2025年全球人才晴雨表

2025 June U.S. Report and Key Findings Table of Contents IntroductionKey FindingsWell-BeingJob SatisfactionConfidenceConclusion3511172329 Bridging the Divide: From Talent Managementto Human Potential The advance of AI means every company istransforming to survive and thrive. Yet -perhaps contrary to popular belief -digitaltransformation is less about technologyand more about people.The ability toadapt to an even more digital futuredepends on developing the next generationof skills, closing the gap between talentsupply and demand, and future-proofingyour own and others’ potential. As talent shortages continue to growand technology accelerates, theability to unleash potential and buildtalent mobility is key to businessgrowth.The Global TalentBarometer shows that leadingorganizations are designingworkflows that build resiliencerather than deplete it and involvingemployees as partners rather thanshielding them from businessrealities.It is now up to us to listen,to partner, and to act, and this datahelps us do just that. the world of work today and tomorrow. Italso gives employers much needed insightto understand employee needs and identifybest practices that stand out in thiscompetitive global talent market. Our data continues to confirm thatpeople expect work to offer them more.More balance. More flexibility. Morehumanity. And importantly – moredevelopment. Understanding what people want from workand helping them to develop their skillsthroughout long working lives has neverbeen more critical. That's why I am sopleased to share our latest Global TalentBarometer, offering workers the opportunityto share how they are feeling about the Yet one in three workers say they don'thave enough opportunities to achieve theircareer goals at their current employer.Regular skill-building opportunities don't justcreate capability – they signal organizationalcommitment to people's futures. Thank you for joining us as we shapethe future of work by putting people atthe center of everything we do. Becky FrankiewiczPresident and Chief Strategy Officer,ManpowerGroup Global TalentBarometerMethodology Fieldwork Conducted: March 14 – April 11, 2025 19 Countries Surveyed: Australia, Canada, France, Germany, India, Israel,Italy, Japan, Malaysia, Mexico, The Netherlands,Norway, Poland, Singapore, Spain, Sweden,Switzerland, United Kingdom (U.K.), and the UnitedStates (U.S.). The ManpowerGroup GlobalTalent Barometer measuresworker well-being, jobsatisfaction, and confidencearound the world.Thiscomprehensive tool leveragesindependent survey best-practices and statisticallysignificant samples to create apowerful tool to better understandwhat workers want globally. Theresearch aims to improve thefuture of work through deeperunderstanding the key drivers ofworkforce sentiment today. Survey Methodology: Survey responses were collected from 13,771workers globally, including over 2,000 in the U.S. Allthe data is weighted to match the worker population ineach country by gender, age and region, and allcountries are weighted to be equal. Modified Question Wording: Edits have been made to question text throughout thisreport to ensure readability. Complete versions of anyshortened statements can be found in the'About theSurvey'section at the end of the report. Key Findings U.S. Key Findings Now in its second installment,the Global TalentBarometer – reflecting worker sentimentsacross three indices comprised of twelvedistinct benchmarks–score in the U.S.stands at 73%.Despite a decline in jobsatisfaction, the data reveals a rise in workers’confidence and overall well-being. The research reveals what employees need andvalue most, helping employers understand andact on key drivers to attract and retain top talentin a changing world of work. Worker Sentiment Around the World Workers inIndiareported below-averagejob security and satisfaction, despite beinghighly confident in their skills and ability touse the latest tech in their industry. The Stress-Retention Connection Workplace stressremains high worldwide. Despite nearly half of theworkforce experiencing moderateto high daily stress,mostworkers find their workmeaningful and purposeful, Stress levels are similar between all roles, butexecutive and senior-level management reportedthe most stress. Executive andSenior-LevelManagement Nearly half(46%) are concernedabout theirworkload impacting work-life balance. Gaps in values alignmentbetween blue collar workers andexecutive and senior-level managementare considerable. ExperienceHigh Stress56% Stress is exacerbated amongGen Z:Theyreportexperiencing the highestdaily stress levels. Blue Collar Workers Executive and Senior-Level Management Stuck in the Middle Job Satisfaction Decreasesfor Middle Managers and Women. Millennial job satisfaction drops 10%since 2024 - thesharpest drop of any generation. Even under pressure anduncertainty,managers continueto build trust. More workers nowbelieve their managers havetheir backs