The document discusses findings from a survey of employees in 7 markets including Japan. It finds that employer trust remains high, with over half of Japanese employees trusting their employer more than other institutions. However, anxiety about job loss remains elevated due to concerns like a looming recession. The pandemic has accelerated a power shift to employees in Japan, with over half saying they now have more leverage than before. Job seekers also have higher expectations for employers, and 1 in 5 employees globally plan to quit or have quit recently, with burnout being a key driver.
Traditionally - like every year - we have prepared a summary of ten most important (in our opinion) phenomena which will shape the future of the human development sector. This publication has been compiled on the basis on dozens of conversations, participation in about twenty conferences, a thorough analysis of reports that came to light over the past months. Most important information and conclusions come directly “from the field” – from our Customers as well as Trainers and Consultants, who have executed hundreds of House of Skills and e-learning.pl projects, cooperating with organizations in whole Poland.
Surveying 8,000 people online and 32,000 via mobile phones, the 2018 Edelman Earned Brand study shows that now 60% of consumers in Japan either buy or boycott brands based on their stances on societal issues.
2018 Edelman Trust Barometer - i dati italiani sulla fiducia
Crollo di fiducia, fake news, il ruolo dei CEO: i temi dell’Edelman Trust Barometer di quest’anno hanno suscitato un notevole interesse anche in Italia.
Read more: http://edl.mn/2HZ0gto
CFA Institute & Edelman Investor Trust StudyEdelman
The study examines the dimensions that shape perceptions of trust in investment managers, as well as the actions that help build trust. It encompasses the opinions of institutional and retail investors in the United States, United Kingdom, Hong Kong, Canada and Australia on the state of trust in the investment management community.
There is a 33-point gap between global trust in multinational companies based in developed markets (76 percent) and those in emerging markets (43 percent). The inaugural 2013 Emerging Markets Supplement to the Edelman Trust Barometer explores the unique trust challenges facing companies headquartered in emerging markets, with particular focus on those based in BRIC countries.
Learn more: http://edl.mn/17WUyOK
Traditionally - like every year - we have prepared a summary of ten most important (in our opinion) phenomena which will shape the future of the human development sector. This publication has been compiled on the basis on dozens of conversations, participation in about twenty conferences, a thorough analysis of reports that came to light over the past months. Most important information and conclusions come directly “from the field” – from our Customers as well as Trainers and Consultants, who have executed hundreds of House of Skills and e-learning.pl projects, cooperating with organizations in whole Poland.
Surveying 8,000 people online and 32,000 via mobile phones, the 2018 Edelman Earned Brand study shows that now 60% of consumers in Japan either buy or boycott brands based on their stances on societal issues.
2018 Edelman Trust Barometer - i dati italiani sulla fiducia
Crollo di fiducia, fake news, il ruolo dei CEO: i temi dell’Edelman Trust Barometer di quest’anno hanno suscitato un notevole interesse anche in Italia.
Read more: http://edl.mn/2HZ0gto
CFA Institute & Edelman Investor Trust StudyEdelman
The study examines the dimensions that shape perceptions of trust in investment managers, as well as the actions that help build trust. It encompasses the opinions of institutional and retail investors in the United States, United Kingdom, Hong Kong, Canada and Australia on the state of trust in the investment management community.
There is a 33-point gap between global trust in multinational companies based in developed markets (76 percent) and those in emerging markets (43 percent). The inaugural 2013 Emerging Markets Supplement to the Edelman Trust Barometer explores the unique trust challenges facing companies headquartered in emerging markets, with particular focus on those based in BRIC countries.
Learn more: http://edl.mn/17WUyOK
For the first time in the 16 years of our TRUST BAROMETER research, we examined the state of trust between employers and employees and today are issuing the 2016 Edelman Trust Barometer Special Report on Employee Advocacy.
The 2017 Edelman Earned Brand study set out to understand how polarizing societal issues are affecting the consumer/brand relationship and uncover how brands can achieve a deeper connection with consumers. The study’s findings can help provide a roadmap for financial services companies navigating this new normal.
The 2016 Edelman Trust Barometer shares disturbing news about a widening gap in trust in all major institutions between the informed public and mass population.
The story for the healthcare industry is a cautionary tale and one that bears watching. At a global level, and using general population (informed public plus mass population) findings* with 28 countries surveyed, healthcare is near the bottom with a trust score of 61, just ahead of Telecommunications, Energy and Financial Services.
View the presentation for details.
As Edelman’s 15th annual Trust Barometer indicates, trust has hit an unprecedented low. With any great challenge comes opportunity, and now, more than ever before, companies need to look internally to elevate and amplify those voices whom consumers and stakeholders want to hear from most: Employees.
