September 22, 2022

Work Trend Index

Hybrid Work Is Just Work.
Are We Doing It Wrong?
In choppy economic waters, new data points to three urgent
pivots for leaders to help employees and organizations thrive.

Illustration by Vanessa Branchi

1Work Trend Index

Months into
hybrid work, noteveryone agrees
on how it’s going.
Employees andemployers
are divided.

Employees have embraced flexible work andits benefits and are rejecting a return to hustle
culture. At the same time, many leaders yearn
for the office life of 2019—hallways abuzz withchatter, coffee overflowing. Add to that what
can only be described as one of the strangest
recessions the world has ever seen: businessleaders must contend with rising inflation,
shrinking budgets, and, paradoxically, a talentmarketplace that remains incredibly tight.
Now more than ever, it’s the job of every
leader to balance employee interests with thesuccess of the organization, aligning everyone
around the most impactful work. One thingis clear: “Thriving employees are what will
give organizations a competitive advantage
in today’s dynamic economic environment,”

according to Satya Nadella, Chairman andCEO, Microsoft. And, creating a culture andemployee experience to meet the needsof today’s digitally connected, distributed
workforce requires a new approach.
To help, we surveyed 20,000 people in 11
countries and analyzed trillions of Microsoft
365 productivity signals, along with LinkedInlabor trends and Glint People Science findings.
The data points to three urgent pivots forleaders to drive alignment and empower
people for the new ways we work. Because
when employees thrive, organizations flourish.

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Work Trend Index

Findings

1

End productivity
paranoia

2

3

Embrace the fact Re-recruit yourthat people come employees
in for each other31Work Trend Index

85%

of leaders say the shift
to hybrid work has madeit challenging to haveconfidence that employees
are being productive.

End productivity
paranoia
4Work Trend IndexP

eople are working morethan ever, while leaders—already worried by signals
of macroeconomic
decline—are questioning if
their employees are being
productive. The majorityof employees (87%) report that they are
productive at work, and productivity signals
across Microsoft 365 continue to climb.
This spring, we found that the number of
meetings per week had increased by 153%
globally for the average Microsoft Teams user
since the start of the pandemic, and there is
still no indication that this trend has reversed,

suggesting this peak could become the newbaseline. On top of an already high meetingload, overlapping meetings (being doublebooked) increased by 46% per person in
the past year. And users are flooded withmeeting invites—even as the overall meeting
acceptance rate has remained fairly steady(growing by only 3%), declines and tentative
RSVPs have soared in the past two years(84% and 216% growth, respectively). The
strain is clear: in an average week, 42% ofparticipants multitask during meetings byactively sending an email or ping—andthat doesn’t include practices like reading
incoming emails and pings, working in non-meeting files, or web activity.
At the same time, 85% of leaders saythat the shift to hybrid work has madeit challenging to have confidence that
employees are being productive. And as
some organizations use technology to track
activity rather than impact, employees lackcontext on how and why they’re being
tracked, which can undermine trust andlead to “productivity theater.” This paradox
has led to productivity paranoia: whereleaders fear that lost productivity is due toemployees not working, even though hours
worked, number of meetings, and otheractivity metrics have increased.

5

Work Trend Index

Productivity Paranoia
The disconnect between how muchpeople say they are working and how
much leaders think they are working
is stark.

Survey respondents were asked, “On atypical day, how much do you agree ordisagree with the following? ‘I feel productive when I work.’” Survey respondents in aleadership role were asked, “How much ofa challenge is the following when thinking
about new changes brought about by theshift to hybrid work? ‘Having confidence
that my employees are being productive.’”
Illustration by Valerio Pellegrini

6Work Trend Index

Many leaders and managers are missing
the old visual cues of what it means to be
productive because they can’t “see” who is
hard at work by walking down the hall or past
the conference room. Indeed, compared toin-person managers, hybrid managers are
more likely to say they struggle to trust theiremployees to do their best work (49% vs. 36%)
and report that they have less visibility into thework their employees do (54% vs. 38%). And as
employees feel the pressure to “prove” they’reworking, digital overwhelm is soaring.
Productivity paranoia risks making hybrid
work unsustainable. Leaders need to pivot
from worrying about whether their people
are working enough to helping themfocus on the work that’s most important.
81% of employees say it’s important that
their managers help them prioritize theirworkload, but less than a third (31%) say

their managers have ever given clear
guidance during one-on-ones. Solving
this issue needs to start at the top: 74% of
people managers say more guidance onprioritizing their own work would help theirperformance, and 80% say they’d personallybenefit from more clarity from seniorleadership on impactful priorities.
48% of employees and 53% of managers
report that they’re already burned out atwork, so prioritization must go beyond simply
reordering an overflowing to-do list. Leadersneed to create clarity and purpose for theirpeople, aligning work with the company
mission and team goals. And defining whatwork doesn’t matter is just as importantas defining what does—in a world where
everything is important, nothing is. We’ve
reached a point of diminishing returns due tooverwork and overwhelm—if leaders don’t

