GUP?

Stateofthe

GlobalWorkplace

UnderstandingEmployees,InformingLeaders

2025REPORT

Gallupiscommittedtoprovidingleaderswithcriticalinsightstohelpthemsolvetheirmostpressingproblems.Inthis

report,wefeatureannualfindingsfromtheworld’slargest

ongoingstudyoftheemployeeexperience.Weexaminehowemployeesfeelabouttheirworkandtheirlives,animportantpredictoroforganizationalresilienceandperformance.

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StateoftheGlobalWorkplace:2025Report

TableofContents

FromtheCEO 4

IstheGlobalWorkplaceataBreakingPoint? 5

EmployeeEngagementontheBrink 6

How'sYourLifeGoing? 9

HopeintheData:ThreeActionsforLeaders 11

GlobalInsights 14

RegionalInsights

UnitedStatesandCanada 24

LatinAmericaandtheCaribbean 31

Europe 38

Post-SovietEurasia 45

MiddleEastandNorthAfrica 52

Sub-SaharanAfrica 59

EastAsia 66

SouthAsia 73

SoutheastAsia 80

AustraliaandNewZealand 87

Appendix1:Country/RegionComparisons 94

Appendix2:Methodology 136

Appendix3:SupportInformation 138

StateoftheGlobalWorkplace:2025ReportExecutiveSummary

FromtheCEO

Wearewitnessingapivotalmomentintheglobalworkplace—onewhere

engagementisfalteringattheexacttimeartificialintelligenceistransforming

everyindustryinitspath.WhilefewemployeeshaveharnessedAI’sfullpotential,itsrapidadvancewillforceeveryorganizationtoadapt,whethertheyarereadyornot.Thispresentsadefiningchallengeforleadersandmanagers:WilltheyseizeAI’sopportunitiestoenergizetheirworkforce,orwilltheyriskfallingbehind?

Gallup’s2025GlobalStateoftheWorkplaceReportofferswhatmaybeourlastsnapshotofaworkforceonthecuspofseismicchange.Thedatashowthat

employees—particularlymanagers—feeldisconnected,whichdoesnotbodewellfortheirpreparednessforafutureshapedbyAI.Andatthesametime,theverytoolsthatmightboostengagementandperformancearearrivingwith

astonishingspeed.

Thequestion,then,ishowtomasterAIinwaysthatsparkgrowth:equipping

managersandteamswiththeresourcestoexcel,offeringabundantopportunitiesfordevelopment,andreconnectingeveryonetoasharedmission.Alternatively,

ifmishandled,AIcoulddiminishengagementbyseveringthevitalhuman

bonds—friendshipsatwork,asenseofbeingheardandgenuinecarefromcolleagues—thatkeepteamsthriving.

Westandattheedgeofaneweraofwork.Withthoughtfulleadership

andstrong,empoweredmanagers,AIcanelevatehumanpotentialratherthandiminishit.Letthisreportbeyourroadmap—andacalltoaction

—asyounavigatetheopportunitiesandchallengesahead.

JonClifton

CEO

4

Copyright?2025Gallup,Inc.Allrightsreserved.

SOGW_ExecSummary_041525

StateoftheGlobalWorkplace:2025ReportExecutiveSummary

5

Copyright?2025Gallup,Inc.Allrightsreserved.

2025

IstheGlobal

WorkplaceataBreakingPoint?

Lastyear,globalemployeeengagementfell,costingtheworldeconomy

US$438billioninlostproductivity.

Theprimarycausewasadropinmanagerengagement.Sincethepandemic,managershavebeenasked

tosquarethecircleofnewexecutivedemandsandemployeeexpectations.Wearestartingtoseethetoll.

Butitisnotgoingtostopwithmanagers.Managerengagementaffectsteamengagement,whichaffectsproductivity.Businessperformance—andultimatelyGDPgrowth—isatriskifexecutiveleadersdonot

addressmanagerbreakdown.

Inthefollowingpages,weexaminetherecentdeclineinworkerengagementandwellbeing,itslikelycausesandthemostpromisingsolutions.

StateoftheGlobalWorkplace:2025ReportExecutiveSummary

PARTONE

EmployeeEngagementontheBrink

GlobalEmployeeEngagement

%Engaged

Engagementdatawerenotcollectedin2010,2011or2017.

In2024,theglobalpercentageofengagedemployeesfellfrom23%to21%.Engagementhasonlyfallentwiceinthepast12years,in2020and2024.Lastyear’stwo-pointdropinengagementwasequaltothedeclineduringtheyearofCOVID-19lockdownsandshelter-in-placeorders.

