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1、GENERATIVE CARE 2025 GLOBAL CULTURE REPORT O.C.TANNER INSTITUTEGenerative Care2025 Global Culture ReportO.C.Tanner InstituteHOW TO USE THE 2025 GLOBAL CULTURE REPORTNo matter what term they use“greatest asset,”“human capital,”or simply“people”almost every organization understands the value of caring

2、 for employees.But what are the best ways to support,nurture,and engage a workforce?For over a decade,weve helped many of the worlds best companies find answers,and we hope this report is helpful to you.To get the most out of it,here are a few suggestions.First,theres actionable advice in the resear

3、ch.A few of our favorite insights this year include:The evolving framework of Total Rewards hinges on understanding the states of surviving and thriving Care must be at the core of crafting Total Rewards strategies Recognition plays a unique role in fostering mental health and emotional intelligence

4、 Its important to meet employees with care in moments of professional transitionNext,identify areas where the data coincide with the needs and aspirations of your organization.But dont be tempted to tackle everything at once.Instead,trust your instincts and focus on the principles you feel will make

5、 the greatest or most immediate impact on your people and business.Finally,remember every workplace culture is fluid and evolving.Even the best organizations are testing,learning,and adapting.Progress,not perfection,is the goal,and every step that elevates the employee experience is progress.Thank y

6、ou for joining us on the journey.As the architects and stewards of our cultures,lets use our influence to make them a place where employees feel an abundance of care that enables them to offer more to others in their lives.Lets provide care that becomes generativeand allows everyone to thrive.Scott

7、Sperry President&CEO,O.C.Tanner Foreword 1 Introduction 3Working to Survive 18Thriving at Work 46The Mental Health Link 72Applied Emotional Intelligence 98Job Transitions 124Conclusion 148Methodology 153Global Appendix 154TABLE OF CONTENTSiv2025 GLOBAL CULTURE REPORT1The recent pace of change in wor

8、kplace cultures has been dramatic,to say the least.Yet,in the eye of the storm,leaders may finally have a chance to pause,take a breath,and refine their relationship with employees.The question is how.And this report has an answer:Start by putting care at the center of strategies to create environme

9、nts where everyone can thrive.In speaking with HR professionals,we found this starts with reorienting Total Rewards.While many feel trapped in a cycle of expanding benefits that fail to satisfy,our research suggests the failure,in most cases,isnt because programs offer too little or too much.Instead

10、,its because the offerings simply dont fit peoples underlying needs.FOREWORD22025 GLOBAL CULTURE REPORTThis year,we propose a powerful framework to better understand and address the evolving essentials of Total Rewards.It hinges on the differences betweenand withintwo categories of functioning at wo

11、rk:surviving and thriving.Unfortunately,nearly a third of workers say they struggle to hold their lives together.But when the basic needs for adequate compensation,physical and mental healthcare,and a sense of belonging in the workplace are met,employees feel empowered and motivated to seek opportun

12、ities for growth and development.And when organizations provide avenues for skill building and career advancement,coupled with a culture that values flexibility and shows appreciation,the likelihood of a thriving workforce surges.Our report also illuminates the profound impact of mental health and e

13、motional intelligence(EQ)on employees ability to thrive.Employers that prioritize mental wellbeing can buffer against burnout and increase resilience,while those with high EQ reap the benefits of greater trust among their people.To be sure,the advantages of thriving employees extend far beyond indiv

14、idual satisfaction.They include improved retention and a deeper sense of purpose and belonging that drive organizational success.One final theme focuses on the inevitable job transitions people navigate throughout their careers,and how positive onboarding experiences that foster connection,community

15、,and development can be the difference between long-term success and a lot of empty seats.For 2025,the O.C.Tanner Institute examined the experiences of tens of thousands of employees,leaders,HR practitioners,and business executives across the world.Our goal:to equip leaders in HR and across the orga

16、nization with the necessary insights and strategies to meet todays most immediate and consequential challenges head-on.The foremost challenge now is closing the distance between organizational offerings and employee needs.Theres no better time to make Total Rewards more effective to ensure both the

17、individual and the business can thrive.3O.C.TANNER INSTITUTEThe word“generative”has had many partners over time.Lately,its appeared next to new technologies like artificial intelligence,but its meaning remains much closer to nature.“Generative”denotes having the power to create more of something.And

18、 when paired with the word“care,”it offers a strong foundation for thinking about the potential of human resources:Building workplaces where caring for employees gives them the capacity to care for others in ways that both benefit and transcend the organization.When our help enables our people to he

19、lp,families and communities are also the better for it.Ultimately,this momentum of multiplying care allows us to create a legacy that lifts society at large.3INTRODUCTION42025 GLOBAL CULTURE REPORTCaring for employees has always been a primary aim of human resources.And over the past 20 years,that g

20、oal has taken shape in the concept called Total Rewards.Born out of the best intentions,these regular statements and communications are supposed to help workers see the full investment organizations make in themcompensation,benefits,career development,recognition,and various perksall in one compelli

21、ng package.A transparent strategy made in good faith to help retain and recruit talent.Not surprisingly,employees have broad expectations,and faced with the increasing costs and complexities of living,they are looking for always-on benefits to help meet planned and unexpected challenges.How have Tot

22、al Rewards teams responded?Many have curated a deep catalog of niche offerings.There are now thousands of solutions designed to help organizations connect their people to resources for spouses,children,pets,homes,paid time off,mental wellness,financial challenges,social health,retirement,education e

23、xpenses,etc.Yet most employees dont see these combined offerings in the light organizations have hopedas the sum of ways their employer cares about them.In fact,one of the biggest hurdles with Total Rewards is that most employees dont understand the name.According to our research,less than 40%of wor

24、kers know the meaning of the term,“Total Rewards,”and only 14%of those people can explain it.Some confuse it with a customer loyalty program.The research also shows it doesnt matter how robust a benefits package is if employees dont believe their organization has their best interest at heart.Our foc

25、us groups and surveys repeatedly indicate that a buffet of benefits will backfire if it doesnt reflect an authentic concern for peoples wellbeing.5O.C.TANNER INSTITUTEHere again,the term itself may help explain the problem because many employees wouldnt call every element of Total Rewards a reward.A

26、s one focus group participant put it,“A lot of people dont feel like its a reward to get your compensation and benefits.”In other words,much of Total Rewards is the minimum people expect for their employment.Likewise,Total Rewards statements shared in our focus groups were rarely assessed holistical

27、ly.Instead,the recipients saw them with cynicism and a general sense that theyre designed to distract from low pay or a lack of company profit sharing.So,whats missing from most Total Rewards strategies?Additional novel and imaginative benefits?No.Whats missing is the communication of care.“We need

28、a clear,consistent,and differentiated Total Rewards strategy and experience to keep talent engaged.”HARISH BUBNA,HEAD OF COMPENSATION,INTUIT INDIA 62025 GLOBAL CULTURE REPORTSURVIVING VS.THRIVINGThe relevance and effectiveness of Total Rewards at the personal level depend on how employees answer one

29、 question:Am I surviving or am I thriving?People who are merely surviving feel anxious,financially uncertain,doubtful of growth opportunities,and pessimistic about the future.Their struggles at work impact their ability to survive outside of work.As an employee in one focus group said,“Not surviving

30、 at work will affect everything to a point where its scary.”Contrast that with people who are thriving.They feel their organization cares about their mental health,they work in a cooperative workplace,and they have opportunities for growth and mentorship along a clearly defined career advancement pa

31、th.They have hope.When employees do not feel theyre surviving,their unmet basic needs shape their perception of Total Rewards offeringsand they focus exclusively on the offerings that provide financial and physical stability.Only after employees believe theyre surviving will they think about thrivin

32、g or be receptive to other Total Rewards offerings.To better understand the effect of Total Rewards on peoples capacity to survive and/or thrive at work,we asked employees to rate the elements of Total Rewards that influence their perspective.We found compensation and recognition were essential to s

33、urviving,while recognition and development help employees thrive.7O.C.TANNER INSTITUTEThe modern workplace requires a Total Rewards strategy designed to help employees survive and thrive.Rather than provide an exhaustive list of offerings,organizations should prioritize meeting employees basic needs

34、,and the goal of Total Rewards should be to demonstrate how the organization cares and wants everyone to thrive at work.Categorically speaking,offerings like competitive compensation and health benefits are considered basic,help provide financial stability,and meet survival needs.Offerings such as c

35、areer development and skill building move beyond the required to provide long-term growth and satisfy other criteria to thrive.Interestingly,recognition is a practice that provides a bridge to help employees feel seen and valued at any stage of surviving or thriving.Keeping these distinctions top of

36、 mind helps Total Rewards leaders prioritize care at the core of their compensation and benefits mix.“Traditional methods of rewards and recognition are incompetent to drive a holistic strategy aimed at enhancing personal lives and invigorating employees sense of purpose.”MANAVI PATHAK,HEAD OF LEARN

37、ING AND ORGANIZATIONAL DEVELOPMENT,SAMSUNG RESEARCH82025 GLOBAL CULTURE REPORTREWARDS THAT MEET NEEDS HELP EMPLOYEES THRIVEEmployees who are thriving are:84%less likely to burn out 30%less likely to leave the organization 12x more likely to feel high engagement 7x more likely to do great workTotal R

38、ewards can play a crucial part in an employees ability to thrive.As the table on the following page shows,employees who are satisfied with their organizations offerings are less likely to suffer from mental health challenges.Theyre also more likely to feel engaged and want to stay.The approach to To

39、tal Rewards must evolve to meet employees needs and ensure that they can survive and thrive.Our report this year explores each of these two states more deeply and shares insights and best practices to help you assemble,communicate,and support the right mix of offerings so employees can progressregar

40、dless of where they are now.Of course,it also helps to see where the key metrics of workplace culture currently stand.9O.C.TANNER INSTITUTEOdds of Outcomes When Employees Are Satisfied with Total Rewards BENEFITCHANGE IN ODDS WHEN SATISFIED WITH TOTAL REWARDSReduction in probable diagnosis of depres

41、sion42%Reduction in probable diagnosis of anxiety43%Sense of thriving+759%Higher sense of purpose+422%Higher sense of opportunity+740%Higher sense of success+806%Higher sense of appreciation+414%Higher sense of wellbeing+100%Higher sense of leadership+497%Great work+285%2025 GLOBAL CULTURE STUDY,O.C

42、.TANNER INSTITUTE102025 GLOBAL CULTURE REPORTTALENT MAGNET AREASEach year we measure changes in the six core elements of workplace culture that together determine employee decisions to join,engage with,and remain at any place of work.We call them Talent Magnets because of their power to attract and

43、connect people to their teams and organizations.Notably,each of our Talent Magnet scores are the same as they were last year with consistent impacts on culture measures.Across all geographic regions,metrics such as employee engagement,job satisfaction,job fulfillment,and satisfaction with organizati

44、onal culture all remain virtually unchanged.This indicates that,collectively,organizations are neither improving nor declining in key areas important to creating healthy organizational cultures and positive employee experiences.The absence of movement signals that,on average,little has changed in ho