Clarity is key in a
distributed work world
Employees who report having clarity on theirwork priorities are:to say they plan
3.95x asto likely
stay at the company for atleast two years

7.1x

as likely to say they rarely think
about looking for a new job

4.5x

as likely to say they’re happy attheir current company.

Source: Glint, 2022
7

Work Trend Index

Take action
intervene, they put productivity in jeopardy.
Showing employees that you care requires
creating a continuous feedback loop—
listening and taking action consistently.
Only 43% of employees can confidently say
their company solicits employee feedback
at least once a year—meaning over half ofcompanies (57%) may rarely, if ever, ask andhear about their employees’ experienceat work. And even if their company iscollecting feedback, 75% of employees(and 80% of managers) think it’s not often
enough, and 75% of business decision
makers say it’s not actionable enough. In an
era of ongoing volatility, timely, actionable
employee insights are critical to gaining
and maintaining a competitive edge. To
ensure that decisions are driven by themost up-to-date information, leaders needto consistently take a pulse on how theiremployees are doing.
Closing the feedback loop is key toretaining talent. Employees who feel theircompanies use employee feedback to drivechange are more satisfied (90% vs. 69%)
and engaged (89% vs. 73%) compared tothose who believe their companies don’t
drive change. And the employees who don’t
think their companies drive change basedon feedback? They’re more than twice as
likely to consider leaving in the next year
(16% vs 7%) compared to those who do. And
it’s not a one-way street. To build trust andparticipation in feedback systems, leaders
should regularly share what they’re hearing,
how they’re responding, and why.

• Set goals like OKRs to ensurethat employee work aligns withcompany goals. Also, establish
NO-KRs, or what employees should
not do in order to get the mostcritical work done.
•C reate and reinforce a culture thatrewards employees’ impact, notjust activity, or risk people LARP-ing
their jobs.
•C ollect employee feedback regularly
at organizational, departmental, andteam levels to keep a pulse on yourpeople—and empower managers
and leaders to actively listen, coach,and make better decisions toimprove the overall performanceand wellbeing of their teams.
8

2Work Trend Index73%

of employees say they needa better reason to go into
the office than just company
expectations

Embrace the factthat people come infor each other9Work Trend IndexT

he return to the office has
been a struggle at manyorganizations—with some
employers rolling backplans after one-size-fits-all
policies failed to generate
a great return. So how canleaders inspire people to prioritize in-person
time together? The data shows that people
come in for each other to recapture what
they miss: the social connection of being withother people. In other words: rebuilding social
capital can be a powerful lever for bringing
people back to the office.

While 82% of business decision makers
say getting employees back to the office inperson is a concern in the coming year, thefact is that people now expect flexibility andautonomy around how, when, and where
they work. Policy alone will not reverse
this reality: 73% of employees and 78% ofbusiness decision makers say they need abetter reason to go in than just company
expectations. While a less certain job market
may motivate some employees to spend
more time in the office, a more lasting,effective approach requires concerted efforts
to rebuild social capital. Organizations thatfail to use in-person time to rebuild andstrengthen team bonds may risk losing out
on attracting and retaining top talent.
The data reveals a better way to bringpeople back together to engage and energize
them. Connecting with colleagues is a key
motivation for working in person. 84%
of employees would be motivated by thepromise of socializing with co-workers, while
85% would be motivated by rebuilding teambonds. Employees also report that they would
go to the office more frequently if they knew
their direct team members would be there(73%) or if their work friends were there (74%).

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Work Trend Index

Social Connection
Is Worth the Commute
Workers say they are even more interested
in going into the office for their friends andpeers than for managers and leadership.

100%

90%

80%

70%

60%

Survey respondents were asked,“As an employee who is working
in a hybrid environment, howmuch do you agree or disagreewith each of the following statements?” Note: Sample sizes forindividual ages are unequal but
statistically significant to allow forcomparisons.

