2025年工作趋势报告

baseline. contents. foreword.key findings.global themes.looking ahead.about the survey.appendix.458384142 the why, howand who ofthe workplace. foreword. A new workplace baseline is emerging — wheresuccess is defined not just by what we do, but by whywe do it, how we do it and who we do it with. That is the key takeaway fromWorkmonitor 2025, our flagshipresearch that shares the voiceof talent. why: motivated by personalizationWork today is about more than just apaycheck. Talent globally are lookingfor workplaces that align with theirpersonal values, aspirations andcircumstances. At a time of talent scarcity, weneed all hands on deck. Creatingworkplaces where all talent want towork is not just a nice-to-have, it’s acommon-sense business imperative. how: opportunities through skillingTechnological advancements—particularly in AI — are reshaping thefuture of work at pace. While talent are acutely aware of the need tofuture-proof their skills, gaps persistbetween the desire for trainingand those receiving it. Gender andgenerational disparities furthercomplicate the picture, and thesetrends highlight both the challengeand opportunity for employers. Workmonitor shows talentexpectations are continuing toevolve, shaped by economicuncertainty, technologicaladvancements and shiftingsocial landscapes. I believe there’s a clear mission herefor employers. By acknowledgingthe new baseline — the why, whoand how — and closing the gaps inexpectations, they can strengthenteams, boost productivity, attracttalent and remain competitive intoday’s dynamic environment. For the first time in Workmonitor’s22-year history, work-life balancesurpasses pay as the leadingmotivator. Compensation is stillimportant but talent today havemulti-faceted expectations. This evolution is paving the way fora new workplace baseline. workplaces built on trust who: fostering a sense of community The second emerging themerevolves around the desire tobelong. Many are now seeking asense of purpose and connectionin their professional lives. We’velearned that fostering connectionisn’t just good for people — it’s goodfor business. Our data shows that astrong sense of community drivesproductivity, while also supportingwell-being in the workplace. Against a backdrop of continuedvolatility and talent scarcity,Workmonitor provides a roadmapfor businesses and leaders toreap the organizational benefitsof an engaged and productiveworkplace. As you explore the findings in thisreport, I encourage you to considerhow the insights can inform yourtalent strategies. For the first time in Workmonitor,we’re comparing talent expectationswith employer strategy priorities fromour companion study — the TalentTrends Report 2025. Clear gaps haveemerged in terms of personalization,equity and skilling. Sander van ‘t Noordende,CEO, Randstad That’s a concern because, as stabilityreturns, talent are more willing to seekjobs matching their expectations andmirroring their values. key findings. key findings. 1. motivated by personalization The 2025 Workmonitorreveals a fundamental shiftin workforce expectations,based on insights fromover 26, 000 individualsacross 35 markets. Talentare redefining what theywant from work arounda new baseline shapedby three distinct pillarsrepresenting the why, howand who of work. Talent increasingly expect work to alignwith their personal values, ambitions andlife circumstances. While work is still aboutincome, it also plays a broader and moremeaningful role in their lives. ambition and growth flexibility gains 31% have quit a job because of a lack of careerprogression opportunities, up from 26% the yearbefore, showing that personal development ismore non-negotiable than ever. The proportion of talent who say their jobs offerflexibility has risen significantly year-on-year, bothin terms of working hours (from 57% to 65%, arelative increase of 14%) and location (from 51% to60%, a relative increase of nearly 18%). work-life balance value alignment minding the gaps For the first time, work-life balance surpasses payas the top motivator. Even so, these and othertraditionally strong motivators such as flexibilityhave slightly declined in importance, giving wayto a broader baseline of expectations. Almost half of respondents say they wouldn’taccept a job with a company with social orenvironmental values that didn’t align withtheir own — an increase to 48% from 38% ayear earlier. Similarly, 29% have quit becausethey disagreed with leadership’s views,which represents a 38% relative increase. Our 2025 Talent Trends Report finds that 32% ofemployers say they are prioritizing personalizedskills development and career mobility forcolleagues. But just 1 in 10 coaching programs areopen to all workers. would not accept a job witha company whose valuesdidn’t align with my own have quit a job because ofa lack of career progressionopportunities 2. fostering a sense of community 3. gaining opportunities through skilling As technolog