For more information, please visit: ee.edelman.com
Edelman Berland Research Findings: Veterans as Strategic Assets InitiativeEdelman
The objectives of the Veterans as Strategic Assets (VSA) Initiative is to gain an understanding practices around teaching and hiring veterans, in order to position veterans as a strategic asset for the Illinois Joining Forces (IJF) and the Student Veterans of America (SVA). Edelman Berland conducted a global, 10-minute online survey from January 9 to May 7, 2014. The findings are based on 1,628 responses including 1,469 veterans, n=89 employees, and n=70 community partners including those in higher education/community college/workplace training non-profits.
2018 Edelman Trust Barometer Special Report: Trust in Brand ChinaEdelman
We launched a special report on trust in Chinese companies last week. We had long been fascinated by the low level of trust in companies headquartered in China. It is comparable to companies from India, Mexico and Brazil at 36 percent. That is nearly half as trusted as brands from Canada or Switzerland or Sweden and 14 points below brands from America.
With business poised to continue investing in efficiency and environmental responsibility, is there a chance that this move sets the stage for more win-win solutions, bridging the perceived gaps on energy and the environment?
Read more here: http://edl.mn/2sJy6eh
Employee Engagement Insights from the 2013 Edelman Trust BarometerEdelman
A highlight of the key employee engagement findings from the 2013 Edelman Trust Barometer and actions companies can take.
Learn more about Trust in Employee Engagement: http://edl.mn/Zat6zi
2018 Edelman Trust Barometer - Malaysia ReportEdelman
As Malaysia finally steps out of the “State of Distrust” to a neutral position among the general population in this year’s Edelman Trust Barometer, an overall sense of optimism takes center stage amongst both the informed public and general population.
Read more: http://edl.mn/2D57QA6
Edelman conducted a survey between May-June 2017 to assess perceptions of veterans’ well-being in America.
The survey examined audiences’ perceptions of veterans’ job skills, education and employment to understand how veterans may be viewed as potential employment candidates. In addition, the survey explored perceptions of veterans’ mental and physical health, as well as their role in society.
2017 Edelman Trust Barometer Special Report: Family BusinessEdelman
The 2017 Edelman TRUST BAROMETER Special Report: Family Business is a general population survey conducted amongst 15,000 respondents across 12 markets: U.S., UK, China, Indonesia, Saudi Arabia, India, Germany, Brazil, Italy, France, Canada and Mexico.
The study looks at trust in family business as it relates to business performance; perception of next-generation leaders; expectations of the wealthy; and philanthropy.
Learn more here: http://edl.mn/2ha727I
The findings of the 2017 Trust Barometer help explain provide a roadmap for understanding the forces shaping these movements and events, the shifts in influence and power as the tide of populist action sweeps across many western-style democracies around the world.
Explore Trust in Technology: www.edelman.com/trust2017
Trust Barometer 2014 Hong Kong Launch PresentationEdelman
About the Edelman Trust Barometer:
The 2014 Edelman Trust Barometer is the firm’s 14th annual trust and credibility survey. The survey was produced by research firm Edelman Berland and consisted of 20-minute online interviews conducted October 16, 2013 – November 29, 2013. The 2014 Edelman Trust Barometer online survey sampled 27,000 general population respondents with an oversample of 6,000 informed publics ages 25-64 across 27 countries. All informed publics met the following criteria: college-educated; household income in the top quartile for their age in their country; read or watch business/news media at least several times a week; follow public policy issues in the news at least several times a week. For more information, visit: http://www.edelman.com/insights/intellectual-property/trust-2014/.
The 2015 Edelman Trust Barometer is the firm’s 15th annual exploration of trust. We surveyed 33,000 people (27,000 General Public and 6,000 Informed Public respondents) in 27 countries around the world on their trust in the institutions of government, media, business and NGOs.
The 2015 Edelman Media Forecast: Storytelling in the Age of Social News Consumption took a deep dive into what ingredients made news stories social in 2014 across general news and five key industry sectors to better understand how our media strategies must adapt, in partnership with NewsWhip and Muck Rack.
For more information, visit: http://www.edelman.com/2015-edelman-media-forecast/
Los niveles relativos de confianza en las instituciones individuales han subido y han caído. Ya desde el 2005, identificamos el crecimiento de la influencia de los pares, con “una persona como yo” estableciéndose como un vocero en el 2006, antes de que Facebook fuera muy conocido.
El año pasado observamos el papel esencial de la confianza en la innovación. Este año observamos algo nuevo: la creciente desigualdad de la confianza.
For the first time in the 16 years of our TRUST BAROMETER research, we examined the state of trust between employers and employees and today are issuing the 2016 Edelman Trust Barometer Special Report on Employee Advocacy.
The 2017 Edelman Earned Brand study set out to understand how polarizing societal issues are affecting the consumer/brand relationship and uncover how brands can achieve a deeper connection with consumers. The study’s findings can help provide a roadmap for financial services companies navigating this new normal.
The 2016 Edelman Trust Barometer shares disturbing news about a widening gap in trust in all major institutions between the informed public and mass population.
