The Changing Face of Work: What Today’s Global Workers Want

In today’s competitive global labor market, the definition of a “good job” is evolving as workers prioritize more than just competitive pay. They now seek meaningful work, a sense of purpose, and a positive work environment, according to research from the 2025 SHRM Global Worker Project.

The project “aims to create a shared understanding and a human-centered understanding of the global workplace,” said James Atkinson, vice president of thought leadership at SHRM, during a session unveiling the research at SHRM25 in San Diego.

One of the research reports, titled What Global Workers Want and the Global Worker Experience, surveyed 16,000 workers across 16 countries. By uncovering the job features that matter most and their impact on workplace satisfaction and outcomes, SHRM’s research can “help policymakers understand how to shape policies that are impactful” as well as help HR pros understand what initiatives they should be implementing, Atkinson said.

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The Faces of the Global Worker

“Amid increasing globalization, economic changes, [and] demographic shifts, the workforce has become more diverse, and the needs and preferences of that workforce is reflective of that diversity,” Atkinson said.

To better understand this evolution, the Global Worker Project categorized workers into five distinct types: full-time salaried employees, full-time hourly employees, part-time employees, temporary employees, and independent workers.

Each group reflects unique characteristics, needs, and preferences, offering valuable insights for shaping labor policies. For instance:

• Full-time salaried employees are 43% of the sample and are the most likely to have college degrees, access to benefits, and higher household incomes.
• Full-time hourly employees are 7% of the sample and are more likely to have vocational training and work in-person roles.
• Part-time employees are 9% of the sample and prioritize flexibility, with many balancing caregiving responsibilities.
• Temporary workers are 3% of the sample and are predominantly younger, with many seeking long-term employment but accepting temporary roles due to limited options.
• Independent workers are 38% of the sample and include freelancers, contractors, and gig workers who value flexibility and autonomy, though over half would prefer traditional employment.

By understanding these distinctions, policymakers can create more inclusive and effective frameworks that address the unique needs and aspirations of each group.

What Global Workers Want 

Fair compensation remains important to workers, but they “are seeking more than just good pay,” Atkinson said. Rather, they also want “purpose, meaning, quality interactions, and so much more” from their work.

The What Global Workers Want report highlighted that while employees value compensation, job security, flexibility, and respect, many are dissatisfied with these aspects in their current roles. For instance, although over 80% of workers considered job security and work/life balance to be crucial, only 40% to 60% reported satisfaction in these areas.

Different worker types have varying priorities: Full-time and independent workers value meaningful work and skill utilization, while part-time employees emphasize manageable workloads and supportive managers. But across all five of these worker types, “we see a convergence on three job features,” Atkinson said, listing “good pay and benefits, the opportunities to use your skills and abilities, as well as the opportunity to do work that has meaning for you.”

Implications of Ignoring Workers’ Priorities

Businesses that ignore workers’ desires risk losing their talent. Job quality ratings revealed that only 55% of global workers rate their jobs as high-quality, with dissatisfaction driving many to seek new opportunities.

“Our ability to not just attract but retain our key workers hinges on thinking about ‘What are the aspects of the job they care about, and how are we delivering them?’ ” Atkinson cautioned.

Mental health has become a critical factor in job satisfaction, with 20% of workers reporting negative mental health impacts from their jobs, while 43% said they experience positive effects.

“The top five job features that drive workers’ mental health looks a little bit different than the top five job features that drive their overall perception of job quality,” Atkinson said. Recognition for good performance, a sense of community, and strong manager relationships all emerged as key drivers of mental well-being.

This means “simply acknowledging when your workers have done a good job can go a long way,” Atkinson said.

The bottom line, as Atkinson noted, is that “good mental health means that you’re keeping your employees at your organization.”

The opposite correlates: Poor mental health at work is associated with higher job-seeking behavior. “Half of workers who said their work has had a negative impact on their mental health in the last six months are actively job seeking,” Atkinson said.

Organizations that address these issues by aligning with worker expectations — by focusing on respect, flexibility, and mental health support — can foster healthier workplaces, improve retention, and boost productivity.