2026+全球劳动力趋势报告+Workforce+trends

Workforcetrends

2026

2

Contents

Executivesummary3

Workforcestrategy4

Competingfortoptalent8

Upskillingandmobility12

Talentevolution1

6

Datanavigator

21

Countries/regions:

Australia22

Benelux23

Canada24

Central&EasternEurope25

China26

France27

Germany28

Greece29

India30

Italy31

Japan32

LatinAmerica33

Nordics34

Portugal35

Singapore36

Spain37

Switzerland38

Thailand39

Turkey40

UK&Ireland41

USA42

Industries:

Technology43

Financialservices,insurance,

legalandprofessionalservices44

Transportation,mobility,automotive,

manufacturingandlogistics45

Lifesciencesandhealthcare46

Energy,cleantechandutilities47

Consumergoods,FMCG,retail

ande-commerce,supplychain48

Aerospaceanddefence49

Abouttheresearch50

Executivesummary

What,sworking?Rebalancingambition,stabilityandstrategy

Afteryearsofmutedambition,workersarefindingtheirvoicesagain.In2022,workerconfidencepeakedasthepost-

pandemic“greatresignation”reshapedthejobmarket.Intheyearsthatfollowed,geopoliticaltension,economic

uncertaintyandtheinitialexplosionofgenerativeartificialintelligence(GenAI)meantthatworkersincreasinglychosetostayput,shelvingcareeraspirations.Now,the‘greatresignation’isover,replacedbyareturntoambition.Workerswantgrowth,tailoredlexibility(controloverthe“where”and“when”ofwork)andmeaningfuldevelopment.However,their

optimismiscautious:tangiblesecurity,includingstableincomeandjobcertainty,mattersmorethanever.Prioritizingtangiblesecurityoverpersonalfulfilment,stableandfairincomehasbecomeadecisivefactorinretention.

Theworkforcedemandsarobustfoundationfromtheiremployerstosupporttheminbecomingmoreagile,resilientandengaged.Leadersmustinvolveemployeesinorganisationaltransformationandclearlydemonstrateopportunitiesand

valueforindividuals.However,organisationsarestrugglingtokeeppacewithupskillingdemands,riskingbusinessgrowthiftheyfailtobalancetechnologyinvestmentwithhuman-centricstrategies.Organisationsmusturgentlyrebalancetheir

approachandplacehuman-centricityattheheartoftransformationtomakethefutureworkforeveryone.

Thisreportdrawsonsurveysof37,500workersand2,000C-suiteexecutivesacross31countriesin2025

(see

Abouttheresearch)

.EachofthefourchaptersaddressesacommonchallengefacingHRleadersanddecision-makers–fromworkforcestrategy,competingfortoptalent,toupskilling&mobility,andtalentevolution.Youcanalsoexploreinsightsbycountryorindustryusingour“

DataNavigator

”.

Competingfortoptalent

We’relosinggreat

candidatesbecauseothercompaniesareoffering

morelexibilityorbetter

pay.Peoplewantjobsthatsupporttheirlives,not

consumethem.

Workforcestrategy

We’reputting

moneyintonewtechsuchasAI,butourpeoplearen’treadytouseit.There’s

arealskillsgapholdingusback.

Talentevolution

Today’sworkforceexpectsmore:inclusiveenvironmentsandbetterwellbeingsupport.

We’refallingbehindonwhatpeople

nowconsidernon-negotiable.

Upskillingandmobility

We’vegotcapablepeoplein-house,butwedon’thavethevisibilityortoolstoidentifyandgrowthemintonew

roles.It’slikehavingatreasurechestbutmissingthekey.

3

1

Workforcestrategy

We’reputtingmoneyintonewtechsuchasAI,butourpeoplearen’treadytouseit.There’sareal

skillsgapholdingusback.

4

ReimaginingworkforcestrategyfortheAIera

OrganisationsareinvestingheavilyinAItodriveagilityandtransformation,butworkforcestrategiesare

strugglingtokeeppace.Organisationscan’tinvestinAIupskillingalone;instead,leadersmustevolvetheir

workforcestrategiestobalancetechnologyandtalent.Ahuman-centricapproachtotechnologytransformationandfocusonimprovingworkforeveryonewillbecriticaltomaintainingtrustandretainingtalent.

Thegoodnewsisthatworkersthemselvesareeagertoadapt,showingincreasingenthusiasmforthe

opportunitiesassociatedwithAIintheworkplace.Thischapterexploreshowleaderscanembracethis

momentumandactnowtobuildfuture-readyworkforcestrategiesthatensureagilityandlong-termresilience.

