2025年員工情緒與情感研究報告+2025+Employee+Sentiment+Study

AON

2025

Employee

Sentiment

Study

ValuedandValuable:

BetterDecisionstoUnlockthe

FullPotentialofYourPeople

Contents

Chapter5:GeographicalOverviews70

Global71

Argentina73

Australia75

Brazil77

Canada79

Chile81

China83

Colombia85

France87

Germany89

HongKong91

India93

Ireland95

Italy97

Japan99

Mexico101

Netherlands103

Philippines105

Portugal107

Singapore109

Spain111

UnitedArabEmirates

113

UnitedKingdom115

USA117

AbouttheReportandDataMethodology3

ParticipantFiguresand

DemographicProfile4

Foreword9

ExecutiveSummary10

Chapter1:AttractingTalentinaCompetitiveMarket13

TheDemandsofEmployees15

TheImportanceofCustomizationandDiversity,

Equity,InclusionandBelonging21

JadedandUnderserved:StoptheDrainofSeniorTalent25

TheLureofFlexibleWorking29

WhatCanYouDo?32

Chapter2:AddressingBenefitsGaps34

AdaptiveBenefitsThatSuitIndividualNeeds36

FromImmediateNeedstoLong-TermSecurity41

WhatCanYouDo?48

Chapter3:AchievingaGrowth-ReadyWorkforce50

EmpoweredPeopleEmpowerGrowth52

TheKeytoFeelingValued59

PeopleWhoarePreparedfortheFuture61

WhatCanYouDo?65

Chapter4:Conclusion67

FromSurvivingtoThriving68

2

AbouttheStudyandDataMethodology

AbouttheReportandDataMethodology

AbouttheStudy

ThisstudyisbasedonfindingsfromAon’sEmployee

SentimentsurveyandinsightsfromAon’steamof

humancapitalspecialists.Itequipsseniorbusiness,

humanresources,andpeopleleaderswithinsightsintowhatworkforcesvalueandthestrategiesrequiredto

deliverimpactfultotalrewards,cultureandleadershipthatwillfullyrealizethepotentialofyourpeople.

Thankyoutoourteamofhumancapitalthoughtleaderswhocontributed.

DataMethodology

InAugust2024,AonconductedanEmployee

Sentimentsurvey,inviting9,202peopleaged18-64,inemploymentatorganizationswithmorethan500employees,acrosstheworld,tosharetheirthoughtsonwhatworkplaceinitiativesarevaluabletothem.

Thesurveyspanned23geographies,including:

Argentina,Australia,Brazil,Canada,Chile,China,

Colombia,France,Germany,HongKong,India,Ireland,Italy,Japan,Mexico,Netherlands,Philippines,Portugal,Singapore,Spain,UnitedArabEmirates(UAE),UnitedKingdom(UK)andtheUnitedStatesofAmerica(USA).

Forclarity,ourdatapointshavebeenroundedtothenearestwholenumber.Thismeanssometimesasetofpercentageswillnotadduptoexactly100percent.

IntheGeographicalOverviewsection,whereasamplesizeislow,thishasbeenindicatedaccordingly,and

includedforillustrativepurposesonly.

Thedataisweightedbygeography,age,gender,

employmentstatusandcompanysizetoensuretheresultsarerepresentativeofrealworldpeopleofthisaudience,notjustthoseinterviewed.

Unlessotherwisestated,alldatawithinthisreportcomesfromouranalysisofAon’sEmployeeSentimentsurvey.

3

ParticipantFigures

ParticipantFigures

4

Geographic

Argentina

Australia

Brazil

Canada

Chile

China

100

500

500

503

102

514

Colombia

France

Germany

HongKong

India

Ireland

220

500

500

230

510

173

Italy

Japan

Mexico

Netherlands

Philippines

Portugal

500

502

380

290

263

270

Singapore

Spain

UAE

UK

USA

482

500

160

500

1003

.0-499

●500-999

●1000+

ParticipantFigures

5

Industry

Constructionandrealestate

285

Hospitality/travelandleisure

159

Professionalandbusinessservices

524

Transportationandlogistics

556

Financial

institutions

670

Industrialsandmanufacturing

979

Publicsector

1625

Other

1162

Financial

sponsors591

Insurance

163

Retailand

consumergoods

753

Food,agribusinessandbeverage

165

Life

sciences

84

Sportsand

entertainment

61

1Financialsponsorsareconsideredorganizationssuchas

PrivateEquity,Infrastructure&RealAssets,VentureCapitalandSovereignWealthFunds.

