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Talent Magnet index scores and workplace culture outcomes country by country.

The economy in the United States has been growing, with workers facing low unemployment and companies continuing to add jobs. Employees are more remote and mobile than ever before.
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Workplaces in Canada are rapidly evolving, with a rise in remote working and gig jobs, low unemployment, and increased immigration. Canadian companies are focusing more on the employee experience and wellbeing to be more competitive and drive innovation.
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Mexico's workforce is undergoing immense change. Leadership structures are becoming flatter, there is an increase in workplace flexibility, and a focus on recruiting top talent from universities with more competitive pay and benefits.
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Brazilian companies will want to transform themselves in the next few years. With companies expanding and growing globally, and a demand for flexible workspace, employers are focusing on building better workplaces that cater to their employees' diverse needs.
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Argentina's economy has endured turbulent times, affecting employee turnover. The economy remains volatile, and organizations are hiring older, more seasoned workers who may be less prone to turnover.
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With the uncertainty of Brexit's impact and an increase in stress, employees are turning to "alternative jobs." UK companies are looking to use the employee experience, new types of leadership, and more workplace flexibility to meet the needs of their people.
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With a booming economy, aging population, and shrinking workforce, German companies are looking outside to find skilled talent. Organizations will have to find creative ways to stay competitive in hiring and integrating a new, diverse workforce.
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South African companies have seen an increase in the integration of technology at work, along with a rise in co-working workspaces. Organizations are trying to build employee workspaces that create a positive, healthier, more engaging employee experience.
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Russia is seeing a shrinking workforce due to an aging population. Companies will struggle with increasing labor productivity as well as the politics of hiring immigrant workers.
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India's relatively young and unskilled workforce has undergone massive growth in recent years, as well as the lure of opportunities abroad. Companies need to balance their desire for innovation with employees' needs for flexibility and career development.
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With the average age of the UAE workforce less than 30 years old, companies are rethinking how they find and hire skilled talent. Organizations are changing how they utilize salary and benefit packages, technology, and workplace flexibility to attract workers.
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Automation, a shrinking workforce, and an increased need for tech workers challenge Chinese companies. Organizations will need to address the uncertainty that comes with a potentially more polarized workforce and growing economic tensions.
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Japanese companies are struggling with an aging, shrinking workforce. Organizational culture change remains slow. Companies need to address the wellbeing needs of a younger, more gender-diverse workforce including greater flexibility and benefits for new parents.
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Singapore's economy has been growing, and organizations are beginning to understand that employees want flexibility and opportunities to grow. Companies are adopting technology in new ways to create a more meaningful employee experience.
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Australian companies have fully embraced employees' needs for flexible work arrangements, collaboration, and a fulfilling purpose. The next step is to figure out the impact and role of alternative labor, A.I., and rewards and recognition.
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See more on "Company Culture"

• How Leadership Influences Company Culture
• Modern Employee Recognition
• FAQs About Company Culture
• Guide to Employee Recognition Programs
• Victories: Modern Recognition Platform

Untitled Document
Introduction
Experiences
Burnout
Leadership
One-to-One
Teams
Listening
Conclusion

METHODOLOGY

The O.C. Tanner Institute used a multi-method research design, employing interviews, focus groups, cross-sectional surveys, and a longitudinal survey.

Qualitative findings are derived from 16 focus groups and 108 interviews among employees and leaders of larger organizations. The groups were held in two phases: December 2018 and March 2019. Groups were conducted in Denver, CO; Toronto, CA; London, UK; and Sydney, AU. Each group represented a range of types of employers, including private companies, public companies, and government entities.

Quantitative findings are derived from online survey interviews administered to employees across Argentina, Australia, Brazil, Canada, China, Germany, India, Japan, Mexico, Russia, Singapore, South Africa, United Arab Emirates, United Kingdom, and the United States. The total sample size was 20,088 workers at companies with 500+ employees. Fieldwork was undertaken in May and June 2019. Survey data was collected and analyzed by the O.C. Tanner Institute. This sample is sufficient to generate meaningful conclusions about the workplace culture of companies in included countries. However, as we do not have population data, results are subject to statistical errors customarily associated with sample-based information.

All figures, unless otherwise stated, are from the O.C. Tanner Institute.

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