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Business of Fashion
28-07-2025
- Business
- Business of Fashion
What Fashion and Beauty Professionals Want From Employers
In the five years since the start of the Covid-19 pandemic, the fashion and beauty industries have navigated significant transformation amid ongoing geopolitical unrest, a turbulent economic climate and the mounting climate crisis. Such change is ushering in a workplace reckoning, with employees across the world reassessing where their professional priorities lie. Needs have changed with the global introduction of remote and hybrid working, a demand for transparency and values-based company missions and goals. To examine these shifts, BoF Careers conducted a survey of our global community from May to June 2025, to better understand what talent is looking for as well as which companies they would most like to work for — and why. More than 1000 members from the global BoF community in 74 countries and territories, representing a variety of seniority levels and age groups, shared their needs and expectations in 2025. The survey finds today's workforce seeks fair compensation and career progression opportunities, greater transparency and ethical leadership, a strong company culture and flexibility over a prestigious name or social capital. The workforce is increasingly holding current and prospective employers accountable for meeting their professional needs — and loyalty is no longer guaranteed. Some 45 percent of working professionals surveyed say they are actively looking for a new job outside of their current employer, and only 15 percent say they are satisfied with their current role. This mirrors broader workforce sentiments from the 2025 State of the Global Workplace report by workplace consulting and research firm Gallup, which found 50 percent of currently employed workers say they are watching for or actively seeking a new job. Moreover, there are now up to five generations in the workplace, with Gen-Z — those born roughly between 1997 and 2012 — often most closely associated with ushering in new expectations and workplace demands. The report deep dives into each cohort's needs today, providing key generational insights, while dispelling stereotypes around the cohorts shaping the workforce today. We combine proprietary survey data with insights from global HR leaders at Prada Group, Adidas, Patagonia and L'Oréal Groupe, as well as expertise from strategists, writers and consultants specialising in leadership and HR. This report is split into 3 sections: Chapter 1: The Macro-Context Explores the broader trends impacting the workplace and driving change in employee behaviour, needs and expectations. Key Insights: Globally, job dissatisfaction is rife — 45 percent of working professionals surveyed say they are actively looking for a new job outside of their current employer. The new digital era is having a profound impact on global workplace operations and the psychology of today's workforce. Constant changes in business priorities amid rapidly shifting macroeconomics and socio-politics leaves the wider workforce uncertain of strategic goals and is leading to employees feeling disengaged. Chapter 2: Talent Expectations Presents the qualitative and quantitative findings from our exclusive survey, offering a detailed view of current employee expectations. Key Insights: Brand prestige captures the attention of prospective talent, but it is not enough to convert candidates further down the talent acquisition funnel — pay and company values are the most important criteria when assessing an employer today Those aged 20-29 — from the Gen-Z cohort — typically register more positive sentiments around pay compared to older professionals. The most important benefit, according to 65 percent of respondents, is 'flexible working policies.' Some 52 percent prefer a hybrid working schedule, with 2 or 3 days in the office. Seventy percent of respondents say transparency is the most important component of an employer's approach to career progression. Chapter 3: Employer Strategies Provides actionable advice for employers and HR teams on how to meet those expectations today to drive recruitment, improve retention and boost productivity. Key Insights: Consistent company values provide clear reasons behind business decisions, setting a stronger guidance for the workforce. Segment employees by mindset, not generation, when appealing to a workplace that consists of five generations with nuanced, complex needs. Employees want their workplaces to engage in critical conversations and community causes. Workplaces should carefully consider what their company can meaningfully commit to, and engage with these topics in an authentic way. Mission statements and inclusive hiring language in job descriptions are not sufficient in convincing talent of a company's commitment to its community. Individuals need to see it to believe it. BoF Careers is our hiring and employer branding platform. We partner with fashion and beauty companies to help them hire and showcase their unique employer brand to our community of top fashion, luxury and beauty professionals. Get in touch with Thesia Yomalita to find out how BoF Careers can support your business.
Sydney Morning Herald
17-07-2025
- Business
- Sydney Morning Herald
Why it's time we showed our bosses some support
There's a problem in Australian workplaces right now and all the signs are pointing in one direction. No matter which way you look at it, managers are in trouble. Managing other people is hard, and it's often not acknowledged just how difficult it is. When you move into the management level, you're usually promoted above your friends and colleagues into a highly demanding role where people look to you for guidance and answers, even if you don't really have any. And now there's new research that backs up what many of us already know: being a manager is stressful, and it's only getting more so. When you're responsible for other people, pressure quickly mounts up from both ends. Underneath you in the pecking order are workers who expect you to guide them through a fast-changing environment, holding you accountable for their career and wellbeing. At the same time, more senior people above you exert pressure to ensure the area you're responsible for is hitting its targets. It's little wonder that many of the warning signs concerning the health of managers in the workplace are flashing amber right now. Gallup's 2025 State of the Global Workplace research has found that half of all Australian managers are experiencing high levels of stress every single day. 'We are asking a lot of managers,' says Claire de Carteret, Gallup's APAC managing director. 'Our productivity is quite stagnant in Australia, so we are asking managers to do more with less.' If we don't directly address these issues, managers will continue to crack. Managers in the workplace are currently feeling the heat from adapting to changing ways of doing business (especially the rise of AI), as well as managing the output of their team and themselves. 'They're really squished in the middle of all of these different elements,' says Claire, citing the need to have wellbeing conversations with their staff, drive team results, care for their team's psychological safety and hit all their personal goals at the same time.
