepoints

OJobSatisfactionIndex

●CurrentJobSatisfaction

●CurrentJobSecurity

●Job-SearchConfidence

●TrustworthyManager

since2024.

GlobalTalentBarometer-June2025

Introduction

KeyFindings

Well-Being

JobSatisfaction

Confidence

Conclusion

23

Confidence

GlobalTalentBarometer-June2025

GlobalTalentBarometer–June2025

Introduction

KeyFindings

Well-Being

JobSatisfaction

Confidence

Conclusion

24

RisingConfidenceandCareerGrowth

TheConfidenceIndexisbasedonfourdistinctbenchmarks:

careerdevelopment,careeropportunities,experienceandskills,andtechandtools.

Haveopportunitiestogainskillsandexperiencestoachievetheircareergoalsattheorganization.

77%

Haveopportunitiesforpromotionormovementwithintheorganization.

62%

Havemoderatetohighconfidenceintheirskillsandexperiencetoperformtheirjob.

89%

Haveconfidenceintheirabilitytousethelatesttechavailabletotheirindustry.

78%

ConfidenceIndex

76%

TheConfidenceIndexistheanaverageoftheabovepercentages.Learnmoreaboutthe

Methodology

.

Introduction

Country-LevelPerspectives

Examinehowworkerconfidenceisexperiencedaroundtheglobe.

Indiareportedthe

●GlobalAverage

76%

77%

62%

89%78%

Italy

75%

73%

56%

90%80%

Singapore

74%

72%

64%

82%78%

Australia

77%

77%

64%

91%78%

Japan

46%

47%

34%

60%43%

Spain

78%

78%

56%

91%86%

Canada

80%

81%

65%

91%84%

Malaysia

81%

80%

68%

90%

85%

Sweden

76%

74%

56%

92%81%

France

77%

79%

61%

88%79%

Mexico

83%

84%

65%

92%89%

Switzerland

75%

77%

59%

88%75%

Germany

76%

78%

64%

90%72%

TheNetherlands

79%

82%

66%

90%77%

U.K.

79%

79%

64%

92%81%

India

93%

91%

89%

97%94%

Norway

71%

72%

56%

87%69%

U.S.

82%

83%

69%

94%

83%

bestoverallworkforce

confidence,withstrong

workersentimentthe

strongestacrossall

fourbenchmarks.

Israel

67%

66%

49%

83%69%

Poland

79%

77%

65%

Germanyand

Norwayreported

below-average

confidenceinusing

theirindustry’slatest

techandtools.

92%81%

oConfidenceIndex

●CareerDevelopment

●CareerOpportunities

●ExperienceandSkills

●LatestTech

KeyFindings

Confidence

Conclusion

Well-Being

JobSatisfaction

25

GlobalTalentBarometer–June2025

Confidence

Conclusion

Introduction

KeyFindings

26

IndustryInsights

Understandhowsector-specificfactorsinfluenceworkerconfidence.

62%

78%

77%

●GlobalAverage

89%

76%

64%

81%

78%

87%

78%

CommunicationServices

76%

71%

56%

ConsumerGoodsandServices

EnergyandUtilities

87%

72%

82%

80%

70%

91%

81%

70%

83%

82%

81%

90%

FinancialsandRealEstate

HealthcareandLifeSciences

IndustrialsandMaterials

59%

77%

77%

76%

91%

67%

81%

81%

89%

80%

83%

88%

73%

91%

84%

InformationTechnology

Well-Being

JobSatisfaction

78%

65%

78%

78%

89%

Transport,Logistics,andAutomotive

●LatestTech

oConfidenceIndex

●CareerOpportunities

●CareerDevelopment

●ExperienceandSkills

ConsumerGoods

andServicesreportedthelowest

confidence,especially

whenitcomesto

careerdevelopment

andopportunities.

FinancialsandRealEstate

workersreportedthebest

careerdevelopment

opportunities,alongwith

oneofthehighestlevels

ofskillsconfidence.

GlobalTalentBarometer–June2025

Introduction

RoleandLocationTrends

Essentialfront-line

workersandthosewho

areonsitewithoutchoice

reportedthelowest

careeropportunities.

Analyzehowdifferentrolesandworksettingsinfluenceemployeeconfidence.

●GlobalAverage

EssentialFrontlineWorker

Blue-Collar

White-Collar

MiddleManager

ExecutiveorSenior

77%62%89%78%

68%49%86%71%

70%51%83%69%

Role

76%

69%

68%

67%90%82%

80%

80%

72%92%86%

83%

83%

82%

91%

89%

87%

88%

●GlobalAverage

OnsitewithoutChoice

OnsitebyChoice

MostlyOnsite

Hybrid

FullyorMostlyRemote

77%62%89%78%

69%50%87%70%

74%57%88%75%

Hybridworkers

expressedthehighest

confidenceinall

areas:experienceand

skills,techandtools,

careerdevelopment,

andopportunities.

WorkLocation

76%

69%

73%

80%

83%

80%

83%

81%

79%

69%89%83%

72%91%87%

68%88%82%

oConfidenceIndex

●CareerDevelopment

●CareerOpportunities

●ExperienceandSkills

●LatestTech

KeyFindings

Confidence

Conclusion

Well-Being

JobSatisfaction

27

GlobalTalentBarometer–June2025

Introduction

Age-GenderDynamics

Genderinequalities

persist,butGenZ

workersreportedthe

smallestgender

differencesacross

allconfidence

benchmarks.

Explorehowworkerconfidencevariesacrossdifferentagegroupsandgenders.

Global

Average

73%

79%

Women

Men

Women

Men

73%

79%

Women57%

Men66%

Women

Men

87%

90%

Women

Men

75%

81%

BabyBoomers

GenX

(ages:44-59)

(ages:60-78)

69%

78%

Women

Men

70%

77%

Women73%

Men81%

Women

71%

Men

76%

Women47%

Men60%

Women49%

Men61%

Women90%

Men94%

Women

88%

90%

Men

Women68%

Men79%

Women71%

Men79%

GenXandBaby

Boomersreported

Women

Men

Millennials

(ages:28-43)

Women

74%

Women

73%

80%

Women

60%

70%

Women

87%

89%

Women

76%

83%

Men

81%

Men

Men

Men

Men

Women

Women

Women

Women

78%

81%

Women66%

85%

87%

82%

84%

78%

82%

thegreatestgender

GenZ

(ages:18-27)

Men

Men

Men

Men

Men75%

discrepancyin

careeropportunities.

oConfidenceIndex

●CareerDevelopment

●CareerOpportunities

●ExperienceandSkills

●LatestTech

KeyFindings

Confidence

Conclusion

Well-Being

JobSatisfaction

28

GlobalTalentBarometer–June2025

Introduction

KeyFindings