4 Global Workplace Trends Shaping Employee Experiences in 2025

AI (Artificial Intelligence),  High-trust leadership

Do workplace trends in the U.S. match the trends found in other parts of the world?

For leaders at multinational companies like those honored on the Fortune World’s Best Workplaces™ list, a global perspective is required for success. Great Place To Work’s network of offices all around the world share data-backed insight into the drivers of workplace culture from Singapore to Argentina.

With over 20 million employees surveyed annually, decades of research on the culture drivers of business performance show that the employee experience affects bottom line results, no matter what country you live in.

However, some workplace challenges are confined to geographic borders. For leaders with responsibilities on multiple continents, there’s one question that must be answered: What workplace trends are affecting workers in every workplace all around the world?

4 global trends to watch

These are four trends that experts at Great Place To Work® shared as deserving your undivided attention:

1. Artificial intelligence transformation and employee anxiety

The impact of AI on the workplace is top of mind for leaders all over the world.

Only 51% of employees globally said they were excited to use AI to improve their work and only 45% believe their company will use AI in a way that benefits them, per a global survey from Great Place To Work.

This friction is a problem for leaders who need to rapidly adapt to the latest technology that is transforming their market.

“In Southeast Asia (SEA), the rapid adoption of AI and automation is transforming the workplace,” says Evelyn Kwek, managing director, Great Place To Work ASEAN and Great Place To Work Australia & New Zealand. Countries like Thailand are pushing forward with the expectation of significant economic benefits.

What’s holding back progress? “A shortage of AI talent and the need for reskilling,” Kwek says. As an example, she points to Indonesia with a large, unskilled workforce of 280 million people who will need training to take part in the new AI economy. “Many job roles are at risk of disruption, highlighting the urgency for workforce development,” she says.

^{Leaders joined Great Place To WOrk to celebrate the Best Workplaces in Germany.} 

In Europe, AI technology is helping to improve HR practices and functions, including onboarding and employee management.

“Automation in HR is expected to grow, simplifying tasks and reducing administrative burdens, which allows HR professionals to focus on strategic initiatives,” says Seema Shah, director of consulting at Great Place To Work’s U.K. office.

Europeans are also worried about the impact of AI on their jobs. “HR will also be dealing with the effects of AI on employees,” Shah says. “For example, fears that AI may replace them, and the need to equip employees with the skills to use new technologies.”

Employees need to hear form leaders about how AI will affect them, says Renan González Nieto, CEOfor Great Place To Work Mexico, Caribbean & Central America.

"While AI enhances efficiency, organizations must reinforce what technology cannot replace — empathy, human connection, and ethical leadership — to maintain a thriving culture," he says. 

2. Leadership is a crucial business driver

Leadership plays a critical role in driving culture outcomes that contribute to business performance.

Transparent leadership make a big difference for companies in the U.K., Shah says. “It’s important for leadership to be authentic in their leadership style as well as compassionate,” she says.

Leadership is a defining factor in workplace culture in Southeast Asia, too. “Strong leadership is increasingly seen as critical to sustaining a high-trust workplace,” Kwek says.  “Employees value leaders who demonstrate integrity, foster open two-way communication, collaborate with staff, and show genuine care for their well-being.” 

^{Celebrating the Best Workplaces in Singapore with Great Place To Work.}

Research from Great Place To Work in Singapore shows that employees who have high confidence in their leaders consistently report a more positive workplace experience. “This remains true even in times of uncertainty, reinforcing the pivotal role leadership plays in maintaining a resilient and engaged workforce,” Kwek adds.

3. Declining well-being contributes to lower levels of trust

Well-being has declined globally post-pandemic according to Gallup, a trend which matches similar movement in the U.S. found by researchers from Johns Hopkins University and Great Place To Work.

Couple this with the global decline in trust in employers, as found in Edelman’s 2025 Trust Barometer, and the picture becomes clear: Lower levels of well-being and trust are contributing to lower engagement for workers all over the world.

"Trust levels have declined significantly in Mexico and globally, making it harder to attract and retain talent," Nieto says. "This is evident as the Employer Net Promoter Score (eNPS) has dropped in many organizations, showing fewer employees willing to recommend their workplace."

In research from the United Kingdom, frontline managers in particular face higher levels of burnout.

“Frontline managers, who are trapped between growing pressures from leaders and managing an increasingly stressed workforce, report the lowest levels of wellbeing in the U.K. workforce,” Shah says.

The solution? “A great workplace will take a holistic view to well-being,” Shah says. In particular, supporting the squeezed frontline manager so they in turn can model healthy behaviors and set the tone for their teams.”

For employees all over the world, well-being is a key factor in whether they will stay with an organization or seek new opportunities elsewhere.

"Employees now prioritize safe, respectful, and supportive workplaces," Nieto says of Central America and the Caribbean. "Companies that fail to address mental health and emotional security risk lower productivity, higher turnover, and difficulty in attracting talent."

4. Gen Z’s rising influence on the global workforce

“It is a reality that multiple generations coexist in the same workplace,” says Jorge E. Garcia, marketing and communications director for Great Place To Work Argentina. “For human capital teams, this presents a challenge, as creating a positive and inclusive employee experience is complex — especially in areas such as benefits, onboarding, and more.”

^{Celebrating the Best Workplaces in Argentina with Great Place To Work.}

Demographic changes in Southeast Asia require a new approach to talent management, Kwek says.

“By 2025, Gen Z and Millennials will make up the majority of Southeast Asia’s workforce, with Gen Z alone comprising nearly a third globally,” she explains. “As their demographic advantage peaks by 2045, Gen Zs digital expertise, adaptability, and entrepreneurial mindset will play a pivotal role in driving innovation and economic growth.”

For companies operating in countries with a large Gen Z population, employers are increasingly focused on engaging this demographic.

“We have seen that successful organizations adapt by evolving how they communicate and collaborate,” Kwek says. “Leaders must recognize that past approaches may not resonate with this generation while also managing the diverse expectations of a multi-generational workforce.”

Garcia’s advice? Get better at listening to employees so you can personalize their experience to meet their specific needs — and employee surveys are a great place to start.

“It is essential not to assume what employees are experiencing within the organization or draw conclusions based on informal conversations,” Garcia says. He offers some best practices to ensure your survey builds trust:

• Ensure survey responses are confidential and protected. “Employees should feel safe to share their experiences honestly and without fear of retaliation,” he says.
• Communicate clearly about your survey. Explain why the survey is being conducted, it’s business purpose, and how results will be used, he says.
• Take timely action based on feedback. Make sure employees can see the impact of their participation in the survey with quick action based on survey results. If something cannot be implemented, be sure to communicate that decision clearly.

Workplace culture can be a powerful differentiator in an increasingly competitive market for global talent. As new generations enter the workforce, leaders need to update their expectations to find success.

“In fast-growing markets like Vietnam and Indonesia, engaging Gen Zs effectively goes beyond competitive pay,” Kwek says.  Instead, employee recognition, transparent communication and meaningful work are building stronger connections between employees and the companies they work for.

“Adapting to Gen Z expectations isn’t just about retention — it’s a competitive advantage,” Kwek says. 

Ted Kitterman