2026年全球职场状况报告（英文版）

State

of

theGlobalWorkplaceTheHuman

Side

of

theAIRevolution2026

REPORTCOPYRIGHT

STANDARDSThisdocumentcontainsproprietaryresearch,copyrightedandtrademarkedmaterialsofGallup,Inc.Accordingly,international

and

domestic

laws

and

penalties

guaranteeing

patent,

copyright,trademarkandtradesecretprotectionsafeguardtheideas,conceptsandrecommendationsrelated

withinthisdocument.The

materials

contained

in

this

document

and/or

the

document

itself

may

be

downloaded

and/orcopiedprovidedthatallcopiesretainthecopyright,trademarkandanyotherproprietarynotices

contained

on

the

materials

and/or

document.No

changes

may

be

made

to

this

document

withouttheexpresswrittenpermissionofGallup,Inc.Any

reference

whatsoever

to

this

document,in

whole

or

in

part,on

any

webpage

must

provide

a

link

backtotheoriginaldocumentinitsentirety.Exceptasexpresslyprovidedherein,thetransmission

of

this

material

shall

not

be

construed

to

grant

a

license

of

any

type

under

any

patents,copyright

or

trademarks

owned

or

controlled

by

Gallup,Inc.The

Gallup

Q¹²items

are

Gallup

proprietary

information

and

are

protected

by

law.You

maynotadminister

a

survey

with

the

Q¹²items

or

reproduce

them

without

written

consent

from

Gallup.Gallup®

and

Q¹²®

are

trademarks

of

Gallup,Inc.All

other

trademarks

and

copyrights

are

property

oftheirrespectiveowners.Gallup

is

committed

to

bringing

the

voice

of

the

employeetothedecision-makingtableaswehelpglobal

leaderssolvetheir

most

pressing

problems.Inthisreport,wefeatureannual

findings

from

the

world’s

largest

ongoing

study

oftheemployeeexperience.

Weexaminehow

employeesfeelabout

their

work

and

their

lives,an

important

predictor

oforganizational

resilience

and

performance.Table

ofContentsFrom

theCEO

4TheEngagementSlumpContinues

5TheShrinkingPerkofBeingaManager

7TheFutureof

Jobs

.

10Managing

theEmotional

Workplace

.

13GlobalInsights

.

16RegionalInsightsUnitedStatesandCanada

.

25Latin

Americaand

theCaribbean

.

31Europe

.

37Post-SovietEurasia

.

43MiddleEastandNorth

Africa

.

49Sub-Saharan

Africa

.

55East

Asia

.

61South

Asia

.

67Southeast

Asia

.

73AustraliaandNewZealand

.

79Appendix1:Country/TerritorybyRegionData

.

85Appendix2:Methodology

.

245Appendix3:SupportInformation

.

247State

ofthe

GlobalWorkplace:

2026ReportFrom

the

CEOThetechnologyworks.Largelanguagemodelscandraftlegalcontracts,writecodeand

synthesizeresearchatspeedsnohumanteamcanmatch.Butthosegainsarenotshowingupinthebottomline.A

recent

MIT

study

found

that

despite

roughly$40billion

in

enterprise

investment,95%

oforganizationshaveseenzeromeasurableimpactonprofits.1

An

NBERsurveyofnearly

6,000globalexecutivesreportsthat89%seenoeffectonlaborproductivity.InGallup's

own

data,only12%of

employees

in

AI-implemented

organizations

strongly

agree

that

AIhastransformedhowworkgetsdoneintheirorganization.So,ifthetechnologyisn'ttheproblem,whatis?Gallup's

data

points

to

an

answer

the

corporate

world

has

largely

ignored:themanager.In

organizations

investing

in

AI,the

strongest

predictor

ofemployeeadoption,asidefrom

technicalintegration,iswhethertheirdirectmanageractivelychampionsit.Eventhemost

sophisticatedneuralnetworkcannotovercomeanindifferentteamleader.OpenAI

would

likely

agree.In

its2025enterprise

report,the

company

states:"The

primaryconstraints

for

organizations

are

no

longer

model

performance

or

tooling,but

ratherorganizational

readiness

and

implementation."Therelationshipbetweenrealizedtechnologicalgainsandgreatmanagementisnot

new.Adecadeago,researchersatStanford,HarvardBusinessSchoolandMITfound

thatdifferencesinmanagementpracticesaccountedforabout30%ofthe

variation

intotalfactorproductivity,themostcommonmeasureoftheimpactoftechnologyonproductivity.2Fordecades,organizationsworldwidehavestruggledtomanagepeopleeffectively.Now,thefinancialstakesarefarhigher.WinningtheAIrevolutionwilldependnot

justonthetechnologyyoudeploybutalsoonhowwellyouleadthepeopleusingit.ThisreportestablishesaglobalbaselineformanagementeffectivenessintheAIera.Jon