45、w employees feel about their organizations and jobs.1173%69%56%65%EMPLOYEE SENSE OFPURPOSEEMPLOYEE SENSE OFOPPORTUNITYEMPLOYEE SENSE OFAPPRECIATIONEMPLOYEE SENSE OFLEADERSHIPEMPLOYEE SENSE OFSUCCESSEMPLOYEE SENSE OF WELLBEING0%0%0%0%68%0%62%0%Figure 1.TALENT MAGNET SCORES REMAINED THE SAME YEAR OVER

46、 YEAR Current state of six essential elements that define thriving cultures.YEAR-OVER-YEAR CHANGE PURPOSE OPPORTUNITY LEADERSHIP WELLBEING APPRECIATION SUCCESSFigure 2.THE TALENT MAGNETSSix essential elements that define thriving workplace cultures.1213O.C.TANNER INSTITUTE1.Purpose An organizations

47、reason for being besides profits.Its the difference it makes in the world,why the company exists.Employees need to feel connected to the purpose and understand how their jobs contribute to it.Once they do,their work takes on meaning.Organizations should clearly articulate the connection between work

48、 and purpose.2.Opportunity The chance to develop new skills,contribute to meaningful work,feel challenged,have a voice,and grow.Opportunity is more than the lure of promotions and pay increases.Its about preparing and empowering employees to make decisions,inviting them to the table,and offering the

49、m projects that will expand their skills and relationships.3.Success The thrill of accomplishment,innovation,breaking barriers,playing on a winning team,and experiencing victories.Employees must find success at the individual,team,and organizational levels,and it should be nurtured and publicly cele

50、brated.142025 GLOBAL CULTURE REPORT4.Appreciation Feeling valued for ones contributions and being recognized for ones worth.Appreciation is essential to employeespeople need to know their leaders and peers notice and are grateful for their efforts and contributions.Appreciation is most effective whe

51、n its delivered in timely,personal,and meaningful ways.5.Wellbeing Caring about the employee as a wholetheir physical,emotional,social,and financial health.Wellbeing ensures employees can be their strongest,most capable,most authentic selves at work.A comprehensive approach to wellbeing requires lea

52、ders to create an environment of inclusivity,life balance,and connection.6.Leadership The mentoring,coaching,inspiring,and facilitating that allow individuals,teams,and,ultimately,organizations to succeed.Great leaders co-create a shared purpose for their teams and empower their employees to do grea

53、t work.As the most influential of the six Talent Magnets,leadership cultivates the other five.THE AVERAGEENGAGEMENT SCORE IS THE SAME AS LAST YEAR72%0%15162025 GLOBAL CULTURE REPORTOPPORTUNITIES FOR ORGANIZATIONS IN 2025Based on our research,we see five significant ways organizations can improve the

54、ir workplace cultures,both within and beyond their Total Rewards programs.1.Help employees surviveWhen people are merely surviving,its nearly impossible to be productive,innovate,or even think beyond the next paycheck.By meeting basic needs for financial stability,healthcare,and recognition,companie

55、s can ensure all employees get to a place where thriving is possible.2.Enable employees to thriveProviding opportunities for growth,advancement,and recognition communicates the company is invested in long-term success and security for all employees.This builds connection,belonging,and appreciation,a

56、nd ultimately leads employees to thrive and find fulfillment at work.3.Get smartemotionallyEmployees at every level can learn and apply emotional intelligence(EQ)to determine whether others are surviving or thriving and how to help them.Demonstrating EQ behaviors creates strong cultures and high tru

57、st where employees can start to thrive.4.Aid employees mental health Caring for employees means more than providing physical health benefitsemployees need mental health support,too.Destigmatizing mental health issues and removing cultural factors that contribute to them are two good ways to start.17

58、O.C.TANNER INSTITUTE5.Meet needs in key moments of change Job transitions are a chance for employers to create transformative experiences for their people and set them up to thrive.Connection,community,growth,and flexibility should be part of every new job.We hope these opportunities and the specifi

59、c findings behind them in this report help clarify what it means to care for employees.Just as importantly,we hope they expand our expectations of how generative that care can be.“As work constructs are changing,the way organizations structure their pay and rewards programs is also changing.This wil

60、l play a massive role in deciding whether your organization delivers on its promises.”DR.SCOTT CAWOOD,CEO,WORLDATWORK182025 GLOBAL CULTURE REPORTWorking to Survive1819O.C.TANNER INSTITUTENearly a third of employees manage their lives in survival mode.A challenge with consequences and solutions.19OF

61、EMPLOYEES REPORT THEY ARE MERELY SURVIVING2021O.C.TANNER INSTITUTE2121The pain of living and working in survival mode is usually more dull than sharp,but it is nonetheless traumatic.Psychologically and physically,this discomfort is exhausting in the same way extreme stress or prolonged grief can be.

62、And just like hunger or various chronic diseases,survival mode is the direct result of unmet needs.The good news is organizations can provide employees relief.Namely,stability and security.By reframing Total Rewards as a foundation for caringrather than a bonus or retention planand by strategically

63、optimizing offerings,tools,and resources to satisfy peoples most basic requirements,employers can help ensure the strain and distraction of surviving are only temporary.PERSPECTIVE222025 GLOBAL CULTURE REPORTINTRODUCTIONAfter a global pandemic,widespread layoffs,rising inflation,and intense politica

64、l turmoil,employees around the world continue to work with uncertainty and instability.PwC,the multinational professional services firm,reports that 52%of all employees are“financially stressed,”meaning theyre unable to pay their bills,struggling to pay bills,or have little or nothing left for savin

65、gs,holidays,and extras.1 Many of these employees feel trapped.They may have difficult personal circumstances,suffer overwhelming job responsibilities,or feel unappreciated and unfulfilled at work.All of which can push employees into survival mode.2Nearly a third of employees(31%)told us they are“mer

66、ely surviving.”In focus groups,people in survival mode described their circumstance in the following ways:“Its the paycheck,not the passion.”“Having the bare minimum,doing the bare minimum.”“Youre just staying stagnant.”“Youre on the verge of burnout.”“When youre in survival mode,you cant even see o

67、utside of that little bubble.”Our research finds that surviving is a convergence of six factors that hinder the overall employee experience.These include financial insecurity,poor life balance,hopelessness about their future,and a lack of opportunity,resources,and autonomy.FINANCIALINSECURITYLACK OF

68、OPPORTUNITYLACK OFAUTONOMYLACK OFRESOURCESPOOR LIFE BALANCEHOPELESSNESSABOUT THEFUTUREFigure 3.SURVIVING INDEXThe six factors that limit employees to a mindset of surviving in the workplace.23242025 GLOBAL CULTURE REPORTOrganizations would do well to take these survival factors into account when con

69、sidering the employee experience and employment benefits.Unfortunately,60%of employees say their companies benefits do not currently meet their needs,3 and only 37%feel their organization understands what they need in their personal lives and for their families.4 Compounding the problem,some compani

70、es are curtailing fundamental benefits and offerings,including healthcare,that employees need to survive.5Employees depend on their employers to help them build security and stability in their lives:92%expect their organizations to show care in the workplace,and 83%feel companies have a responsibili

71、ty for the health and wellbeing of their people.6 For employees to thrive at work,they must first reach the threshold of surviving.Even highly engaged employees are at risk of leaving when they struggle to survive in their personal lives.7 This means addressing employees fundamental needs for financ

72、ial,physical,and emotional security through Total Rewards offerings is essential to organizational success.Done well,Total Rewards reflects a culture of care.When the workforce feels stable and secure,organizations benefit,too.The first step in moving employees out of survival mode is to see and pre

73、sent Total Rewards as an extension of a people-centered culture that appreciates and genuinely cares about employees.It must be less of a transaction or exchange and more of a commitment to address employees changing needs.25O.C.TANNER INSTITUTE“If I dont have financial security,I cant have physical

74、 security because I dont know if Im going to be able to have a roof over my head.And if I dont have financial security,it usually leads to anxiety and uncertainty and poor performance and all those things because Im trying to figure out how to just meet basic needs.”FOCUS GROUP PARTICIPANT,BUSINESS

75、DEVELOPMENT MANAGER262025 GLOBAL CULTURE REPORTNOT ALL BENEFITS CARRY THE SAME WEIGHTOur research finds that employee survival is a continuum from low to high.Based on the degree to which employees feel impacted by the six survival factors,we can identify whether individuals are surviving on a lower

76、 or higher level.The difference is significant.Those on the higher side meet a baseline of immediate security and stability but lack opportunities for growth and development.Those on the lower end of surviving are less financially secure and less likely to feel optimistic about work or remaining wit

77、h their organization.Theyre also 5x more likely to feel work has a negative impact on their physical health and have much higher odds of anxiety and burnout(6x and 12x respectively).Odds of Key Outcomes for High-and Low-Surviving EmployeesOUTCOMEHIGH-SURVIVING EMPLOYEESLOW-SURVIVING EMPLOYEESRetenti

78、on*+177%64%Employee as Promoter*+145%59%Sense of fulfillment+234%70%Above-average job satisfaction+200%67%Satisfaction with employee experience+226%69%Sense of appreciation+306%75%2025 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE*Retention is defined as planning to stay two or more years*Promotes organ

79、ization as a great place to work27O.C.TANNER INSTITUTEFor employees in any part of survival mode,the two offerings that matter most are compensation and physical and mental health benefits.Covering their monthly expenses is employees top concern and nearly 30%of low-income workers take a second job

80、or do gig work to supplement their income.8 Until employees meet their financial and health needs,they cant think about finding meaning or fulfillment in their work.9 Other Total Rewards offerings like skill building or career development are simply not relevant yet.However,as the following table sh

81、ows,when compensation and health benefits are adequate,the odds of fulfillment at work improve for both low-and high-surviving employees.Odds of Fulfillment When Satisfied with Compensation and Health BenefitsOUTCOMEHIGH-SURVIVING EMPLOYEESLOW-SURVIVING EMPLOYEESOverall compensation+228%+21%Overall

82、physical health benefits+174%+13%Overall mental health benefits+259%+69%2025 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEIn terms of employee engagement,the data show that if overall compensation is inadequate,offerings such as incentive pay and even health benefits can actually have a negative effect

83、for employees on the low end of surviving.282025 GLOBAL CULTURE REPORTProbability of Increased Engagement for High-and Low-Surviving Employees When Offered Specific Benefits BENEFITHIGH-SURVIVING EMPLOYEESLOW-SURVIVING EMPLOYEESLOW-SURVIVING+ABOVE-AVERAGE OVERALL COMPENSATIONPerformance bonus+110%24

84、%+46%Year-end bonus+95%32%+36%Company stock options+96%24%+51%Profit sharing+102%25%+44%Group medical/health coverage+137%27%+48%Maternity leave+151%31%+62%Dental insurance+134%28%+46%Mental health care/counseling+156%23%+58%2025 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE29O.C.TANNER INSTITUTEAn impo

85、rtant note:Once basic compensation needs are met,offerings like mental health counseling and parental leave have a greater impact on engagement than bonuses or incentive pay.This demonstrates that mental wellbeingincluding feeling appreciated and a sense of belongingis a critical part of what keeps

86、employees who are on the high end of survival engaged and wanting to stay.Total Rewards programs that emphasize financial rewards at the expense of robust wellbeing and recognition offerings will ultimately fail to move these employees out of survival mode.REWARDS ARE INCOMPLETE WITHOUT ACCESS AND C

