^Conclusion:
Shaping Tomorrow: Turning insight into action

^Conclusion:

Shaping Tomorrow: Turning insight into action

You can’t build the future of work without the workforce.

The Kelly Global Re:work Report highlights three gaps leaders can’t ignore: technology, talent, and trust. These are not abstract ideas. They shape how teams function, whether people stay or leave, and how ready a company is to adapt.

The tech gap, shows a clear disconnect: executives are optimistic about AI, but nearly one in three workers (32%) say they are not seeing the benefits. The talent gap is just as urgent. While 58% of workers feel confident their roles align with long-term goals, many still worry they don’t have the training to keep up. The trust gap remains the sharpest. Executives report rising satisfaction and a stronger culture, while many workers remain doubtful.

The data underscores that divide:

42%

of global executives say employee satisfaction is better than last year

89%

say they feel well-informed about their team's performance

The challenge ahead is aligning optimism with action so confidence is something every worker can share.

Closing these divides requires more than good intentions. It means aligning strategy with day-to-day reality, making learning opportunities real and visible, and backing promises with action.

The next era of work demands future-ready organizations and future-ready people. The leaders who succeed will be those who:

Connect AI investments to adoption and productivity
Link training to advancement, not turnover
Make engagement, trust, and DEI visible and measurable

Now is the time to turn insight into action. Closing these divides is not just about solving today’s challenges. It’s how organizations build resilience and gain the confidence to grow.

^{The Kelly Global Re:work Report:}

Methodologies

Researchers classified professionals into two groups throughout all surveys across business units. One group comprises those who indicate a job title of manager, senior manager, department head, director, vice president, or C-suite. Individuals in this category will be referred to as“executives” throughout the report. The second group comprises those who indicate holding an individual contributor role at their organization. These respondents will be referred to as “workers.”

Methodology for the Global Workforce Survey: Kelly commissioned Atomik Research to conduct an online survey of 4,020 professionals across the globe. Professionals surveyed are employed full-time at organizations that operate within industries such as financial services, e-commerce, energy/oil/natural gas, higher education, life sciences, logistics, manufacturing, and technology. Further, researchers sampled respondents based in Australia (n=331), France (n=301), Germany (n=380), India (n=440), Ireland (n=100), Malaysia (n=141), the Netherlands (n=146), Poland (n=300), Singapore (n=330), Sweden (n=150), Switzerland (n=70), the United Kingdom (n=331), and the United States (n=1,000). Respondents had the option to complete the questionnaire in Dutch, English, French, German, Italian, Malay, Polish, and Swedish.

Fieldwork took place between April 25 and May 16, 2025. The margin of error for the sample of executives (N=2,011) is +/- 2 percentage points with a confidence level of 95%. The margin of error for the sample of workers (N=2,009) is +/- 2 percentage points with a confidence level of 95%.

Methodology for the Science, Technology, Engineering, and Telecom (STEM) Survey: Kelly commissioned Atomik Research to conduct an online survey of 1,005 professionals throughout the United States. Professionals surveyed are employed full-time at organizations that operate within industries such as aerospace and defense, automotive, aviation, biologics, chemicals/plastics/rubber, diagnostics, energy/oil/natural gas, industrial automation, IT, logistics, medical devices, pharmaceuticals, robotics, semiconductors, shipping, and trucking.

Fieldwork took place between May 5 and May 15, 2025. The margin of error for the sample of executives (N=505) is +/- 4 percentage points with a confidence level of 95%. The margin of error for the sample of talent (N=500) is +/- 4 percentage points with a confidence level of 95%.

Methodology for the Business Professional & Industrial Survey: Kelly commissioned Atomik Research to conduct an online survey of 1,004 professionals throughout Canada (n=200), Mexico (n=200), Puerto Rico (n=104), and the United States (n=500). Professionals surveyed are employed full-time at organizations that operate within industries such as manufacturing, electronics, computer hardware, and call centers.

Fieldwork took place between May 13 and June 2, 2025. The margin of error for the sample of executives (N=503) is +/- 4 percentage points with a confidence level of 95%. The margin of error for the sample of talent (N=501) is +/- 4 percentage points with a confidence level of 95%.