CliftonGallupCEO&4Copyright©2026Gallup,Inc.All

rights

reserved.knState

ofthe

GlobalWorkplace:

2026Report&aTheEngagementSlump

ContinuesIn

2025,global

employee

engagementdeclinedfor

asecondyeartoits

lowestlevel

since

2020.Global

Engagement%Engaged5Copyright©2026Gallup,Inc.All

rights

reserved.knState

ofthe

GlobalWorkplace:

2026ReportNote:Engagementdatawerenotcollectedin2010,2011or2017.AIimprovespersonalworker

productivity,

butmacro-levelbenefitsremain

elusive.AmongU.S.workersinorganizationsthathave

implementedAI,65%saythat

AIhashada"somewhat"or"extremely"positiveimpactontheirproductivity(7%say"somewhat"

or

"extremely"negative).Atthesametime,only

12%stronglyagreethat

AIhastransformed

howworkgetsdoneintheirorganization.Surveysofleadersreinforcethesamedisconnectbetweenindividualproductivitygainsandorganizationaloutcomesthatemployeesreport.ArecentNBERsurvey3of

executives

in

the

U.S.,U.K.,GermanyandAustraliafoundthat

while

AIuseis

widespread

incorporations,89%ofleadersreportnoimpactofAIontheircompany’slaborproductivityinthepastthreeyears.However,they

expect

AI

will

boost

productivity

by1.4%

overthenext

three

years.Onewayofthinkingaboutemployeeengagementisasameasureofreadinessfor

change.AIisamajordisruption;organizations

withengagedemployeestendtonavigatedisruptionsmoresuccessfully.Intheageof

AI,

productivitygainswilldependinpartonhow

effectivelyindividualworkersusethesetools.

Disengagementwillerodethosegains,andactivedisengagementcouldcreateserious

securityrisks.3

Yotzov,I.,Barrero,J.M.,Bloom,N.,Bunn,P.,Davis,S.J.,Foster,K.

M.,Jalca,A.,Meyer,B.

H.,

Mizen,

P.,

Navarrete,M.A.,Smietanka,P.,Thwaites,G.,&Wang,B.Z.(2026).Firmdataon

AI(NBERWorkingPaperNo.34836).National

BureauofEconomicResearch.

https://doi.org/10.3386/w34836Theworld’s

employee

engagementhasdropped

to20%from

its

peak

in2022of

23%,with

a

margin

of

error

of

less

than±0.1pct.pt.Despitetherecentdownturn,employeeengagementiseightpercentagepointshigherthanit

wasinGallup'sfirstmeasurementin2009andfivepointshigherthanit

wasadecadeago.Eachpercentagepoint

accounts

forapproximately21millionemployees

workingfororganizations.Formillionsof

workers,the

workplace

hasimproved.Thatsaid,recent

yearsare

acause

forconcern.Thisisthefirsttimeglobalengagementhasdroppedfor

twoconsecutive

years.

Thelargestdrop

wasinSouth

Asia(-5points).Noregionof

the

worldincreasedengagementinthepast

year.Lastyear,low

engagementcost

the

world

economyapproximately

$10trillionin

lostproductivity,

or9%

of

GDP.Engagementmeasures

thepsychological

attachmentworkershavetotheirwork,theirteamandtheiremployer.Gallupmeta-analysesovertheyearshave

consistentlyshownastrongrelationshipbetweenemployeeengagementandbusiness-unitproductivity,

includingprofitabilityandsales.While

engagement

occurs

atthe

teamlevel,employeeswhoarenotengagedoractivelydisengagedleadtolessprofitable

organizations,which,inturn,translatesinto

lowereconomicgrowth.3Yotzov,I.,Barrero,J.M.,Bloom,N.,

Bunn,

P.,

Davis,

S.J.,

Foster,

K.

M.,Jalca,A.,Meyer,

B.

