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.
From one perspective, Talent Magnet scores haven’t changed much. But from another, not one has improved.
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.
—Lisa Bodell, CEO, FutureThink
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.
When leaders and organizations respond to employee feedback, even if it’s not the “preferred action,” positive outcomes rise dramatically.
—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.
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:
—Matt Fairhurst, CEO, Skedulo
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.
—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:
—Julian Lute, Senior Manager and Strategic Advisor, Great Place to Work®
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.
The combination of nimble resilience and employee recognition increases the odds of several important outcomes:
—Steven Stein, Founder, Multi-Health Systems, Great Place to Work®