The story for the healthcare industry is a cautionary tale and one that bears watching. At a global level, and using general population (informed public plus mass population) findings* with 28 countries surveyed, healthcare is near the bottom with a trust score of 61, just ahead of Telecommunications, Energy and Financial Services.
View the presentation for details.
As Edelman’s 15th annual Trust Barometer indicates, trust has hit an unprecedented low. With any great challenge comes opportunity, and now, more than ever before, companies need to look internally to elevate and amplify those voices whom consumers and stakeholders want to hear from most: Employees.
For more information, please visit: ee.edelman.com
Edelman Berland Research Findings: Veterans as Strategic Assets InitiativeEdelman
The objectives of the Veterans as Strategic Assets (VSA) Initiative is to gain an understanding practices around teaching and hiring veterans, in order to position veterans as a strategic asset for the Illinois Joining Forces (IJF) and the Student Veterans of America (SVA). Edelman Berland conducted a global, 10-minute online survey from January 9 to May 7, 2014. The findings are based on 1,628 responses including 1,469 veterans, n=89 employees, and n=70 community partners including those in higher education/community college/workplace training non-profits.
2018 Edelman Trust Barometer Special Report: Trust in Brand ChinaEdelman
We launched a special report on trust in Chinese companies last week. We had long been fascinated by the low level of trust in companies headquartered in China. It is comparable to companies from India, Mexico and Brazil at 36 percent. That is nearly half as trusted as brands from Canada or Switzerland or Sweden and 14 points below brands from America.
With business poised to continue investing in efficiency and environmental responsibility, is there a chance that this move sets the stage for more win-win solutions, bridging the perceived gaps on energy and the environment?
Read more here: http://edl.mn/2sJy6eh
Employee Engagement Insights from the 2013 Edelman Trust BarometerEdelman
A highlight of the key employee engagement findings from the 2013 Edelman Trust Barometer and actions companies can take.
Learn more about Trust in Employee Engagement: http://edl.mn/Zat6zi
2018 Edelman Trust Barometer - Malaysia ReportEdelman
As Malaysia finally steps out of the “State of Distrust” to a neutral position among the general population in this year’s Edelman Trust Barometer, an overall sense of optimism takes center stage amongst both the informed public and general population.
Read more: http://edl.mn/2D57QA6
Edelman conducted a survey between May-June 2017 to assess perceptions of veterans’ well-being in America.
The survey examined audiences’ perceptions of veterans’ job skills, education and employment to understand how veterans may be viewed as potential employment candidates. In addition, the survey explored perceptions of veterans’ mental and physical health, as well as their role in society.
2017 Edelman Trust Barometer Special Report: Family BusinessEdelman
The 2017 Edelman TRUST BAROMETER Special Report: Family Business is a general population survey conducted amongst 15,000 respondents across 12 markets: U.S., UK, China, Indonesia, Saudi Arabia, India, Germany, Brazil, Italy, France, Canada and Mexico.
The study looks at trust in family business as it relates to business performance; perception of next-generation leaders; expectations of the wealthy; and philanthropy.
Learn more here: http://edl.mn/2ha727I
The findings of the 2017 Trust Barometer help explain provide a roadmap for understanding the forces shaping these movements and events, the shifts in influence and power as the tide of populist action sweeps across many western-style democracies around the world.
Explore Trust in Technology: www.edelman.com/trust2017
Trust Barometer 2014 Hong Kong Launch PresentationEdelman
About the Edelman Trust Barometer:
The 2014 Edelman Trust Barometer is the firm’s 14th annual trust and credibility survey. The survey was produced by research firm Edelman Berland and consisted of 20-minute online interviews conducted October 16, 2013 – November 29, 2013. The 2014 Edelman Trust Barometer online survey sampled 27,000 general population respondents with an oversample of 6,000 informed publics ages 25-64 across 27 countries. All informed publics met the following criteria: college-educated; household income in the top quartile for their age in their country; read or watch business/news media at least several times a week; follow public policy issues in the news at least several times a week. For more information, visit: http://www.edelman.com/insights/intellectual-property/trust-2014/.
The 2015 Edelman Trust Barometer is the firm’s 15th annual exploration of trust. We surveyed 33,000 people (27,000 General Public and 6,000 Informed Public respondents) in 27 countries around the world on their trust in the institutions of government, media, business and NGOs.
The 2015 Edelman Media Forecast: Storytelling in the Age of Social News Consumption took a deep dive into what ingredients made news stories social in 2014 across general news and five key industry sectors to better understand how our media strategies must adapt, in partnership with NewsWhip and Muck Rack.
For more information, visit: http://www.edelman.com/2015-edelman-media-forecast/
Los niveles relativos de confianza en las instituciones individuales han subido y han caído. Ya desde el 2005, identificamos el crecimiento de la influencia de los pares, con “una persona como yo” estableciéndose como un vocero en el 2006, antes de que Facebook fuera muy conocido.