TheglobalworkforceembracesAI

Forthefirsttime,workersareinsyncwithleaders’

in2024.C-suiteexecutiveshaveplacedAIandGenAIastopthreeinluencesintheirownrankingsfortwo

yearsinarow.ThisalignmentcreatesfertilegroundfororganisationstodelivervaluewithAItransformation.

technology-focusedpriorities.AIhassurgedtothetopoftheworkforceagendain2025:workersrankAIandGenAIinthetopthreeinluentialmegatrendsimpactingtheir

organisation,upfromseventhandninthplacerespectively

WorkersviewAIasthetopinluentialmegatrendimpactingorganisations,

aligningwithemployers’viewsforthefirsttime

WorkersLeaders

ranking

7

=1

Artificialintelligence

3

=3

4

=1

Geopoliticaluncertainty

5

13

9

3

GenAI

2

=3

Wellbeing

ranking

ranking

ranking

2025

2025

2024

2024

4

4

5

-

TheglobalworkforcehasfullyembracedanewworkplacerealityinluencedbyAI,andworkersarereadyandwillingtoadapt.Globally,nearlynineoutof10workerssaytheyarewillingtobelexibleandadaptabletoadjusttotheriseofAIintheworkplace–asignificantincreasefrom2024.

Thisisgoodnewsforleaders,becausethemajority

(60%)expecttheirworkerstoproactivelyupdatetheir

skills,rolesandresponsibilitiesaccordingly.However,thequestionremains:canworkforcestrategieskeeppaceandmakethemostofthismomentumbeforeemployeesstartlookingelsewherefortheircareerdevelopment?

WorkersarewillingtobelexibleandtoadapttoadjusttotheimpactofAI

87%

71%

79%

2024

47%

2024

2025

2025

“Iamcomfortablewiththefact

thatmyjobcouldcompletely

changeasaresultofAI”

“Iamwillingtobelexibleandadaptabletoadjusttochangingenvironments,

e.g.theriseofAIintheworkplace”

5

OrganisationsstruggletokeepupwithAIupskillingdemand

Technologyisadvancingrapidlyandworkersdemonstrateaneagernesstoadapt,butworkforcestrategiesare

notevolvingatthesamepace.C-suiteexecutives

acknowledgethattheirworkforcestrategiescan’tkeepupwiththepaceofdisruptionandconsequentlyrisk

businessgrowth.Thisdisconnectiscreatingfrictionbetweenorganisationalambitionsandtheworkforce’sabilitytodelivervalue.

WorkersareawarethatAIdevelopmentopportunitiesprovidedbytheiremployersarefallingshort,with

nearlythree-quartersagreeingthattheirknowledgeofAIhasgonebeyondtheleveloftrainingtheiremployeroffers.ButAIupskillingisonlyonepieceofthepuzzle.

Future-readyworkersarenotjusttech-savvy,theyare

alsoadaptableandproactive,experimentingwithnew

technologiestoaddvalueandconfidentlydevelopingtheirskillsandexperiencetoremainagileinthefaceofchange.

knowledgeofAIhasgonebeyondtheleveloftrainingthattheir

71%ofworkersagreethattheir

employerhasonoffer

Organisationsmustshiftfromreactiveupskillingtoholistictalentstrategiesthatempowerworkersandalignwith

businesstransformationwhileembeddingadaptabilityandproactivityascorecompetencies.Tokeepupwith

AIupskillingdemand,organisationsmustmovebeyond

narrowskillsframeworksandembraceabroadermodeloffuture-readiness–onethatintegratesmindset,motivationandtechluency.

Future-readyworkersareadaptable,proactiveandtech-savvy

Afuture-readyworkforceisnotjustskilled–it’sagile,

informedandengaged.AccordingtotheAdeccoGroup’smodel,37%ofworkersgloballyqualifyas“future-ready”in2025,upfrom11%in2024.Theseworkersarebetter

supportedbytheiremployerswithupskillingandcareermobilityandarefarmorelikelytobelongtocompaniesthatprovideclear,consistentcommunicationabout

workplacechangesandprogressionopportunities.