87、OMMUNICATIONBy themselves,benefits and other offerings are not enough.Employers also need to promote them,provide support to ensure people can use them,and subsidize the cost as much as possible.Only 40%of employees say their organizations communicate their workplace benefits well.10 Unfortunate,giv

88、en that when people understand the benefits available to them,theyre 101%more likely to trust their organization,94%more likely to feel valued,and 60%more likely to want to stay with their employer for another year.11These findings inspired us to conduct an experiment.In it,we found good communicati

89、on and organizational support not only help ensure employees use health benefits.They also create feelings of belonging and a belief that the organization cares about its people,which engenders loyalty.EXPERIMENTSHealth Perks:How and How Much Do They Make a Difference?We conducted two experiments to

90、 test a hypothetical approach to offering physical and mental health benefits.In both instances,we found that when organizations provide benefits that meet employee needs,and then clearly communicate and support the offerings(with internal resources for guidance and questions),positive employee outc

91、omes like loyalty,engagement,and belonging increase.EXPERIMENT 1:PHYSICAL HEALTH ScenarioYouve just started a job at a new organization.Your job meets your basic financial needs;however,you dont know much about your benefits package.302025 GLOBAL CULTURE REPORT31ControlOn your first day,you learn th

92、at the job does not come with health insurance benefits.Any health coverage must be purchased outside of your employer.Treatment 1 On your first day,you learn that the job comes with health insurance benefits,but information is difficult to find,your employer offers little help or support,and premiu

93、ms and deductibles are so high that the benefits are ultimately out of reach.Treatment 2On your first day,you learn that the job comes with health insurance benefits that meet your health and wellness needs.Accessing information about services and providers is easy and your employer provides support

94、 if you have questions.You end up paying a reasonable amount of money out of pocket for the services you need.Treatment 3On your first day,you learn that the job comes with health insurance benefits that meet your health and wellness needs.Accessing information about services and providers is easy a

95、nd your employer provides support if you have questions.You end up paying nothing out of pocket for the services you need.Results(Probable Effect of Treatments on Outcomes):OUTCOMETREATMENT 1Health benefits offered,but dont meet needs;info is hard to find,little employer support,excessively high cos

96、t TREATMENT 2Health benefits offered that meet needs;info is easy to find,employer provides support,reasonable costTREATMENT 3Health benefits offered that meet needs;info is easy to find,employer provides support,no costLoyalty 4.4%+20.4%+46.3%Feeling that organization cares +2.9%+19.9%+52.6%Engagem

97、ent 2.5%+78.6%+91.7%Belonging 4.8%+21.5%+48.9%2025 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEAll effects significant at p.001.Shaded fields reflect scenarios with a more pronounced impact on outcome variable at p 0.05.EXPERIMENT 2:MENTAL HEALTH ScenarioYouve just started a job at a new organization.Y

98、our job meets your basic financial needs;however,you dont know much about your benefits package.322025 GLOBAL CULTURE REPORTControlOn your first day,you learn that while the job comes with health insurance benefits,no mental health services or support are available.Any mental health coverage must be

99、 purchased outside of your employer.Treatment 1 On your first day,you learn that in addition to health insurance benefits,your company provides mental health services.However,information is difficult to find,your employer offers little help or support,and premiums and deductibles are so high that th

100、e benefits are ultimately out of reach.Treatment 2On your first day,you learn that in addition to health insurance benefits,your company provides mental health services.Accessing information about services and providers is easy and your employer provides support if you have questions.You end up payi

101、ng a reasonable amount of money out of pocket for the services you need.Treatment 3On your first day,you learn that in addition to health insurance benefits,your company provides mental health services.Accessing information about services and providers is easy and your employer provides support if y

102、ou have questions.You end up paying nothing out of pocket for the services you need.Results(Probable Effect of Treatments on Outcomes):OUTCOMETREATMENT 1Health benefits offered,but dont meet needs;info is hard to find,little employer support,excessively high cost TREATMENT 2Health benefits offered t

103、hat meet needs;info is easy to find,employer provides support,reasonable costTREATMENT 3Health benefits offered that meet needs;info is easy to find,employer provides support,no costLoyalty 5.2%+31.6%+82.3%Feeling that organization cares 4.6%+21.7%+57.9%Engagement 61.4%+18.8%+67.3%Belonging 9.1%+26.

104、1%+66.9%2025 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEAll effects significant at p.001.Shaded fields reflect scenarios with a more pronounced impact on outcome variable at p 0.05.33342025 GLOBAL CULTURE REPORT“Employees may be more receptive than ever to the charms of Total Rewards.Beyond salary,emp

105、loyees are placing a higher value on benefits like healthcare,including wellness,mental,and financial health,which help them thrive outside of work.To support thriving professionally,recognition and development play a strong role.”ELIZABETH BASKIN,CEO,TRIBE INC.35O.C.TANNER INSTITUTETHE EFFECTS OF R

106、ECOGNITION,NOW AND LATERAll employees have a fundamental need to be seen,valued,and appreciated.So we examined many of the benefits that strive to accomplish this,and one consistently had greater impact:recognition.As a lever of Total Rewards,integrated recognition provides immediate security that t

107、ells employees the organization appreciates and cares for them in the present,as well as future security that reinforces theyre a valued part of the organization.12When employees at either level of survival experience integrated recognition,several important outcomes improve,as detailed in the follo

108、wing table.Probability of Increased Outcomes for High-and Low-Surviving Employees with Integrated RecognitionOUTCOMEHIGH-SURVIVING EMPLOYEESLOW-SURVIVING EMPLOYEESPromotes organization as a great place to work+311%+79%Sense of fulfillment+377%+79%Sense of belonging+118%+40%Above-average job satisfac

109、tion+160%+30%Connection to organization+185%+48%2025 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE362025 GLOBAL CULTURE REPORT“If Im not happy,if Im not being heardthen Im not going to be happy no matter how much money I make.Its just not going to be rewarding for me.For me its important to have that co

110、mmunication,that sense of belonging.”FOCUS GROUP PARTICIPANT,QUALITY CONTROL TESTER37O.C.TANNER INSTITUTERECOMMENDATIONSTo help employees in survival mode,focus on meeting their basic needs for security,provide and support adequate health offerings,and show appreciation for them.1 Satisfy employees

111、fundamental needs for immediate security When basic needs like sufficient compensation and wellbeing go unmet,they create a ripple effect across the employee experience.Not only do they negatively affect the individuals physical and mental health,they also harm work-related performance and engagemen

112、t.Any supplemental Total Rewards offerings will not fill the gap.Ensure employees have adequate base compensation(outside of bonuses and incentives)that aligns with local market rates,inflation,and skills required for the job.And provide for mental health benefits in addition to physical health bene

113、fits.Organizations with robust mental health offerings have 4x better odds of employee retention and 8x better odds of employees feeling a strong sense of fulfillment at work.Furthermore,while any access to essential benefits has a positive effect,the overall impact on metrics like engagement is sig

114、nificantly greater when the benefits come from the employees organization,as seen in the following table.382025 GLOBAL CULTURE REPORTOdds of Increased Engagement at Work by Access to Offerings(Compared to No Access)BENEFITACCESS THROUGH WORKACCESS NOT THROUGH WORKGroup medical/health coverage2.1x1.4

115、xMaternity leave1.8x1.2xPaternity leave1.9x1.2xVision insurance2x1.4xDental insurance1.9x1.3xMental health care/counseling2.2x1.4x2025 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEPeople who must rely on an external source for health insurancee.g.,spouse,partner,parents,or third-party vendoralso experie

116、nce higher stress and anxiety.Pizza makers and delivery drivers at Dominos franchises no longer have to wait two weeks to receive their wages.Through new partnerships and technology,employees can receive their hourly pay,tips,and mileage reimbursement at the end of each shift.This example of payroll

117、 flexibility gives workers more immediate access to their paychecks and helps them feel more secure about their future.13CASE STUDYPAYDAY FROM THE EMPLOYEE PERSPECTIVE39O.C.TANNER INSTITUTE402025 GLOBAL CULTURE REPORT2 Provide access,communication,and support for Total Rewards offerings Great offeri

118、ngs come up short without proper communication.Clearly explain what Total Rewards offerings you provide and why you offer them.Align your offerings and messaging with financial stability and health securityfor both immediate and future needs.Then ensure information is easy to find and understand,and

119、 provide resources to help people access and fully use their benefits.Also,fund as much as possible to minimize employees out-of-pocket costs.As mentioned in the introduction to this report,organizations can and should use Total Rewards to demonstrate they care about their people.Including this sent

120、iment in communicating and supporting Total Rewards builds a sense of belonging and loyalty.41O.C.TANNER INSTITUTE3 Use recognition to enhance employees sense of security Increasing compensation or adding benefits isnt always an option for organizationsbut extending genuine recognition is.Frequent,m

121、eaningful recognition at all levels can have a powerful impact on how an employee perceives their experience.Recognition can lighten the weight of difficult circumstances.Employees in survival mode whose organizations use integrated recognition programs14 have increased probability of:Engagement(86%

122、)A strong sense of opportunity(111%)A strong sense of success(131%)Invest in recognition that is frequent,specific,genuine,and an integrated part of the employee experience.Ensure all employeesincluding those who are frontline or offline15are recognized and able to recognize one another.Spartan Ligh

123、t Metal Products,an engineering solutions company,wants all its employees to feel appreciated and recognizes them throughout the year with regular employee appreciation luncheons,safety milestone celebrations,holiday and birthday gifts,and performance awards.The company marked its 60th anniversary w

124、ith an event and gave every employee a custom gift they could share with their families.Melissa Markwort,Vice President of Program Management,says,“We talk a lot about how our employees are our most valuable asset for our business.Nothing really happens without themand we want to celebrate that.”16C

125、ASE STUDYMAKING RECOGNITION WORK FOR EVERYONE422025 GLOBAL CULTURE REPORT43O.C.TANNER INSTITUTE“You could make a little bit less money,but if youre happy,if youre heardif my boss was able to say,Hey,Im sorry were not able to give you an increase this year,but youve done a great job,the whole company

126、 recognizes that,C-suite recognizes that,and were hoping that next year will be better and please ride it out with us,I would have nothing but respect for that.”FOCUS GROUP PARTICIPANT,PAYROLL&BENEFITS MANAGER442025 GLOBAL CULTURE REPORTWORKING TO SURVIVEKEY TAKEAWAYSFor employees in survival mode,T

127、otal Rewards should meet basic needs for stability and securitycompensation,physical and mental health benefits,and recognition.After basic compensation needs are met,mental health offerings have the greatest impact on employees in survival mode.Access and support for both physical and mental health

128、 benefits are key to positive outcomes.Integrated recognition helps employees feel an increased sense of both security and belonging.45O.C.TANNER INSTITUTE1.Global Workforce Hopes and Fears Survey 2024,PwC.2.“Is Your Job Causing Survival Mode?”Jo Banks,LinkedIn,May 10,2022.3.“Rethinking Total Reward

129、s,”Mercer webinar,March 29,2023.4.“Rethinking Your Approach to the Employee Experience,”Harvard Business Review,MarchApril 2020.5.“Why a big law firm is rolling back parental leave,”Emily Peck,Axios,April 12,2024.6.MetLifes 22nd Annual U.S.Employee Benefit Trends Study,MetLife,2024.7.“Has Total Rewa

130、rds Totally Changed?”Elizabeth Baskin,Forbes,May 2,2023.8.“Mercer Report:3 out of 4 US employees are significantly financially stressed,”Mercer,October 27,2022.9.“Finding Fulfillment,”2023 Global Culture Report,O.C.Tanner Institute.10.“Employee Benefits Influence Worker Satisfaction but Lack of Awar

131、eness Could Undermine Their Impact,”LIMRA,July 19,2022.11.MetLifes 20th Annual U.S.Employee Benefit Trends Study,MetLife,2022.12.“Integrated Recognition,”2023 Global Culture Report,O.C.Tanner Institute.13.“Dominos employees receive wages,tips instantly,”Employee Benefit News,April 21,2020.14.“Integr

132、ated Recognition,”2023 Global Culture Report,O.C.Tanner Institute.15.“The 80%Experience,”2024 Global Culture Report,O.C.Tanner Institute.16.“Spartan Light Metal Products:Celebrating 60 Years of Great Work,”O.C.Tanner,2022.Working to Survive Sources462025 GLOBAL CULTURE REPORT46Thriving at Work47O.C.