El año pasado observamos el papel esencial de la confianza en la innovación. Este año observamos algo nuevo: la creciente desigualdad de la confianza.
2016 Edelman Trust Barometer Hong Kong ResultsEdelman
2016 Edelman TRUST BAROMETER revealed trust in all four institutions has reached its highest level since the Great Recession, with business receiving the largest increase in trust among both the informed public and the larger general population.
The global rebound of trust has failed to take root in Hong Kong. Following years of declines, taking Hong Kong from the fifth to seventeenth most trusting nation surveyed, this year’s results indicate an ongoing sense of uncertainty about the future of the SAR’s institutions.
This year’s lecture will include a deep analysis of trust in CEOs and roadmap for CEOs to address the trust gap in Hong Kong, with sentiment towards business leaders here failing to match the improvements recorded globally.
2016 Edelman TRUST BAROMETER revealed trust in all four institutions has reached its highest level since the Great Recession, with business receiving the largest increase in trust among both the informed public and the larger general population.
The global rebound of trust has failed to take root in Hong Kong. Following years of declines, taking Hong Kong from the fifth to seventeenth most trusting nation surveyed, this year’s results indicate an ongoing sense of uncertainty about the future of the SAR’s institutions.
This year’s lecture will include a deep analysis of trust in CEOs and roadmap for CEOs to address the trust gap in Hong Kong, with sentiment towards business leaders here failing to match the improvements recorded globally.
Edelman's Lynnette Edmond presents 'Exclusive Research: The critical factors for communications success in the age of misinformation at Mumbrella CommsCon 2022
Edelman Trust Barometer 2016 - UK Energy Sector ResultsEdelman_UK
The last 18 months have marked one of the most turbulent times in energy industry history. World-renowned energy expert and chairman of IHS Daniel Yergin said, “The energy industry has never faced so many questions about what its future will look like.” In today’s complex operating environment, the Edelman Trust BarometerTM underscores that trust is an asset that enterprises must understand and properly manage in order to be successful.
2016 Edelman Trust Barometer - Trust and the CEOEdelman
As part of this year’s Edelman Trust Barometer, we conducted a special piece of supplementary research on trust in the CEO. The findings included in this presentation reveal a critical trust challenge for CEOs but also a rich opportunity for leadership. We believe a new model of CEO leadership is emerging and there are clear actions a CEO can take to rebuild trust and credibility.
Amazing insight into the pulse of trust amid a global pandemic!
What I found most interesting is "the survey also uncovers a sense of underlying optimism that business leaders must tap into in order to positively transition out of the current situation and return to work. As horrible as the pandemic is, 64 percent of U.S. respondents believe this situation will lead to valuable innovations and changes for the better in how we live, work and treat each other as people."
About The 2020 Edelman Trust Barometer Spring Update:
Trust and the Covid-19 Pandemic.
The 2020 Edelman Trust Barometer Spring Update: Trust and the Covid-19 Pandemic is an update to the 2020 Edelman Trust Barometer. The survey was conducted by Edelman Intelligence between April 15 and April 23, and sampled more than 13,200 respondents in 11 markets: Canada, China, France, Germany, India, Japan, Mexico, Saudi Arabia, S. Korea, U.K. and U.S. 1,200 people were surveyed in each market, 100 of which were informed public. All informed public respondents met the following criteria: aged 25-64, college-educated; household income in the top quartile for their age in their country; read or watch business/news media at least several times a week; follow public policy issues in the news at least several times a week.
In this report we reveal the state of engagement in the world today. We will discuss how different contexts, from the macro- to the microlevel,can effect employee engagement.
5 Tips Every Job-Hunting IT Pro Should KnowChris Ross
It turns out, even IT professionals who have been at the job for a decade are looking for a new gig. But what are they specifically searching for in that change? In 5 Tips Every Job-Hunting IT Pro Should Know, Wisegate shares insights from a recent survey with hundreds of experienced IT professionals, explaining why, when, and where their career is about to shift. Wisegate’s top takeaways help uncover desires to find bigger corporations, better long term opportunities, a closer connection to the business side of IT, and more. The result? Feedback that would get any IT pro thinking about what they want out of their career long term.
Das Vertrauen der Deutschen in die hiesige Finanzbranche ist auch fast zehn Jahre nach der Finanzkrise noch stark angeschlagen, das zeigen die Ergebnisse des Edelman Trust Barometers 2016.
Similar to 2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee - Japan (20)
The 2017 Edelman Earned Brand, a study conducted among 14,000 consumers in 14 countries, explores the rise of belief-driven buyers, who will buy a brand, switch from it, avoid it and— at the extreme — boycott it based on a brand’s stance on a controversial issue.