Yearonyear,thenumberoffuture-readyworkersgrows.It’sworthnoting,however,thattheincreasecomes

primarilyfromworkersimprovingtheir“tech-savviness”

asopposedtotheirproactivityoradaptability.From

2024to2025,therehasbeena45-percentage-point

increaseinglobalworkersqualifyingacrossthefour

statementsdirectlyrelatingtoAI,comparedwitha

notablysmaller35-percentage-pointincreaseagainstthe“adaptable”componentanda23-percentage-pointincreaseininvestingtimetodevelopskills(“proactive”).

Organisationscan’toverlooktheimportanceofdevelopingtherightmindset,startingbyconsistentlycommunicatingopportunitiesanddemonstratingtherelevanceof

organisationalstrategytotheindividual’sdailyworkinglife.

TheAdeccoGroup’sfuture-readyworkermodel

+18points

+32points

“Iamwillingtobelexibleandadaptabletoadjusttochangingenvironments”

“AIhasgivenmemoreopportunitiestolearnskills/progressinmyjob”

“Ihaveappliedtheethical/responsibleuseofAItrainingtomywork”

“AIhasmadememoreproductive”

“IwouldfeelverycomfortableworkingwithanAIagent”

“IamcomfortablewiththefactthatmyjobcouldchangecompletelyduetoAI”

+45points

+45points

+45points

“IproactivelyexperimentwithdifferentwaysofusingAIatwork”

“Iregularlyinvestmyowntimeoutsideofworkinghourstodevelopmyskills”

+23points

+45points

new

Adaptable

TechsavvyProactive

6

Conclusion

MovingbeyondAIupskillingprogrammes

Leaderscan’texpectAIupskillingprogrammesaloneto

preparetheirworkforce.AworkforcestrategyfitfortheAIeramustremainhuman-centric.Thisstartswithconsistentandtransparentcommunicationabouttheoverall

organisationalstrategy,aswellashowthatstrategy

translatesintoindividualopportunitiesthatensureeach

workeraddsvalue.Italsobalancestechnologywithtalent,focusingnotjustontech-savvinessbutalsoonoverall

agilitythatopensupopportunitiesforeveryworker.

Recommendations

Howtoaligntechnologyandtalentforsustainabletransformation:

3.AlignC-suiteleadershiparoundaunifiedworkforcestrategy

Technologyandtalentstrategiesmustbedevelopedintandem.

C-suiteleadersshouldworkasa

unifiedteam,revisitingsharedvisionsregularly,aligningonpriorities

andcommunicatingclearlywith

theworkforce.Whenemployees

understandthestrategyandtheirroleinit,uncertaintyfadesandconfidencegrows.Thefuture-readyworkforce

isalreadyemerging;now,it’supto

organisationstocreatetheconditionsforlong-termsuccess.

2.Buildstrongdatafoundationsandgovernance

Asawarenessofdatasecurityrisksgrows,trustbecomesacritical

enablerofworkforceengagementwithAItools.OrganisationsmustestablishrobustdatagovernanceframeworkstomakesuretheirAIoutputsarereliable,secureand

alignedwithbusinessoutcomes.

Astrongdatafoundationalso

enablesbetterworkforceplanning,

moreaccurateskillsmappingand

clearercommunicationaroundhow

technologyisfacilitatingopportunitiesforcareergrowth.

1.BalanceAI-drivenagilitywithhuman-centricity

AIisapowerfulenablerofbusinessagility,butitmustbedeployed

inwaysthatsupportinclusion,

sustainabilityandlong-term

workforceresilience.Organisations

mustmovebeyondtunnel-vision

upskillingandadoptabroader

modeloffuture-readiness–onethatvaluesadaptability,proactivityand

techluency.Thismeansinvolving

employeesinredesigningtheirwork,ensuringaccessibilityandembeddinghuman-centricprinciplesintoevery

stageoftransformation.

Thosethatactnowwillleadthetransformation;thosethatdelayriskfallingbehind.Theworkforceisready,the

technologyishereandtheopportunityisclear.It’stimefororganisationstoalignstrategywithactionandbuildthefoundationsforlong-term,human-centricsuccess.

7

Competingfortoptalent

2

We’relosinggreat

candidatesbecauseother

companiesareofferingmorelexibilityorbetterpay.Peoplewantjobsthatsupporttheir

lives,notconsumethem.

8

Work-lifeintegrationattractsandretainstalent

Thecompetitionfortoptalentisintensifying.Inthewakeofeconomicuncertainty,workersarereassessingwhattheyvaluemostinajob–andemployersarestrugglingtokeepup.Forthefirsttimeinthreeyears,

salaryandwork-lifebalancedominatedecisionstostayputorleaveajob.