133、TANNER INSTITUTELiving your best work life requires more than meeting basic needs.It takes flexibility and growth.47INCREASED ODDS EMPLOYEES WILL THRIVE AT WORK WHEN ORGANIZATIONS PRIORITIZE FLEXIBILITY,SKILL BUILDING,AND CAREER DEVELOPMENT4849O.C.TANNER INSTITUTEShrinking the separation between emp

134、loyee needs and organizational offerings creates enormous possibilities for everyone involved.Based on our studies this year,when employers focus on fulfilling necessities such as sufficient compensation and robust healthcare,they open the door for people to thrive via growth and development,workpla

135、ce flexibility,and a stronger sense of purpose.At the same time,the larger investments in workers wellbeing unlock a wealth of untapped potential for organizations,including increased productivity,innovation,and loyalty.If we can look beyond employment as a business transaction,and embrace a broader

136、 human-centric perspective,we will find much greater mutual success.PERSPECTIVE49502025 GLOBAL CULTURE REPORTINTRODUCTIONAccording to a recent Gallup poll,barely half(52%)of people in the U.S.consider themselves to be thriving in life.1 And based on our global research,other nationalities feel much

137、the same way.This decline from past years is at least partly attributable to increased daily stress and worry,coupled with feelings of discouragement about personal finances.Given the substantial role work plays in most of our lives(and the amount of our time and energy it consumes),its easy to imag

138、ine how pressures in the workplace spill into our personal lives and inhibit us from thriving.This is especially true for frontline and offline workers who feel detached from their organizational cultures.2 Conversely,cultures that foster connection,support,security,and belonging can help us feel we

139、re succeeding in our lives.So,what does it mean to thrive at work?The hallmarks are a feeling of fulfillment and security about the future.Thriving is what happens when employees have their basic needs met(adequate pay,health benefits,etc.)and can then enjoy growth opportunities,flexibility,and appr

140、eciation.When employees feel theyre thriving at work,the odds of several important outcomes improve significantly:Retention(6x)Promoting the organization to others(7x)Great work(8x)Overall satisfaction with employee experience(14x)51O.C.TANNER INSTITUTEUnfortunately,simply having a long list of Tota

141、l Rewards offerings wont help people thrive.Organizations must evolve how they approach these offerings,and the most effective strategies clearly convey to employees that they are understood,cared for,and valued.3Our research finds employees with Total Rewards programs that communicate long-term sec

142、urity have 5x improved odds of feeling theyre thriving at work.That said,organizations have a lot of progress to make because while employees consistently rank offerings like career development among their top priorities,only 20%of global employers have the infrastructure for building skills or char

143、ting career paths.4And even organizations that do provide development opportunities should take a close look at their motives.Offerings and efforts to help employees thrive are more effective when theyre people-centered and purpose-driven.For example,the odds of an above-average sense of thriving ar

144、e 8x greater when employees feel their Total Rewards package serves their needs(rather than their employers.)Make no mistake,employees know when their organization genuinely cares about them.522025 GLOBAL CULTURE REPORT“Companies have been engaged in an arms race to offer the best perks.But once bas

145、ic needs are met,people are more powerfully motivated by feelings than by material features.Employees today want to be treated as people,not just workers.When HR leaders can generate these emotions in employees,both organizations and the human beings that comprise them win.”CAROLINA VALENCIA,VICE PR

146、ESIDENT TEAM MANAGER,GARTNER53CAREERDEVELOPMENTFLEXIBILITYSKILLBUILDINGTHE THREE KEY ELEMENTS OF THRIVINGAccording to our research,once basic needs are met,three key elements elevate an employees sense of thriving in the workplace:flexibility,skill building,and career development.Figure 4.THRIVING I

147、NDEXThe three components of a thriving mindset in the workplace.542025 GLOBAL CULTURE REPORTThese three factors communicate that the organization is invested in employees and their wellbeing for the long term.And,as the following table shows,when part of a Total Rewards strategy,each of these levers

148、 improves the odds of belonging,fulfillment,and thriving at work.Increased Odds of Positive Outcomes with Three Key ElementsELEMENTRETENTION(PLAN TO STAY TWO OR MORE YEARS)BELONGINGFULFILLMENTENGAGEMENTTHRIVING AT WORKFlexibility4x6x8x7x9xSkill building5x7x9x10 x14xCareer dev.6x9x10 x11x19xMoreover,

149、when these elements are combined,outcomes soar:Skill building+career dev.7x12x16x18x30 xFlexibility+skill building8x13x20 x21x48xFlexibility+career dev.8x14x20 x22x46xFlexibility+skill building+career dev.10 x18x28x31x68x2025 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE55O.C.TANNER INSTITUTE“When I thi

150、nk of thriving at work,its also about the future.Im enjoying my role today,Im doing good work,but do I have a career path in this company?Or do I have to leave to find that career path elsewhere?”FOCUS GROUP PARTICIPANT,TECH OPERATIONS PROFESSIONAL562025 GLOBAL CULTURE REPORTLeadersupportWork choice

151、OrganizationalsupportTimemanagementEmpowermentFLEXIBILITYTHE IMPORTANCE OF FOCUSING ON PEOPLEFlexibility,skill building,and career development each have characteristics that can make them people-centered and purposeful.Lets look at flexibility first.Organizations can(and should)clarify what flexibil

152、ity means for all employees and give leaders autonomy to work with their teams to determine the best ways to implement such policies.5 Employees craveand respond tothe kinds of flexibility that allow them to manage their own time,better balance their lives,find greater fulfillment,and ultimately thr

153、ive.6For skill building and career development,a people-centered approach means allowing employees to choose what skills they want to build and how to build them.Or it could involve offering a variety of opportunities and providing a clear development path with tangible steps.7Figure 5.FLEXIBILITY F

154、ACTORSElements that constitute flexibility in the workplace.57OrganizationalsupportCleardevelopmentpathMentorshipBalanceOpportunityGrowthLeadersupportOpportunityChoiceGrowthOrganizationalsupportSKILLBUILDINGCAREERDEVELOPMENTFigure 6,7.SKILL BUILDING AND CAREER DEVELOPMENT FACTORSThe various elements

155、 that constitute skill building and career development in the workplace.EXPERIMENTHow Much Difference Do People-centered Strategies Make?We conducted an experiment to better understand the impact of skill building on several positive outcomes,including loyalty,engagement,and belonging.ScenarioYouve

156、just started a job at a new organization.Although the organization offers good compensation and benefits,you dont know much about the organizations culture.During the interview process,you hear the organization emphasizes skill building for employees.582025 GLOBAL CULTURE REPORTControlOn your first

157、day,you learn that while the company expects employees to build their skills to remain in good standing,it cant cover the costs of any courses or certificates that employees pursue.In addition,your leader explains that skill building will likely have to take place outside of normal working hours:“Yo

158、ur team just has too much to do.”Treatment 1On your first day,you learn that because the company expects employees to build their skills to remain in good standing,it will cover the costs of any courses or certificates that employees pursue.However,your leader explains that skill building will likel

159、y have to take place outside of normal working hours:“Your team just has too much to do.”Treatment 2On your first day,you learn that because the company expects employees to build their skills to remain in good standing,it will cover the costs of any courses or certificates that employees pursue.How

160、ever,your leader explains that although the company will support you as best it can,skill building may have to take place outside of normal working hours so your team can meet their other goals.Treatment 3On your first day,you learn that because the company expects employees to build their skills to

161、 remain in good standing,it will cover the costs of any courses or certificates that employees pursue.Additionally,your leader explains the company will support you as best it can and,even though your team is busy,you can use a few normal working hours each week to build your skills.Lastly,your lead

162、er mentions that you can decide which skills to developthe company has no requirements.As long as employees are learning something,they remain in good standing.59O.C.TANNER INSTITUTE602025 GLOBAL CULTURE REPORTAfter applying these treatments,we found that when organizations take a people-centered,pu

163、rpose-driven approach to skill building,it significantly increases self-reported levels of loyalty,belonging,and engagement.Equally notable,because these are survey experiments,participants are randomly assigned a treatment.This methodology allows us to examine causality,and this experiment demonstr

164、ates that a people-centered approach to skill building has a causal impact on positive outcomes.An experiment using career development produced similar results.Results(Odds of Effect of Treatment on Outcomes):OUTCOMEKEYLoyaltyRel.Odds Std.ErrorFeeling that organization caresRel.Odds Std.ErrorEngagem

165、entRel.Odds Std.ErrorBelonging Rel.Odds Std.Error2025 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEAll effects significant at p.001.61O.C.TANNER INSTITUTEFinal noteOur experiments indicate its not just the presence of offerings like skill building or career development that make the difference for emplo

166、yees.Its also whether the employees feel supported in a people-centered way.Clearly communicating the offering,providing leader and organizational support to use it,and giving employees resources and options for participating all lead people to feel more loyal,engaged,and cared about.Half measures d

167、ont produce the same results.When done well,a Total Rewards package that includes flexibility,skill building,and career development can strengthen feelings of belonging and inclusion,which bolster the sense of future security that allows employees to thrive.Statistically speaking,when employees feel

168、 a sense of long-term security at work,it increases the odds of thriving(2x),engagement(3x),fulfillment(3x),and retention(5x).Results(Odds of Effect of Treatment on Outcomes):TREATMENT 1 TREATMENT 2TREATMENT 347%0.11979%0.144143%0.20342%0.11471%0.137140%0.199132%0.258169%0.307353%0.60845%0.11683%0.1

169、48155%0.214622025 GLOBAL CULTURE REPORTRECOMMENDATIONSAfter meeting their basic needs,help employees thrive at work by providing offerings that support flexibility,skill building,and career development.1 Provide Total Rewards packages that offer long-term security As outlined in the previous chapter

170、,fulfilling employees basic needs is a prerequisite for helping them thrive.And thriving at the highest level takes support for their personal and professional growth.Be sure to include offerings that focus on flexibility,skill building,career development,and recognition in Total Rewards packages.Al

171、so include benefits like retirement plans and life insurance to care for peoples future needs.Even if employees have skill-building or career-development opportunities outside of work,the impact is greater when the employer provides thesewith resources and supportin the workplace.As the following ta