50%

40%

30%

Gen Z
21

Millenials
30

Gen X
40

Boomers
50

60

Illustration by Valerio Pellegrini

11Work Trend Index

Authenticity Matters
We asked employees about how
an authentic—open, honest,
empathetic—manager impacted
them. Here’s what they said:

Employees with an authentic
manager are:Employees without anauthentic manager are:• more inclined to go into theoffice for 1:1s with them
(82%, or +25ppts)• less motivated to go into
the office• slightly more open to working
in person (1.80 days vs. 1.66 dayson average)• more likely to disagree they’re
given flexibility(44% disagree, or +32ppts)• more likely to agree that they• more likely to meet at least weekly face challenges to learning(60%, or +16ppts)
and development, especiallythat it’s not a priority for their• more likely to discuss their
manager (65%, or +19ppts)
wellbeing/mental health in theirand senior leadership
1:1s (32%, or +14ppts)(63%, or +16ppts)

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Work Trend Index

Take action
Younger people are especially keen to use
the office to establish themselves as part oftheir workplace community and feel moreconnected to their co-workers: younger
generations are particularly looking toconnect with senior leadership (78% of Gen Z
and Millennials vs. 72% Gen X and older) andtheir direct managers in person (80% Gen Z
and Millennials vs. 76% Gen X and older).
Gen Z is also particularly motivated byworking in person to see their work friends(79% vs. 68% of Gen X and older).
The desire among employees to reconnect
with co-workers dovetails nicely with apowerful organizational need: to rebuild social
capital. 68% of business decision makers saythat ensuring cohesion and social connections
within teams has been a moderate/major
challenge due to the shift to hybrid work.
Employees are feeling this acutely, withroughly half saying their relationships outside
their immediate work group have weakened(51%) and that they feel disconnected fromtheir company as a whole (43%).
The office can’t be the only answer—
technology plays a critical role in creating
connection wherever, whenever, and however
people work. And communication is crucial
to keeping everyone engaged and informed:
according to nearly all business decision
makers (96%) and employees (95%), effective
communication is among the most criticalskills they’ll need in the year ahead. And
communication will need to be authentic, notjust informative. Employees list authenticity
as the #1 quality a manager can have insupporting them to do their best work (85%),
and 83% of business decision makers say it’s
important for their senior leadership to show
up authentically.

• Use in-person time to help
employees rebuild team bonds
and networks.
• Build a digital employee
experience to help employees
stay connected to each other,to leadership, and to the company
culture no matter where they’reworking.
• Create digital community withmodern communication tools
to fuel conversation, empower
people to express themselves,and connect leadership andemployees.

133Work Trend Index76%

of employees say they’dstay at their company longer
if they could benefit
more from learning anddevelopment support

Re-recruit youremployees
14Work Trend IndexA

mid macroeconomic
headwinds, now is the timefor every organization to
re-recruit, re-onboard, andre-energize employees. And
the data shows if people
can’t learn and grow, they’ll
leave. As employees embrace a new “worth-it”
equation, they’re increasingly turning to jobhopping, the creator economy, side hustles,
and entrepreneurship to achieve their careergoals. And in a still-tight labor market, leaders
who were hoping for the tide to turn have so
far been disappointed. Rather than ignore
or fight these trends, the best leaders willprioritize learning and development to help
both people and the business grow.
Younger generations are the most likely toaspire to be their own boss, with 76% of Gen Z
and Millennials saying that this is a goal, versus
63% of those who are Gen X and older. These
younger generations are also more likely to
say that they’d stay at their current company
longer if the company gave them the flexibility
to pursue side projects or businesses for
additional income (77% vs. 66%). And thisspring, 52% of Gen Z and Millennials reported
they were likely to consider changing jobs
within the next year. Employers can’t ignore
this next wave of the workforce: in the US

alone, Gen Z employees are projected to makeup approximately 30% of the workforce by2030. And on LinkedIn, Gen Z employees aretransitioning jobs at a faster pace than othergenerations, up 22% in the past year (farexceeding Millennials, whose job transition
rate dropped by 1% in the same timeframe).
Across the workforce, employees are
hungry for growth opportunities: 56% of
employees and 68% of business decision
makers say there are not enough growth
opportunities in their company to make themwant to stay long term. And many employees
believe that learning requires leaving: 55%
say the best way for them to develop their

15

Work Trend Index

If People Can’t Learn, They’ll Leave
Many workers feel that they need to leave acompany to develop their skills.

