全球工作环境现状报告-State of the Global Workplace 2023 Report

SOUTHEASTASIA

SOUTHASIA

SUB-SAHARAN

AFRICA

MIDDLEEASTAND

NORTHAFRICA

POST-SOVIET

EURASIA

EUROPE

LATINAMERICA

ANDTHECARIBBEAN

AUSTRALIAAND

NEWZEALAND

StateoftheGlobalWorkplace2023Report

THEVOICEOFTHE

WORLD’SEMPLOYEES

EAST

ASIA

UNITEDSTATES

ANDCANADA

Discoverhowemployeesaroundtheworld

experiencedlifeandworklastyear.

EmployeeEngagement|DailyNegativeEmotions|JobMarket

Gallupiscommittedtobringingthevoiceoftheemployee

tothedecision-makingtableaswehelpgloballeaders

solvetheirmostpressingproblems.Inthisreport,we

featureannualfindingsfromtheworld’slargestongoing

studyoftheemployeeexperience.Weexaminehow

employeesfeelabouttheirworkandtheirlives,animportant

predictoroforganizationalresilienceandperformance.

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StateoftheGlobalWorkplace:2023Report

TableofContents

FromtheCEO 1

ExecutiveSummary 2

GlobalInsights 12

RegionalInsights

UnitedStatesandCanada 19

LatinAmericaandtheCaribbean 24

Europe 29

Post-SovietEurasia 34

MiddleEastandNorthAfrica 39

Sub-SaharanAfrica 44

EastAsia 49

SouthAsia 54

SoutheastAsia 59

AustraliaandNewZealand 64

Appendix1:Country/AreaComparisons,byRegion 69

Appendix2:Methodology 92

Appendix3:SupportInformation 94

iii

Copyright©2023Gallup,Inc.Allrightsreserved.

SOGW_Intro

StateoftheGlobalWorkplace:2023Report

FROMTHECEO

Thisspring,theWorldBank’schiefeconomistIndermitGillmadeastartlingclaim:

“Alostdecadecouldbeinthemakingfortheglobaleconomy.Theongoingdecline

inpotentialgrowthhasseriousimplicationsfortheworld’sabilitytotacklethe

expandingarrayofchallengesuniquetoourtimes—stubbornpoverty,diverging

incomes,andclimatechange.”

Themessageisclear.Economicgrowthisslowing.Andifwedon’tincreaseglobalGDP,

everyotherproblemgetshardertosolve.

So,whatcanleadersdotodaytopotentiallysavetheworld?

Galluphasfoundoneclearanswer:Changethewayyourpeoplearemanaged.

Inthisyear’sStateoftheGlobalWorkplacereport,weestimatethatlowengagementcosts

theglobaleconomy$8.8trillion.That’s9%ofglobalGDP—enoughtomakethedifference

betweensuccessandafailureforhumanity.

Poormanagementleadstolostcustomersandlostprofits,butitalsoleadstomiserable

lives.Gallup’sresearchintowellbeingatworkfindsthathavingajobyouhateisworse

thanbeingunemployed—andthosenegativeemotionsendupathome,impacting

relationshipswithfamily.Ifyou’renotthrivingatwork,you’reunlikelytobethrivingatlife.

Thisreportcapturesthevoiceoftheworld’semployeestohelpleadersmakebetter

decisions.Therearesomepositivetrends,butalsoalotofworktodo.Here’swhere

leadersshouldstart:

1)Focusonyourmostwinnableemployees.Nearlysixin10employeesarequietly

quitting,buttheyarelikelytobecomeengagedwithafewchangestotheirworkplace.

2)Givethemabettermanager.Inthepastthreeyears,Galluphasusedourbestscience

totrainover14,000managerstobeeffectivecoaches.Nineto18monthslater,their

teams’engagementrangedfrom8%to18%higher.

Byswitchingtoproven,science-basedmanagement,organizationscouldchangethe

courseoftheeconomy—andworldhistory.It’sthatimportant.