Healthcare

providers/services

806

Natural

resources

76

Technology,mediaandcommunications

1075

●501-100

0-500

●1001-2000

DemographicProfile

Allparticipantswereaged18–64

andinemploymentatorganizations

withmorethan500employees.

Thedemographicprofileisasfollows.

DemographicProfile

6

CompanyType

17%

45%

38%

45%workatanationalcompany

(multipleoperationallocationsinagivengeography)

38%workatamultinationalcompany(operatingintwoormoregeographies)

17%workatalocalcompany(onlyinonelocation)

Gender

56%

Men

%

DemographicProfile

7

RoleSeniority

7%

20%

25%

43%

.Founder/owner/president1%

●C-level7%

●Seniordirector/manager20%

●Mid-levelmanagementorexperiencedcontributor43%

●Associateorentrylevel25%

●Other5%

CompanyTurnover

21%

8%

12%

21%

12%

13%

●Lessthan$5mUSD

●5,000,001-10,000,000USD

●10,000,001-20,000,000USD

●20,000,001-40,000,000USD●40,000,001-80,000,000USD●80,000,001-100,000,000USD●100,000,001-500,000,000USD●Morethan500,000,000USD

●Idon’tknow

●Cannotdisclose

3%3%5%8%12%12%13%21%21%3%

DurationofCurrentEmployment

12%

8%

27%

17%

25%

7%

●Lessthan6months1%

6monthsto<1year3%

●1to<2years7%

●2to<6years27%

●6to<10years25%

●10to<16years17%

●16to<20years8%

●20ormoreyears12%

DemographicProfile

8

WorkingStyle

7%

54%

40%

●Office-based54%

●Hybrid–aflexibleapproachthatcombinesworkinginanoffice

environmentandworkingremotely.40%

●Remote/virtualworker7%

GenerationsBreakdown

15%

29%

53%

●GenerationZ–Bornbetween1997and201215%

●Millennials–Bornbetween1981and199653%

GenerationX–Bornbetween1965and198029%

●BabyBoomers–Bornbetween1946and19644%

Foreword

9

Foreword

Intoday’srapidlyevolvingglobalbusinessenvironment,successful

organizationsrecognizethecriticalimportanceoftheirpeople.Investing

intheirpotential,aspirationsandresilienceisnotjustanecessity–itisthe

foundationfordeliveringlong-termsustainablegrowth.However,asthe

demandsonbusinessesbecomeincreasinglymorecomplex,organizationsmustnavigatechangingmarketdynamicswithclarityandstrategicfocus.

AtAon,weknowthatbuildingthrivingworkforcesis

aboutmorethanmanagingcosts–it’saboutunlockingthefullpotentialofyourpeoplebyaligninghealth,

wealthandtalentstrategieswithyourbusinessgoals.Nearlythree-quartersofbusinessdecisionmakers2thatwerecentlysurveyedexpressedconcernsaboutrisingworkforcecostsastheystrivetobalanceinvestment

withgrowth.Thisreportoffersdata-driveninsightsandactionablestrategiestohelporganizationsmeetthesechallengeshead-on.

Compensationandbenefitsremainpivotalinattractingandretainingtoptalent.Butbeyondremuneration,howcanbusinessesbecomemoreattractivetobothpotentialandcurrentemployeeswithoutescalatingcosts?The

answerliesinunderstandingthedeeperdynamicsofworkforceengagement,totalrewardsandoptimization.Thisisnotaboutsimplyaddingnewprograms–it’s

aboutensuringyourexistingresourcesworkeffectivelyforbothyourpeopleandyourorganization.

Morethananythingelse,ourresearchreflectstherichdiversityofpeople.Itshowsthatwhileonestrategy

mightworkwellforacertaindemographic,thereis

nosingleanswerthatwillsatisfyworkforcesat

scale.Instead,ourresearchspotlightstheneedforpersonalization,tolookdeeperandlistentothe

actualneedsofpeopleinmarkedlydifferentcontexts–whetherthatislocation,lifestage,generation,

orcareer.Organizationsshouldembracetailoredapproachestodelivervaluefortheirpeoplewhilealsoadvancingtheirbusinessgoalsandobjectives.