6

Copyright?2025Gallup,Inc.Allrightsreserved.

StateoftheGlobalWorkplace:2025ReportExecutiveSummary

7

Copyright?2025Gallup,Inc.Allrightsreserved.

Whatcausedthedeclineinengagement?

Managers.Managerengagementfellfrom30%to27%.Individualcontributorengagementremainedflatat18%.

Nootherworkercategory—maleorfemale,youngorold—experiencedassignificantadecline.

However,twotypesofmanagerswereparticularlyaffected:Young(under35)managerengagementfellbyfivepercentagepoints;femalemanagerengagementdroppedbysevenpoints.

Inthelastfiveyears,thetypicalorganizationhasexperienceddisruptionateverylevel:

?post-pandemicretirementsandturnover

?ahiringboomandbust

?rapidlyrestructuredteamsanddepartments

?shrinkingbudgetsasstimulusprogramsended

?disruptedsupplychains

?newcustomerexpectations

?digitaltransformationandAItools

?newemployeedesiresregardingflexibilityandremotework

Inanerawhereexecutivesandemployeesseemfartherapartthantheyhavebeeninyears,managersarehandedanalmostimpossibletaskofmakingitallworkintherealworld.

Here’showmanagersaroundtheworlddescribetheirjobs:

“Difficultdecisionsputpressureonme

psychologically,suchashiring.Andsometimestherearen’tmanyresources.Andtherearealsodisputesbetweenemployees,facingproblems,newsystems,andsoon.”

—ABUM.

MarketingManager

二SaudiArabia

“Weshouldhave[a]teamofsixpeople.There'sonly

twoofus.Ithinkthatisverystressful.”

—ANDILEV.

FieldOperatingManager

SouthAfrica

“Since[ourleaders]don’tstaylongandmoveto

otherdepartmentsbeforewecanfullygettoknowthem,it’shardtodeveloptrust."

—WONSEONK.

MaintenanceTechnician

SouthKorea

“Imean,myguyswilldoanythingIaskofthem,and

Ilovemyguys,butthere'snoenthusiasm.I'mnotaskinganybodytobejumpingaroundbecausewegotworktodo,butyoucanjustfeelit.”

—RYANS.

Supervisor

U.S.

8

Copyright?2025Gallup,Inc.Allrightsreserved.

Whydoesmanagerengagementmatter?

Whenemployeesareengaged,theyaremoreproductiveatwork.Theyareabsentlessandproducemore.They

buildbettercustomerrelationshipsandclosemoresales.So,whatengagesworkteamsthemost?Theirmanager.

Seventypercentofteamengagementisattributabletothemanager.1

Here’showemployeesdescribetheirmanager:

“[Mysupervisor]wasbyfarthedecidingfactor

thatmademethinkaboutwhetherIreallywantedtocontinuewiththis.”

—ELKEH.

AdministrativeClerk

Germany

“IamsatisfiedwithmyjobbecauseIreceive

appreciationandincentivesfromthe

management,andIamalsosatisfiedwithwhatIprovideforthechildren.”

—UMMMUHAMMADO.

Teacher

SaudiArabia

“[Myfavoritemanager]wasalwayswillingtohelp

me…Somebodywhowantstoseemeshine,youknow,grow…Somebodywhomotivatesandencouragesyou.[Thosewere]thebestmomentsI’veeverhadwithher."

—LETHIWED.

Clerk

SouthAfrica

“ThebestmanagerI’veeverhadwasnothere,

butitwasalongtimeago,andtheyweresoontopofeverything.Theyneverletanythingfallbetweenthecracks,andtheywerealwayssocaringaboutus.”

—PATRICIAA.

AcademicDepartmentDirector

U.S.

1Clifton,J.,&Harter,J.K.(2019).It’sthemanager:Movingfrombosstocoach.GallupPress.

Ifmanagersaredisengaged,theirteamsare,too.Thisrelationshipissostrongthatitshowsupincountry-leveldata:Countrieswithlessengagedmanagersaremorelikelytohavelessengagedindividualcontributors.

Ifmanagerengagementcontinuestodecline,itwon’tstopwithmanagers,anditwon’tstopwithengagement.Theproductivityoftheworld’sworkplaceisatrisk.

Learnmoreabout

employeeengagement

.