172、ble illustrates,access to such offerings significantly improves engagement(to name just one cultural metric).63O.C.TANNER INSTITUTEOdds of Increased Engagement at Work by Source of Growth OfferingsOFFERINGACCESS THROUGH WORKACCESS NOT THROUGH WORKLeadership training4x1.3xCareer mentorship5x1.6xProfe

173、ssional growth opportunities6.5x2xPersonal growth opportunities5.8x2x2025 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE“In designing a clear,consistent,and differentiated Total Rewards strategy,we must look at what motivates employees and then map it to their individual aspirations and personalize the e

174、xperience.”MEENAKSHI VIRANI,HEAD OF HR,ZEE ENTERTAINMENTBanking giant Capital One has created a culture that fuels employees personal and professional success.Specifically,its Magellan program provides a comprehensive and customized nine-month career development experience that includes skill buildi

175、ng,career road mapping,networking,and mentoring.Likewise,the companys employee recognition solution,ONEderful,ensures people feel genuine appreciation,as well as a sense of purpose and belonging.According to feedback on an employee survey,recognition at Capital One“motivates people and puts the orga

176、nization at the same level as other well-known technology companies that reward associates.”8,9CASE STUDYTHE DIVIDENDS OF TOTAL REWARDS 642025 GLOBAL CULTURE REPORT65O.C.TANNER INSTITUTE2 Approach offerings in a people-centered,purpose-driven manner For a Total Rewards program to be most effective,o

177、ur research shows it must do more than address the three key elements of thriving.It must also deliver offerings in ways that show the organization cares about employees.Clearly communicate that flexibility,skill building,career development,and other long-term security and inclusion benefits are ava

178、ilable because the organization values employees and wants them to succeed over the entire course of their careers.Also,make sure policies,resources,training,and leadership support are easily accessible and contextualized.For example,promote(rather than just provide)a library of learning modules by

179、explaining the importance of growth and development,and offer skill-building opportunities on the clock.Or have a formal mentorship program with regular check-ins at work.Or let employees choose training or other classes that interest them and cover as much of the costs as possible.10Communicating t

180、hat the organization cares requires both words and actions.Resources and support to take advantage of offerings help ensure employees feel valued,want to return the good faith,and ultimately,thrive.As the following table shows,the degree to which employees believe their organization cares about them

181、 has a dramatic impact on their perception of whether theyre thriving at work.Odds of Increased Impact Based on Employee PerceptionBENEFITSTRONG SENSE THE ORGANIZATION“CARES ABOUT ME”WEAK SENSE THE ORGANIZATION“CARES ABOUT ME”Sense of thriving at work+378%80%2025 GLOBAL CULTURE STUDY,O.C.TANNER INST

182、ITUTEThe cloud-based software company,Salesforce,doesnt wait for people to ask for career development.Beginning on every employees first day,the Great Leader Pathways program provides a customized leadership pipeline with an assigned career stage based on the role,as well as a detailed profile ident

183、ifying the skills needed for success.Employees at every level also receive a blend of business and people-leadership training,learning interventions over time,and personalized experiences with bite-sized content and activities.The Pathways program underscores how no two Salesforce careers are the sa

184、me,and neither are the development journeys.11CASE STUDYPERSONALIZED CAREER PATHS FOR EVERY EMPLOYEE662025 GLOBAL CULTURE REPORT67O.C.TANNER INSTITUTE3 Recognize employees often to reinforce security,inclusion,and belonging Recognition inherently communicates that people are a crucial part of your o

185、rganization and its success.When employees recognize each other frequently for their great work,it connects them with a shared purpose and meaningful appreciation.Conversely,if recognition is infrequent or absent,employees are more likely to feel theyre in survival mode,especially during times when

186、they feel overworked,overwhelmed,unsupported,or burned out.Organizations that make recognition an integrated,everyday part of the employee experience increase the odds of improving several cultural metrics,as illustrated in the following table.Odds of Increased Specific Cultural MetricsOUTCOMERETENT

187、ION(PLAN TO STAY TWO OR MORE YEARS)BELONGINGFULFILLMENTENGAGEMENTTHRIVING AT WORKIntegrated recognition5x8x10 x11x15x2025 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTERecognition thats integrated happens frequently and in meaningful ways.11 So provide tools to recognize a variety of accomplishments and

188、milestones.Communicate what employees uniquely contribute and share how they further the organizations purpose.And ensure all employees,no matter what their role or location,can give recognition and feel appreciated as a crucial part of the companys success.As a company that continually adapts to me

189、et its members and employees needs,ACG(The Auto Club Group)refines and rebrands its recognition solution based on evolving business goals and employee situations.Its Celebrate as One solution improves the accessibility,inclusivity,and alignment of its recognition.All employees,including those who wo

190、rk remotely,can give and receive recognition through every stage of the employee lifecycle.ACG uses O.C.Tanners recognition platform that enables leaders to create their own campaigns tied to specific team goals and celebrate career anniversaries in more meaningful ways.Such capabilities ensure all

191、employees feel appreciated,which helps explain why ACG is known as a top place to work.12CASE STUDYDRIVING BUSINESS SUCCESS WITH EMPLOYEE RECOGNITION682025 GLOBAL CULTURE REPORT69O.C.TANNER INSTITUTEWhen recognition is given to employees who are already thriving,it improves odds of:Staying with the

192、organization(11x)Promoting the organization as a great place to work(16x)Doing great work(24x)Satisfaction with the employee experience(31x)“We have the opportunity,especially with everything that is happening in the world today,to step up our game and value the wonderful people we have here at ACG.

193、What we are seeing right now is that companies who truly value their people are going to not just survive but thrive.”SENIOR EXECUTIVE,THE AUTO CLUB GROUP702025 GLOBAL CULTURE REPORTTHRIVING AT WORKKEY TAKEAWAYSHelping employees thrive at work requires more than fulfilling their basic needs.Companie

194、s must provide and support three key elements of thrivingflexibility,skill building,and career development.Delivering the key elements of thriving in people-centered ways is more impactful than simply offering them as Total Rewards options.Integrated recognition builds long-term security and belongi

195、ng,which is essential to thriving at work.1.“New Normal:Lower U.S.Life Ratings,”Dan Witters and Kayley Bayne,Gallup,January 18,2024.2.“The 80%Experience,”2024 Global Culture Report,O.C.Tanner Institute.3.“Make Way for a More Human-Centric Employee Value Proposition,”Swetha Venkataramani,Gartner,May

196、13,2021.4.“2024 Total Rewards Leaders:Thriving Amidst Challenges,Embracing Change,”Kenneth Kuk and Monica Martin,WTW,February 29,2024.5.“Equitable Flexibility,”2024 Global Culture Report,O.C.Tanner Institute.6.“Finding Fulfillment,”2023 Global Culture Report,O.C.Tanner Institute.7.“Cooperative Skill

197、 Building,”2024 Global Culture Report,O.C.Tanner Institute.8.“Capital One:Building a Company Culture That Fuels Personal and Organizational Success,”O.C.Tanner,2023.9.“Learning to grow your career and embrace leadership in just nine months,”Capital One,2024.10.“Integrated Recognition,”2023 Global Cu

198、lture Report,O.C.Tanner Institute.11.“Want to Prepare Your Employees to Lead from Anywhere?Salesforce Reveals Its Playbook,”Jesse Sostrin,Salesforce,December 21,2022.12.“Celebrate as One:Insights from 40 Years of Employee Recognition at AAAThe Auto Club Group,”O.C.Tanner,2023.Thriving at Work Source

199、s 71O.C.TANNER INSTITUTE722025 GLOBAL CULTURE REPORTThe Mental Health Link7273O.C.TANNER INSTITUTEHow much can workplace culture exacerbate or alleviate depression,anxiety,and burnout?73APPROXIMATE ANNUAL SAVINGS PER EMPLOYEE WITH PROBABLE DEPRESSION AT U.S.ORGANIZATIONS WITH A STRONG RECOGNITION PR

200、OGRAM7474The persistent stigma around mental health has contributed to employee suffering by hindering progress and extending the struggle.But when organizations remove this obstacle from the workplace,they can become catalysts for healing.In the absence of negative and unfair beliefs,positive solut

201、ions such as open dialogue,psychological resources,and modeled conversations promoting mental wellness can significantly improve the prognosis.Add recognition,so people feel appreciated and valued for their contributions,and both the individual and employer become stronger together.Its time to repla

202、ce silence with support and cultivate workplaces where caring is the protocol and mental health is nurtured,not neglected.PERSPECTIVE75762025 GLOBAL CULTURE REPORTINTRODUCTIONMental health issues are common,costly,and rising to the top of employers minds.According to a study by Mind Share Partners,7

203、6%of U.S.workers have at least one symptom of a mental health conditionburnout,depression,or anxiety.1 These ailments also prove widespread in our global research this year.Employees who could qualify for a probable diagnosis of depression:44%.Those who could qualify for a probable diagnosis of anxi

204、ety:39%.And employees who reported levels of burnout:77%.While many organizations may be unaware of how they contribute to the problem,they do keep track of the expense.The economic burden of American adults with depression is estimated at$325 billion,with 61%of that attributable to lost productivit

205、y at work.2Despite the ubiquity and financial toll of mental health issues,employees and employers are reluctant to talk about them.Only 42%of employees claim to feel comfortable discussing mental health at work,3 and even fewer(32%)believe its a priority for their organization.4 However,81%say they

206、 will be looking for workplaces that support mental health in the future.5 When asked to define mental health,employees in our focus groups described experiences in terms similar to the criteria used to diagnose depression and anxiety(e.g.,tiredness,fatigue,irritability,worry,restlessness):“Excessiv

207、e work demands”“No work-life balance”“Stress from financial insecurity”“Lack of fulfilling work”“No advancement or opportunity”“Underappreciation”77O.C.TANNER INSTITUTEEmployees and organizations often use words like“burnout,”“quiet quitting,”and“absenteeism”that can disguise or avoid the real probl

208、ems.Ideally,both sides would benefit if they could address mental health issues in an open,caring,and non-stigmatized environment.So how can organizations best support employees mental wellbeing?“Creating a mentally healthy workplace should no longer be considered a peripheral concern for leaders.It

209、 is something that needs to be at the core of successful,thriving organizations.”PROFESSOR SAMUEL HARVEY,EXECUTIVE DIRECTOR AND CHIEF SCIENTIST,BLACK DOG INSTITUTE AUSTRALIA782025 GLOBAL CULTURE REPORTPOOR WORKPLACE CULTURES CONTRIBUTE TO MENTAL HEALTH STRUGGLESMost of us spend a large part of our l

210、ives at work,and work can affect our mental health positively or negatively.Unfortunately,poor mental health(and a lack of organizational care for it)is prevalent in many workplaces.On the social media platforms we visited,32%of posters mention employment difficulties.Other studies show that 84%of e

211、mployees say workplace conditionssuch as emotionally draining work,challenges with life balance,and lack of recognitionnegatively impact their mental health.6To help identify mental health concerns and the role employers play in their development,we asked the employees in our samples nearly two doze

212、n yes-or-no questions about ways their work could contribute to several mental health conditions.Organizations with employees likely to answer yes to the questions are also likely to have a higher risk of these conditions.The tables on the following page show the five greatest predictors that increa