AtAon,weworkwithorganizationstodrivebold,informeddecisions,underpinnedbyanalytics,

enablingleaderstheabilitytounlockthefull

potentialoftheirworkforces.Byleveragingourintegratedcapabilitiesacrosshealth,wealth

andtalent,wesupportbusinessesinachievingsustainablegrowth,fosteringinnovationandbuildingenduringimpact.

Theinsightsinthisreportprovideaclearroadmapforwhereandhowtomaketherightinvestmentsinyourworkforce.Bytakingtheseactions,you

couldcreateanenvironmentwhereemployeesnotonlythrivebutactivelycontributetoachievingyourorganization’saspirations.

Wearecommittedtoprovidingbusinesseswiththe

toolsandinsightstheyneedtomakebetterdecisions–decisionsthatunlockpotential,drivesustainable

growth,andhelpcreateabetterfutureforyour

company,yourpeopleandthecommunitiesyouserve.

LambrosLambrou

CEO,HumanCapital,Aon

2AonBusinessDecisionMakersSurvey,2024.

ExecutiveSummary

Ascompetitionfortalentincreasesandtechnologysuchasartificial

intelligence(AI)reshapesrolesand

skillsrequirements,humancapital

ExecutiveSummary

strategiesshouldadapttokeeppace.Leadersseekingtogetthebestfromtheirteamsnowfindthemselves

managingpressuresfromshifting

employeeexpectations,achangingregulatoryenvironmentanddynamicmarketconditions.

Betterunderstandingofthe

expectationsoftoday’sworkforcecanhelpmaintainapipelineofadaptable,engagedanddynamictalenttohelp

yourorganizationrealizeitsambitions.

10

ExecutiveSummary

11

TheMajorityofEmployeesHaveTheirEyesonTheirNextMove

Astaggering60percentofemployeessurveyed

areeithermoving,might,orwilldefinitelyseeknew

employmentinthenext12months.Atatimewhen

talentcompetitionisfierceandbudgetsaresqueezed,it’sneverbeenmorecriticaltoaddressemployeeneeds.

→

Takealookatthetopfiveemployee

expectationsforemployers

.

MoneyTalksintheTalentWar,butBenefitsandCultureCreateDistinction

Inourstudy,47percentofemployeesrankedthe

provisionofbetter-than-averagepayandmeaningful

benefitsasthenumberonefactorinfluencingtheir

employerchoice.Intoday’scompetitivelandscape,

compensationmayseemthequickestwaytowinthe

talentwar,butourstudyrevealsthatthedesignoftotalrewardscanfundamentallychangetheplayingfield.

Beyondimmediaterewards,employersshouldnot

neglecttheimportanceofcultureoninfluencing

employeeattraction.With21percentofemployees

prioritizingafunplacetoworkand20percent

prioritizingbusinessesthatareastrongfitwiththeir

values,employersmustconsiderhowtheiremployeevalueproposition(EVP)extendsthroughoutthedesignoftheirprogramsandthecultureoftheirorganization.

Investmentinawell-designedbenefitstrategythat

embracesdifference,andaculturethatconnectswith

yourEVP,canpositivelyimpactpeople’sdecision-makingwhenchoosinganemployer.Customizablebenefitsanddata-drivenhumancapitalstrategieshelpemployeesfeelseen,heardandvalued,empoweringthemtodeliver.

→

Reviewthetopfivemostinfluential

characteristicsattractingemployees

.

TooManyEmployersareFailingtoAccommodateDifferingNeeds

Auniformapproachtototalrewardsmightseemlike

anefficientsolution,butalackofflexibilityhascreatedgapsbetweenwhatemployersprovideandwhatemployeeswant.Ourstudyuncoveredthatthisdivideisparticularlyprevalentinthedifferingneedsofemployeesacrossgenerations,

incomelevels,careerstagesandhouseholdmakeup.

→TakealookatourGeographicalOverviewstosee

whatthebiggestgapsareandwhereemployers

needtotakeaction,brokendownbylocation.