StateoftheGlobalWorkplace:2025ReportExecutiveSummary

PARTTWO

How’sYourLifeGoing?

GlobalLifeEvaluation

%Thriving

Everyyear,Gallupaskstheworld’sworkershowtheirlivesaregoing.Afterseveralyearsofsteadyimprovement,globalemployeelifeevaluationsfellto33%inthelasttwoyears.

9

Copyright?2025Gallup,Inc.Allrightsreserved.

StateoftheGlobalWorkplace:2025ReportExecutiveSummary

10

Copyright?2025Gallup,Inc.Allrightsreserved.

Whichemployeesexperiencedthelargestdecreaseinwellbeing?

Managers.Oldermanagerssawafive-percentage-pointdeclineinwellbeinginthepastyear,andfemalemanagerssawaseven-percentage-pointdrop.Atthesametime,

individualcontributorlifeevaluationsimprovedslightly.

“InoticethatI’mphysicallytired,

butIcan’tsleepandcan’tswitchoff.”

—ANNELIESEA.

OperationsManager

Germany

Whydidmanagerwellbeingdecline?

Employeelifeevaluationsmeasurehowworkersfeelabouttheirlivesoverall,whichincludeseverythingoutside

theworkplace.Forexample,employeesintheUnitedStates/CanadaandAustralia/NewZealandregionshaveseenhistoricdropsinwellbeinginrecentyears.

UnitedStatesandCanada

%Thrivingamongallemployees

70

65

60

60

55

52

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

50

Whilestillhighbyglobalstandards,bothregionsarenowperformingfarbelowtheirhistoricalaverages.Basedonrespondents’dissatisfactionwiththeir

qualityoflifeandincomeinbothregions,it’slikelythathousingcostsandinflationareplayinga

significantroleintheirlifeevaluations.

However,sinceemployeesspend

mostoftheirlivesworking,it’snotsurprisingthatworkplaysamajorroleinhowtheyevaluatetheirlives.

Halfofemployeeswhoareengagedatwork

arethrivinginlifeoverall,comparedwithonlyathirdofemployeeswhoarenotengaged.

AustraliaandNewZealand

%Thrivingamongallemployees

69

70

65

56

60

55

50

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

Engagedemployeesarealsolesslikelytoreport

experiencingdailynegativeemotions,includingstress.

Whenweconsiderthedeclineinbothmanagerlife

evaluationsandemployeeengagement,adeterioratingworkplaceenvironmentisthecommondenominator.

Aswithengagement,theconsequencesareexistentialforabusiness.Managerburnouteventuallyleadsto

decliningperformance,increasedabsenteeismandincreasedturnover—impactingthepeopletheyleadandtheorganizationitself.

Learnmoreabout

employeewellbeing

.

StateoftheGlobalWorkplace:2025ReportExecutiveSummary

11

Copyright?2025Gallup,Inc.Allrightsreserved.

PARTTHREE

HopeintheData:

ThreeActionsforLeaders

AnnualEmployeeEngagementintheU.S.,WorldandBest■PracticeOrganizations

%Engaged

U.S.GlobalBest-practiceorganizations

80

60

40

26

20

52

12

70

31

21

0

2000200220042006200820102012201420162018202020222024

WF2024,U.S.EmployeesMOE:±1point.2024GallupWorldPoll,GlobalEmployeesMOE±1point.Percentagesforbest-practiceorganizationsareaverage

percentagesofengagedemployeesacrossannualGallupExceptionalWorkplaceAwardwinners;percentagesreflecttheyearthatGallupcollectedthewinners,engagementdata–nottheyearGallupnamedtheawardwinners.Otherreferencestocountry-leveldatainthisreportarethree-yearrollingaverages.

Gallup’sdatashowthattheworld’sworkplaceisnotheadedintherightdirection.However,thedataalsoshowaproductivityboomopportunityifexecutiveleadersseizethemoment.Gallupestimatesthatiftheworld’sworkplacewasfullyengaged,US$9.6trillioninproductivitycouldbeaddedtotheglobal

economy,theequivalentof9%inglobalGDP.

StateoftheGlobalWorkplace:2025ReportExecutiveSummary

12

Copyright?2025Gallup,Inc.Allrightsreserved.

If100%engagementseemsunrealistic,whatifwegetto70%?

Someorganizationsarealreadythere.

Whenleadersbuildacompanyculture

aroundemployeeengagement,followingscience-basedmanagementpractices,theresultishigherproductivityand

profitability.Thesebenefitsreproduce

acrossindustriesandcultures,from

pharmaceuticalmanufacturinginEuropetoluxuryhotelsinThailand.