JonClifton

CEO

1

Copyright©2023Gallup,Inc.Allrightsreserved.

ExecutiveSummary

StateoftheGlobalWorkplace:2023Report

1

Thepercentageofemployeesthrivingatworkreachedarecordhighin2022.

EmployeeEngagement

%Engaged

60

40

20

0

1922202123

1213141415

17

20092010201120122013201420152016201720182019202020212022

%EngagedbasedonGallupQ¹²items;see“Appendix3:SupportInformation”foritemwording

Twenty-threepercentoftheworld’semployeeswereengaged

atworkin2022,thehighestlevelsinceGallupbeganmeasuring

globalengagementin2009.Althoughengagementdeclinedin2020,ithasreturnedtoitshistoricallypositivetrend.

Muchofthisgainwasduetoa7-percentage-pointreboundin

engagementinSouthAsia,whichincludesIndia—estimatedtobecometheworld’slargestcountrybypopulationthisyear.SouthAsianowleads

theworldinemployeeengagementat33%.1

“Afterdoingwork,whenIgohome,IfeelgoodthatIbuiltpeople’shouses.WhenI

seemykids,myfamilyand

parents,Iforgetallmystressandtiredness.”

–RAMJASJI,MANAGER,INDIA

“Ienjoymywork,andIwouldmisssomethingifIdidn’thavetowork,evenifthemoney

stayed.So,iftheemployer

said,‘you’reaniceboy,just

gohome,I’llkeeppayingyou,youdon’thavetodoanythinganymore,’thenIwouldmiss

something.”

–HARTMUT,63,ITSECURITYMANAGER,GERMANY

“Wearenotonlycoworkers,

wearefriends,sowehangoutoutside.Wehavebarbecues,wegoouttobarstogether.

Wehangouttogether,soIlikeit,Ilikeit.”

–JONATHAN,STORE

MANAGER,BRAZIL

Digdeeperonglobal,

regional,andU.S.employeeengagementdata.

ExploreGallup

workplaceindicators.

1Inthisreport,Gallupstudiedemployeeswhoworkforanemployereachweek,whichexcludesworkersintheinformaleconomy—asignificantportionoftheeconomyinsomecountriesandareas.

。

Copyright©2023Gallup,Inc.Allrightsreserved.

23%

18%

2

Themajorityoftheworld’s

employeesare“quietquitting.”

59%

Thrivingatwork

(Engaged)

Loudquitting

(Activelydisengaged)

Quietquitting

(Notengaged)

Increasingengagementisgoodnewsforemployees,whoarethrivingatworkandfindingtheirdailyworkmorerewarding.Butthereisalsoalongwaytogo—mostworkersare“quietquitting”(notengaged)or“loud

quitting”(activelydisengaged).

Thrivingatwork:Theseemployeesfindtheirworkmeaningfulandfeelconnectedtotheteamandtheirorganization.Theyfeelproudofthe

worktheydoandtakeownershipoftheirperformance,goingtheextramileforteammatesandcustomers.

Quietquitting:Theseemployeesarefillingaseatandwatching

theclock.Theyputintheminimumeffortrequired,andtheyare

psychologicallydisconnectedfromtheiremployer.Althoughtheyareminimallyproductive,theyaremorelikelytobestressedandburntoutthanengagedworkersbecausetheyfeellostanddisconnectedfromtheirworkplace.

Loudquitting:Theseemployeestakeactionsthatdirectlyharmthe

organization,undercuttingitsgoalsandopposingitsleaders.Atsomepointalongtheway,thetrustbetweenemployeeandemployerwas

severelybroken.Ortheemployeehasbeenwoefullymismatchedtoarole,causingconstantcrises.

Lookingatthebigpicture,low-engagementworkersrepresentan

immenseopportunityforeconomicgrowth.GallupestimatesthatlowengagementcoststheglobaleconomyUS$8.8trillionandaccountsfor9%ofglobalGDP.Leadershipandmanagementdirectlyinfluenceworkplaceengagement,andthereismuchthatorganizationscandotohelptheiremployeesthriveatwork.

