Feelings about work today could have a profound impact on the decisions made by tomorrow’s workforce, according to a 10-country survey of employees, C-level leaders, and human resources (HR) professionals by The Workforce Institute at UKG. Nearly half of employees worldwide (46 per cent), including one-third of C-level leaders (29 per cent) in the U.S., would not recommend their company nor their profession to their children or a young person they care about. Worse, a startling 38 per cent of employees globally “wouldn’t wish my job on my worst enemy” — which rises to 45 per cent in the U.S.
The survey underscores the importance of creating an environment of trust, care, and purpose in the modern workplace. According to additional research from Great Place To Work®, for organisations that do help their people find purpose and build trust as a core tenant, attitudes about work in those workplaces are dramatically different. For example, at companies that earn high survey scores from employees on purpose and trust, 88 per cent of those employees look forward to going to work every day.
The full report, “We Can Fix Work,” provides insight into what parents, family members, and mentors are telling children about what they should value in their jobs and employers — urging future generations to let purpose, not money, guide career choices.
“We have to fix work today to inspire a better future for tomorrow,” said, Dr. Jarik Conrad, vice president of human insights at UKG. “There has been a shift in how people view the role of work in their lives, and some have grown disengaged in their jobs when their workplace falls short on providing a sense of trust and connection. There are many great workplaces where people feel cared for, that they belong, and that their role contributes to success. We need to take the exceptional practices from those organisations to other workplaces around the world, to help people find greater meaning, enjoyment, and purpose at work.”
Many employees are burned out: 45 per cent don’t want to work anymore, period
Nearly two-thirds of employees (64 per cent) would switch jobs right now if they could, while 45 per cent simply “don’t want to work anymore.” This anti-work mindset is shared globally, but is more typical among full-time (47 per cent) vs. part-time (36 per cent) employees, and most prominent in India (53 per cent) and the U.S. (51 per cent), where workforce activity illustrates how this perspective may be impacting frontline work nationwide.
That said, the majority of people (84 per cent) would still work if they won the lottery, and more than 1 in 4 (28 per cent) would still work the same number of hours at the same company.
“I’m not convinced people don’t want to work — and the lottery question proves that humans by nature take pride in work. It’s more likely that the ways they are working and the ways they feel about their workplace aren’t aligned with what they want out of work,” said Dan Schawbel, managing partner at Workplace Intelligence. “For those 28 per cent of people who would still work the same number of hours at the same company, it’s clear that their organisations are doing the right things to help them find satisfaction and a sense of purpose at work.”
With purpose and trust, 88 per cent of employees look forward to work
Almost nine in 10 employees say the pandemic helped them realise there are more important things in life than work. At the same time, three-quarters (76 per cent) of employees say they have increased expectations for how their company supports them, and 70 per cent are rethinking the qualities they look for in an employer.
While 61 per cent of respondents admit their work is “just a job” and they work to collect a paycheck, “clock out,” and go home, the remaining 39 per cent are either in a career with specific goals and ambitions that they wish to grow in time or in their calling.
“Whether someone feels they are in just a job, a growing career, or a true calling, everyone can find fulfillment, a sense of value, and success at work,” said Dr. Conrad. “People are looking for organisations to step up and support them across their entire life-work journey so they can have flexibility to put time into what matters most to them, including relationships with family, their health and self-care, and friendships.”
Great Place To Work research finds people at the best workplaces around the world are living in a vastly different — and more fulfilling — reality than the typical employee, starting with the sense of purpose they find in their work. For those at the best workplaces:
- 90 per cent feel like they can be themselves
- 88 per cent look forward to going to work
- 85 per cent believe their work has special meaning
- 85 per cent enjoy psychologically healthy work environments.
What’s more, rather than warn loved ones away, 89 per cent of people at these best workplaces would “strongly endorse” their organisations to friends and family.
“What do employees want? Purpose,” said Michael C. Bush, CEO at Great Place To Work. “It’s on every leader to make sure every worker, regardless of role and location, understands how what they do affects their organisation’s greater purpose. People need to know their work has meaning and matters — that they matter. You better make that crystal clear if you want to earn their trust and keep them on board. Great workplaces get that and do it, regardless of the industry they are in.”
Getting it right: Guiding “Workforce 2030” toward purposeful work
While adults across all three survey groups want financial security for their kids, they would tell their children to pursue work that provides the opportunity to care for and spend time with family (41 per cent of employees); a feeling of fulfilment (39 per cent of employees); and a successful career path (30 per cent of employees).
Above all, 74 per cent of people would encourage their children to choose a profession that is meaningful to them.
“While most people today describe themselves as ‘money-driven,’ this research shows they hope future generations do things differently,” said Schawbel. “Pay will always be a driving force behind job choices, yet influence from adults dissatisfied with their companies or careers across all industries could push young people away from specific professions or organisations.”
“We can fix this,” continued Dr. Conrad. “Organisations have access to the technology today to build purposeful workplaces for all by supporting people on their journeys, making belonging central to the employee experience, and building confidence in the jobs our children and grandchildren will have.”
The full report, “We Can Fix Work,” examines feedback from 2,200 employees surveyed in partnership with Workplace Intelligence across Australia, Canada, France, Germany, India, Mexico, New Zealand, the Netherlands, the U.K., and the U.S., as well as 600 C-suite leaders and 600 HR executives in the U.S.
About The Workforce Institute at UKG
The Workforce Institute at UKG provides research and education on critical workplace issues facing organisations around the world. By bringing together a global consortium of HR and workforce management thought leaders, the think tank is uniquely positioned to empower organisations with practical ideas for optimising the 21st-century workplace while also providing an important voice for employees, including frontline and hourly workers. Founded in 2007, The Workforce Institute focuses its research and education — including books, podcasts, surveys, blogs, and its annual list of workplace predictions — on balancing the needs and desires of diverse employee populations with the interests of organisations in order to manage absenteeism, fight burnout, develop equitable work schedules, and build strong leaders, all to drive inspired performance.
About UKG
At UKG, our purpose is people. As strong believers in the power of culture and belonging as the secret to success, we champion great workplaces and build lifelong partnerships with our customers to show what’s possible when businesses invest in their people. Born from a historic merger that created one of the world’s leading human capital management (HCM) cloud companies, our Life-work Technology approach to HR, payroll, and workforce management solutions for all people helps more than 70,000 organisations around the globe and across every industry anticipate and adapt to their employees’ needs beyond just work. To learn more, visit ukg.com.au.
Survey methodology
Research findings are based on a survey conducted by Walr for Workplace Intelligence on behalf of The Workforce Institute at UKG between September 16 and October 1, 2022. In total, 2,200 employees (including managers) in 10 countries responded to questions about employment, work-related stress, mental health, four-day workweeks, engagement/purpose at work, workplace incentives, and how their feelings toward work may be expressed to others. Responses were gathered from 600 employees in the U.S. and 200 employees in each of the following countries: Australia/New Zealand, Canada, France, Germany, India, Mexico, the Netherlands, and the U.K. Additionally, in the U.S., 600 C-Suite leaders and 600 HR executives/directors responded to the same survey, which was customised to their roles to include questions focused on their workforces. All survey participants were adults who worked part- or full-time for at least one employer in an hourly or salaried role. See the full report for an extended methodology statement.
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