Fromhybridworkingoptionsandtalentdevelopmenttoretirementsavingsandlifeinsurance,choicematters.Whenitcomestocustomizationofbenefits,72percentofemployeestoldusthiswasimportanttothem,yet

only41percentofemployeescurrentlyenjoythislevelofpersonalization.

ExecutiveSummary

12

IneffectiveCommunicationisHinderingEmployeeUtilizationofBenefits

Youcan’tutilizesomethingyoudon'tknowabout

orunderstand,andourstudyexposesvitalgapsin

communicationbetweenemployersandtheirpeople.Evenforcommonlyplacedbenefitssuchaslifeand

disabilityinsurance,ourresultsexposethatonly38

percentoftheemployeeswhoconsiderthesebenefitsimportantbelievethattheyhaveaccesstothem.

Againstthebackdropofrisingpaytransparency

regulationandincreasingemployeescrutinyof

organizationalculture,communicationwithemployeesmatters.Strengtheningemployeeengagementthroughmeaningfulcommunicationhelpsorganizationsbuildtrustwiththeirpeopleanddevelopathriving,engagedandmotivatedworkforce.

→

SeeourGeographicalOverviewstounderstandthe

top-ratedcommunicationschannelsineachlocation

.

TheGlobalWorkforceisUnderpreparedfortheFutureofAI

AIisreshapingeveryaspectofbusiness–from

automatingprocessestoenhancingdiscovery–

challengingpeopleacrossindustriesandjobrolestoconsiderhowtheymasterthisevolvingtechnology,

integrateitintotheirworkandreimaginethevalue

theycontributetotheiremployerasaresult.However,whilebusinessleadersareacutelyawareoftheneedtoreskillandupskilltheirpeoplesothattheyare

readytoreaptherewardsofanAI-enabledfuture,ourstudyrevealsthatemployeesarelessconcernedandengagedwiththispressure.

Employeesbelievethattrainingisoftenmade

available,buttheyrequiresupportinunderstandingthedirectionoftravelandwhatitmeansforthemandthefutureoftheirrolesinordertobetter

motivatethemtodeveloptheskillsrequired.

→

ExplorethedatathatexposesthegapinAI-

preparednessbetweenleadersandemployees

.

1

AttractingTalentinaCompetitiveMarket

1

Betweensixmonthsandoneyearof

Chapter1:AttractingTalentinaCompetitiveMarket

employment,almostathirdofnewjoinerswillseeknewemployment.

Today,businessesmustmoveatapaceneverexperiencedbefore.Innovationandadaptabilityarenolongerdifferentiators,inaworldwheretechnologyandregulatoryadvancements

intermixwithavolatiledemographicand

politicallandscape,theyarecrucialtosurvive.

Tobuildandretaintheadaptable,innovative

andthrivingworkforcesbusinessesneed,theymustfosterapipelineofambitioustalent.

So,howdoyouattractandsatisfythemostambitioustalentwithoutinflatingcosts?

14

1

Chapter1:AttractingTalentinaCompetitiveMarket

15

TheDemandsofEmployees

Sixtypercentofemployeessurveyedareeitherin

theprocessofmovingemployers,might,ordefinitelywillseeknewemploymentinthenext12months.

Therefore,attractingtalentandcontinuingtomeet

theexpectationsofyourworkforcetoensuretheyfeelvaluedshouldbetopprioritiesfororganizations.

TopEmployeeExpectations

49%sayemployersshouldsupport

employeewellbeing.

45%sayemployersshouldhelpemployeessaveforretirement/longtermneeds.

37%sayemployersshouldsupportwomen'shealth(e.g.,menstruation,menopause).

37%sayemployersshouldprovidefinancialeducation.

36%sayemployersshouldsupportwithchildcare.

Top5MostInfluentialCharacteristicsAttractingEmployees

Providesbetter

thanaveragepay&meaningfulbenefits

Isafunplacetowork

Isastrongfitwithmyvalues

Providessupportformywellbeing

Offersflexibleworking

20%

47%

18%

17%

21%

Toseethetopfive

employeeexpectationsandmostinfluential

characteristics

attractingemployeesbymarket,pleaseseethe

GeographicalOverviews

.