Jobrequirementsarenotone-size-fits-all:salarystabilityisafoundationalneedthatnotallworkerscurrentlyhave,andlexibilitymeansdifferentthingstodifferentworkers.

Thischapterexploreshowtoattractandretaintalent.Organisationsmustpersonalisetheirofferingandrethinkwhatmakesajobworthstayingfor.

Talentretention

Salaryandwork-lifebalancetopthelistsofreasonsto

bothstayandleaveajob,indicatinghowcrucialwork-lifeintegrationisforbothattractionandretention.Forthefirsttimeinfouryears,workersarestayingintheirjobsforthestablesalary.In2024,salaryrankedninthplaceinreasonstostay,butithassurgedtothirdplacein2025.Ithas

consistentlybeenthenumberonereasontoquit,yearonyear.

Inthewakeofjobmarketinstabilityandeconomic

uncertainty,workersarelookingforajobthatsustains

theirwayoflife,offeringthemtheultimateinwork-life

integration.Today,stabilityismoreimportantthanderivingasenseofpersonalfulfilmentfromwork,whereasin

2024stayinginajobbecausetheworkwasmeaningfuloutrankedsalarybyasignificantmargin.

Flexibility,fulfilmentandculturestillmatter,butthey

arenolongerenoughontheirown.Employersmust

recognisethatthetalentequationhaschangedandthatcompetingfortoptalentincludestakingresponsibilityforanindividual’slivelihood.

Salarybecomesasignificantretentionfactorforthefirsttime

20242025Reasonstostay

=1

=1

Iamhappywithmywork-lifebalance

7=1Iamhappywiththecompanyculture

9

3

Iamhappywithmysalary

3

4

Iamhappywiththelexibilityinmycurrentjob

11

5

Iamhappywiththeupskilling/traininginmycurrentjob

6

6

Iamhappywithmymanager(s)

=1

7

Mycurrentjob/rolegivesmestability

4

8

Ienjoyworkingwithmycolleagues

9

9

Iamloyaltomyemployer

5

10

Myworkisfulfilling/meaningful

20242025Reasonstoquit

=1=1Iwantabettersalary

2

2

Iwantajobwithbetterwork-lifebalance

3

3

Mycareerisnotprogressinginmycurrentcompany

6

4

Iwantajobwithmorelexibilityregardingworkingschedules

5

=7

Myworkisnotfulfilling/meaningful

4

=6

Iwantajobwithremote-workingopportunities

=7

=6

Iamlookingfor/havebeenofferedabetteropportunityelsewhere

5

=6

Iwouldliketomovetoajobthat

willgivemeskillstomakememoreemployableinthefuture

9

=9

Iamworriedaboutburnoutorworkingtoomuch

11

=9

Iamunhappywiththecompanyculture

9

Salarysatisfactionvariesdramaticallybyworkertype

Forthefirsttime,salaryhasbecomeadefiningfactor

inretainingtoptalent,butsatisfactionlevelsvary

dramaticallyacrossworkertypes.Despiteitsgrowing

importance,salarysatisfactionremainslow,consistently

rankinginthebottomthirdofworkersatisfactionscores.Disparitiesamongworkertypesarestark:58%ofagencyworkersbelievetheirpayisbetterthanpeers’,butonly20%ofpart-timeworkersand18%ofself-employed

workerssaythesame.Temporaryworkersandcontractworkersalsoreportsignificantlylowerlevelsofsalary

parity.Thesegapsrelectbroadereconomicpressuresandhighlightthevulnerabilityofnon-traditionalworkers.Forthefirsttimeinthreeyears,blue-collarworkersaremoreconfidentthanwhite-collarworkersthattheirsalary

isfair.Theirassessmentisalignedwithleaders’intentions.C-suiteexecutivesareincreasinglypessimisticabout

salarygrowthforwhite-collarroles,withsignificantlyfewerleadersin2025statingthattheyexpectsalariesfor

white-collarworkerstoincrease(downeightpercentagepointsin2025from2024).Incomparison,leadersexpectsalarygrowthforblue-collarworkerstostaythesamerateyearonyear.

Toremaincompetitive,organisationsmustaddresstheseimbalancesheadontoensurethatpayisnotonlyfair

andtransparent,butalsorelectiveofthevalueeachworkerbrings.Equitablecompensationisnolongeranice-to-have;it’sastrategicimperativeinatighteningtalentmarket.