The 2016 EARNED BRAND study is a global online survey of 13,000 consumers in 13 countries that examines the consumer-brand relationship across 18 brand categories.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
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Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
2. 2
2021 Edelman Trust Barometer Spring Update: A World in Trauma. TRU_INS. Below is a list of institutions. For each one, please indicate how much you trust that institution to do what is right. 9-point scale; top 4
box, trust. “Your employer” asked among those who are employed (Q43/1). HEAR_TIME1. When you see a new piece of information or a news story in each of the following information sources, how many times do
you need to see it or hear it repeated in that same type of information source before you believe it is really true? Question asked of half of the sample. “Once or twice” is a sum of codes 2 and 3. General population, 14-
mkt avg. “Employer communications” only asked of those who are an employee (Q43/1).
MY EMPLOYER MOST TRUSTED INSTITUTION
A CRITICAL ROLE FOR EMPLOYERS
2021 Edelman Trust Barometer Spring Update: A World in Trauma
EMPLOYER MEDIA MOST BELIEVABLE
77
62
58 56
51
My
employer
Business NGOs Government Media
Percent trust
Distrust Neutral Trust
Percent who believe information from each automatically,
or after seeing it twice or less
59
54 53
35
My
employer
National
government
Media reports,
named source
My
social media
3. 3
Customers/clients Employees
Employees Customers/clients
Communities where
they operate
Communities where
they operate
Shareholders Shareholders
Percent who ranked each group as most important to a company achieving long-term success
EMPLOYEES NOW MOST IMPORTANT STAKEHOLDER
2021 Edelman Trust Barometer Spring Update: A World in Trauma. PPL_RNK. Please rank the following four groups of people in terms of their importance to a company achieving long-term
success. Give the most important group a rank of 1 and the least important a rank of 4. Question asked of half of the sample. General population, 14-mkt avg.
12
12
37
40
May 2021
Pre-pandemic (Jan 2020)
12
14
34
40
2021 Edelman Trust Barometer Spring Update: A World in Trauma
4. 4
Margin of error – reported sample:
• 7-market global data margin of error: +/- 1.2% (n=6,446)
• Market-specific data margin of error: +/- 3.1% to 3.4%
(n=min 842, varies by market)
7-market online survey
• 7,000 employees (1,000 per market)
• Brazil, China, Germany, India, Japan, UK and U.S.
• The sample was weighted to be representative of employee
demographics across age, gender and region, using a historical
analysis of previous Trust Barometer data
Timing of Fieldwork: August 3 – August 12, 2021
All data in this report is a subset of the employee sample collected –
looking at those employed at an organization or corporation
2021 Edelman Trust Barometer
Special Report:
The Belief-Driven
Employee
5. 5
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. POP_EMO. Some people say they worry about many things while others say they have few concerns. We are
interested in what you worry about. Specifically, how much do you worry about each of the following? 9-point scale; top 4 box, worried. Question asked of half of the sample. SOC_AGR. Please
indicate how much you agree or disagree with the following statements. 9-point scale; top 4 box, agree. Question asked of half of the sample. 7-mkt avg., and Japan. All data is filtered to be
among employees who work for an organization or corporation (Q43/1). “Losing my job” is a net of attributes 1-5, 22-24 at POP_EMO.
Percent who worry
ANXIETY ABOUT JOB LOSS REMAINS HIGH
I worry about losing my job
due to one or more of these causes
Looming recession
Lack of training/skills
Freelance/gig economy
Automation
Cheaper foreign competitors
International conflicts
Jobs moved to other countries
Immigrants who work for less
I worry that the pandemic will accelerate the
rate at which companies move to replace
human workers with AI and robots
34%
49%
78%
-3
(net)
65%
-6
(net)
Change, Jan 2020 to Aug 2021
- 0 +
6. 6
44
39
42
40
39
64
56
60
59
61
Jan 2020 May 2020 Jan 2021 May 2021 Aug 2021
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. The Trust Index is the average percent trust in NGOs, business, government and media. TRU_INS. Below is a
list of institutions. For each one, please indicate how much you trust that institution to do what is right. 9-point scale; top 4 box, trust. “Your employer” asked among those who are employed
(Q43/1). Japan. All data is filtered to be among employees who work for an organization or corporation (Q43/1).
Percent trust, among employees in Japan
CONTINUED DOUBLE-DIGIT EMPLOYER TRUST ADVANTAGE
Distrust
(1-49)
Neutral
(50-59)
Trust
(60-100)
My employer
Trust Index
(avg. trust in institutions)
20pts
22pts
19pts
Difference,
employer trust
vs. Trust Index
Business 51
NGOs 39
Media 34
Government 31
7. 7
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. TRU_INS. Below is a list of institutions. For each one, please indicate how much you trust that institution to do
what is right. 9-point scale; top 4 box, trust. Japan. All data is filtered to be among employees who work for an organization or corporation (Q43/1).