Forleadersandmanagers,loudquittingcansignalmajorriskswithinan

organizationthatareimportantnottoignore.Conversely,quietquittersareoftenyourgreatestopportunityforgrowthandchange.Theyarewaiting

foraleaderoramanagertohaveaconversationwiththem,encouragethem,inspirethem.Afewchangestohowtheyaremanagedcouldturnthemintoproductiveteammembers.

“Ijustdon’tfeellikethere’salotofroomformeto

growinternally.”

–MICHELLE,27,INDIVIDUALCONTRIBUTOR,

UNITEDSTATES

“IthashappenedmanytimesthatIhaveaddressedthings,thatstaffmembershave

addressedthings.Then

nothingchanges.”

–ANDREAS,53,HEADOFITORGANIZATION,GERMANY

“Iwishmymanagerwas

morepresent.”

–FRANK,MECHANICAL

ANDCHEMICAL

TECHNICIAN,BRAZIL

“Myworkdoesnotgivemetheopportunitytogotochurch,visitfamilymembers,ortravelforawhile.”

–BOLAJI,39,CASHIER,NIGERIA

Exploremoredataonglobal,regionalandU.S.employeeengagement.

Learnmore.

4

Copyright©2023Gallup,Inc.Allrightsreserved.

ExecutiveSummary

StateoftheGlobalWorkplace:2023Report

3

Althoughtheworldhasrecoveredfromtheworstofthepandemic,employeestressremainedatarecord-highlevel.

DailyStress

DidyouexperiencethefollowingfeelingsduringALOT

OFTHEDAYyesterday?Howaboutstress?

60

40

20

%Yes

434444

36373938393738

31323433

0

20092010201120122013201420152016201720182019202020212022

Forty-fourpercentofemployeessaidtheyexperiencedalotofstressthepreviousday,repeatingtherecordhighin2021andcontinuingatrendofelevatedstressthatbeganalmostadecadeearlier.

EastAsia,whichincludesChina,tiedtheU.S.andCanadaregionfor

thehighestlevelsofstress.Onesourceofthisstressmayhavebeenlockdownsin2022.YoungworkersandremoteworkersinEastAsia

sawextremelyhighlevelsofdailystress—60%and61%,respectively—makingthemthemoststressed-outworkersintheworld.

Whatisstressingouttheworld’semployees?Gallup’ssurveydoesnotaskforspecifics.Workitselfcanbeasourceofstress,andlowengagementisrelatedtohigherstress.Butexternalfactors,likeinflationorfamilyhealth

issues,canalsobesourcesofdailystress.

Althoughleadersandmanagerscannotchangeexternalsourcesof

stress,theycanmakeadifferenceinoverallstressinworkers’lives.Gallupanalysisfindsthatwhenemployeesareengagedatwork,theyreport

significantlylowerstressintheirlives.

“BythetimeI’mdonewith

work,I’msoexhaustedthat

somedaysIdon’thavethe

energytoholdaconversation.So,overtime,I’vehadfamily

[and]friendsaccusemeofnotbeingsociallyreceptivewhentheytrytoreachout.”

–IREGUME,27,

CONSULTANT,NIGERIA

Discovermoreemployeewellbeingdata.

Viewdata.

PercentageofemployeeswhofeltALOTofstressthepreviousday

Whenengaged

30%

Whenactivelydisengaged

56%

5

Copyright©2023Gallup,Inc.Allrightsreserved.

ExecutiveSummary

StateoftheGlobalWorkplace:2023Report

37

In2022,theworldexperiencedawidespreadresurgenceinjobs.

4

JobClimate

Thinkingaboutthejobsituationinthecityorareawhereyoulive

today,wouldyousaythatitisnowagoodtimeorabadtimetofindajob?