H.,

Mizen,

P.,

Navarrete,

M.A.,Smietanka,

P.,Thwaites,G.,&Wang,B.Z.(2026).Firmdataon

AI(NBERWorkingPaperNo.34836).NationalBureauofEconomicResearch./10.3386/w348361Challapally,A.,Pease,C.,

Raskar,

R.,&Chari,P.(2025,July).

The

GenAIdivide:Stateof

AIinbusiness2025.MITProjectNANDA.2Bloom,N.,Sadun,R.,&VanReenen,J.(2016).Management

asatechnology?NationalBureauofEconomicResearch./10.3386/w223276Copyright©2026Gallup,Inc.All

rights

reserved.knState

ofthe

GlobalWorkplace:

2026ReportThe

ShrinkingPerkofBeing

aManagerLower

engagement

among

managers

accounts

for

mostof

the

recent

downturn

in

employee

engagement.GlobalEngagementbyRole%Engaged Manager

Non-manager7Copyright©2026Gallup,Inc.All

rights

reserved.knState

ofthe

GlobalWorkplace:

2026ReportSomeevidencesuggests

thatin2025,India’sITsector

sawasubstantialslowdowninhiring,along

withcuts

to

mid-levelandseniorroles,possiblydriveninpartby

AI

adoption.4

With

fewermanagersinplace,

teamsizesare

likely

togrow.

ArecentGallupstudyofU.S.managers

and

teamsize

found

thatmanagerengagementdeclines

withlargerspansofcontrol,

thoughmanager

talentand

trainingcanoffset

thiseffect.Decliningmanager

engagementisbyno

means

inevitable.Organizationsofallsizescanachievehighlevelsof

managerengagement.In2025,Gallupfoundthat

withinbest-practiceorganizations,79%ofmanagers

wereengaged

at

work

—nearlyquadrupletheglobalaverage.These

world-class

workplacesspanallregionsand

industries,prioritizing

employee

engagementaspartoftheirlong-termbusinessstrategy.Since

2022,manager

engagementhas

droppedbynine

points.Individual

contributor

engagement

also

declined

buthashadaslightrebound.Thelargestyear-over-year

dropinmanagerengagementoccurredbetween2024and2025,whenitdeclinedbyfivepointsfrom27%to22%.Inshort,managersusedtoenjoy

an“engagementpremium”atwork,buttheyareincreasinglyonlyasengagedasthose

theylead.SouthAsia’sdeclineinmanager

engagementsuggestsorganizationalflatteningmaybe

a

factor.In2025,South

Asia(primarily

India)experiencedaneight-pointdeclineinmanagerengagement,thelargestdeclineofanyregion.Atthesametime,

thepercentageofmanagersinSouthAsiaalsodeclined,suggestingthatemployersarecutting

managementroles.4TopITfirmsadd

just17staffinninemonths,hiringnearlyfreezes.(2026,January17).TheEconomic

Times.

/jobs/hr-

policies-trends/top-it-firms-add-just-17-staff-in-nine-months-hiring-nearly-freezes/articleshow/126606856.cmsManager

Engagement(2022-2025)%Engaged●Best-practiceorganizations

●U.S.●Global8Copyright©2026Gallup,Inc.All

rights

reserved.knState

ofthe

GlobalWorkplace:

2026ReportSource:Q12026U.S.dataGallupalso

finds

thatmanagersarekey

toemployees'perceptionsof

AI

value.

WithinU.S.organizations

thatareinvestingin

AI

technology,employees

whostronglyagree

that

theirmanageractivelysupports

theirteam’suseof

AI

are:

8.7

timesaslikelytostronglyagreethat

the

AI

hastransformed

how

work

getsdoneintheir

organization

7.4

timesaslikelytostronglyagreethat

AI

givesthemmore

opportunitiestodowhatthey

dobest

everydayDespitetheseclearbenefits,manyemployeesreportalackofactivesupportfromtheirmanagers.

Less

than

a

third

of

U.S.employees

in

organizations

that

have

begun

implementing

AI

technologiesstronglyagreetheirmanageractivelysupportstheirteam’suseofthetechnology.AGallupstudyin

Germany

found

similarly

low

support:21%of

employees

in

organizations

that

use

AI

said

theirmanageractivelysupportstheirteam’suseofAI.AIcouldboostglobalemployeeengagementbyimprovingmanagementpracticesatscale.Effectivepeoplemanagementisaskill.But

fewmanagershavenaturalmanagement

talent,andmanyhavenotreceived

the

training

theyneed

tosuccessfullycoach

teamsandindividuals

towardhighperformance.

