Global Appendix: Talent Magnet index scores and workplace culture outcomes across the world.Global Appendix: Talent Magnet index scores and workplace culture outcomes across the world.Global Appendix: Talent Magnet index scores and workplace culture outcomes across the world.

The Americas

The rich cultures and economies of the Americas are navigating a rapidly shifting macroeconomic landscape. Our latest assessment here finds a heightened focus on the experience of workers in the 80%—the essential people in critical roles who often perceive themselves as undervalued. People who fuel business from the manufacturing plants of the United States to the coffee farms of Colombia to the oil rigs of Canada to the healthcare facilities of Brazil. Their desperate need for recognition requires empathetic action. Business leaders must transform their appreciation into understanding—not merely acknowledging the worth of these employees, but delving into their experiences, trials, and aspirations, and offering tangible support. Furthermore, the demand for equitable flexibility has become increasingly loud across the region. Employees in all roles and sectors want understanding and respect for their unique circumstances. Our research reveals a significant increase in job satisfaction and retention when leaders respond. This year’s report provides leaders with the necessary insights to proactively tackle these impending changes. By embracing empathy, translating it into action, and fostering equitable flexibility, we can ensure both our people and organizations prosper.

Mindi Cox
Chief Marketing & People Officer
Salt Lake City, United States

A graphic about culture in the Americas: the odds are 9x more likely that employees want to stay when they perceive flexibility is equitable; 55% of employees agree that "all employees have as much flexibility in their job as leadership"; odds are 6x higher that employees feel they belong if their leaders' expressions of empathy are accompanied by meaningful action and support; 55% of frontline workers feel expendable.

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Europe

Talent retention has become a strategic necessity across Europe and the UK, where an analysis of our 2024 Global Culture Report highlights the urgent need for a profound shift towards nurturing vibrant, people-centric workplace cultures that tie employee identity and accomplishments to organisational purpose. Only 56% of European workers feel their organisations value them, underlining the importance of better channels to surface and respond to employee voices. Alarmingly, just 40% of European employees report seeing change based on their feedback, which is a high-impact opportunity for HR. A more people-focused approach, emphasising practical empathy and nimble resilience, can bridge this divide. European organisations demonstrating nimble resilience have 7x higher chances of developing thriving cultures. We anticipate a brighter future when firms integrate practical empathy and skill building into their culture strategies and create a strong platform to proactively navigate a world that continues to transform. As Europe stands on the brink of significant change, organisational leaders must champion a shift that focuses greater attention on the employee experience to swiftly meet the evolving needs of employees, rising living costs, and the drive to digitalisation.

Robert Ordever
Managing Director, Europe
London, England

A graphic about culture in Europe: 56% of employees believe their organisation "cares about its employees"; organisations that act on employee feedback see 4x higher odds of fulfillment among workers in the 80%; only 49% of employees say "the culture at my organisation is supportive of job flexibility whenever possible"; when workers in the 80% are given high access and high enablement, the odds they want to stay with their organisation another year increase 7x.

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IMEA

The robust IMEA region, comprising 79 countries, is a diverse and dynamic ecosystem. The symbiotic partnerships and people-centric initiatives have fueled remarkable shifts over the past decade, including India’s blossoming start-up environment and the Middle East’s pivot from oil to innovation. The evolution has amplified employment prospects and compelled numerous multinationals to establish satellite offices. Our research reveals that an overwhelming 91% of the workforce in IMEA view skill building as a vital factor in evaluating new job opportunities and satisfaction from skill enhancement correlates to an eight-fold surge in feelings of fulfillment. Job flexibility is another key driver. Employees who perceive flexibility is fair have a nine-fold likelihood of extending their tenure by another year. Furthermore, those truly satisfied with their flexibility are 8x more likely to feel fulfilled, while empathetic workplace culture and leadership together foster a 13x increase in fulfillment. Our research underscores the importance of prioritizing skill building, equitable flexibility, and practical empathy. These elements are the cornerstones of a satisfying and enduring work sphere in the vibrant IMEA landscape. Hence, they should be serious considerations for employers seeking to build a fulfilling and sustainable workplace.

Zubin Zack
Managing Director, India, Middle East, and Africa
Mumbai, India

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APAC

Employees throughout the region feel stressed and fearful. Threats related to climate change and the geopolitical landscape have added to the sting of the rising cost of living. This is particularly true for frontline workers, many of whom lack the benefits of hybrid work due to the nature of their roles and often experience difficult customer interactions. In markets where HR hasn’t historically had a strategic seat at the table, companies are struggling to catch up and keep pace with changing employee expectations. Encouragingly, we see evidence across industries that progressive organisations acknowledge these challenges and are implementing measures to build nimble resilience and create employee experiences that foster a strong sense of belonging and connection. Examples of these measures include holistic listening strategies with continuous employee feedback; a greater focus on modern leadership that accentuates practical empathy, more support, and equitable policies for frontline workers; innovative change management strategies in which key information precedes formal announcements; and a stronger emphasis on empowering and equipping leaders with the knowledge and tools to build stronger employee connections through meaningful recognition. The challenges ahead remain great, but the signs are positive.

Alan Heyward
Managing Director, Asia Pacific
Melbourne, Australia

A graphic about culture in APAC: the odds employees perceive change as positive are 3x higher if they believe their organization considered them when deciding to make changes; the odds of accomplishing great work are 9x higher when employees believe their organization is nimbly resilient; a quote from Dean Tong, Head of Group Human Resources, United Overseas Bank, Singapore: “Purpose and balance, together with transparent, supportive, and empathetic leadership, are critical factors in building a sustainable workforce. These factors enable us to effectively navigate change, retain and develop our people, and fulfill our commitment to our clients and communities.”

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Methodology
A table showing Talent Magnet index scores and workplace culture outcomes across several countries in Europe.
A table showing Talent Magnet index scores and workplace culture outcomes across several countries in IMEA.
A table showing Talent Magnet index scores and workplace culture outcomes across several countries in APAC.
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