Salarysatisfactionvariesdramaticallybyworkertype

58%

39%

Agencyworker

54%

34%

Blue-collarworker

55%

54%

53%

58%

44%

49%

41%

18%

20%

12%

Self-employed

Contractworkers

Employedfulltime

Employedparttime

White-collarworker

Mysalaryisbetterthanmypeers’

Mysalaryiscomparabletomypeers’

43%

7%

Tempworkers

Flexibilityisnotone-size-fits-all

Flexibilityisnowacoreexpectationtoensurework-life

integration,butit’snotone-size-fits-all.Leadersandjuniorworkersexperiencelexibilityverydifferently.Leaders

caremoreaboutthe“where”ofworkandarelookingforremote-workingopportunities,whilejuniorworkersaremoreconcernedwiththe“when”–theywantschedulelexibility.Itappearsthatleadersaregettingwhattheywant,with79%sayingtheyexpectmoreopportunities

toworkremotelyinthefuture.Juniorworkersarenotasfortunate.It’smorelikelythatemployersaresettingtheirworkingschedule,whereasleadersaretwiceaslikelytosetitthemselves,despitethisautonomybeingaclear

priorityforjuniorcolleagues.Iforganisationalneedscanfacilitatelexibility,forexampleifsomeworkcanbe

tackledasynchronously,thenthedifferencesbetweenleaderandworkerpreferencesunderscoretheneedforpersonalisedapproaches.

Flexibilitymustbetailoredtorole,seniorityandindividualneeds.Organisationsthatfailtorecognisethisareat

riskofalienatingcertaintalentsegments.Anuanced,

data-informedstrategyisessentialtoensurelexibilityisequitable,empoweringandalignedwithwhatworkersactuallywant.

Flexibilityisnotone-size-fits-all–personalisationisrequired

30%

18%

Leaders

Needismet

Leadersare1.2xmorelikelythan

non-managerstobeconfident

thattheywillhaveremote-working

opportunitiesinthefuture

19%

24%

Non-managers

Needisnotmet

Non-managersare

halfaslikelyasleaders

tosaytheyhavecontrol

overtheirworkingschedule

Iwantajobwithremote-workingopportunities

Iwantajobwithmoreflexibilityregardingworkingschedules

10

Conclusion

Organisationscanonlydeliverpersonalisationwithdata-drivenHR

Towinthecompetitionfortalent,organisationsmust

rethinkwhatworkersvalueanddeliveritwithconsistencyandcare.It’svitaltoavoidtheone-size-fits-alltrap.Usingdata-driventalentmanagementapproaches,organisationscantailoremployeeexperiencesdependingonvarying

workerneedsandsubsequentlyboostretention.

Recommendations

Attractingandretainingtoptalentin2025requiresmorethancompetitivesalaries–itdemandsaholisticapproachtowork-lifeintegration.Workersarenolongerdrivensolelybystabilityorprogression;theywantjobsthatsupporttheirlives,offerlexibilityandrelecttheirvalues.Yetmanyorganisationsarefallingshort.

Howtobuildacompetitive,people-firsttalentstrategy:

2.Ensurethatsalariesremainequitableand

competitive,becausesomeworkersstillprioritise

incomeoverwork-lifebalance

Salaryhasbecomeakeyretentionfactor,notjustanattractiontool.Yetsatisfactionremainslow,especiallyamongpart-time,contractandtemporaryworkers.

Formany,incomestabilitymustbeaprerequisiteto

work-lifebalance.Organisationsmustaddresspay

disparitieshead-on,ensuringcompensationisfair,

transparentandrelectiveofeachworker’scontribution.Thisincludesbenchmarkingacrossworkertypesand

roles,aswellaslisteningtowhatemployeessaytheyneedtofeelsecure.

1.Flexibilityisnotone-size-fits-all,sotailorittoindividualworkerprofiles

Flexibilityisnowabaselineexpectation,butitsmeaningvarieswidelyacrosstheworkforce.Thesedifferences

arenotjustgenerationalorhierarchical–theyrelect

fundamentallydifferentlivedexperiences.Tomeettheseneeds,organisationsmustadoptdata-driventalent

managementapproachesthatsegmentworkerprofilesandtailorlexibilityaccordingly.Anuancedstrategy

ensuresthat,wheneverpossible,lexibilityisequitable,empoweringandbasedonwhatworkersactuallywant–notjustwhatemployersassumetheywant.