Learnmoreaboutour

employeeretentionandattractiondata.

ExploreGallup

workplaceindicators.

60

40

20

0

%Goodtime

5553

5051

4645454445

414142

29/

20092010201120122013201420152016201720182019202020212022

Fifty-threepercentofemployeesin2022saidnowisagoodtimeto

findajobwheretheylive,asharpincreasefromthepreviousyearand

closetotherecordhighin2019.

Everyregionoftheworldbutonesawariseinthenumberofworkers

whosaiditisagoodtimetofindajob.SoutheastAsiaandAustralia/New

Zealandsaw22-percentage-pointgainsforthisitem,withmostother

regionsalsoseeingdouble-digitgains.TheexceptionwastheU.S.and

Canada,whichsawnoincreaseinthisitemin2022buthadclimbed44

percentagepointsthepreviousyear.

Theincreaseinavailablejobsisapositivechangeforworkers.Itmeans

thatdeeplyunhappyworkersareabletoleavebadworkplaces,andmore

workersareabletofindworkthattheylike.

。

Copyright©2023Gallup,Inc.Allrightsreserved.

ExecutiveSummary

StateoftheGlobalWorkplace:2023Report

51%

5

Globally,overhalfofemployeesexpressedsomelevelofintenttoleavetheirjob.

Fifty-onepercentofcurrentlyemployed

workerssaidtheyarewatchingfororactivelyseekinganewjob.

Whenpeopleseemorejobopportunitiesaroundthem,theyaremore

likelytoseeanotherjobasapossibility.Morecompetitionforjobsleadstomoreenticingjoboffersandactiverecruitmentaswell.

Gallupdataconsistentlyshowthatengagingemployeescancreateamoatofprotectionaroundthem.ArecentGallupanalysisfoundthat

engagedemployeesrequirea31%payincreasetoconsidertakingajobwithadifferentorganization;notengagedandactivelydisengagedemployees,onaverage,wanta22%payincreasetochangejobs.

Percentageofemployeeswatchingfororactivelyseekinganewjob

Whenengaged

43%

Whenactivelydisengaged

61%

“Iusedtocomehome

thinkingonlyaboutwork.

Iusedtounloadeverythingonmyhusband.Totally

unsatisfied.Then,when

Ichangedroles,itgot

alittlebetter,butIwas

stillunsatisfied.”

–RAQUEL,TRANSPORTATIONANALYST,BRAZIL

Discovermoreon

employeeretentionandattractiondata.

Exploreindicators.

7

Copyright©2023Gallup,Inc.Allrightsreserved.

ExecutiveSummary

StateoftheGlobalWorkplace:2023Report

43

45

38

5246

32

544834

523829

6

Engagementhas3.8timesasmuchinfluence

onemployeestressasworklocation.

DailyStressbyEngagementandWorkLocation

DidyouexperiencethefollowingfeelingsduringALOT

OFTHEDAYyesterday?Howaboutstress?

%Experiencedstress

%Amongthosewhoare:ActivelydisengagedNotengagedEngaged

60

40

20

0

FullyremoteHybridOn-site

%EngagedbasedonGallupQ¹²items;see“Appendix3:SupportInformation”foritemwording

Muchhasbeenmadeabouttheprosandconsofremote,hybridorfullyon-sitework.Someemployeesfindworkingfromhomemoreconducivetofocusedwork,whileothersfindtheyfocusbetterintheoffice.The

officeremainsagatheringplaceforsocialbonding,developmentand

culturebuildingwithinorganizations.Buttheflexibilityofremoteworkallowsforgreaterautonomyandwellbeing,whichtoday’sworkers

highlyprize.

Withallthatsaid,Gallupanalysisfindsthatengagementhas3.8timesasmuchinfluenceonemployeestressasworklocation.Inotherwords,whatpeopleexperienceintheireverydaywork—theirfeelingsof

involvementandenthusiasm—mattersmoreinreducingstressthanwheretheyaresitting.