1

Chapter1:AttractingTalentinaCompetitiveMarket

16

ArePeopleatMultinationalsinitfortheMoney?

TheriseofremoteworkinthewakeoftheCOVID-19

pandemichasopenedthedoortoemployment

opportunitiesthatmaynothavepreviouslybeen

available,helpingtoincreasetheappealof

multinationalcompanies(definedascompanies

withoperationsintwoormoregeographies)—

particularlytoyoungergenerationsofworkers.

Luredbythepotentialforgreaterremuneration,

employeesofmultinationalcompaniesare12

percentmorelikelytohaveselectedtheiremployerbasedontheprovisionofbetter-than-averagepayandmeaningfulbenefitsthanthosewhoworkat

localornationalemployers.

Ourresearchfoundthathigher-incomeindividualstendtoperceivegreateradvantagesinworkingformultinationalcompanies,bothintermsofbenefits(68percent)andculture(61percent).

MoneyTalks,BenefitsStandOut

Forty-sevenpercentofemployeesgloballyrankedtheprovisionofbetter-than-averagepayandmeaningfulbenefitsasthenumberonefactorinfluencingtheir

employerchoice.Withincreasingregulationdrivingpaytransparency,andemployersaimingtoavoidbiddingwarsfortalent,theopportunitywilllandoncultureandbenefitstoreallymakeadiscernible

differenceintalentattraction.

“

Thecostofprovidingbenefitscontinuestorise

globallyresultinginbudgetsbeingstretchedand

mountingpressureonbenefitsdesignandfunding.Ourclients'attentionisshiftingfocustomakingsurecurrentbenefitofferingsdeliverimpact.Thisrequiresabetterunderstandingofwhattheworkforce

values,tomaketherightdecisionswhenitcomestodesigningbenefits.Theresultsshowthatmorepersonalizationisrequiredandworkforcedata,

technologyandinnovationallhavealargeparttoplayinmakingthishappen.Benefittechnologyandanalyticaltoolshaveevolvedsignificantlyandnowenableorganizationstoaccessdataanddevelopmeaningfulinsightstounderstandwhat’sofvaluetothedifferentgenerationsandsegmentsofthe

workforce.Withthisevolution,technologyalso

enablesamoreholisticexperience–connecting

peoplewiththeirbenefits,wellbeingresourcesandtotalrewardsasandwhenneeded.

AndrewKrawczyk–HumanCapitalMarketLeader,Europe,MiddleEastandAfrica,Aon

Immediateactions:

●Ensureyouarepreparedforchangingpaytransparencyregulations.

●Benchmarkyourtotalrewardsagainstindustrypeers.

●Exploreexistingandemergingbenefits

thatalignwithyourcultureanddifferentiateinyourmarket.

1

Chapter1:AttractingTalentinaCompetitiveMarket

17

CompensationFairnessisaMatterofPerspective

Senioremployeeshavemorefavorableviewsof

compensationfairnesscomparedtotheircolleaguesinmorejuniorpositions,with23percentoflower-levelemployeesviewingtheircompensationasunfair.

Whilethiscontrastmaybeduetothevisibilityandcontroloverpaystructuresthatcomewithseniorroles,our

findingssuggestthatlower-levelemployeesaremoreneutralabouttheimportanceofpaytransparencyand

equitythansenioremployeesdespitebeingmorelikelytobelievetheirpayisunfair.

Compensationfairnessperceptionalsovariesbyincomelevel,withhigherincomecolleaguesmorelikelytoagreethattheircompensationisfaircomparedtosimilarrolesintheindustry,

thanlowerincomeemployees.

Howfardoyouagreethatyourcompensation

isfaircomparedtosimilarrolesintheindustry?

Totals

LowIncome

MediumIncome

HighIncome

StronglyDisagree

4%

8%

4%

3%

Disagree

11%

14%

12%

10%

Neutral

22%

26%

24%

20%

Agree

47%

42%

46%

49%

StronglyAgree

16%

10%

13%

19%

1

Perceptionofcompensationfairnessalsovariesbygender,withwomenbeing

Chapter1:AttractingTalentinaCompetitiveMarket

marginallylesslikelytobelievethattheirsisfaircomparedtosimilarroles.Thegendersplitbecomesmoreacuteincertaingeographieswhereitislikelythatsocialnorms

andpublicdiscussionaroundgenderinfluenceshowmuchpeoplefeelthedivide.