Here’sthepathtoaglobalproductivityboom:

1

Ensureallmanagersreceivetrainingtocutextrememanagerdisengagementinhalf.

Lessthanhalfoftheworld’smanagers(44%)say

theyhavereceivedmanagementtraining.

Themostachievableopportunityforleadersistoprovidebasicroletrainingforeverymanager.Managerdevelopmenthasdeclinedgloballyinrecentyears,andmost

managerssaytheyhavenotreceivedanytrainingfortheirjobs.

However,halfasmanymanagerswhoreceivetrainingareactivelydisengagedas

thosewhoarenottrained.(Gallupdefinesactivelydisengagedemployeesasthosewhoworkagainsttheaimsoftheorganization.)Thisfindingsuggeststhatevenrudimentary

traininginroleresponsibilitiescanstopamanagerfromfeelingliketheyaredrowning.

“Ilearnednewmethodsofworkingandhowtodealwithemployees,andithelpedmealotwithregardtothechallengesIfaceatwork.”

—ABUABDULLAHA.

Supervisor

SaudiArabia

StateoftheGlobalWorkplace:2025ReportExecutiveSummary

2

3

Teachmanagerseffectivecoachingtechniquestoboostmanagerperformanceby20to28%.

Somemanagershaveanaturalgiftforinspiringanddevelopingpeople,butmanydonot.

Thegoodnewsisthateffectivecoachingcanbetaught.AGallupstudyfoundthatparticipantsinamanagertrainingcoursefocusedonmanagementbestpracticesexperiencedupto22%higherengagementthan

non-participants.Inaddition,theteamsledbythoseparticipantssawengagementrisebyupto18%.Managerperformancemetricsimprovedbetween20to28%.Theseresultswerefoundnineto18monthsaftertraining,suggestingthattheinfluenceofmanagertrainingmayhavealastingeffect.

“Ifweareallworking,goinginthesamedirection,gettingonwitheachother,beingthankfulto

eachotherandrespecteachother,thenitmakesanythingyoudoeasier,eveniftheproject

itselfisgoingthroughsometoughtimes.”

—BRYANV.

SystemsEngineer

U.K.

Increasemanagerwellbeingby32%throughongoingmanagerdevelopment.

Whenemployersprovidemanagertraining,itimprovesmanagerthrivinglevelsfrom28%to34%.

However,iftheyhavetrainingandsomeoneatworkactivelyencouragestheirdevelopment,managerthrivingincreasesevenfurtherto50%.Whenweconsidertheadditionalinfluenceofgreatmanagersontheirteams,managertraininganddevelopmentmaybeoneofthemosteffective“wellbeinginitiatives”

employerscaninvestin.

“Istillhaveopportunitiesfordevelopmentwithinthecompany,becausethecompanyoffersvarioustrainingandsoon.That'salsoveryimportanttomeandmotivatesmetobeinthisjobeverydayandgivemybest.”

—EWA

TeamLeader

Poland

13

Copyright?2025Gallup,Inc.Allrightsreserved.

It’stimetorethinktheroleofthemanager.

Managerengagementisthekeytoreversingdecliningproductivity,improvingemployeewellbeingandunlockingtrillionsineconomicpotential.Byredefiningtherole,expectationsandsupportofmanagers,leaderscancreateanenvironmentwheremanagersthrive—andwhenmanagersthrive,sodotheirteams.Thechoiceforexecutivesissimple:Investinthefutureofmanagementorrisktheconsequencesofinaction.

Learnmoreabout

managementtraininganddevelopment

.

14

Copyright?2025Gallup,Inc.Allrightsreserved.

StateoftheGlobalWorkplace:2025Report

GlobalInsights

UnitedStatesandCanada

LatinAmericaandtheCaribbean

Europe

Post-SovietEurasia

MiddleEastandNorthAfrica

Sub-SaharanAfrica

EastAsia

SouthAsia

SoutheastAsia

AustraliaandNewZealand

StateoftheGlobalWorkplace:2025ReportGlobalInsights

15

Copyright?2025Gallup,Inc.Allrightsreserved.

GlobalSummary

The

Boxednumbersindicatethepercentage-pointchangefrom2023to2024.