Percent trust among employees who work for an organization or corporation, in Japan
IN JAPAN, TRUST CONTINUES TO STAGNATE AND
GOVERNMENT BECOMES LEAST TRUSTED INSTITUTION
Government
Media
Business
NGOs
44
35
40
37
31
Jan 2020 May 2020 Jan 2021 May 2021 Aug 2021
Distrust Neutral Trust
52
47
49 49
51
Jan 2020 May 2020 Jan 2021 May 2021 Aug 2021
37
33
35 35 34
Jan 2020 May 2020 Jan 2021 May 2021 Aug 2021
44
41 42
40 39
Jan 2020 May 2020 Jan 2021 May 2021 Aug 2021
9. 9
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. EMP_CHOICE3. You are about to see a series of two choices. We want you to choose the one that best
describes your perceptions of your workplace. Question asked of those who are an employee or run their own business (Q43/1 or 3). Japan, and by demographics. All data is filtered to be among
employees who work for an organization or corporation (Q43/1).
Which do you
agree with more?
IN JAPAN, PANDEMIC ACCELERATES
POWER SHIFT TO EMPLOYEES
54%
or
53
56
62
52 52
38
56
59
Men Women Age
18-34
Age
35-54
Age
55+
Low
income
Middle
income
High
income
Compared to before the pandemic,
our employees have more
power and leverage when it
comes to creating change within
our organization
our employees have less power
and leverage
10. 10
Average percent who say each is a strong expectation or a deal breaker
when considering a job
JOB SEEKERS ARE RAISING THE BAR
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. EMP_IMP. When considering an organization as a potential place of employment, how important is each of the following
to you in deciding whether or not you would accept a job offer there? Please indicate your answer to each item using the scale below. 3-point scale; top 2 box, important. 7-mkt avg., and by demographics.
Data is an average across all 17 attributes. All data is filtered to be among employees who work for an organization or corporation (Q43/1). *In 2019 the base size was too low to report (less than 100
respondents).
88 83 81 78 74 69
61
India China Brazil U.S. UK Germany Japan
Markets
76%
Average, global 7
Gender | Age | Income
62 59 59 61 62
50
60
69
Men Women 18-34 35-54 55+ Low* Middle High
+9 +5 +6 +4 +5 +7 +4
+3 +6 +3 +6 +3 n/a +7 +4
I have higher expectations for a
prospective employer than I did
three years ago
Change, Jan 2019 to Aug 2021
- 0 +
Change,
Jan 2019 to
Aug 2021
+5
pts
11. 11
10
13 13 11 10
17
13
7
Men Women 18-34 35-54 55+ Low Middle High
Percent who say they have left their job in the last six months,
or plan to do so in the next six months
1 IN 5 QUITTING THEIR JOBS
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. JOB_ATT. Which of the following best describes your job situation? 7-mkt avg., and by demographics. All data is
filtered to be among employees who work for an organization or corporation (Q43/1). “I plan to or have done one of these within the last or next six months” is a net of attributes 2, 3, 4, and 6.
I plan to or have done one of these within
the last or next six months
28
25 24
20
16 15
11
India UK U.S. Germany China Brazil Japan
Markets
Quit my current job and look for or start a new one
Quit my current job to start my own business
Retire and stop working
20%
Global 7 Gender | Age | Income
(net)
Over 1 in 10 in Japan
quitting their jobs
12. 12
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. EMP_ENG. Thinking about your current employer, to what extent do you agree with the following statements? 9-point scale; top 4 box,
agree. Question asked of those who are an employee (Q43/1). PER_EMP. How well do you believe your employer is currently doing each of the following? Please indicate your answer using the 5-point scale below. 5-
point scale; bottom 3 box, not doing well. Question asked of those who are an employee (Q43/1). 7-mkt avg., and Japan. JOB_ATT. Which of the following best describes your job situation? Net of attributes 2, 3, 4,
and 6. 7-mkt avg., and Japan, among those who said their employer is not doing well at taking burnout seriously (PER_EMP bottom 3 box). All data is filtered to be among employees who work for an organization or
corporation (Q43/1).
Percent who say
BURNOUT NOW A BOTTOM-LINE ISSUE
57%
During the pandemic, I have
increased my value to my
employer by taking on more work
and responsibility
31%
My employer is not doing well on
taking the issue of employee
burnout seriously and actively
taking steps to prevent it Among those who feel that
their employer isn’t
addressing burnout, 25%
globally and 13% in Japan
have quit, or will quit their job
in the next six months
62% 43%
13. 13
Want a job that’s more personally fulfilling
Want to go where they feel more valued
Want something entirely new
Want more continuous learning
Want a more socially engaged organization
Want a more inclusive culture
Percent of those who are currently changing jobs who say each is a reason
why they are leaving/looking to leave, in Japan
THOSE LEAVING WANT SHARED VALUES AND
BETTER LIFESTYLE FIT, MORE THAN HIGHER PAY
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. ATT_WHY. Which of the following best describe the specific reasons why you have left, or are looking to leave,
your current job? Pick up to three. Question asked among those who have or plan to alter their current employment situation (JOB_ATT/2-4;6). Japan. “Better fit my values” is a net of attributes 4,
7, 8, 10, 11, 17; “Better fit for my lifestyle” is a net of attributes 3, 5, 6, 15, 18; “Better compensation or career advancement” is a net of attributes 1 and 2. All data is filtered to be among
employees who work for an organization or corporation (Q43/1).