Leadersneedtoaskifpoorremoteworkperformanceorpoorhybrid

workperformanceisalocationproblemoramanagementproblem.Nolocationcan*fix*poormanagement,andtheofficealonehasnomagictocreateagreatorganizationalculture.

“Ihavemoretimetospendwithmyfamily,withmywife,withmydogs,soIspendlesstimeintrafficandmorequalitytimewiththepeopleIcareabout.”

–AMAURI,ITPROGRAMMER,BRAZIL

“Iguesshavingmyworkplaceathomehasmadeitmore

challengingtoseparatemyselfandstepawayfromwork.”

–RICK,71,MANAGER,

UNITEDSTATES

“Athome,Ifeellikemyjobis

justwork.Likethere’snot

the,youknow,thefunstuff.Thecamaraderie,right?Therelationshipbuildingisalittlebitharder.”

–ANNE,33,MANAGER,

UNITEDSTATES

Learnmoreaboutourhybridworkresearch.

Exploredata.

。

Copyright©2023Gallup,Inc.Allrightsreserved.

7

“Quietquitting”employeesknowwhattheywouldchangeabouttheirworkplace.

Inthisreport,weaskedrespondents:Whatwouldyouchangeaboutyourworkplacetomakeitbetter?

Eighty-fivepercentoftheresponsesofferedbythoseconsideredtobequietquitting—whichcomprisesthe

majorityofemployees—wererelatedtoengagementorculture,payandbenefits,orwellbeing-work/lifebalance.2

Whatwouldyouchangeaboutyourworkplacetomakeitbetter?

EngagementorCulture

41%

PayandBenefits

28%

Wellbeing

16%

“

“

“

•Foreveryonetogetrecognizedfortheircontributions

•Iwouldlikeitifthemanagersweremoreapproachable,andwecouldtalkopenly

•Theyshouldgrantmore

autonomyintheworkto

stimulateeveryone’screativity

•Iwouldliketolearnmorethings,buttheworkIdoisquiterepetitive

•Ijustwishthey

respectedmemore

•Givingeveryoneafair

chanceingettingpromoted

•Clearergoalsandstrongerguidance

•IncreasemysalarybecauseIworkhardbutthepayis

notenough

•Iwouldpayemployeesontime

•Salariesmustbeproportionaltoqualificationsandmerit

•Iwouldlikeamonthlygas

voucherfortransportcosts

•Areallygoodcafeteria/canteenavailabletoall

•Fullysubsidizedchildcare

•Theyshouldgiverewards

toemployeesforthe

excellentresultsachievedbythecompany

•Communicatingshiftswellinadvancewouldallowmeto

betterorganizemyfreetime

•Lessovertime

•Iwouldliketoworkfromhomemore

•IwouldliketohavelongerbreakssoIcaneat

withoutrushing

•Setupahealthclinic

•Iwanttohaveabreakatwork,it’shardwithoutarest

•Takingworkers’healthandlifeseriously

•Wedon’thaveaplaceto

relaxortogettogetherwith

colleaguesforacoffeebreak

Digdeeperonemployee

retentionandattractiondata.

Viewdata.

2Theremaining15%ofresponsesdidnotfitintoanyparticularthemeorcategory.

9

Copyright©2023Gallup,Inc.Allrightsreserved.

ExecutiveSummary

StateoftheGlobalWorkplace:2023Report

TakeawaysforLeaders

1)Intoday’stypicalorganization,mostemployeesareneitherengagednoractivelydisengaged.

Theyarefillingaseatbuthaveyettotakeownershipoftheirwork.Bynotengagingtheseemployees,leadersaremissingaprimarydriverofcustomerretentionandorganicbusinessgrowth.

