LinkedIn Data Reveals Workforce Confidence Is Declining. Here's Why

Forbes

13-04-2025

Workforce confidence is slipping across the organization.
Whether you're a C-suite executive or a young professional early in your career, the current global environment is likely affecting you. From tariffs and shifting economic policies to the disruptive nature of emerging technologies like AI, uncertainty is around every corner. This uncertainty isn't just a feeling: LinkedIn's Workforce Confidence Survey and Executive Confidence Survey reflected a noteworthy decline in optimism. Worker confidence (measured on a scale from -100 to +100) dropped 10 points recently, falling to +24 from +34 in March 2024.
This metric gauges how secure workers feel in keeping or finding a job, advancing their careers, and improving their financial situations. Meanwhile, executive confidence, which reflects leadership sentiment around organizational growth, profitability, and talent acquisition, fell to +54, down 2 points year-over-year. Anxiety, stress, and disillusionment often follow when emotion begins to steer the ship. These sentiments are now seeping into the workplace. Below are three contributing forces eroding workforce confidence and morale:
Confidence is the most valuable workplace currency right now. Unfortunately, uncertainty is suffocating it. Economic fluctuations are one layer. In addition, there is a growing concern around AI and its potential impact, thus increasing the likelihood of ambiguity becoming deeply entrenched in the workforce. This concern reaches all tiers of the organizational hierarchy. According to Dataiku's Global AI Confessions Report CEO Edition, produced in conjunction with Harris Poll, 74% of CEOs believe they could lose their jobs within two years if they fail to deliver measurable AI-driven business results. Additionally, 80% worry that AI deployments could inadvertently harm employees or customers.
With all this in mind, silence isn't a strategy in periods of high ambiguity. Leaders must embrace transparency and encourage open dialogue. While no one can control the macroeconomic waves, you can set the tone within your organization. That sense of control and clear communication will help alleviate emotional burdens while strengthening psychological safety across your workforce.
The saying goes, "Environment is everything." Culture, surroundings, and shared values shape how people feel and perform. In today's climate, many employees are grappling with financial strain, rising costs of living, and the postponement of personal milestones such as home ownership or starting a family. The workplace, where people spend significant time, can alleviate or exacerbate these pressures.
While leaders can't fix everything, they can influence what happens inside their walls. Ralph Lauren CEO Patrice Louvet recently described their company as being "in the dream business." They're not just selling clothes; they're selling a feeling, an experience, and a story. Too many companies have pursued efficiency at the cost of connection and culture. And ultimately, sacrificed their unique cultural experience and story in the process. Leaders can't control politics. However, they can develop a workplace where morale is nurtured and not neglected and taken for granted.
In uncertain times, people default to what's safe. But in doing so, they risk becoming stuck in outdated routines. As Jeff Bezos emphasized in his final Amazon shareholder letter, "Differentiation is survival." The universe, he said, 'wants you to be typical.' Organizations that stop evolving lose market share and their edge, risk becoming irrelevant, and lose their people.
Uncertainty shouldn't paralyze; it should activate innovation and creativity. This period of uncertainty and change is the perfect time to explore small but strategic changes: pilot programs, experimental compensation models, and new wellness initiatives to search for any spark. These don't have to be sweeping or expensive.
The workforce confidence data paints a picture of a workforce operating in survival mode. But even amid turbulence and uncertainty, leaders and teams have far more agency than they often realize. You can't control global events, but you can control how you lead, communicate, and show up for your people. And that's what matters most.