55%
48%
Want better work-life balance
Want a job less likely to lead to burnout
My employer requiring that I return
to an office
Want a safer workplace
Too difficult or unsafe to work in the
country where I was/am employed
Net agreement
Better fit with
my values
Better fit
for my lifestyle
31%
Looking to earn more money or get
better benefits
Looking to move up and advance
my career
Better compensation
or career advancement
least likely to
be a reason
for leaving
15. 15
Average percent who say each is a strong expectation or a deal breaker when considering a job, in Japan
ALL JOB EXPECTATIONS RISE;
OVER 1 IN 2 EXPECT OPPORTUNITIES FOR SOCIAL IMPACT
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. EMP_IMP. When considering an organization as a potential place of employment, how important is each of the
following to you in deciding whether or not you would accept a job offer there? Please indicate your answer to each item using the scale below. 3-point scale; top 2 box, important. Japan. “Career
advancement” is an average of attributes 1-4; “Personal empowerment” is an average of attributes 5-11; “Social impact” is an average of attributes 12-17. All data is filtered to be among employees
who work for an organization or corporation (Q43/1).
63%
68%
Competitive wages
Valuable work experiences and training
Opportunities to move up
Regular, truthful communication
Easy for employees to give input
Include employees in the planning process
CEO embodies the values of the organization
Employees reflect customer diversity
Will not promote those who do not live up to
company values
Career advancement Personal empowerment
Change, Jan 2019 to Aug 2021
- 0 +
+4
+3
Business reflects my values
Has a greater purpose
Meaningful work that shapes society
Opportunities to address social problems
Would stop engaging in specific business
practices if employees objected
CEO addresses controversial issues I care about
54%
Social impact
+5
Average
agreement
16. 16
Percent who choose employers based on their values and beliefs
6 IN 10 CHOOSE THEIR EMPLOYER BASED ON BELIEFS
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. Belief-driven employee segments. 7-mkt avg. All data is filtered to be among employees who work for an organization
or corporation (Q43/1). See Technical Appendix for a full explanation of how belief-driven employees were measured.
Choose, leave, avoid or
consider employers
based on their values and beliefs
I would never work in some industries because they are
fundamentally immoral
I will not work at a company if I
disagree with their stand on social issues
Organizations I choose to work for are one
important way I express my opinions on issues
I am more interested in working for an organization that
prides itself on being socially responsible vs. its marketplace success
I’ve left a job and taken another because
I liked the values of one more than the other
I’ve taken a job solely because I appreciated its
positions on controversial issues
I’ve left my job solely because the organization
remained silent on an issue they had an obligation to address
61%
17. 17
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. Belief-driven employee segments. 7-mkt avg., and by demographics. All data is filtered to be among employees
who work for an organization or corporation (Q43/1). See Technical Appendix for a full explanation of how belief-driven employees were measured.
Percent of employees who choose jobs based on their values and beliefs
IN JAPAN, NEARLY 4 IN 10 CHOOSE JOBS ON BELIEFS
87
79
58 58 55 54
39
China India Brazil U.S. UK Germany Japan
Markets
42
35 39 39 41 42 39 37
Men Women 18-34 35-54 55+ Low Middle High
Gender | Age | Income
Choose, leave, avoid or
consider employers
based on their values and beliefs
39%
18. 18
EMPLOYEES NOW EMBOLDENED TO DRIVE CHANGE
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. EMP_CHOICE3. You are about to see a series of two choices. We want you to choose the one that best describes
your perceptions of your workplace. Question asked of those who are an employee or run their own business (Q43/1 or 3). 7-mkt avg. All data is filtered to be among employees who work for an
organization or corporation (Q43/1).
50%
66
53 53 51
47
42
38
China Brazil India U.S. UK Germany Japan
Which do you
agree with more?
or
A large group of employees
exerting strong pressure within
our organization can get it to
change almost anything
about itself
cannot force our organization to
change anything that the organization
itself does not want to change
19. 19
Work within the system
Petition senior management to make changes
Suggest changes to direct manager or HR
Send internal comms to senior management
Take it public
Whistleblowing
Go on strike or work slow-down
Leak internal documents or emails
Social media campaign
Protest outside our offices or factories
23
45
40
58
Percent who will take action
WORKPLACE ACTIVISM BECOMES THE NORM
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. POW_HOW. What would you personally be willing to do in order to produce or motivate what you consider to be urgently
necessary changes within the organization you work for? Pick all that apply. Question asked of those who are an employee (Q43/1). 7-mkt avg., and Japan. “Will take some action” is a net of attributes 1-
10; “Work within the system” is a net of attributes 1-3; “Take it public” is a net of attributes 4, 5, 7, 8, 9. All data is filtered to be among employees who work for an organization or corporation (Q43/1).