Together,theseimperativesformthefoundationofamodernemployeevaluepropositionthatrecognisesdiversity

inworkerneedsandrespondswithprecision,empathyandstrategicintent.

11

Upskillingandmobility

3

We’vegotcapablepeoplein-house,butwedon’thavethevisibilityortoolstoidentifyandgrowthemintonewroles.

It’slikehavingatreasurechestbutmissingthekey.

12

Prioritisingworkforceagility

Organisationsfaceacriticalinlectionpoint:thechoicebetweenbuyingtalentorbuildingitfromwithin.

Whileexternalhiringmayofferspeed,itlackssustainability.Nevertheless,organisationsarefarmorelikelytochoosetobuytalenttoplugskillsgaps.

Internalmobilityandupskillingarenowstrategicimperatives,notoptionalextras.Butleaderstodaylackthevisibilityandtoolstounlockthepotentialalreadywithintheirworkforce–andworkersaretakingnotice.Inlieuofgrowthenabledbytheiremployer,workersareseekingitexternally.

Thischapterexploreshowfuture-readyorganisationsinvestinagile,personalisedupskillinganddevelopmentprogrammestoretaintalentandremaincompetitive.

Organisationslackvisibilityintofutureskillsrequirements

Veryfewcompanieshaveestablishedtech-enabled

In2025,mostleadersplantobuyorrenttalentratherthanbuilditinternally–ashort-termfixthatrisks

long-termagility.Butisthisapproachapreference,

ormerelythesimplestoption?Sixty-onepercentof

organisationsstruggletotransitionworkersintonew

roles,despitehavingcapablepeoplein-house.This

challengeindicatesalackofvisibilityandinfrastructuretosupportinternalmobility–notnecessarilyalackofwillingnesstodoso.

workforce-planningprogrammesthatfacilitateworkforceagility.Just33%ofcompaniesareinvestingindatainsightstounderstandworkforceskillsandcapabilities,onlyhalf

havetherequiredinternalmobilitytools(50%),andfewerthanhalfofleadersbelievetheirteamsunderstandfutureskillrequirements(45%).Withoutastrongdatafoundation,organisationscan’tmatchtalenttoopportunity–leavingvaluableinternalcapabilityuntapped.

Withoutdatainsights,companiesstruggletoenableworkforceagility

ofleaderssaythey

struggletotransitionworkersintonewroles

61%

areinvestingindatainsights

tounderstandworkforce skillsandcapabilities

33%Onlyathirdofcompanies

Workerswillnothesitatetoseekgrowthopportunitieselsewhere

havecareerprogression(33%)–asharpincreasefrom22%in2024.

Incomparison,theincreaseinworkersplanningtostay

withtheircurrentemployerin2024wasdrivenbyworkerswantingtostaywithoutanyconditions(from35%in2023to49%in2024),demonstratingadesireforjobstability

aboveallelse.Thenumberofworkersstayingwithoutconditionshasremainedlatfrom2024to2025.

Workerswon’twaitfororganisationsthataretooslowtofacilitatecareermobility.Theyareincreasinglylookingforprofessionalgrowthandwillquitiftheydon’tfinditattheircurrentemployer.

Since2023,theproportionofemployeesplanningto

staywiththeircurrentemployerhasrisensharply,driven

in2024byjobinsecurityandadesireforstabilityandin

2025byarenewedambitionforcareergrowth.Athirdnowsaytheywanttostaywiththeiremployeraslongasthey

13

Workerswillstaywiththeiremployeraslongastheircareerprogresses

“Thinkingaboutyourprofessionalplansinthenext12months,

whichofthefollowingbestappliestoyou?”

49%52%

33%

21%22%

4%

Iwanttobeupskilled/reskilledforanewjobinmycurrentcompany

2022202320242025

Iwanttoprogresswithmycurrentcompany/employer

Iwillstayinmycurrentjobwithoutconditions

27%22%

34%35%

9%10%

Iplantoquit

10%

16%

16%

17%

Workerswantcareerprogression,andtheyarewilling

toquitforit.Thethirdmostcommonreasonworkersarequittingin2025,aftersalaryandwork-lifebalance,is

becausetheircareersarenotprogressing.Thisiscauseforconcernforemployersbecausesatisfactionwith

careerprogressionremainslow.“Professional/careerprospectsanddevelopmentopportunities”consistentlyranksinthebottomthirdofsatisfactionscores.

Inresponse,workersaretaki