2)Employeeengagementdoesnotmeanhappiness.Ifyouareonlymeasuringemployeecontentment,youaremissingengagement.Andtherealityisthatmanycorporatemeasuresofengagementarereallyjustmeasuringcontentment.Trueengagementmeansyourpeoplearepsychologicallypresenttodo

theirwork.Theyunderstandwhattodo;theyhavewhattheyneed;andtheyhaveasupportivemanagerandasupportiveteam.Theyknowwhytheirworkmatters.Theyareworkready.

3)Quietquittingemployeesareyourorganization’slow-hangingfruitforproductivitygains.They

arereadytobeinspiredandmotivated—iftheyarecoachedintherightway.Galluphasworkedwith

organizationsallovertheworldtoincreasethenumberofemployeesthrivingatwork.Theglobalaverageisaboutoneengagedemployeeforeveryoneactivelydisengagedemployee.Forthisyear’sGallup

ExceptionalWorkplaceAwardwinners,thatratiois18toone.Largeorsmall,theseworkplacesfeeldifferent.

EmployeeEngagementTrends

%Engaged

80

60

40

20

0

Best-practiceorganizations◆Global

616162636363

64

70

65

70

70

70

71

73

70

72

52

17

19

23

21

.

20

22

1213

15

14

14

20062007200820092010201120122013201420152016201720182019202020212022

Percentagesforbest-practiceorganizationsareaveragepercentagesofengagedemployeesacrossannualGallupExceptionalWorkplaceAwardwinners;percentagesreflecttheyearthatGallupcollectedthewinners’engagementdata—nottheyearthatGallupnamedtheawardwinners.

10

Copyright©2023Gallup,Inc.Allrightsreserved.

ExecutiveSummary

StateoftheGlobalWorkplace:2023Report

4)Themanageristhelinchpinofengagement.Seventypercentofteamengagementisattributabletothe

manager.Butmanyormostofyourmanagersarequietquittingtoo.Theyarewaitingforthetoolstobuildgreatteams.Thegoodnewsisthatcutting-edge,science-basedmanagementcanbetaught.

Inthepastthreeyears,Galluphasprovidedcoachingtrainingtoover14,000managers.Uptoeighteenmonthsaftertheirtraining,theirengagementis

10%to22%higher,andtheirteam’sengagementis8%to18%higher.

ComparedwithmeasuresfrombeforeparticipantscompletedGallup’slearningprogram,post-learningresults—obtainedupto18monthsaftercompletingtheprogram—include:

10%to22%

higheremployeeengagement

forparticipants

21%to28%

reductioninemployeeturnover

8%to18%

higheremployeeengagement

forteamsledbyparticipants

20%to28%

higherlikelihoodofhighperformance

DiscovermoreaboutGallup’sleadershipdevelopmentframework.

Learnmore.

11

Copyright©2023Gallup,Inc.Allrightsreserved.

StateoftheGlobalWorkplace:2023Report

GlobalInsights

UnitedStatesandCanada

LatinAmericaandtheCaribbean

Europe

Post-SovietEurasia

MiddleEastandNorthAfrica

Sub-SaharanAfrica

EastAsia

SouthAsia

SoutheastAsia

AustraliaandNewZealand

12

Copyright©2023Gallup,Inc.Allrightsreserved.

GlobalInsights

StateoftheGlobalWorkplace:2023Report

GlobalSummary

Boxednumbersindicatethepercentage-pointchangefrom2021to2022whereavailable.

EmployeeEngagement

THRIVINGATWORK

Engaged

+2

23%

QUIETQUITTING

Notengaged

-1

59%

LOUDQUITTING

Activelydisengaged

-1

18%

DailyNegativeEmotions

Emotionsexperiencedduring

alotofthepreviousday

STRESS

0

44%

ANGER

0

21%

JobMarket

JOBCLIMATE

Goodtimetofindajob

+10

53%

INTENTTOLEAVE

Watchingfororactivelyseekingnewjob

51%

13

Copyright©2023Gallup,Inc.Allrightsreserved.