213、se the chance for burnout,anxiety,and depression.Identifiers of Mental Health ChallengesTOP INDICATORS FOR BURNOUTINCREASED ODDS AN EMPLOYEE WILL EXPERIENCE BURNOUTI am stressed about work+129%I get frustrated with people at work+120%I want to leave my job+101%Its hard for me to get out of bed on wo

214、rkdays+79%I count down the minutes I have left until work is over+78%TOP INDICATORS FOR PROBABLE ANXIETYINCREASED ODDS OF A PROBABLE DIAGNOSIS OF ANXIETYMy work causes mental health problems+77%Its hard for me to get out of bed on workdays+64%I am stressed about work+56%I am unable to get my work do

215、ne in a scheduled work week+45%My team is toxic+29%TOP INDICATORS FOR PROBABLE DEPRESSIONINCREASED ODDS OF A PROBABLE DIAGNOSIS OF DEPRESSIONIts hard for me to get out of bed on workdays+83%My work causes mental health problems+65%I feel lonely at work+63%I am unable to get my work done in a schedul

216、ed work week+55%I hate my job+55%2025 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE79802025 GLOBAL CULTURE REPORT“There are a lot of things that can impact employees mental health.The job itself can be a factor.If the job is not manageable or reasonable,that can definitely lead to an employee feeling tr

217、apped and overwhelmed.”COLLEEN MARSHALL,CHIEF CLINICAL OFFICER,TWO CHAIRSGiven that organizations with poor workplace cultures and practices may unintentionally harm mental health,those that make improvements and foster an environment where employees are likely to answer no to these questions can po

218、tentially reduce the likelihood of these concerns.However,such changes must happen at the organizational level.For example,when faced with work pressures,unrealistic deadlines,toxic work environments,insensitive managers,or conflict among teams,employees are often expected to“just get through it”or“

219、grin and bear it”to demonstrate resiliency and grit.But our research last year finds this doesnt address the root cause of employees mental health struggles.7 On the contrary,it adds to them.Creating a healthy workplace culture that encourages connection,community,care,and appreciation can reduce st

220、ress and lower levels of burnout,anxiety,and depression.81O.C.TANNER INSTITUTEHEALTHY WORKPLACE CULTURES HAVE A POSITIVE IMPACTAccording to our research,organizations can help mitigate factors that lead to mental health struggles.Creating a culture filled with purpose,opportunity,appreciation,and st

221、rong leadershipand its impact on employee wellbeing and successlowers the odds of burnout and probable anxiety and depression,as demonstrated in the following table:Change in Odds of Mental Health ChallengesCULTURE ELEMENTODDS OF BURNOUTODDS OF PROBABLE ANXIETYODDS OF PROBABLE DEPRESSIONPurpose82%46

222、%50%Opportunity83%40%43%Success85%44%45%Appreciation87%54%58%Wellbeing89%78%79%Leadership80%34%38%High sense of survival92%87%89%High sense of thriving92%40%42%2025 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEWhile mental health challenges are everywhere,employers have a clear role to play in solving t

223、hem.Simply put,organizations can protect against mental health struggles through a positive and supportive culture and Total Rewards offerings that help their employees thrive.822025 GLOBAL CULTURE REPORT“On average,we spend 90,000 hours of our lifetimes at work.Businesses and employers have a respo

224、nsibility to ensure that those hours are spent in environments that support the mental health of employees and their families.Doing so is not only better for peoples wellbeing,but better for the businesses themselves.We cannot underestimate the positive impact we can have when we align our workplace

225、 policies and practices with peoples psychological health.”ARTHUR C.EVANS JR.,PHD,CEO,AMERICAN PSYCHOLOGICAL ASSOCIATION83O.C.TANNER INSTITUTEGIVING AND RECEIVING RECOGNITION CAN IMPROVE EMPLOYEE MENTAL HEALTHClinical research establishes that gratitude can improve mental health,and medical practiti

226、oners often prescribe expressing thankfulness as part of treatment.8 Showing appreciation is also linked to reduced symptoms of depression and anxiety.9 Our research supports these findings.Employees who gave recognition in the past 30 days report significant decreases in the odds of burnout(57%),pr

227、obable diagnosis of anxiety(24%),and probable diagnosis of depression(28%).A robust employee recognition program lets employees express and receive gratitude more easily,which leads to positive business outcomes.For example,organizations in the U.S.with such programs can see absenteeism cost savings

228、 of over$8,000 annually for employees with probable depression.Furthermore,the World Health Organization states 5%of the global population struggles with depression10(an estimate much more conservative than the probable rates of depression and anxiety reported at the beginning of this chapter).So,us

229、ing those figures,a company of 5,000 employees could save at least$2 million annually.Lets take a closer look at the landscape of mental health-related costs and potential savings.842025 GLOBAL CULTURE REPORTAbsenteeismThe following table estimates the time and money lost to absenteeism(per employee

230、,per month),and the realistic difference a recognition program can make.Predictably,employees with mental health issues report more absenteeism than those without.Impact Due to AbsenteeismMENTAL HEALTH CONCERNDAYS MISSED WITHOUT RECOGNITION PROGRAMFULL-TIME ABSENTEEISM COST PER MONTH DAYS MISSED WIT

231、H RECOGNITION PROGRAMCOST SAVINGS WITH RECOGNITION PROGRAMCOST SAVINGS AS A PERCENTAGENo burnout or probable diagnoses3$1,052.852$412.1939%Reported burnout4$1,242.302$538.4043%Probable anxiety4$1,545.423$402.0226%Probable depression6$2,214.084$674.2130%2025 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEC

232、osts savings calculated based on data provided by the U.S.Bureau of Labor Statistics.Cost savings may vary by country.85PresenteeismEmployees who show up to work but underperform can also be costly for organizations.The following table estimates the monthly impact when a worker is 50%and 80%producti

233、ve(because people may experience presenteeism to a greater or lesser extent),as well as the savings a recognition program could provide.Impact Due to PresenteeismMENTAL HEALTH CONCERNDAYS LESS PRODUCTIVE WITHOUT RECOGNITION PROGRAMFULL-TIME PRESENTEEISM COST PER MONTH DAYS LESS PRODUCTIVE WITH RECOG

234、NITION PROGRAMCOST SAVINGS WITH RECOGNITION PROGRAMCOST SAVINGS AS A PERCENTAGENo burnout or probable diagnoses350%effort:$539.00;80%effort:$215.60250%effort:$203.80;80%effort:$81.5250%effort:37%;80%effort:38%Reported burnout450%effort:$743.4980%effort:$297.40350%effort:$76.3780%effort:$30.5550%effo

235、rt:10%;80%effort:10%Probable anxiety550%effort:$819.3580%effort:$327.74450%effort:119.5380%effort:$47.8150%effort:15%;80%effort:15%Probable depression750%effort:$1,204.1780%effort:$481.67550%effort:$177.2380%effort:$70.8950%effort:15%;80%effort:15%2025 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTECosts

236、savings calculated based on data provided by the U.S.Bureau of Labor Statistics.Cost savings may vary by country.862025 GLOBAL CULTURE REPORTWorkplace accidentsEmployees experiencing burnout,probable anxiety,or probable depression are more likely to report having a workplace accident in the past mon

237、th than employees who dont have any mental health conditions.However,as the following table shows,recognition programs can decrease the likelihood of workplace injuries by up to 50%.Change in Odds of Workplace Accident ReportingMENTAL HEALTH CONCERNODDS OF REPORTING AN ACCIDENT RESULTING IN PHYSICAL

238、 INJURY WITHOUT RECOGNITION PROGRAMODDS OF REPORTING AN ACCIDENT RESULTING IN PHYSICAL INJURY WITH RECOGNITION PROGRAMReported burnout2%1%Probable anxiety5%3%Probable depression11%8%2025 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEWhile single-digit improvements in workplace accidents may seem small,it

239、s worth noting that even one less accident can be lifesaving.87O.C.TANNER INSTITUTEFormal complaintsFinally,we assessed the impact that employee recognition might have on documented grievances.For those likely to be diagnosed with anxiety,we see a 33%reduction in a formal complaint being filed over

240、the past month when the organization has a recognition program.For those with probable depression,we see a 20%decrease.Because mental health issues are so widespreadand no organization is immuneevery employer should provide resources to identify,discuss,and address them.Doing so demonstrates the kin

241、d of genuine care that improves the lives of employees and enables them to improve the lives of others.“The same amount of work can feel like its overworking.But with recognition and the accolades that you get from recognitionthe validation and the confidenceit turns into something positive.”FOCUS G

242、ROUP PARTICIPANT,MANUFACTURING WORKERCIBC,a leading North American financial institution,is committed to prioritizing mental health and has made wellbeing a shared responsibility between employees and the organization.It removes financial barriers for those seeking mental health care by offering ful

243、l reimbursement up to an annual limit.The company also provides a robust employee assistance program and a 24/7 virtual care platform,accessible on employees mobile devices,that connects to a nurse practitioner to assist with medical issues,including mental health concerns.The president and CEO is t

244、he executive sponsor for wellbeing,who,along with other members of the executive team,shares his own stories to deepen CIBCs commitment to wellbeing.The importance of mental health is talked about CASE STUDYA WORKPLACE THAT CULTIVATES WELLBEING882025 GLOBAL CULTURE REPORTfrequently,including posts o

245、n an internal social channel from employees who share their mental health journeys.Online training and guides are available for leaders to support the mental health of their teams.CIBC also leverages its MomentMakers recognition platform,powered by O.C.Tanner,to appreciate and celebrate employees.Us

246、ing this platform,employees can recognize peers who model healthful habits or those who help another team member prioritize their wellbeing.The banks commitment to prioritizing mental health helps employees to thrive at work and reinforces CIBCs genuinely caring culture.11,1289O.C.TANNER INSTITUTE90

247、2025 GLOBAL CULTURE REPORTRECOMMENDATIONSImproving workplace culture and leveraging recognition can help protect and support employee mental health.1 Focus on the elements of a healthy culture and destigmatize mental health issues The six areas of culture most important to employee decisions to join

248、,stay,and engage with an organization(see Talent Magnets in the Introduction)can reduce workplace stress,lessen team conflict,and improve connection and communityall of which help reduce stressors that can cause mental health struggles for employees.As part of the Wellbeing Talent Magnet,remove the

249、stigma around mental health in the workplace.Implement policies that prioritize mental health and encourage employees and leaders to discuss it openly.Have a process and resources available when employees come to leaders with mental health concerns.Interestingly,the most desired resource for mental

250、health,according to one study,was having a workplace culture open to discussing mental health issues.13 Also,be flexible and support employees when they take time off.Leaders should model time off and talk about their own mental health struggles when appropriate.91O.C.TANNER INSTITUTE 2 Enable emplo

251、yees to give and receive recognition Having a recognition program that allows employees to express gratitude at work can reduce the likelihood of burnout,anxiety,and depression,as well as the incidents and costs of absenteeism,presenteeism,workplace accidents,and formal grievances.But just having a

252、recognition program is not enough.Recognition must be an integrated part of employees daily experience.Solutions and tools should enable frequent,timely,and meaningful recognition and provide a variety of ways and reasons to show appreciation and gratitude.Encourage employees and leaders,as they rec

253、ognize,to strengthen gratitude and connection in their recognition.Specifically,align employees work to a greater purpose,be specific in how they contributed and why it was unique,and focus on genuine,positive sentiment.Giving and receiving recognition can increase belonging,connection,and gratitude