Survey respondents were asked: “How much do you agree
or disagree with the following when you think about yourfuture career? ‘The best way for me to develop my skills is
by changing companies.’”
Illustration by Valerio Pellegrini

16Work Trend Index

Take action

skills is to change companies. That sentiment
increases as people rise through the ranks attheir company, climbing from 51% among
lower- and entry-level workers to 66%
among upper- and mid-level managers, and
69% among executives. Making it easierfor employees to find their next growth
opportunity inside the company seems
obvious, but the data shows organizations
aren’t prioritizing internal mobility enough.
2 out of 3 employees say they would staylonger at their company if it were easier tochange jobs internally (68% overall, 73% Gen
Z, 73% Millennials, 65% Gen X). That rises
to 3 in 4 for people managers (75%) andbusiness decision makers (77%), revealing a
powerful retention tool for your leadershiplayer. This focus on long-term growth andskill development may explain why 68% of

employees and 77% of business decision
makers say they would rather make a lateralmove that offers new skills than a verticalmove that is more senior but has fewer
learning and growth opportunities.
The connection between learning andretention is clear: 76% of employees saythey’d stay at their company longer if they
could benefit more from learning anddevelopment support. The numbers rise evenhigher for business decision makers (+7).
In fact, employees consider opportunities
to learn and grow as the #1 driver of great
work culture, a jump from 2019 when it was
ranked #9. So taken as a whole, prioritizing
employee learning and growth presents a
winning retention formula for organizations—or, alternately, if neglected, could pose an
existential threat.

• Make learning and growth core to
the employee experience—that
means bringing the right resources
and learning experiences into theflow of work to close the skills gap.
• Recognize that people want
opportunities not just for
promotion but to broaden theirskills. Organizations need to makeinternal mobility a key priority andhelp employees view their career
as a climbing wall or playground,rather than a ladder.
• Shift your mindset to create aninternal talent marketplace where
people can grow their skills, build
their careers, and find purpose while
helping the organization thrive.
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Work Trend Index

The skills gap puts daily
work at risk

• For some roles, the skills
transformation is even more
dramatic: the top 10 skills for
According to LinkedIn, the skill
project managers, engineers, andsets for jobs have changed by
IT professionals have changed byapproximately 25% since 2015. And
70% since 2015.
by 2027, this number is expected to
double. But many employees don’t • Yet nearly half of employees
have the current skills they need, let say they feel that neither their
immediate manager (48%)
alone ones for the future.
nor their senior leadership(49%) prioritize learning anddevelopment. Nearly two-thirdsof business decision makers
say the same (63%).

• Roughly 8 in 10 employees saythey need additional skills to dotheir day-to-day work, including
facing new business challenges
or taking on new responsibilities
from co-workers who have quit.

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Work Trend Index

The Takeaway
The changes that have swept the work world over the past few
years are not temporary. Flexibility is a feature, not a fad. And 2019leadership practices simply won’t meet the moment for a digitallyconnected, distributed workforce. Leaders who look to data—not justinstinct—and focus on clarity, social capital, and career growth canrealize both the promise of hybrid work and the full potential of theirgreatest asset: their people. Now more than ever, positive businessoutcomes depend on positive people outcomes.
Learn how new enhancements to Microsoft Viva help empower and energize employees soorganizations can thrive.
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Work Trend Index

Methodology and
Audience Definitions:
The survey was conducted by an independent
research firm, Edelman Data & Intelligence, among
20,006 full-time employed or self-employedknowledge workers across 11 countries* between
July 7, 2022, and August 2, 2022. This survey was 20
minutes in length and conducted online, in either
the English language or translated into a local
language across markets. At least 2,000 full-timeworkers were surveyed in each market, and global
results have been aggregated across all responses toprovide an average.
Each market was sampled to be representativeof the full-time workforce across age, gender,and region; each sample included a mix ofwork environments (in-person, remote vs. nonremote; office settings vs. non-office settings,etc.), industries, company sizes, tenures, andjob levels. The survey had broad representation
across several different industries, including:automotive, construction, consumer packaged
goods, education, energy, entertainment,

fashion, financial services, food and beverage,
government (state, local, or national), healthcare,
hospitality, manufacturing, media and press, nonprofit, professional services, retail, technology,
telecommunications, transportation, and travel
and tourism.
Markets surveyed include:
Australia and New Zealand (ANZ): Australia, New
Zealand; Asia-Pacific (APAC): China, India, Japan;
Europe: France, Germany, United Kingdom; Latin
America (LATAM): Brazil; North America: Canada,
United States.

business decision makers or non-business decision
makers.
• Hybrid Managers: self-selected at time of survey
fielding as currently working a mix of in-person
and remote in a typical month, and currently
managing at least one employee as a direct report.
• In-person Managers: self-selected at time ofsurvey fielding as currently working exclusively
in person, and currently managing at least one
employee as a direct report.
*A ustralia and New Zealand were analyzed as
one market.

