2024 Global Culture Report

A rigorous look at the evolving shape of work.

Job requirements, skills gaps, and employee needs and expectations are all in motion. This year’s report examines the most pressing challenges and opportunities for how we manage change, show empathy, practice flexibility, build skills, and develop resilience. It also sheds light on the urgent needs of employees who make up a vast majority of industries. Scroll down for the highlights or click into the details.

THE TALENT MAGNETS™
The current state of six essential elements that define thriving cultures.

YEAR-OVER-YEAR CHANGE

From one perspective, Talent Magnet scores haven’t changed much. But from another, not one has improved.

Embracing Change

Traditional change management is no match for the modern workplace. Missing from the equation: A focus on people.

In most organizations, change management strategies have fallen behind the pace of change. Catching up requires a people-centric approach that elevates employee voices, empowers leaders at all levels, and builds a healthy, transparent culture.

Change management that’s people centered significantly impacts employees across several cultural metrics.

A table showing that people-centered change management significantly impacts employees across several cultural metrics.

“Change cannot be put on people. The best way to instill change is to do it with them. Create it with them.”

—Lisa Bodell, CEO, FutureThink

Practical Empathy

Beyond listening or feeling is a power focused on individuals’ needs, grounded in understanding, and backed by action.

Empathy in the workplace is often light on substance and yet still unsustainable. But a handful of keys uncovered in our research can make it far more potent, increasing employees’ sense of belonging and improving business.

41% of employees feel their leaders’ expressions of empathy are empty of meaningful deeds41% of employees feel their leaders’ expressions of empathy are empty of meaningful deeds

When leaders and organizations respond to employee feedback, even if it’s not the “preferred action,” positive outcomes rise dramatically.

A table showing that when leaders and organizations respond to employee feedback, positive outcomes rise dramatically.

“Without action, empathy may be interpreted as less than authentic.”

—Gregory Crawford, PhD, President, Miami University

The 80% Experience

A large majority of the world’s workers feel overlooked and underappreciated, despite being essential to success.

Four-fifths of all employees do most of their work without a desk. The problem is they also do it with less opportunity, flexibility, and technology. Consequently, many of these people feel disconnected from their more corporate peers and organizations. The solution starts with greater understanding and support.

50% of frontline employees feel expendable at work50% of frontline employees feel expendable at work

Simply seeing employees in the 80% and showing appreciation for their contributions can make a big difference. Note the impact of frequent recognition on a variety of outcomes:

A table showing that simply seeing employees in the 80% and showing appreciation for their contributions can make a big difference.

“They [the 80%] are the livelihood and heart of businesses, and without them, everything will come to a standstill.”

—Matt Fairhurst, CEO, Skedulo

Equitable Flexibility

The employee experience has never been more flexible. The next step is making it fair.

Despite role-specific constraints, every employee needs some degree of flexibility to find balance and fulfillment. Making flexibility more equitable across the organization empowers leaders and employees, fosters satisfaction and engagement, and fortifies connection.

Workplace flexibility can improve business outcomes.

A table showing that workplace flexibility can improve business outcomes.

“Flexibility is the new currency.”

—David Kasiarz, EVP Total Rewards and Wellbeing, American Express

Cooperative Skill Building

New skills are as good for the business as they are for the person. But they don’t develop themselves.

Once widely celebrated, skill building now makes many employees suspicious and employers nervous. However, when organizations take a people-centered approach, we see new skills improve connection and fulfillment as well as innovation and retention.

Using employee feedback to create, improve, and elevate skill-building opportunities can dramatically increase a sense of connection and help meet the psychological needs necessary for peak experiences:

A table showing that Using employee feedback to create, improve, and elevate skill-building opportunities can dramatically increase a sense of connection and help meet the three psychological needs necessary for peak experiences.

“This is the way that people feel valued in the business. If you’re training me, you’re telling me that you want me to be prepared for the future of the organization.”

—Julian Lute, Senior Manager and Strategic Advisor, Great Place to Work®

Nimble Resilience

Meeting challenges in the workplace can be less reactionary and more reliable.

Beyond endurance, resilience at work today requires proactivity and adaptability. Leaders who are transparent, collaborative, and flexible can amplify employee fortitude and help organizations prepare for future challenges.

30% of employees believe their organization is nimbly resilient30% of employees believe their organization is nimbly resilient

The combination of nimble resilience and employee recognition increases the odds of several important outcomes:

A table showing that the combination of nimble resilience and employee recognition increases the odds of several important outcomes.

“The way we look at resilience has changed. We used to think it was grit, being strong, getting through it. Now it has shifted to more self-awareness and responsiveness to the people around you.”

—Steven Stein, Founder, Multi-Health Systems, Great Place to Work®

So what’s the best way to leverage these insights? How should organizations move forward and prepare for what comes next? At O.C. Tanner, we suggest a deliberate, focused strategy. One with the components and milestones to ensure success. We call it Culture by Design.