Argentina

Australia

Canada

USA

Menare

23percentmorelikelytostronglyagreethattheircompensationisfair.

Womenare

23percentmorelikelytostronglyagreethattheircompensationisfair.

Menare

24percentmorelikelytostronglyagreethattheircompensationisfair.

Menare

27percentmorelikelytostronglyagreethattheircompensationisfair.

Womenare

26percent

morelikelyto

stronglydisagreethattheir

compensationisfair.

Menare

14percent

morelikelyto

stronglydisagreethattheir

compensationisfair.

Womenare

76percent

morelikelyto

stronglydisagreethattheir

compensationisfair.

Womenare

18percent

morelikelyto

stronglydisagreethattheir

compensationisfair.

Howfardoyouagreethatyour

compensationisfaircompared

49%

50%

40%

30%

20%

10%

0%

tosimilarrolesintheindustry?

45%

23%

22%

11%

12%

17%

15%

4%4%

StronglyDisagreeDisagreeNeutralAgreeStronglyAgree

●Men

●Women

18

1

Chapter1:AttractingTalentinaCompetitiveMarket

19

Low-IncomeEarnersLackTrustinTheirEmployers

Alackoftrustinthefairnessofcompensationalsocorrelateswithworriesaboutpaytransparencyforlow-incomeearners.Ourstudyuncoveredthatlow-incomeearnersare42percentmorelikelytohavenoconfidenceatallthattheirpayisequitablethantheirhigh-incomepeers.

26%

oflow-incomeemployeesdonotbelievethattheircompanyoffersequitablepay.

66%

oflow-incomeearnersareeitherintheprocessofmovingemployersorareconsidering/activelyseekingnewemployment.

Nevertheless,thisincomegroupismorelikelytofeelneutralabouttheircompanyimplementinggreaterpaytransparencypoliciesthanhigh-incomeearners,suggestinguncertaintyandalackofconfidenceintheoutcomeofthisdisclosure.

Thisgroupalsotoldustheyhavelessunderstanding

ofhowtheircompensationisdeterminedandarelesslikelytosaythattheyreceiveclearandunderstandableexplanationsaboutchangestocompensation.Given

thisincreasedsenseofuncertaintyandisolation,it'snotsurprisingtolearnthat66percentareeitherintheprocessofmovingemployersorareconsideringoractivelyseekingnewemployment.

Implementingmoreinteractiveandengaging

Incomelevelsinthisreportarebasedonannualhouseholdincomebefore

taxandarelocalizedtoeachmarket–e.g.,“highincome”isconsideredhighintheparticipant’slocationratherthanuniversalacrossgeographies.

communicationstargetedtothisgroupofemployees,couldbehelpfultoaideducationandunderstandinginthisarea.

1

Chapter1:AttractingTalentinaCompetitiveMarket

20

Towhatextentdoyouagree

thatyouunderstandhow

compensationisdetermined?

Resultsofagreeorstronglyagree(pointsscored)

80

60

40

20

0

●

70

69

56

53

Understandhow

theircompensationisdetermined

Receiveclearandunderstandable

explanationsaboutchangestotheircompensation

LowIncome

●HighIncome

“

Theshifttowardsgreaterpaytransparencyisbothanopportunityandachallengefororganizations,

andpreparingforitisgoingtotaketime.Butby

meetingnewrules,businesseshavetheopportunitytoleveragepaytransparencytoimprovetrust,

performance,retentionandmitigatepeoplerelatedrisk—strengtheningorganizationalcultureand

thereputationofyourbusinessasanemployer.

AnthonyPoole–Partner,HumanCapital,Europe,MiddleEastandAfrica,Aon

1

Chapter1:AttractingTalentinaCompetitiveMarket

21

TheImportanceof

Customizationand

Diversity,Equity,

InclusionandBelonging

AfterCompensationandBenefits,DEIBistheMost

ImportantFactorInfluencingPerceptionsofEmployers

Intoday’semploymentmarket,valuesmatter.In

oursurvey,respondentsexpressedtheincreasing

importancetheyplaceonworkingfororganizationsthatcanincreasetherepresentationandengagementofdifferentgroups,