AI

toolshave

thepotential

toprovidereal-time,personalizedmanageradvicegroundedin

thebestmanagementscience.Suchcapabilitiescouldbeagame-changer

for

the

world’s

workplace.Managersplayacriticalrole

in

meaningfulAI

adoption.BasedonGallup’sQ12026U.S.workforcesurvey,thetoptwodriversoffrequentAIusewithin

organizations

areAI

integration

with

existing

systems

and

manager-led

AI

adoption.9Copyright©2026Gallup,Inc.All

rights

reserved.knState

ofthe

GlobalWorkplace:

2026ReportTheFuture

of

JobsGlobalemployeeperceptionsofthe

jobmarketimprovedin2025,though

still

below

their

2019peak.Global

Perception

of

Job

Market%Employeeswhosayitisagoodtimetofinda

job10Copyright©2026Gallup,Inc.All

rights

reserved.knState

ofthe

GlobalWorkplace:

2026ReportIn

2025,

jobmarketoptimismfell

sharply

in

theAustralia/NewZealand

(-12points)

andthe

United

States/Canada

(-10)regions.Post-pandemicAustralia/NewZealandhastypically

had

the

best

job

market

in

the

world,based

onemployeeperceptions.Last

year,theyfelltosecond

placebehindSoutheastAsia.TheUnitedStates/Canadaregion,however,

isnowsecond-to-lastinregional

jobmarketrankings.Since2019,thisregionhasfallen23points,from70%

to47%.U.S.businessmediareportedona“nohire,nofire”jobclimateformostof2025;morerecentrevisionstoofficial

jobsnumbersfoundthattheU.S.added181,000

jobslast

year,compared

with1.5milliontheyearbefore.6

Gallup’sU.S.employee

jobmarketsurvey

tracksofficial

jobsdataclosely.When

employeesfeeltheyhave

a

choice

intheirwork,they

are

nearly

50%more

likely

to

say

it’s

agoodtime

to

find

a

job.InpartnershipwithPERSOLandtheWellbeing

forPlanet

Earth

Foundation,7

Gallup

has

found

that

when

employeesfeeltheyhavealotofchoiceinthework

theycando,theyaremoreoptimisticaboutthe

jobmarket.Thisholdsacrosseveryregionoftheworld.

AstechnologieslikeAIreshapethe

worldof

work,

upskillingwilllikelybeanessentialpartofemployeehopeforthefuture.52025:The

year

the

frontier

firm

is

born.Work

trend

index

annualreport.(2025).Microsoft.

https://assets-c4akfrf5b4d3f4b7.z01.

/assets/2025/04/2025_Work_Trend_Index_Annual_

Report_680aaa7fe52dd.pdf6

Chen,T-P.(2026,February11).Healthcare

workpropelsU.S.tostrongest

jobgrowthinmorethana

year.The

Wall

StreetJournal.

/economy/jobs/january-jobs-report-

unemployment-b703b0e3?7

PERSOL,aglobalHRand

workforcesolutionscompanybasedinJapan,

andtheWellbeingforPlanetEarthFoundation,anonprofitdedicatedtoadvancing

wellbeingresearch,partnered

withGalluptostudythe

relationshipbetween

workand

wellbeing

worldwide.Globalemployeeperceptionsofthe

jobmarketimproved

in2025,following

a

decline

theprevious

year.Astheglobaleconomyrecoveredfromthepandemic

in2022,sodid

jobmarketoptimism.In2023,thepercentageofemployeeswhosaiditwas"agoodtime"tofinda

jobalmost

tiedits2019recordof55%.Thelasttwo

years,however,haveseen

jobmarketperceptionslowerthanatthestartof

therecoveryin

2022.In2025,

jobmarketperceptionsimprovedby

onepercentagepointfromthepreviousyearto52%,

withamarginoferrorof±0.1percentagepoint.The

2025increasein

jobmarket

optimism

came

entirelyfromnon-remote-capable,fully

on-site

workers

(+2points).Jobmarketoptimismdropped

for

fullyremote

workers

(-5points)andremote-capable,

fullyon-site

workers(-14),

whileoptimismremained

flatamonghybridworkers.