The Age
17-07-2025
- Business
- The Age
Why it's time we showed our bosses some support
There's a problem in Australian workplaces right now and all the signs are pointing in one direction. No matter which way you look at it, managers are in trouble. Managing other people is hard, and it's often not acknowledged just how difficult it is. When you move into the management level, you're usually promoted above your friends and colleagues into a highly demanding role where people look to you for guidance and answers, even if you don't really have any. And now there's new research that backs up what many of us already know: being a manager is stressful, and it's only getting more so. When you're responsible for other people, pressure quickly mounts up from both ends. Underneath you in the pecking order are workers who expect you to guide them through a fast-changing environment, holding you accountable for their career and wellbeing. At the same time, more senior people above you exert pressure to ensure the area you're responsible for is hitting its targets. It's little wonder that many of the warning signs concerning the health of managers in the workplace are flashing amber right now. Gallup's 2025 State of the Global Workplace research has found that half of all Australian managers are experiencing high levels of stress every single day. 'We are asking a lot of managers,' says Claire de Carteret, Gallup's APAC managing director. 'Our productivity is quite stagnant in Australia, so we are asking managers to do more with less.' If we don't directly address these issues, managers will continue to crack. Managers in the workplace are currently feeling the heat from adapting to changing ways of doing business (especially the rise of AI), as well as managing the output of their team and themselves. 'They're really squished in the middle of all of these different elements,' says Claire, citing the need to have wellbeing conversations with their staff, drive team results, care for their team's psychological safety and hit all their personal goals at the same time.
Mint
08-07-2025
- Business
- Mint
The Power of Purposeful Work: Rethinking Work in an Uncertain World
The global job market is facing disruption due to rapid technological shifts, geopolitical conflicts, and changing international alliances. These forces have made the employment landscape increasingly volatile and unpredictable, prompting professionals to rethink their purpose in the workforce. Amid this uncertainty, employee insecurity is rising sharply. Only 14% of Indian employees say they are 'thriving', compared to 34% globally. While a staggering 86% report they are 'struggling' or 'suffering' at work, cited in theGallup State of the Global Workplace report. These figures reflect a growing disconnect between workplace conditions and an employee's sense of purpose in their professional journey. Shaili Tyagi, Chief Human Resource Officer at Sheela Foam, believes the disconnect between employees and their work often stems from a lack of clarity around its meaning. Many disengage simply because they don't see how their efforts contribute to the bigger picture. But when they understand the'why' behind their role, it sparks both purpose and ownership. 'Whether someone wants to specialize, shift functions, or lead differently, we must support them with clarity, mentorship, and opportunity. That's how you steward potential—not just manage performance,' she says. This emphasis on alignment and purpose is reflected in Michael Page'sTalent Trends India 2025 report, which highlights a clear shift in employee priorities. Today, workers are actively seeking value alignment, with 62% negotiating raises and 37% successfully securing them within their current roles—indicating that people are willing to stay when the workplace offers more than just compensation. Adding to the perspective, Richard Lobo, Chief People Officer at Tech Mahindra, underscores the need for hyper-personalized career journeys that empower self-driven exploration and foster cross-generational collaboration. This enables employees to thrive and learn from one another. To foster this at scale, Lobo believes in reimagining HR as both enabler and orchestrator. 'We've embraced a pod-based, collaborative HR model that dissolves silos and empowers cross-functional teams to co-create with business leaders—balancing decentralized decision-making with clear strategic alignment,' Lobo adds. However, aligning personal and organizational purposes is becoming increasingly complex, as both continue to evolve. Sandeep Girotra, Executive Director & CHRO at DCM Shriram, believes better outcomes are possible when individual roles connect with the organization's higher vision—and it begins with hiring the right people. 'It's not enough to hire or promote based solely on performance or technical fit. One must look for a strong value fit. Without it, results may come in the short term, but the core purpose gets diluted over time, leading to long-term damage,' he says. 'When the values align, give people the freedom to thrive. More often than not, they will exceed your expectations—and do it with purpose,' he adds. Balaji Ethirajan, CHRO at TVS Supply Chain, shares that long-term engagement stems from purpose congruence between employees and the organization. 'Things like trust, respect, and integrity are universal, and any well-managed company should reflect those. If there's value congruence, employees feel a sense of belonging. That's what leads to long-term engagement—not just compensation or titles,' he says. He adds that younger employees are often leading this shift, driven by a desire to contribute meaningfully to society. 