2025年全球劳动力趋势

2025 Global Workforce Trends The DrivingForces Shaping Digital TransformationFor more than 10 years, we have partnered with ourclients to explore four underlying forces shaping thefuture of work. As we look ahead to 2025 and beyond, 2025 Global Workforce Trends Accelerating Global Change New Ways of Working The Expansive Workforce Gen Z Gains CompetencyTREND 1 Workforce Implications As we experienced with theMillennials, a “good job” won’tbe enough for young workersto stay put.But Gen Z’sexpectations are reasonableand in line with those in othergenerations.Gen Z workers Generation Z (born 1997-2012) have entered or will enter the workforce during a period ofexponential change, while lacking the context of how organizations operated in the past. Inaddition to professional and economic stressors, Gen Z workers face greater mental health Gen Z workers are the most likely to agree their current employer offers sufficientopportunities for promotion (63%), useful tech tools (80%), and opportunities to gain newskills (76%).1Employers are also confident (76%) their Gen Z employees have the skills and Gen Z workers are the most likelyto say they will leave their currentrole in the next 6 months. Accelerating Global ChangeNevertheless, Gen Z workers are the most likely (47%) to say they will voluntarily orinvoluntarily (34%) leave their current role in the next six months. The respective Millennial Millennial Managers Feel the SqueezeTREND 2 Most Millennials (born 1981-1996) today (60%) are managers with at least one direct report.1Typically, theyoperate in the middle of several layers of hierarchy and must maintain positive relationships with those below them When asked what they look for in their employer, Millennial managers say Employee Well-Being, Ethical Leadership,and Transparency are the top considerations. For comparison, older generations cite an organization’s Financial Digital TransformationJoining the ranks of middle management amidst a changing world of work is taking its toll. Millennial managers areespecially vulnerable to getting in over their heads, as they were promoted into supervisory positions much earlierthan prior generations. Indeed, Millennial managers are the most likely to say they experience moderate or high Closing Workforce Gender GapsTREND 3 Workforce Implications These stark figures reinforce the importanceof making the future of work more appealingfor both women and men. With genderparity still a long way off,ManpowerGroup During the COVID-19 pandemic, global organizations experienced a mass exodus of womenfrom the workforce, from which they are still recovering. Combined with a fraught geopolitical The global pay gap for women is well known and remains a thorny problem. On average,women earn 20% less than men globally,1but nearly half (48%) of employers globally say they We must proactively reach the growingpopulation of men opting out of the workforcethrough free training programs in growth Working men are struggling too. In the U.S. alone, 6.8 million men representing 10.5% of theprime workforce (ages 25-54) are neither employed nor seeking work. The trend is similar in Finally,leaders who develop the traits offlexibility, emotional intelligence, globalperspective, and technological curiositywill DEIB Stays the CourseTREND 4 Major global brands such as Ford, Google, John Deere, Molson Coors, Meta, and Zoom have recently scaled back theirDiversity, Equity, Inclusion, and Belonging (DEIB) goals and programs.1 Digital TransformationHowever, this approach is not as widespread as the headlines suggest. According to our data, most global employers(61%) say DEIB (Diversity, Equity, Inclusion, and Belonging) is an important part of their strategic workforce planning.2And when the Society of Human Resources Management (SHRM) announced a move away from an equity focus earlier Recent years have shown us that the popularity of DEIB initiatives will ebb and flow over time. However, it would be a mistake to believe that the need to create a diverse andinclusive workplace will go away, or that a DEIB-focused mentality isn’t a priority at the highest levels of global organizations. New Ways of Working Productivity-Fueled PressureTREND 5 Workforce Implications Employers can improve the well-beingof their employees beyond simpleaccess to mental health resources. Nearly half (49%) of workers around the world say they experience moderate tohigh stress at work every day.1At the same time, only 21% of workers worldwide The agency also recommends internalcommunications to ensure workersfeel comfortable asking for help. And,when it comes to theintroduction of The new use of AI-based technologies may also be fueling burnout, as half (47%)of workers using AI say they have no idea how to achieve the productivity gainstheir employers expect. Over three in four (77%) say AI tools have decreased Nearly half of the workforceexperiences daily stress at work. But these challe