EmployeeEngagement

ENGAGED

-2

21%

NOTENGAGED

0

62%

ACTIVELYDISENGAGED

2

17%

DailyEmotions

Emotionsexperiencedduringalotofthepreviousday

STRESS

-1

40%

ANGER

0

21%

SADNESS

1

23%

LONELINESS

2

22%

LifeEvaluation

THRIVING

33%

STRUGGLING

0

58%

SUFFERING

1

9%

JobMarket

JOBCLIMATE

Goodtimetofindajob

-3

51%

INTENTTOLEAVE

Watchingfororactivelyseekingnewjob

-2

50%

16

Copyright?2025Gallup,Inc.Allrightsreserved.

EmployeeEngagement

BasedonGallupQ12?items;see“Appendix3:SupportInformation”foritemwording.

%ENGAGED

21%

%NOTENGAGED62%

%ACTIVELYDISENGAGED17%

%ENGAGED

Global

21%

121719222021232321

2009201020112012201320142015201620172018201920202021202220232024

Gender

22%

Female

21%

Male

Age

22%

<35yearsold

21%

≥35yearsold

JobLevel

27%

Manager

18%

Individualcontributor

WorkLocation

31%

Exclusivelyremote

23%

Hybrid

23%

On-siteremote-capable

19%

On-sitenon-remote-capable

RegionalRanking

1UnitedStatesandCanada

2LatinAmericaandtheCaribbean

3SouthAsia

4Post-SovietEurasia

5SoutheastAsia

6AustraliaandNewZealand

7Sub-SaharanAfrica

8EastAsia

9MiddleEastandNorthAfrica

10Europe

%Engaged

31

31

26

26

26

23

19

18

14

13

-1

2

-3

2

1

1

-1

0

0

0

17

Copyright?2025Gallup,Inc.Allrightsreserved.

LifeEvaluation

Pleaseimaginealadderwithstepsnumberedfromzeroatthebottomto10atthetop.Supposewesaythatthetopoftheladderrepresentsthebestpossiblelifeforyou,andthebottomoftheladderrepresentstheworstpossiblelifeforyou.

Onwhichstepoftheladderwouldyousayyoupersonallyfeelyoustandatthistime?(0-10)

Justyourbestguess,onwhichstepdoyouthinkyouwillstandinthefuture,sayaboutfiveyearsfromnow?(0-10)

%THRIVING

33%

%STRUGGLING58%

%SUFFERING9%

%THRIVING

Global

33%

24312931303130272728303233353433

2009201020112012201320142015201620172018201920202021202220232024

Gender

38%

Female

30%

Male

Age

32%

<35yearsold

34%

≥35yearsold

JobLevel

37%

Manager

31%

Individualcontributor

WorkLocation

36%nnExclusivelyremote

42%

Hybrid

42%

On-siteremote-capable

30%

On-sitenon-remote-capable

RegionalRanking%Thriving

1AustraliaandNewZealand

2LatinAmericaandtheCaribbean

3UnitedStatesandCanada

4Europe

5SoutheastAsia

6EastAsia

7Post-SovietEurasia

8MiddleEastandNorthAfrica

9Sub-SaharanAfrica

10SouthAsia

56

54

52

47

36

34

33

25

18

15

-4

4

-4

1

3

-1

2

0

0

2

18

Copyright?2025Gallup,Inc.Allrightsreserved.

DailyStress

DidyouexperiencethefollowingfeelingsALOTOFTHEDAYyesterday?Howaboutstress?

%YES

Global

40%

31323433

363739383937384344444140

2009201020112012201320142015201620172018201920202021202220232024

Gender

40%

Female

40%

Male

Age

41%

<35yearsold

39%

≥35yearsold

JobLevel

42%

Manager

39%anIndividualcontributor

WorkLocation

45%

Exclusivelyremote

46%

Hybrid

39%

On-siteremote-capable

38%

On-sitenon-remote-capable

RegionalRanking

1UnitedStatesandCanada

2AustraliaandNewZealand

3EastAsia

4MiddleEastandNorthAfrica

5Sub-SaharanAfrica

6LatinAmericaandtheCaribbean

7Europe

8SouthAsia

9SoutheastAsia

10Post-SovietEurasia

%Yes

50

49

48

48

47

43

38

31

25

21

0

2

-3

1

2

-2

0

-2

-2

0

19

Copyright?2025Gallup,Inc.Allrightsreserved.

DailyAnger

DidyouexperiencethefollowingfeelingsALOTOFTHEDAYyesterday?Howaboutanger?

