Taking the long view

IN Partnership with

Aon’s first global Employee Sentiment Study reveals critical insights for employers, emphasizing the need to understand and address employee priorities. Organizations that proactively respond to these insights will excel in attracting and retaining talent, and enhance employee satisfaction

FOR THE first time, Aon took a global approach to its survey on employee sentiment, rolling out a consistent scorecard around the world. Several interesting results came back – and they’re worth paying attention to. Overall, the survey shows it’s incumbent on organizations to take the long view. “Organizations with a clear mid- to long-term vision are the ones that will excel in talent acquisition and lead the market in employee experience,” says Dominic De Fabrizio, partner at Aon and a member of its new Human Capital Leadership Team. “What will our workforce look like in three to five years? What kind of talent pipeline do we need for the future? How will we evolve our total reward strategy? These are the critical questions employers need to address.”

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“You cannot ignore your employees. You must continually assess the skills you have today, the skills you need for tomorrow, and determine how to best support your employees on that journey. Compensation, health, and retirement benefits are the tools you have to achieve that”

Nabil Merali, Aon

One of the standout statistics from the 2025 Employee Sentiment Study, which gathered responses from over 9,000 employees across 23 countries, is that globally, 60% of employees plan to change jobs this year. Canada-specific numbers show alignment, coming in at 57%. This trend is concerning, rooted in widespread dissatisfaction and feelings of being undervalued. Employees are prioritizing well-being and work-life balance, demanding more flexibility from employers. The complexity of employee sentiment is further compounded by the shift toward hybrid and remote work models. Many organizations adopted remote work out of necessity during the pandemic, but comprehensive HR strategies have yet to be fully developed. With some companies mandating a return to the office, and ongoing debates about the effectiveness of remote and hybrid leadership, this remains a hot topic and a challenge for many employers. This should be top of mind for Canadian employers, as according to the survey results Canada is sitting at 46% hybrid compared to the global average of 40%. While employees who work hybrid roles are 8% more likely to describe their well-being as thriving, 52% of fully remote employees report feeling undervalued.

When a workforce is dispersed, building personal connections and managing logistics like training and development opportunities can be challenging. Navigating work-from-home arrangements amplifies existing challenges. As Nabil Merali, Aon’s Canadian human capital operating officer, puts it, “employers are still seeking that balance – and extremes may not be effective here.” “You can become somewhat disconnected from the organization’s direction, culture, and opportunities,” he explains. Ideally, employers should clearly articulate the value proposition of their strategy. Listening to employees and tying together the desire for developing skill sets with coming to the office to meet clients face to face, for example, can mediate the issue and help organizations attract and maintain their talent. On the other hand, those who don’t do the homework to develop a strong, supported strategy will struggle to show the value of their workplace and may experience higher levels of turnover. “The reality is, both hybrid and remote can be effective – depending on the industry and role – but it’s not a one-size-fits-all solution,” De Fabrizio says. “A strategy must be in place to support learning, development, growth, communication, and education. All these factors need to be considered in both environments.”

The survey reveals a clear trend: compensation remains a primary consideration for employees across age demographics and geographies. Given the volatile economy, the best approach for employers may be to pause and assess. “A measured approach is essential right now,” Merali says, pointing to issues such as fluctuating currencies, CPI trends, and diverging GDP growth rates that are contributing to overall feelings of unease. “We’re seeing many plan sponsors step back and evaluate. They’re taking inventory: where do my benefits and compensation stand? What skills do I need in my organization? They’re doing their homework to be prepared so that when economic clarity returns, they can choose the best path forward, whether it’s enhancing certain areas or, unfortunately, making reductions.”

De Fabrizio concurs, noting that many organizations are shifting from viewing their programs in isolation to considering their interconnectedness. From a Canadian perspective, there’s been an expansion of CPP, dental and pharmacare, and other social programs. Leveraging these existing supports and customizing the ones you offer to complement them can create top-tier value. This evolution of total rewards management reflects employees’ increased expectation that employers will take a personalized approach and respond to their unique situations, considering factors such as role, family dynamics, and age bracket.

“It’s about taking a holistic view of delivering a meaningful package to employees from a total rewards perspective. It’s a fundamental measure to attract and retain talent. Competitive compensation and meeting personalized needs are more important than ever”

Dominic De Fabrizio, Aon

For example, it’s now common to have four or five generations in the workforce. While it can be painful and complex work to understand their needs, it’s necessary if you’re looking to give maximum value for limited spend. Having a mechanism to collect feedback is also critical to ensure changes are effective: even though employers have invested in mental health support, 60% of staff report feeling that their employer still isn’t doing enough. That’s a startling statistic that calls for a reckoning from organizations, Merali says, adding that employers “must continue to innovate and develop new programs to retain talent.” De Fabrizio sums up: “It’s about taking a holistic view of delivering a meaningful package to employees from a total rewards perspective. It’s a fundamental measure to attract and retain talent. Competitive compensation and meeting personalized needs are more important than ever.”

Overall, the employee sentiment results showcase the increasing prioritization of well-being. Employers that operate from a “healthy human” perspective, especially in these challenging and uncertain times, will succeed in attracting and retaining talent. It starts with developing a strong culture, including that clear value proposition, and authentic leadership that fosters growth and skills development. If employers take anything away from the survey, it should be that it’s time to take stock of shifting sentiments, recalibrate if necessary, and act decisively – because the war for talent isn’t going away. “You cannot ignore your employees,” Merali says. “You must continually assess the skills you have today, the skills you need for tomorrow, and determine how to best support your employees on that journey. Compensation, health, and retirement benefits are the tools you have to achieve that.”

2025 Employee Sentiment Study: standout themes

Employers should ‘do their homework’ on total rewards

Published March 17, 2025

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First global survey

Scope of 2025 Employee Sentiment Study

Gathered responses from over 9,000 employees

Looked at employees across 23 countries

Key findings of 2025 Employee Sentiment Study

of employees globally plan to change jobs this year

60%

of Canadian employees report plans to change jobs this year

57%

of respondents say employers aren’t providing enough mental health support

60%