As ways of working have become more omnichannel and consumer-oriented, leading companies are looking beyond office perks to the power of personalized experiences to improve employee engagement and retention. However, to connect employee experience and business objectives, executives must be willing to listen more expansively, demonstrate humanity while implementing emerging technologies, and redesign processes to reduce toil.
Qualtrics recently released its sixth annual Employee Experience Trends Report, based on a survey of over 35,000 employees in 22 countries and 23 industries. The report highlights a positive trend in soliciting employee feedback but indicates higher than expected attrition rates for younger and early-tenure employees amid a chaotic business environment.
These findings are significant, but the report suggests deeper themes for organizations facing the future of work: proximity bias, inefficient processes, AI-driven recruiting, and mental health challenges.
Qualtrics’ Chief Workplace Psychologist, Dr. Benjamin Granger, co-authored the 2025 employee experience trends report and advises CHROs on topics like employee listening and burnout. In a candid discussion, he shared valuable insights and personal experiences presenting the study’s most pressing themes at executive roundtables.
Key Findings: 2025 Employee Experience Trends
Before diving below the surface, let’s get our bearings and review some top-level findings from the report. First, some positive news:
- Nearly half (48%) of employees surveyed are being asked for feedback more frequently than once a year, up from only 35% last year
- Young employees (18-24 years old) are the most engaged and optimistic of all age groups, with over 10% higher perceptions than other ages for work exceeding expectations and feeling empowered to challenge the status quo
- Onboarding experience outperformed other major moments in the employee journey, with 43% of respondents saying it exceeded expectations
And some areas of concern:
- 38% of employees feel pressure to increase productivity, and that feeling reduces engagement (-12%), intent to stay (-14%), and wellbeing (-13%)
- Young employees (18-24 years old) have the lowest baseline intent to stay (15% lower than other ages); failing to meet expectations reduces intent to stay by nearly 50% across all ages
- Top leaders express much higher levels of trust (82%) in senior leadership than individual contributors (55%)
So, if employees are asked for feedback more often, leaving onboarding feeling excited and change-positive, why are we perpetuating burnout and mistrust of leadership? This is where Dr. Granger’s insights tell a deeper story.
New Rules for Improving Employee Experience
Qualtrics says exceeding employee expectations in 2025 means going well beyond pay and benefits because employees have been “updating their psychological contracts” in response to increased burnout and operational complexity.
Leaders must take a human-centered approach to employee experiences at the moments that matter, including those trying to join or decide to leave.
Improve Work Processes, Not Lunch Menus
Dr. Granger recalled from a previous iteration of the employee experience trends report that “the biggest predictor of burnout as reported by employees was inefficient processes; processes that they go through regularly in their work, that are supposed to work, and don’t.”
“It’s not always about a ‘carrot’ to make them happy,” Dr. Granger explained, “we need to start thinking about what we can take off peoples’ plates.” Companies overthinking what goes on employees’ plates daily—literally, through office food services—may fail to reduce the daily burden and keep employees engaged. “Taco Tuesday is not statistically important,” agreed Dr. Granger.
Doing this work is critical for building trust, which Dr. Granger says “is the glue that holds people within organizations together.” For example, approximately two-thirds of employees who believe the company continuously improves their ways of working also express trust in senior leaders.
Respect Employees’ Feelings About Flexible Work
Dr. Granger confirmed from recent, personal experience that the issues of workplace trust and flexible working are inextricably linked in the minds of leaders everywhere. In August 2023, over a year before CEO Andy Jassy’s mandate, another Amazon executive advocated for a return to office, saying, “I don’t have the data to back it up, but I know it’s better.” And nothing erodes trust like “trust me.”
The report found that roughly two-thirds of employees believe their leaders are competent and act with integrity, but fewer (56%) say leaders prioritize people’s wellbeing over short-term gain. Combine this with the fact that hybrid workers in the Americas and EMEA “have more positive experiences than their fully on-site or remote counterparts,” and employees remain highly sensitive to the loss of flexibility because of legacy presenteeism culture.
Leaders must learn to manage by outcomes and strike a balance between organizational and individual needs to build trust with employees.
Make The First Date Memorable
The onboarding experience has improved over time. Still, when clients call saying they have “a problem with turnover and need an exit survey,” Dr. Granger believes that “eight out of ten times, we find out what they need is an onboarding survey.” This may be why intent to stay is 21% lower for employees who started within the past six months than those who have passed their half-anniversary.
But things are worse for candidates long before onboarding. Only 22% of workers’ expectations were exceeded by the candidate journey, and 34% said it failed to meet expectations; this is approximately half the satisfaction and double the dissatisfaction compared to the onboarding journey.
Failing candidates could also inadvertently mean failing current customers or future brand ambassadors.
Use AI to Recruit With Humanity
In current economic conditions, the explosion of AI-powered tools to customize and submit has “created an arms race,” according to Dr. Granger, who affirmed that “especially for high-volume jobs, it’s physically impossible for recruiters to handle the volume of candidates.” When the odds are against individual candidates, they still crave transparency before applying and during the evaluation process. “This is a matter of psychological ergonomics,” Dr. Granger said, “it’s managing in a way that appeals to the human mind.”
Most importantly, Dr. Granger said, “The expectations are not being set on either side” regarding how AI can or should be used.
Last year’s trends report found that workers are much more comfortable with AI in tasks they control than in higher-stakes situations that impact their careers. For example, 61% of employees agreed they wanted AI to help them write, but only half as many (29%) were comfortable using AI in job interviews.
How can we leverage AI to improve the candidate experience?
Companies like Chipotle are already exploring conversational AI in recruiting. Many people express concern when AI agents make hiring decisions—a notable exception being employees with disabilities or who identify as transgender or non-binary, who believe the AI reduces bias—but the same technology could help all candidates “speak” to the hiring manager.
Imagine being able to advocate for yourself, literally as yourself, by presenting your case to an AI recruiter. Knowing that the application-enriching conversation is there for the candidate’s benefit, with transparent explanations about how videos would be analyzed and shared with the hiring manager, could be a game-changer for candidate confidence. The automation behind the scenes could also ensure that candidates are continuously updated about the process, whether the manager ever saw their face (and resume), etc.
Beyond Burnout: Destigmatize Disability
A notable finding is that 25% of over 35,000 respondents reported having a long-lasting physical or mental health condition, while 23% said their condition impacts their daily activities. This surprised even Dr. Granger, who acknowledged that the report is not determinative about this figure but identified several possibilities:
- There is a decrease in wellbeing, likely linked to rising burnout at work
- The societal definition of disability is expanding
- The stigma associated with sharing health conditions is declining
- Remote work creates opportunities for people with disabilities
No matter the reason for this increase, companies must acknowledge the size of this group when designing employee listening and experience programs.
Building Long-Term Trust For Employee Experience
Long-term trust is the foundation of any enduring employee experience. It’s built not through perks but through consistent, human-centered actions—streamlining processes, respecting flexibility, and keeping job applicants in the loop. By focusing on what truly matters to workers, organizations navigate the complexities of the modern workplace and foster an environment people and businesses thrive.