'Good organizations know how to harness this, especially through CSR and volunteerism… It's about giving them the space to express their values while staying connected to the company's larger mission,' he says. While purposeful work may sound qualitative, its impact is quantifiable. A World Economic Forum report states that 63% of departures in 2024 were preventable, driven by factors such as career stagnation, poor work–life balance, and managerial shortcomings. Furthermore, early-stage attrition accounts for 40% of total turnover, representing high-cost exits with no return on investment. According to K.A. Narayan, President – HR at Raymond Group, defining organizational purpose is the first step in retention. 'It's what energizes employees beyond roles and paycheques,' he says. He emphasizes the need for better tools and leadership commitment. 'To align individual strengths and aspirations, companies often use psychometric tools, but behavioral event interviews are more effective. Managers must be trained to support risk-taking and learning from failure. The ideal state is when individual and organizational purposes align.' As the pursuit of purposeful work becomes both more vital and more challenging, it's clear that organizations must not only promote purpose—but measure and strengthen it meaningfully. With this in mind, Mint, in partnership with Deloitte, has launched Mint India's Iconic Workplaces—a workplace excellence certification that helps organizations understand where they truly stand, and how they can bridge the gap between individual purpose and organizational vision through deep, data-driven cultural insights. It's a chance to not only be recognized, but to truly reflect, reset, and rebuild with intention.
The Sun
26-06-2025
- Business
- The Sun
Factors driving escalating ‘quiet quitting' trend
PETALING JAYA : With more employees disengaging or 'quiet quitting', human resources professionals say several key factors are driving the trend, including burnout, lack of work-life balance, poor motivation and lingering effects of the Covid-19 pandemic. According to Gallup's State of the Global Workplace survey, only 21% of employees worldwide are engaged while 59% are quietly disengaged or 'quiet quitting'. Licensed recruitment agency Talentvis Malaysia executive director Serene Koh said these underlying issues not only reduce individual productivity, but also lower team morale, strain mental and physical health, and on a broader scale, impact national economic performance. 'We are also seeing a clear shift among Gen Z professionals as they are no longer just looking for a job, but a workplace that aligns with their lifestyle and values. 'They prioritise work-life balance through flexible working arrangements, expect clear growth and development plans, and seek purpose in the work they do. They want to feel that their contributions matter. 'In today's competitive labour market, these changing dynamics are forcing employers to rethink how they engage, retain and grow their talent,' she told theSun. She added that given the shifts in the post-pandemic job market, effective employer branding hinges on authenticity and adaptability, and must reflect the real employee experience, not just curated messaging. She also said key elements include legitimacy, openness and the ability to evolve alongside changing workplace policies and expectations. 'Companies that succeed in employer branding are those that align their internal culture with their external promises, building trust with current and potential talent. 'When employees feel that their experiences match what was advertised, it fosters loyalty, engagement and a stronger sense of purpose, which are essential elements in today's competitive talent landscape.' Koh said enhancing employee experience through better communication and engagement is crucial, not only to retain current talent but also to attract new candidates. 'Looking ahead, the kind of workplace culture that would best support resilience and talent retention in Southeast Asia is one that embraces diversity and inclusion, fosters a high-trust environment with open communication, and prioritises employee well-being and growth opportunities.' She added that such a culture encourages people to bring their full selves to work, adapt to change more effectively and remain engaged for the long term. 'It is about creating a workplace in which people feel heard, supported and empowered to grow,' she said. Talentvis regional human resources lead Catherine Wee said companies today face growing challenges in retaining top talent, particularly among younger employees. In Southeast Asia, where millennial and Gen Z workers make up more than 50% of the workforce, expectations have changed. The Randstad Workmonitor 2025 report revealed that 57% of Malaysian workers, rising to 58% among Gen Z and millennials, would leave their jobs if they did not receive adequate career development support from their managers. 'Many also leave due to limited internal mobility and lack of clear development pathways, with younger professionals expecting opportunities for cross-functional exposure or project-based roles. 'Workplace culture and leadership style play a critical role as this generation values open communication, psychological safety and inclusive leadership,' she said. She also said younger talent places high importance on transparency in compensation and fairness in career advancement, and many are disengaged when companies fail to offer personalised career planning and recognition. 'The concept of employee engagement has significantly evolved in the post-pandemic era, shifting from physical presence to emotional connection. The focus is now on impact and involvement rather than just attendance. 'In retaining Gen Z and millennial talent, companies must balance flexibility with accountability. This means not just offering remote or hybrid options, but also doing so with clear goals and expectations,' she said. Wee said career growth should be embedded in the role itself, with managers empowered to act as career coaches, offering personalised guidance to help young employees grow according to their aspirations and learning styles.