GlobalInsights

StateoftheGlobalWorkplace:2023Report

EMPLOYEEENGAGEMENT

BasedonGallupQ12items;see“Appendix3:SupportInformation”foritemwording

THRIVINGATWORK

%Engaged

23%

QUIETQUITTING

%Notengaged

59%

LOUDQUITTING

%Activelydisengaged

18%

%ENGAGED

Global

+2

23%

Gender

25%

Female

22%

Male

Age

23%

<40yearsold

24%≥40yearsold

JobLevel

31%Manager

20%Individualcontributor

WorkLocation

30%Exclusivelyremote

24%Hybrid

21%On-site

%Engaged

RegionalRanking

1SouthAsia

2UnitedStatesandCanada

3LatinAmericaandtheCaribbean

4Post-SovietEurasia

5SoutheastAsia

6AustraliaandNewZealand

7Sub-SaharanAfrica

8EastAsia

9MiddleEastandNorthAfrica

10Europe

33

31

31

27

26

23

20

17

15

13

+7

-2

+8

+6

+2

+6

0

0

0

0

14

Copyright©2023Gallup,Inc.Allrightsreserved.

DAILYSTRESS

DidyouexperiencethefollowingfeelingsALOTOFTHEDAYyesterday?Howaboutstress?

%YES

Global

0

44%

Gender

46%

Female

42%

Male

Age

43%

<40yearsold

39%≥40yearsold

JobLevel

41%Manager

43%Individualcontributor

WorkLocation

43%Exclusivelyremote

45%Hybrid

38%On-site

%Yes

RegionalRanking

52

52

47

46

45

41

39

35

26

24

+2

-3

1UnitedStatesandCanada

2EastAsia

0

+9

3AustraliaandNewZealand

4Sub-SaharanAfrica

+1

5MiddleEastandNorthAfrica

-9

-1

6LatinAmericaandtheCaribbean

7Europe

0

8SouthAsia

-5

9SoutheastAsia

+5

10Post-SovietEurasia

15

Copyright©2023Gallup,Inc.Allrightsreserved.

DAILYANGER

DidyouexperiencethefollowingfeelingsALOTOFTHEDAYyesterday?Howaboutanger?

%YES

Global

0

21%

Gender

23%

Female

20%

Male

Age

24%

<40yearsold

20%≥40yearsold

JobLevel

23%Manager

20%Individualcontributor

WorkLocation

27%Exclusivelyremote

21%Hybrid

19%On-site

%Yes

RegionalRanking

36

32

26

19

18

18

17

15

14

13

+3

1SouthAsia

0

2MiddleEastandNorthAfrica

+3

-1

3Sub-SaharanAfrica

4SoutheastAsia

0

+5

5UnitedStatesandCanada

6Post-SovietEurasia

0

7EastAsia

+2

-4

8AustraliaandNewZealand

9Europe

-2

10LatinAmericaandtheCaribbean

16

Copyright©2023Gallup,Inc.Allrightsreserved.

JOBCLIMATE

Thinkingaboutthejobsituationinthecityorareawhereyoulivetoday,wouldyousaythatitisnowagoodtimeorabadtimetofindajob?

%GOODTIME

Global

53%+10

Gender

52%

Female

53%

Male

Age

55%

<40yearsold

54%≥40yearsold

JobLevel

62%Manager

47%Individualcontributor

WorkLocation

54%Exclusivelyremote

52%Hybrid

54%On-site

RegionalRanking

1AustraliaandNewZealand

2UnitedStatesandCanada

3SoutheastAsia

4Europe

5SouthAsia

6LatinAmericaandtheCaribbean

7EastAsia

8Sub-SaharanAfrica

9Post-SovietEurasia

10MiddleEastandNorthAfrica

%Goodtime

81+22 710 61+22 56+12 56+7 52+11 50+13 50+4 46+12 34+5

17

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INTENTTOLEAVE

Towhatextentareyoucurrentlylookingforadifferentjobthantheoneyouhavenow?Areyouactivelylookingforanotherjob,w