254、,which counteract many factors that lead to poor mental health.Of course,recognition is not a substitute for comprehensive mental health care(e.g.,psychotherapy,medication,etc.).Employees struggling with severe mental health challenges should seek help from qualified professionals,and organizations

255、should provide resources and support for such care.Everyday Wins,the recognition solution of multinational conglomerate 3M created in partnership with O.C.Tanner,ensures employee appreciation is intuitive,integrated,and inclusive.Tools including a mobile app,email integration,and physical kiosks mak

256、e it natural and easy for all employees,including offline production workers,to show and feel gratitude at work.And even pre-shift team meetings are part of a unified approach to recognition that helps employees feel more connected and strengthens a sense of community.Jeff Finley,Total Rewards and R

257、ecognition Program Manager,says,“Everyday Wins makes recognition inclusive,so everybody feels they are recognized and appreciated.”14CASE STUDYRECOGNITION THATS 3X AS POWERFUL922025 GLOBAL CULTURE REPORT93O.C.TANNER INSTITUTECASE STUDYRECOGNITION THATS 3X AS POWERFUL3 Include mental health offerings

258、 in Total Rewards packages Medical benefits that cover mental health are critical to helping employees survive and ultimately thrive at work.In fact,employees who believe their compensation is inadequate are more likely to need such benefits because theyre also more likely to feel their work negativ

259、ely impacts their mental health.15 Consider adding specific resources,such as:Subsidized access to mental health care (either onsite or easy-to-access professionals)Dedicated mental health days Time or days off to attend therapy appointments Mental health training(with time for it during the workday

260、)Stress management and mindfulness resources Flexible work schedules with more frequent breaks Programs that promote positive mental health practices Clear,equitable career advancement and training pathways A formal,integrated recognition programAs weve seen in the previous two chapters,organization

261、s must do more than make offerings available;they must also support and provide resources for employees to use them.Train leaders to support mental health(within appropriate boundaries16),create formal flexible work policies,and give people autonomy in their work to improve their emotional wellbeing

262、.942025 GLOBAL CULTURE REPORT“The most important thing is to be honest about where mental health sits on the hierarchy.If its up among the top key priorities for business,as I think it should be,then put structure and responsibility around itas you would with other priorities for your business.”SAM

263、HARVEY,PROFESSOR OF PSYCHIATRY,UNIVERSITY OF NEW SOUTH WALES95O.C.TANNER INSTITUTENotes on the methodology and important limitations for considerationThe Bureau of Labor Statistics in the U.S.reports that the average hourly compensation for an employee is$43.11.This includes both wages and salaries(

264、$30.34)and benefits($12.77).To calculate the value contributed by full-time employees,we multiply the average hourly rate by the number of hours worked per day(eight)and by the number of days a healthy employee would save the company.Its important to note two limitations to the findings in this chap

265、ter to avoid confusion.First,the analyses may not generalize well to other conditions not explored in this chapter(i.e.,mental health concerns other than burnout,probable anxiety,or probable depression).While we do provide evidence that giving recognition might reduce anxiety and depression,which is

266、 in line with other research in this area,17,18 estimates of recognitions effectiveness may depend on several factors(e.g.,the company,the companys average salary,the severity of mental health concerns,relevant risk factors,etc.).Second,while recognition appears to have tangible benefits for both em

267、ployees and employers and clearly indicates a culture of caring,recognition alone is an inadequate substitute for comprehensive mental health care(e.g.,psychotherapy and/or medication).Those struggling with such concerns should seek the help of qualified professionals.962025 GLOBAL CULTURE REPORTTHE

268、 MENTAL HEALTH LINKKEY TAKEAWAYSPoor organizational culture can cause or contribute to employee mental health struggles.Now is the time for employers to address the causes and effects of mental health issues.Mental health conditions are unavoidable,but organizations can improve them with resources a

269、nd offerings that support employees.Giving and receiving recognition increase feelings of gratitude,improve emotional wellbeing,and decrease the impact of mental health concerns.1.2021 Mental Health at Work Report,Mind Share Partners,2021.2.“The Economic Burden of Adults with Major Depressive Disord

270、er in the United States(2010 and 2018),”Paul E.Greenberg,Andree-Anne Fournier,Tammy Sisitsky,Mark Simes,Richard Berman,Sarah H.Koenigsberg,and Ronald C.Kessler,Pharmacoeconomics,2021.3.“Tips to Improve Mental Health at Work,”Matt Gonzales,SHRM,May 7,2024.4.“Workers Appreciate and Seek Mental Health

271、Support in the Workplace,”American Psychological Association,2022.5.2021 Mental Health at Work Report,Mind Share Partners,2021.6.2021 Mental Health at Work Report,Mind Share Partners,2021.7.“Nimble Resilience,”2024 Global Culture Report,O.C.Tanner Institute.8.“Gratitude interventions:Effective self-

272、help?A meta-analysis of the impact on symptoms of depression and anxiety,”David R.Cregg and Jennifer S.Cheavens,Journal of Happiness Studies,February 22,2020.9.“Positive psychology in progress:empirical validation of interventions,”Martin E.P.Seligman,Tracy A.Steen,Nansook Park,Christopher Peterson,

273、American Psychologist,2005.10.Depressive Disorder,World Health Organization,March 31,2023.11.“CIBC Deepens Commitment to Employee Wellbeing with New Platform,YourPulseCIBC,”Canada Newswire,October 31,2022.12.“Thriving Together:Cultivating a Supportive Work Environment for Mental Health and Wellbeing

274、,”O.C.Tanner webinar,June 2024.13.2021 Mental Health at Work Report,Mind Share Partners,2021.14.“3M:Building Inclusive,Unified Employee Recognition,”O.C.Tanner,2023.15.“Workers Appreciate and Seek Mental Health Support in the Workplace,”American Psychological Association,2022.16.“Leadership at Risk,

275、”2023 Global Culture Report,O.C.Tanner Institute.17.“Gratitude interventions:Effective self-help?A meta-analysis of the impact on symptoms of depression and anxiety,”David R.Cregg and Jennifer S.Cheavens,Journal of Happiness Studies,February 22,2020.18.“Positive psychology in progress:empirical vali

276、dation of interventions,”Martin E.P.Seligman,Tracy A.Steen,Nansook Park,Christopher Peterson,American Psychologist,2005.The Mental Health Link Sources97O.C.TANNER INSTITUTE982025 GLOBAL CULTURE REPORTApplied Emotional Intelligence9899O.C.TANNER INSTITUTEMastering one set of interpersonal skills can

277、improve multiple workplace metrics.99ORGANIZATIONS THAT PRACTICE EMOTIONAL INTELLIGENCE ARE 107X MORE LIKELY TO THRIVE100For many years,emotional intelligence has been the exclusive sphere of charismatic leaders and select professions.Not anymore.According to our research,this multi-faceted set of i

278、nterpersonal skills has become extremely useful throughout workplaces and industries where it can quickly increase trust,innovation,and the bottom line.In fact,organizations that become emotionally smarter across every level arent just creating a more pleasant work environment;theyre outperforming t

279、heir peers by many,many times.This creates an obvious new mandate:Champion the ability to perceive and control emotions,and then shift it from a specialized executive prowess into a general expectation for all employees.PERSPECTIVE1011022025 GLOBAL CULTURE REPORTINTRODUCTIONEmotional intelligence,of

280、ten abbreviated as EQ,is traditionallyand brieflydefined as the ability to understand and manage ones own emotions,as well as recognize and influence the feelings of others.Those with high EQ tend to be better communicators,build stronger relationships,work more productively,and advance their career

281、s.Studies show that managers with high EQ retain 70%of their employees for five years or more,and employees whose leaders have high EQ feel more inspired.1Over the three-and-a-half decades since psychologists Peter Salovey and John Mayer coined the term,emotional intelligence has become increasingly

282、 valuable,especially for people in healthcare,consulting,sales jobs,or management positions.According to the World Economic Forum,EQ traits are the top skills organizations look for today,2 yet research by emotional intelligence expert Travis Bradberry suggests only 36%of people possess them.3Such f

283、indings raise the question:Are people born with emotional intelligence or can it be taught and learned?Like practical empathy(one of the main themes in last years report),4 our research confirms that people can develop emotional intelligence.But to be effective,it must be applied through practice.Wh

284、en applied well,high EQ behaviors build trust,foster innovation,and create a strong,caring workplace culture.Interestingly,our research revealed that organizations can also practice EQ.And when they do,its groundbreaking.Employees who work for high-EQ organizations are 6x more likely to be Promoters

285、,9x more likely to have a sense of purpose,13x more likely to do great work,and 18x more likely to feel a strong sense of success.103O.C.TANNER INSTITUTE“Unlike IQ,which changes little after our teen years,emotional intelligence seems to be largely learned,and it continues to develop as we go throug

286、h life and learn from our experiences.”DANIEL GOLEMAN,AUTHOR,PSYCHOLOGIST,AND SCIENCE JOURNALISTTHE ELEMENTS OF HIGH EQEmotional intelligence is typically broken down into the core competencies of self-awareness,self-management,social awareness,and relationship management.In our research,we took the

287、se competencies a step further.We asked employees what it means to be emotionally intelligent and identified five key characteristics:Practical empathy Self-awareness Nimble resilience Equitable flexibility Communication skillsPRACTICALEMPATHYSELF-AWARENESSCOMMUNICATIONSKILLSNIMBLERESILIENCEEQUITABL

288、EFLEXIBILITYFigure 8.EQ INDEXThe five elements of strong emotional intelligence.104105O.C.TANNER INSTITUTEEach element of the EQ Index has a specific meaning for our research.Practical empathy.Listening to understand,taking supportive action,maintaining boundaries.Self-awareness.Self-confidence in v

289、alues,managing emotions,openness to feedback,acknowledging strengths and weaknesses.Nimble resilience.Embracing change,adaptability,willingness to fail,recovering from setbacks.Equitable flexibility.Excellent life balance,supporting time-flexibility needs,encouraging new ways of thinking.Communicati

290、on skills.Holding oneself accountable,admitting to mistakes,open communication.While our previous studies highlight the importance of practical empathy,nimble resilience,and equitable flexibility for leaders,5 this year weve found each of the five elements apply to individuals,leaders,and organizati

291、ons.To be clear,its not just leader EQ that impacts the workplace.Employees and organizations can also practice EQ to improve connection and culture,and organizations that practice all five of the EQ characteristics are 107x more likely to be considered thriving when compared to their peers.1062025

292、GLOBAL CULTURE REPORTEMOTIONAL INTELLIGENCE BUILDS INTEGRITY AND TRUSTOur research shows there is a strong relationship between EQ,integrity,and trust.In effect,EQ behaviors signal integrity to others,which builds trust.Integrity is the alignment of an organizations practices and policies with their

293、 core values and principles.In other words,its the degree to which employees perceive their company and its leaders“walk the talk.”Its one thing for an organization to say it advocates values like inclusion,empathy,and belonging,but only organizations with genuine integrity translate those values in

294、to day-to-day policies and actions.When a leader demonstrates EQ characteristics such as self-awareness and practical empathy,it communicates that their actions are guided by ethical principles and that theyre committed to doing what they say.As a result,workers are more willing to trust their leade