%YES

Global

21%

24

1918191918

16

●

201920212021212121

2009201020112012201320142015201620172018201920202021202220232024

Gender

20%

Female

21%

Male

Age

24%

<35yearsold

19%

≥35yearsold

JobLevel

21%

Manager

21%

Individualcontributor

WorkLocation

25%

Exclusivelyremote

17%

Hybrid

21%

On-siteremote-capable

21%

On-sitenon-remote-capable

RegionalRanking

1SouthAsia

2MiddleEastandNorthAfrica

3Sub-SaharanAfrica

4SoutheastAsia

5EastAsia

6UnitedStatesandCanada

7Post-SovietEurasia

8AustraliaandNewZealand

9Europe

10LatinAmericaandtheCaribbean

%Yes

34

31

26

19

17

17

15

15

14

14

-1

-1

0

-1

0

0

0

0

-2

0

20

Copyright?2025Gallup,Inc.Allrightsreserved.

DailySadness

DidyouexperiencethefollowingfeelingsALOTOFTHEDAYyesterday?Howaboutsadness?

%YES

Global

23%

25

1818181920

212123212223

16151515

●

2009201020112012201320142015201620172018201920202021202220232024

Gender

23%

Female

23%

Male

Age

25%

<35yearsold

22%

≥35yearsold

JobLevel

23%

Manager

23%

Individualcontributor

WorkLocation

30%

Exclusivelyremote

21%

Hybrid

23%

On-siteremote-capable

22%

On-sitenon-remote-capable

RegionalRanking

1SouthAsia

2Sub-SaharanAfrica

3MiddleEastandNorthAfrica

4SoutheastAsia

5UnitedStatesandCanada

6AustraliaandNewZealand

7Post-SovietEurasia

8LatinAmericaandtheCaribbean

9Europe

10EastAsia

%Yes

39

29

26

22

22

20

20

19

17

14

-3

0

-1

0

0

0

1

-3

-2

2

21

Copyright?2025Gallup,Inc.Allrightsreserved.

DailyLoneliness

DidyouexperiencethefollowingfeelingsALOTOFTHEDAYyesterday?Howaboutloneliness?

%YES

Global

22%

22

●

2120

202220232024

Gender

19%

Female

24%

Male

Age

25%

<35yearsold

20%

≥35yearsold

JobLevel

23%

Manager

22%

Individualcontributor

WorkLocation

27%

Exclusivelyremote

23%

Hybrid

20%

On-siteremote-capable

21%

On-sitenon-remote-capable

RegionalRanking

1Sub-SaharanAfrica

2SouthAsia

3MiddleEastandNorthAfrica

4SoutheastAsia

5LatinAmericaandtheCaribbean

6EastAsia

7UnitedStatesandCanada

8Post-SovietEurasia

9Europe

10AustraliaandNewZealand

%Yes

30

29

24

20

17

15

15

15

12

12

22

Copyright?2025Gallup,Inc.Allrightsreserved.

JobClimate

Thinkingaboutthejobsituationinthecityorareawhereyoulivetoday,wouldyousaythatitisnowagoodtimeorabadtimetofindajob?

%GOODTIME

Global

51%

4645455051554445535451

29

37414142

2009201020112012201320142015201620172018201920202021202220232024

Gender

52%

Female

51%

Male

Age

51%

<35yearsold

52%

≥35yearsold

JobLevel

58%

Manager

49%

Individualcontributor

WorkLocation

54%

Exclusivelyremote

56%

Hybrid

58%

On-siteremote-capable

50%

On-sitenon-remote-capable

RegionalRanking

1AustraliaandNewZealand

2SoutheastAsia

3LatinAmericaandtheCaribbean

4Europe

5UnitedStatesandCanada

6Post-SovietEurasia

7EastAsia

8SouthAsia

9Sub-SaharanAfrica

10MiddleEastandNorthAfrica

%Goodtime

72

63

58

57

57

53

51

50

49

34

-1

8

7

5

-9

9

1

-1

1

2

23

Copyright?2025Gallup,Inc.Allrightsreserved.

IntenttoLeave

Towhatextentareyoucurrentlylookingforadifferentjobthantheoneyouhavenow?Areyouactivelylookingforanotherjob,watchingforopportunitiesbutnotactivelylooking,orareyounotlookingforanotherjob?

%WATCHINGFORORACTIVELYSEEKINGNEWJOB

Global

51

52

50

50%

2024

2022

2023

Gender

47%

Female

51%

Male

Age

58%