The 2025 Employee Experience Trends Report by Qualtrics highlights key areas of focus for enhancing workplace productivity and engagement amidst ongoing changes.
- Rapid workplace changes necessitate organisational support to maintain employee engagement and well-being.
- Young employees are optimistic about their career prospects, unlike older employees.
- Poor entry and exit processes are jeopardising company reputations.
- Short-term prioritisation by leaders is eroding long-term trust.
- Employees are independently advancing in AI usage without company guidelines or support.
In a climate of rapid transformation, it is increasingly vital for organisations to foster environments that facilitate employee engagement. The Qualtrics 2025 Employee Experience Trends Report identifies the need for a culture that accentuates continuous improvement, which not only enhances how work is conducted but significantly improves employee well-being. However, with 39% of employees feeling pressured by the pace of change, maintaining engagement poses a challenge. Employees attribute this pressure to various factors, including organisational changes, economic instability, and the incorporation of AI. Dr. Benjamin Granger from Qualtrics emphasises that employees require organisational support to manage workloads and adapt to evolving workplace dynamics.
There exists a noteworthy dichotomy in perspectives towards workplace changes between younger and older employees. Workers under the age of 25 tend to exhibit a high level of engagement and optimism about their future prospects and their organisations. However, this optimism is less prevalent among those over 25, who express limited belief in their ability to influence workplace change and positive outcomes from employee surveys. A disparity also exists in long-term retention intentions, with a significant portion of younger employees planning to leave within three years despite a positive experience. Dr. Granger highlights the importance of supporting young employees’ creativity and innovation, warning against stereotypes that undermine their contributions.
The report also highlights detrimental impacts of inadequate entry and exit strategies on employee experiences and organisational reputation. New employees, when faced with unsatisfactory job application experiences, exhibit low retention intentions. Similarly, the exit experience is a pivotal factor, with poor outcomes potentially altering former employees’ overall perceptions of the organisation. Dr. Granger asserts the significance of addressing these ‘bookend’ experiences to enhance reputation and attract talent.
A concerning trend identified in the report is the impact of leadership decisions prioritising short-term gains over employee well-being, which is eroding trust within organisations. While many employees acknowledge the competence and alignment of leaders with company values, only a small majority believe leaders prioritise employee welfare over immediate objectives. Trust is an essential component of engagement and productivity, and Granger advises leaders to focus on behaviours that build and sustain trust, especially during periods of uncertainty.
Finally, the report reveals a gap in the organisational support provided for AI use. A significant number of employees are self-initiating AI adoption without formal training or ethical guidelines from their companies. This autonomous use of AI can entail substantial risks without proper oversight and security measures. Dr. Granger advocates for a structured approach from leadership to guide AI integration, ensuring it enhances work without compromising safety and data integrity.
Organisations must adapt to the evolving workplace landscape by fostering supportive environments that empower and engage employees.
