2025 Predictions: 4 Trends that Will Define Workforce Success in the Coming Year
Employees and managers unprepared for change will likely fall to anxiety and burnout in 2025, dragging companies down with them. But there is a path forward.
No one knows exactly how 2025 will play out for businesses. There are too many unknowns, from the economy to political and social instability to climate events, each increasingly unpredictable.
But one thing is certain; successful organizations will be the ones that equip their people to handle the demands of change. Those who don’t will lose out on human and business potential, as anxiety and burnout drag their workforces down.
As Jan Bruce, meQ CEO and co-founder, says, “The future of work will belong to those who aren’t just change-tolerant, but change-ready.”
Here, meQ experts share 4 predictions on workforce trends your company will face in 2025.
Organizations Will Prioritize Workforce Change Readiness
Jan Bruce, CEO and Co-founder
“Looking ahead to 2025, we predict a significant rise in anxiety as a result of the accelerating pace of business transformation. Without the right support and skills, this anxiety will erode productivity, dampen employee morale, and weaken overall organizational performance. The stakes are too high to ignore. In 2025, look for organizations to prioritize the development of change readiness across their workforce—to help employees become comfortable with new technologies like GenAI, transition into new roles, navigate difficult decisions with confidence, rebound from setbacks, and manage the turbulence of rapid change.
To stay competitive and resilient in the face of uncertainty, leaders will need to shift from simply managing change to proactively preparing their teams for it. This means investing in comprehensive, specialized programs that equip employees with the tools to not only survive change but to thrive in it. By empowering employees with the resilience skills to handle stress and uncertainty, organizations can ensure their teams are better prepared for tomorrow. The future of work will belong to those who aren’t just change-tolerant, but change-ready.”
A Manager Crash is Looming
Alanna Fincke, SVP Content and Head of Learning
“In 2025, based on current data trends, we predict that we’ll see a manager crash. Like a market crash, but for people at the critical heart of the organization, we’ll see a significant downturn in manager well-being, performance, and the ability to continue taking the lead as the change champions of their organizations. Based on current data trends, no one is minding the managers. Managers are at higher risk of burnout and turnover than the people they manage. Managers are less likely than their teams to feel their manager supports them.
At the same time, mentally healthy managers are the crucial force multiplier for organizational success. Employees who don’t feel supported by their manager don’t fare well in times of transformation. They are more than four times more likely to leave their jobs and upwards of two times more likely to have poor well-being. Supporting managers is not just about business skills. It requires a holistic approach, addressing mental, physical, and emotional well-being. Organizations will need to take decisive action, such as prioritizing manager self-care through explicit policies. But when successfully implemented, the benefits will cascade throughout the organization, improving productivity, innovation, and overall workforce health.”
Remote Work Well-being Advantages Will Erode
Brad Smith, Ph.D., Chief Science Officer
“Based on current data trends, we predict that 2025 will mark the near-complete erosion of remote work’s historical well-being advantages, leading to what we term a ‘Convergence of Strain’ across all work locations. This shift is already visible in the data, with traditional gaps in well-being metrics between remote and on-site workers narrowing significantly through 2024. By 2025, we expect to see equivalent levels of burnout, stress, and psychosocial risk regardless of work setting, driven by universal pressures like economic uncertainty, increased workloads, and accelerated organizational change.
The deterioration of remote work well-being advantages will likely stem from increasing digital presenteeism, boundary erosion between work and home life, and mounting virtual communication fatigue. Meanwhile, on-site workers will continue developing adaptive coping strategies and benefiting from more flexible workplace policies, further closing the gap. This convergence doesn’t represent an improvement in overall conditions, but rather suggests that work location will cease to be a meaningful predictor of employee well-being outcomes. Organizations will need to shift their focus from location-specific interventions to addressing these universal challenges that affect all workers, regardless of where they perform their duties.”
The Gen Z Paradox: Zoomers See Change as Normal, But Aren’t Good at It
Andrew Shatté, Ph.D., Chief Knowledge Officer and Co-founder
“Gen Z makes up 18% of the current workforce, and that number is predicted to be 30% by 2030. Gen Z, or Zoomers as they’ve come to be known, are the first generation born into a digital world and a world of deep, rapid, and constant transformational change. While older generations have had to adapt to change, for Zoomers change is their natural environment. And they are more adept at detecting silver linings in change and opportunities in transformation. But Zoomers have one thing in common with all other generations; they’ve inherited brains that are averse to change.
Therein lies the paradox; while Zoomers may see change as normal, that doesn’t make them good at it. Since life skills are something we develop across the lifespan, and they are still in the workplace on-ramp (while Boomers are off-ramping), they still, understandably, have a lot to learn. Research by the Oliver Wyman Forum shows that almost two-thirds of Zoomers are experiencing significant mental health issues while older generations average half that rate. Fortunately, Zoomers seem to know what’s good for them in ways we do not. They will choose employers who offer mental health days and wellness programs. They will vote with their feet if a company does not provide work-life balance, offer reasonable work hours, and show social responsibility. We need Zoomers to help us ‘normalize’ change and they need us to accommodate their workplace wants and needs. We ignore the paradox at our peril.”
Empower your teams for the era of change. Get our bi-annual State of the Workforce Report for the latest workforce trends influencing your people, and the top skills they need to deliver for your organization in 2025.