Audiences mentioned in the report are
defined as follows:• Employees: those who are not in mid to upper job
levels or have no influence on decision-making
related to hiring, budgeting, employee benefits,internal communications, operations, etc.
• Managers: those who manage at least one
employee as a direct report. Managers can be

20

Work Trend Index

Appendix:
Key Global Trends

Aggregated Totals

By Region

By Market

87% of global employees report thatthey are productive at work.

North America: 90%

North America

EMEA

LATAM: 97%

Canada: 89%

EMEA: 88%

US: 91%

France: 90%
Germany: 86%
UK: 87%

APAC: 83%

1. End productivity
paranoia

LATAM
Brazil: 97%

85% of global business decision
makers say that the shift to hybrid
work has made it challenging to haveconfidence that people are being
productive.

APAC
China: 91%
India: 93%
Japan: 67%
Australia: 85%
Australia/New
Zealand: 86%

North America: 77%

North America

EMEA

LATAM: 88%

Canada: 78%

EMEA: 83%

US: 76%

France: 90%
Germany: 79%
UK: 80%

APAC: 89%
LATAM
Brazil: 88%

APAC
China: 88%
India: 91%
Japan: 87%
Australia: 90%
Australia/New
Zealand: 89%

21

Work Trend Index

1. End productivity
paranoia

Aggregated Totals

By Region

By Market

48% of global employees and 53% of
global managers report that they’realready burnt out at work.

North America: 49%, 50%

North America

EMEA

LATAM: 38%, 38%

Canada: 51%, 52%

EMEA: 47%, 53%

US: 47%, 47%

France: 49%, 55%
Germany: 44%, 54%
UK: 46%, 49%

APAC: 51%, 59%
LATAM
Brazil: 38%, 38%

43% of employees can confidently
say that their company solicits
employee feedback at least oncea year—meaning that over half ofcompanies may rarely hear about theiremployee’s experiences at work (57%).

APAC
China: 52%, 59%
India: 47%, 58%
Japan: 44%, 52%
Australia: 62%, 66%
Australia/New
Zealand: 60%, 64%

North America: 46%, 54%

North America

EMEA

LATAM: 51%, 49%

Canada: 44%, 56%

EMEA: 40%, 60%

US: 48%, 52%

France: 32%, 68%
Germany: 43%, 57%
UK: 44%, 56%

APAC: 42%, 58%
LATAM
Brazil: 51%, 49%

APAC
China: 49%, 51%
India: 56%, 44%
Japan: 27%, 73%
Australia: 44%, 56%
Australia/New
Zealand: 43%, 57% 22

Work Trend Index

2. Embrace the factthat people come infor each other

Aggregated Totals

By Region

By Market

82% of global business decision
makers say getting employees back to
the office in-person is a concern.

North America: 79%

North America

EMEA

LATAM: 74%

Canada: 83%

EMEA: 82%

US: 77%

France: 88%
Germany: 78%
UK: 80%

APAC: 86%
LATAM
Brazil: 74%

73% of global employees and 78% of
global business decision makers saythey need a better reason to go inthan just company expectations.

APAC
China: 82%
India: 93%
Japan: 77%
Australia: 87%
Australia/New
Zealand: 86%

North America: 77%, 74%

North America

EMEA

LATAM: 60%, 62%

Canada: 78%, 72%

EMEA: 72%, 76%

US: 75%, 76%

France: 70%, 76%
Germany: 72%, 77%
UK: 74%, 74%

APAC: 76%, 84%
LATAM
Brazil: 60%, 62%

APAC
China: 82%, 85%
India: 80%, 90%
Japan: 69%, 73%
Australia: 77%, 80%
Australia/New
Zealand: 75%, 79% 23

Work Trend Index

2. Embrace the factthat people come infor each other

Aggregated Totals

By Region

By Market

84% of global employees would
be motivated by the promise ofsocializing with coworkers,
while 85% are motivated byrebuilding team bonds.