295、rs direction and guidance because their actions have established an expectation that its safe to do so.Usually,employees interpret organizational integrity through leader behaviors such as:Delivering on promises Attempting to be fair in their dealings with others Behaving in the same ways they encou

296、rage others to behave Acting in alignment with ethical principlesWhen employees perceive their leaders as having high EQ,there is a 44x increase in the odds they will also see their organization as having high integrity.While this places a lot of responsibility on leaders,6 how they act can determin

297、e the integrity level of themselves and the organization.EmotionalIntelligenceIntegrityTrust107O.C.TANNER INSTITUTEAn organization with high integrity also fosters a strong sense of belonging,connection,success,and other outcomes:OUTCOMEODDS WHEN ORGANIZATIONAL INTEGRITY IS HIGHBelonging8xInclusion9

298、xCommunity6xConnection to organization6xConnection to leader9xPurpose 8xOpportunity 9xSuccess 10 xAppreciation 7xLeadership 11xWellbeing 2x2025 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE1082025 GLOBAL CULTURE REPORT“Every company has their code of ethics or their core values.If a company says people

299、are our greatest asset on paper and they just laid off 2,000 people while giving their CEO a$30 million bonus,it seems to be at odds with that statement.”FOCUS GROUP PARTICIPANT,STUDENT SERVICES SPECIALISTNext,lets consider the impact on trust.When emotionally intelligent leaders show integrity work

300、ing with others and dealing with workplace issues,employees are,predictably,more likely to trust them and the organization.The following table also details how leader integrity increases the odds that people will feel their organization handles conflict in a positive way.109O.C.TANNER INSTITUTEIncre

301、ased Odds of Outcomes Based on Employee PerceptionEMPLOYEE PERCEPTIONODDS OF TRUST IN LEADERODDS OF TRUST IN ORGANIZATIONODDS OF POSITIVE CONFLICT MANAGEMENTLeader actions are guided by ethical principles7x6x14xLeader behaves in the same ways they encourage others to behave 7x6x15xLeader tries to be

302、 fair in their dealings with others7x6x15xHigh levels of trust in leaders and organizations,in turn,yield greater feelings of connection and belonging,as shown in the following table.EMPLOYEE PERCEPTIONBELONGINGOPPORTUNITYCONNECTION TO LEADERCONNECTION TO ORGANIZATIONHigh leader trust5x5x7x5xHigh or

303、ganizational trust6x6x5x6x2025 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTEWhen leaders build trust in their teams,employees work together better,feel safer speaking up and taking risks,and look out for one another.1102025 GLOBAL CULTURE REPORT“A leaders ability to demonstrate genuine emotional skills

304、directly results in creating trusted work relationships.Trusted relationships are critical to being a deeply connected and communicative team that not only cares about each others success,empowers one another,plays to the strengths of the team,but also seeks help where necessary while remaining focu

305、sed on shared purpose.”MADHAVI JAGADAM,VICE PRESIDENT,PEOPLE INNOVATION,TELADOC HEALTH111O.C.TANNER INSTITUTEEQ CAN BE LEARNED AND MUST BE PRACTICEDFortunately,emotional intelligence is not dependent on an inherited gene or natural talent.All the behaviors associated with EQ are,in fact,attainable.F

306、ocusing on just one characteristic of EQ can impact integrity,trust,conflict management,and the ability to thrive at work.The table on the following page specifies how these four metrics improve when individuals,leaders,and organizations practice a behavior associated with each of the five EQ elemen

307、ts.112Increased Odds of Outcomes Based on Emotionally Intelligent Behaviors EQ BEHAVIORSENSE OF TRUSTSENSE OF INTEGRITYCONFLICT MANAGEMENTTHRIVING OVERALLOpenly addresses mistakes(communication)Individuals3x7x7x5xLeaders7x11x11x8xOrganization6x8x9x7xTakes time to understand others(practical empathy)

308、Individuals5x9x10 x6xLeaders8x11x11x6xOrganizations7x11x13x10 xAcknowledges strengths and weaknesses(self-awareness)Individuals3x6x8x6xLeaders7x11x12x10 xOrganizations5x8x9x8xEmbraces change(nimble resilience)Individuals4x7x8x6xLeaders6x11x13x9xOrganization6x9x9x8xSupports time flexibility(equitable

309、 flexibility)Individuals4x6x7x6xLeaders6x10 x10 x8xOrganizations6x8x9x7x2025 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE113O.C.TANNER INSTITUTEEven though leader EQ is responsible for the biggest improvements,these findings reveal organizations would benefit greatly by adopting practices and training

310、all employees to build EQ in the workplace.Unsurprisingly,high organizational EQ generally has a positive influence on the employee experience,but low leader EQ can neutralize(or even reverse)this effect.So employers should undoubtedly encourage and enable leaders to develop EQ skills.Per the follow

311、ing table,outcomes improve dramatically when leaders and organizations both exhibit high EQ.Changes in Odds of Outcomes Based on EQ CombinationsOUTCOMEHIGH ORGANIZATIONAL EQHIGH ORGANIZATIONAL EQ+LOW LEADER EQHIGH ORGANIZATIONAL EQ +HIGH LEADER EQBurnout levels86%no impact90%Sense of wellbeing+90%43

312、%+120%Sense of appreciation+551%42%+921%2025 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE1142025 GLOBAL CULTURE REPORTRECOMMENDATIONSTo effectively apply emotional intelligence at work,create policies,resources,and support to practice and reward it.1 Encourage leaders to demonstrate EQ behaviors If the

313、 goal is to build integrity and trust,leaders must consistently model EQ practices.Encourage them to follow up on employee concerns,deliver on promises,and act in ways that are fair and in sync with what they say.Train leaders to listen and take supportive action with appropriate boundaries to preve

314、nt burnout,4 manage emotions,be open to feedback,embrace change,and support flexibility for their people.Nurture a workplace that openly admits mistakes and where people hold themselves accountable.Support leaders as they practice these EQ skills.When leaders do what they say,employees are more like

315、ly to promote the organization,find success,and develop a strong sense of trust.115O.C.TANNER INSTITUTEIncreased Odds of Outcomes Based on Employee PerceptionEMPLOYEE PERCEPTIONEMPLOYEE AS PROMOTERSENSE OF SUCCESSSENSE OF TRUSTMy leaders values are consistent with their actions4x7x11xMy leader deliv

316、ers on promises 4x6x10 xMy leader does what they say they will do4x6x10 x2025 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE“I found that being very open about the things I did not know actually had the opposite effect than I would have thought.It helped me build credibility.”JIM WHITEHURST,CEO,RED HATWh

317、en enterprise software maker Red Hat went to market with a product that failed,employees were angry and frustrated with having to redo work that would set them back more than a year.But instead of placing blame,Jim Whitehurst,CEO,admitted that he was wrong and explained his bad decision to employees

318、 with as much detail as he gave the board of directors.Being accessible,answering questions,and apologizing helped Whitehurst earn back employees trust and loyalty.“Ive learned that nothing builds engagement more than being accountable to the people in your organization.You simply have to have the c

319、onfidence to own your mistakes and admit when youre wrong,”says Whitehurst.7,8CASE STUDYTHE RIGHT CODE FOR REBUILDING TRUST1162025 GLOBAL CULTURE REPORT1172 Apply EQ to repair trust and manage conflict When trust is damaged,EQ practices can re-establish integrity.If leaders are open and honest about

320、 their mistakes and work to remedy them through consistent behavior,trust can be rebuilt.Odds of a strong sense of trust improve:7x when leaders admit they made a mistake 6x when direct leaders show consistent behavior in making amends 6x when senior leaders are actively involved in rebuilding trust

321、 and improving cultureEstablish an environment where its safe for leaders to concede errors(and encourage them to do so),and where senior leaders model how to own and fix mistakes.EQ behaviors that build trust can also assist conflict management strategies.Leaders with high emotional intelligence ar

322、e 40 x more likely to have an effective approach to conflict management than those who rank low.Furthermore,fostering open communication with their teams can help leaders improve the odds of several cultural metrics,as seen in the following table.Increased Odds of Outcomes Based on Open Communicatio

323、nCOMMUNICATION SENSE OF BELONGINGSENSE OF INCLUSIONSENSE OF SUCCESSLeader encourages debate and discussion4x6x6xLeader helps the team communicate with each other5x7x7xLeader helps the team resolve internal conflicts5x7x7x2025 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTE1182025 GLOBAL CULTURE REPORT“EQ

324、is a must for leaders as we foster approachability while our teams are more remote than ever.I count on my EQ to check in with team members by reading their tone and body language and being vulnerable,open,and honest myself.This presence and authenticityoften found in coachingbuilds the trust to sha

325、re risky ideas,take on new challenges or roles,or communicate directly when under pressure.”MAGDALENA NOWICKA MOOK,CEO,INTERNATIONAL COACHING FEDERATION119O.C.TANNER INSTITUTE3 Use recognition to help develop emotional intelligence Overall workplace culture improves significantly when everyone,inclu

326、ding employees,increases their EQ.And at organizations where all workers give and receive recognition,our data show the EQ of employees and leaders rises.Increased Odds of EQ Based on Integrated RecognitionPERCEPTIONODDS OF EMPLOYEE EQODDS OF LEADER EQI often give recognition8x7xI often receive reco

327、gnition from my leader7x14xThere is an integrated recognition culture at my organization9x16x2025 GLOBAL CULTURE STUDY,O.C.TANNER INSTITUTERecognition helps employees hone their EQ skills of empathy,self-awareness,and communication.It can also encourage and reinforce EQ behaviors,so recognize employ

328、ees and leaders who participate in EQ training or demonstrate EQ skills.Share those stories so others can see the importance of these behaviors in the workplace.And make EQ one of the formal reasons employees receive recognition in your recognition tools.The Appreciate Great program at O.C.Tanner re

329、cognizes employees for extra effort,great work,career milestones,and even emotional intelligence.When employees use the program to send recognition,they can select from several specific categories,including EQ behaviors like Elevating Others and Care.Additionally,the companys employee performance ma

330、trix incorporates EQ skillsproviding leaders with a framework that weighs performance outcomes alongside metrics such as being easy to work with,being willing to help out,elevating the work,and influencing the success of the entire team.Integrating EQ with recognition and performance ensures its enc

331、ouraged,modeled,and rewarded every day.CASE STUDYINTEGRATING EQ ACROSS A WORKPLACE1202025 GLOBAL CULTURE REPORT121O.C.TANNER INSTITUTE“Group emotional intelligence is about the small acts that make a big difference.It is not about a team member working all night to meet a deadline;it is about saying

332、 thank you for doing so.It is not about in-depth discussion of ideas;it is about asking a quiet member for his thoughts.It is not about harmony,lack of tension,and all members liking each other;it is about acknowledging when harmony is false,tension is unexpressed,and treating others with respect.”V

333、ANESSA URCH DRUSKAT,ASSOCIATE PROFESSOR OF ORGANIZATIONAL BEHAVIOR,UNIVERSITY OF NEW HAMPSHIRE,AND STEVEN WOLFF,CO-FOUNDER,AGILE EI1222025 GLOBAL CULTURE REPORTAPPLIED EMOTIONAL INTELLIGENCEKEY TAKEAWAYSHigh EQ leads to more integrity and trust in the workplace.EQ and integrity can restore damaged trust and help manage conflict.Employees,leaders,and organizations can all learn EQ through specific