At a recent working luncheon in Berlin, the Society for Human Resource Management (SHRM) unveiled its Global Worker Project, an ambitious international research initiative that aims to reshape how employers understand and support their workforce. The event marked a key moment during SHRM’s Policy Week in Europe, which also included participation in the Global Solutions Summit, high-level UN meetings, and advocacy discussions at the IOE Annual Conference on Business and Human Rights.
Spanning insights from over 16 countries—from the U.S. and Germany to India, Brazil, and South Africa – the study takes a deeply human-centered look at what truly matters to today’s workers. And the verdict is clear: job satisfaction and retention are no longer driven by perks or hollow benefits, but by how well employers meet core human needs—financial security, dignity, meaningful work, upskilling opportunities, and trust.
“SHRM’s Global Worker Project is paving the way for meaningful change by focusing on what truly matters—understanding the needs and aspirations of workers across the globe,” said Emily M. Dickens, SHRM’s Chief of Staff and Head of Government Affairs.
SHRM’s research emphasizes that when companies invest in people, not just profits, they see greater innovation, retention, and long-term success. However, the findings also serve as a caution: many workers report untapped skills, limited mobility, and growing frustration with outdated systems blocking their development.
A Six-Part Deep Dive into the Modern Workforce
This initial report is the first of six in a series set to roll out throughout the year. Upcoming titles include:
What Global Workers Want and the Global Worker Experience
From Trust to Transformation: How Workers are Faring and Who They Trust Most
Access to Good-Paying Jobs and Worker Mobility
The Global Skills Mismatch
Financial Security & Paid Leave Trends in a Global Economy
Trust in Employers is Rising—but Fragile
One of the most compelling findings is the shifting landscape of trust. Workers in Germany, for instance, appear to have high confidence in their employers, with 44% reporting strong trust—a higher figure than in any of the other 15 countries surveyed. In fact, German workers are more likely to trust their employers (55%) than their national government (30%) to uphold worker rights and responsibilities.
This trust is echoed in other regions, with 52% of UK workers and 50% of U.S. workers also reporting strong faith in their employers. But SHRM warns that trust must be actively earned and maintained through accountability, fair practices, and investment in employee well-being.
Mental Health: A Red Flag for Retention
The data also draws a clear link between job quality and mental health. In Germany, workers whose jobs negatively impact their mental health are 4.5 times more likely to be job hunting. This trend is consistent elsewhere:
43% of UK workers and 33% of Italian workers in similar circumstances are also actively looking for new opportunities.
In the U.S., the number stands at 42% for workers reporting poor mental health tied to their jobs.
For HR leaders, this is a crucial call to action. If mental health support isn’t prioritized, organizations risk losing top talent.
Access and Equity Vary Widely
Beyond trust and mental well-being, the research explores social determinants like economic stability and education.
In Germany, 68% of workers rated their access to education as good or excellent.
51% also reported strong levels of economic stability, matched closely by 52% of U.S. workers.
In contrast, Italian workers were more likely to describe their social context and economic situation as only “fair.”
These insights underscore the uneven playing field workers face around the world—and the opportunity for employers to step up where government systems fall short.
Workers Are Ready—But Systems Are Lagging
The SHRM Global Worker Project makes one thing clear: today’s workforce is motivated and eager to grow, but many are held back by systemic issues. Their skills are often underutilized, their potential overlooked. Organizations that recognize this and act with intention can unlock greater resilience, loyalty, and performance.
For SHRM, the message is simple but urgent: “When workers thrive, organizations thrive.”