Thedropinoptimismamongremote-capable

workerscouldbedue

topossibledeclinesinremote

jobopportunitiescausedbychangesinemployerpolicies

ortheautomationofknowledge

work.511Copyright©2026Gallup,Inc.All

rights

reserved.knState

ofthe

GlobalWorkplace:

2026ReportLarge

U.S.employers

are

more

likely

to

reduce

their

workforce

after

implementing

AI;

smalleremployersaremorelikelytoexpandtheirworkforce.InQ1of2026,GallupaskedU.S.employeesif

theiremployer

wasexpandingorreducing

the

sizeof

their

workforce.

Amongemployeesinorganizations

where

AIhasbeenimplemented,

those

who

workedinlargeorganizations(10,000+employees)

weremorelikely

tosay

theiremployer

wasreducing

their

workforce(33%)

thanexpanding(30%).However,

those

working

insmallerorganizations,

forexample,5,000-10,000employees,

weremorelikely

tosay

their

employer

wasexpanding(38%)

vs.reducing(23%)

their

workforce.Organizationsthathavebegunimplementing

AIaremorelikelytochangethesizeoftheir

workforce

—eitherbyexpandingorreducingheadcount

—thanthosethathavenotadopted

AI.

While

AIisreconfiguringorganizations,theeffectssofaronemployment

arenotuniformlynegative.U.S.datashowconcerns

aboutAI-related

job

losses

are

rising.InQ1of2026,18%ofU.S.employeessaidit

was"very"or"somewhat"likely

theirjob

would

be

eliminated

in

the

next

five

years

due

to

technological

innovations,such

as

automation

or

artificial

intelligence.In

organizations

where

AI

has

beenimplemented,thatfigurerisesto23%.Insomeindustries,suchasfinance(32%),insurance(32%)andtechnology(31%),itismuchhigher.AseparateGallupsurvey

inGermanyfoundthat19%ofGermanemployeesinorganizationsthatuseAIsaid

itwasveryorsomewhatlikelythattheir

jobwouldbeeliminatedinfiveyearsdueto

automationorAI.PerceivedLikelihoodJob

WillBeEliminatedinNext5

YearsDuetoTechnologicalInnovations%Verylikely+somewhatlikely

AllU.S.employeesEmployeesinAI-implementedorgs(Q12026)12Copyright©2026Gallup,Inc.All

rights

reserved.knState

ofthe

GlobalWorkplace:

2026ReportManaging

theEmotional

WorkplaceIn

2025,global

employeewellbeingimprovedforthe

first

time

in

three

years.GlobalLifeEvaluation%

Thriving13Copyright©2026Gallup,Inc.All

rights

reserved.knState

ofthe

GlobalWorkplace:

2026ReportThepercentage

ofemployeeswhoreportexperiencing

alotofstress,

anger

or

sadnessthe

previous

dayremains

abovepre-pandemiclevels.Dailynegativeemotionsamongworkersincreasedworldwideduringthepandemic.Althoughtheyhavedeclined

from

their

peaks,negative

emotions

remain

elevatedcomparedtobefore2020,suggestingeither

lasting

psychological

impacts

or

a

new,more

challengingstatusquo.Wellbeingincreaseswhen

employeesseetheirwork

as

intrinsicallyrewarding

andgoodfor

others.New

analysis

of

Gallup

data,collected

in

partnershipwiththeWellbeingforPlanetEarthFoundationandPERSOL,showsthat

whenemployeesenjoytheirwork,feelitimprovesothers’livesandbelievethey

havechoicesinwhattheydo,theyreportstronger

wellbeingandhigherworkplaceengagement.Afterafive-yearrunofconsistentimprovementin

employee

wellbeing

(2018-2022),global

thrivingpeakedin2022andthen

startedto

decline.In2025,employee

thriving

increased

by

one

point,from33%to34%.Halfoftheworldregionssawariseinthriving,withLatinAmericaandtheCaribbean

(+2points)andEurope(+2)experiencingthelargestincreases.Gallup’slifeevaluationmeasurecombineshow

respondentsfeelabouttheircurrentlifeandhow

they

expect

their

life

to

be

in

five

years(see

Appendix3:SupportInformation).14Copyright©2026Gallup,Inc.All

rights

reserved.knState

ofthe

GlobalWorkplace:

2026ReportEngagementreducesthe

emotionalburden

of

leading

others

and

significantlybooststhriving.Gallup

finds

that

when

managers(including

leaders)are

engaged,they

report

experiencing

allnegativeemotionsatlowerratesthanindividualcontributors.Theyarealso

14

pointsmorelikely

tobethrivingintheiroveralllifethantheaverageleader.When

it

comes

to

the

AI

revolution,recent

Gallup

research

in

the

U.S.points

to

twofactorsthatleaderscanfocusontoimproveAIadoptionandsupporttheengagementand

wellbeingof

their

workforces:takingstepstothoughtfullyintegrateAIintocurrentsystemsandprocesses,andhelpingtheirmanagerstoactivelysupporttheirteam’suseofAI.Leadershavehigherlife

evaluationsbutworse

daysthan

those

they

lead.Inpsychology,

wellbeingcanbemeasuredbyexaminingthereflectiveself

ortheexperiencingself.How

people

think

about

their

lives

does

not

always

match

how

they

experience

them

day

to

day.Whencomparingleaders,managers,projectmanagersandindividualcontributors,higherlevels

ofleadershipreporthigherlevelsofengagementand

wellbeing.Atthesametime,comparedwithindividualcontributors,leadersaresubstantiallymorelikelytoreportexperiencingalot

ofstress(+7points),anger(+12),sadness(+11)andloneliness(+10)thepreviousday.Employee

Engagement,

Wellbeing

and

Negative

Daily

Emotions

by

Leadership

Level●Leaders●

Managers●Projectmanagers●IndividualcontributorsLeadershipalsoofferslittleupsideintermsofpositiveemotions:Leadersarelesslikelythanindividualcontributorstosaytheysmiledorlaughedalotthepreviousdayandlesslikelythanmanagerstoreportexperiencingenjoyment.Althoughleadershipcangiveindividualsagreatersenseof

voice,agencyandstatus,itcanalsomeangreatersocialdistanceandtheresponsibilityformakingpainfulchoicesthataffectmanypeople'slives.15Copyright©2026Gallup,Inc.All

rights

reserved.knState

ofthe

GlobalWorkplace:

2026ReportUnitedStatesandCanadaLatinAmericaand

theCaribbeanEuropePost-SovietEurasiaMiddleEastandNorthAfricaSub-SaharanAfricaEast

AsiaSouth

AsiaSoutheast

AsiaAustralia

and

New

ZealandGlobal

InsightsState

ofthe

GlobalWorkplace:

2026

Report

GlobalInsights16Copyright©2026Gallup,Inc.All

rights

reserved.Global

Summary二

Boxednumbersindicatethepercentage-pointchangefrom2024to2025.Daily

EmotionsEmotionsexperiencedduring

alotofthepreviousdaySTRESSpercentage-pointchange40%

0Employee

EngagementENGAGED20%

-1

Job

MarketJOB

CLIMATEGood

time

to

find

a

job52%Life

EvaluationTHRIVING34%State

ofthe

GlobalWorkplace:

2026

Report

GlobalInsightsACTIVELY

DISENGAGED16%NOT

ENGAGED64%STRUGGLING56%LONELINESS22%17Copyright©2026Gallup,Inc.All

rights

reserved.SUFFERING9%SADNESS23%ANGER22%-2012-11100percentage

pointchangeEmployeeEngagementGallup

Q¹²items;see“Appendix3:Support

Information”for

item

wording.ENGAGED

NOT

ENGAGED

ACTIVELY

DISENGAGED20%64%

16%%

ENGAGEDGlobal20%12

13

14

14

1517

19

22

20

21

23

23

21

202009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025<35

yearsold21%

≥35

yearsoldJobLevel22%

Manager19%

IndividualcontributorWorkLocation30%

Exclusivelyremote25%Hybrid24%On-siteremote-capable17%

On-sitenon-remote-capableRegional

Ranking

1

UnitedStatesandCanada

2

LatinAmericaand

theCaribbean

3

SoutheastAsia

4

Post-SovietEurasia

5

AustraliaandNewZealand

6

South

Asia

7

Sub-SaharanAfrica

8

East

Asia

9Middle

East

and

North

Africa

10

Europe%Engaged31302525212119181412State

ofthe

GlobalWorkplace:

2026

Report

GlobalInsightsGender21%Female19%M