North America: 82%, 83%

North America

EMEA

LATAM: 93%, 93%

Canada: 84%, 84%

EMEA: 84%, 85%

US: 81%, 82%

France: 86%, 87%
Germany: 84%, 86%
UK: 82%, 81%

APAC: 83%, 83%
LATAM
Brazil: 93%, 93%

73% of global employees would go
to the office more frequently if theyknew their direct team members
would be there and 74% if their work
friends were there.

APAC
China: 86%, 89%
India: 91%, 92%
Japan: 74%, 71%
Australia: 83%, 83%
Australia/New
Zealand: 83%, 84%

North America: 74%, 75%

North America

EMEA

LATAM: 72%, 67%

Canada: 74%, 76%

EMEA: 70%, 72%

US: 75%, 74%

France: 67%, 72%
Germany: 70%, 72%
UK: 72%, 72%

APAC: 76%, 76%
LATAM
Brazil: 72%, 67%

APAC
China: 85%, 84%
India: 89%, 87%
Japan: 57%, 62%
Australia: 78%, 78%
Australia/New
Zealand: 77%, 77% 24

Work Trend Index

3. Re-recruit youremployees withreskilling

Aggregated Totals

By Region

By Market

56% of global employees and 68%
of global business decision makers
say there are not enough growth
opportunities in their company to staylong term.

North America: 55%, 62%

North America

EMEA

LATAM: 42%, 44%

Canada: 56%, 64%

EMEA: 55%, 69%

US: 53%, 61%

France: 54%, 69%
Germany: 54%, 72%
UK: 57%, 66%

APAC: 61%, 74%
LATAM
Brazil: 42%, 44%

55% of global employees say the best
way for them to develop their skills is
to change companies.

APAC
China: 65%, 77%
India: 60%, 76%
Japan: 55%, 59%
Australia: 66%, 78%
Australia/New
Zealand: 64%, 77%

North America: 56%

North America

EMEA

LATAM: 40%

Canada: 57%

EMEA: 54%

US: 55%

France: 54%
Germany: 55%
UK: 53%

APAC: 59%
LATAM
Brazil: 40%

APAC
China: 59%
India: 66%
Japan: 48%
Australia: 69%
Australia/New
Zealand: 66%

25

Work Trend Index

3. Re-recruit youremployees withreskilling

Aggregated Totals

By Region

By Market

Over 2 in 3 global employees saythat they would stay longer at theircompany if it was easier to change
jobs internally (68%). That rises to 3 in
4 for global people managers (75%)
and global business decision makers(77%), revealing a powerful retention
tool for your leadership layer.

North America: 68%, 72%, 71%

North America

EMEA

LATAM: 65%, 67%, 69%

Canada:70%, 75%, 72%
US: 65%, 69%, 70%

France: 66%, 70%, 75%
Germany: 62%, 72%, 75%
UK: 64%, 71%, 73%

LATAM

APAC

Brazil:65%, 67%, 69%

China: 85%, 87%, 89%
India: 83%, 85%, 88%Japan: 56%, 65%, 68%
Australia: 74%, 79%, 80%
Australia/New Zealand:
71%, 78%, 79%

73% of global Gen Z/Millennial
employees report that they would staylonger at their company if it was easier
to change jobs internally.

North America: 74%

North America

EMEA

LATAM: 69%

Canada: 76%

EMEA: 68%

US: 71%

France: 70%
Germany: 64%
UK: 70%

EMEA: 64%, 71%, 74%
APAC: 72%, 81%, 83%

APAC: 78%
LATAM
Brazil: 69%

APAC
China: 85%
India: 84%
Japan: 66%
Australia: 76%
Australia/New
Zealand: 78%

26

Work Trend Index

3. Re-recruit youremployees withreskilling

Aggregated Totals

By Region

By Market

If they could benefit more fromlearning and development support,
76% of global employees say they’dstay at their company longer. This
climbs to 83% among global businessdecision makers.

North America: 77%, 80%

North America

EMEA

LATAM: 81%, 87%

Canada: 76%, 81%

EMEA: 71%, 77%

US: 78%, 80%

France: 71%, 80%
Germany: 72%, 74%
UK: 70%, 78%

APAC: 79%, 87%
LATAM
Brazil: 81%, 87%

APAC
China: 91%, 93%
India: 90%, 91%
Japan: 64%, 70%
Australia: 80%, 84%
Australia/New
Zealand: 77%, 83%27