I will take action
to produce or motivate
urgently necessary changes
within my organization
76%60%
20. 20
Percent who agree
1 IN 3 HAVE LEFT THEIR JOB BECAUSE THEIR
EMPLOYER FAILED TO TAKE A STAND
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. BEL_DRV_EMP. Please indicate how much you agree or disagree with the following statements. 9-point scale;
top 4 box, agree. 7-mkt avg., and by demographics. All data is filtered to be among employees who work for an organization or corporation (Q43/1).
61
54
36 31 26 25
11
China India U.S. UK Germany Brazil Japan
Markets
11 11 15 11 7 11 12 10
Men Women 18-34 35-54 55+ Low Middle High
I have left my job at an
organization solely because it
remained silent on a societal or
political issue that I believed it had
an obligation to publicly address
34%
Global 7 Gender | Age | Income
Over 1 in 10 in Japan
leaving their jobs
21. 21
Percent who would be more or less likely to work for an organization that
publicly supports and demonstrates a commitment to each issue
FOR EMPLOYERS THAT TAKE A STAND,
REWARDS OUTWEIGH THE RISKS
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. EMP_RISK. If a company/organization were to publicly support and demonstrate a commitment to each of the
following, how would that impact your likelihood of working for that company/organization? 5-point scale; bottom 2 box, less likely; top 2 box, more likely. Question asked of half of the sample. 7-mkt
avg. All data is filtered to be among employees who work for an organization or corporation (Q43/1).
68 67 65 64 62 63 61
7 7 8 8 8 9 9
Healthcare
access
Human
rights
Economic
inequality
Gender
equality
Climate
change
COVID
vaccination
Racism
9.5x 9.5x 8.0x 8.0x 8.0x 7.0x 7.0x
Multiplier
More likely vs. less
likely to work for
an organization
that takes a stand
on each issue
More likely Less likely
23. 23
+12pts
Belief-driven employees are
18pts more likely to engage
in workplace activism:
Belief-driven 83%
Non belief-driven 65%
26
50
51
63
Work within the system
Petition senior management to make changes
Suggest changes to direct manager or HR
Send internal comms to senior management
Take it public
Whistleblowing
Go on strike or work slow-down
Leak internal documents or emails
Social media campaign
Protest outside our offices or factories
BELIEF-DRIVEN EMPLOYEES
MORE LIKELY TO ENGAGE IN ACTIVISM
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. POW_HOW. What would you personally be willing to do in order to produce or motivate what you consider to be
urgently necessary changes within the organization you work for? Pick all that apply. Question asked of those who are an employee (Q43/1). 7-mkt avg., by belief-driven employee segments.
“Will take some action” is a net of attributes 1-10; “Work within the system” is a net of attributes 1-3; “Take it public” is a net of attributes 4, 5, 7, 8, 9. All data is filtered to be among employees
who work for an organization or corporation (Q43/1). See Technical Appendix for a full explanation of how belief-driven employees were measured.
+24pts
To produce change in their organization,
percent who will …
Belief-driven
Non belief-driven
Belief-driven employees:
choose, leave, avoid or
consider employers based
on their values and beliefs
24. 24
I would recommend our products
or services to others
I recommend this organization as
an employer to others
59
76
64
79
BELIEF-DRIVEN EMPLOYEES
MORE LIKELY TO ADVOCATE
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. EMP_ENG. Thinking about your current employer, to what extent do you agree with the following statements. 9-
point scale; top 4 box, agree. Question asked of those who are an employee (Q43/1). 7-mkt avg., by belief-driven employee segments. All data is filtered to be among employees who work for an
organization or corporation (Q43/1). See Technical Appendix for a full explanation of how belief-driven employees were measured.
+15pts
+17pts
Percent who agree
Belief-driven
Non belief-driven
Belief-driven employees:
choose, leave, avoid or
consider employers based
on their values and beliefs
25. 25
62
78
63
76
I want to stay working for this
organization for many years
I do more than what’s expected
to help the organization succeed
Percent who agree
BELIEF-DRIVEN EMPLOYEES
MORE LOYAL AND COMMITTED
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. EMP_ENG. Thinking about your current employer, to what extent do you agree with the following statements. 9-
point scale; top 4 box, agree. Question asked of those who are an employee (Q43/1). 7-mkt avg., by belief-driven employee segments. All data is filtered to be among employees who work for an
organization or corporation (Q43/1). See Technical Appendix for a full explanation of how belief-driven employees were measured.
+13pts
+16pts
Belief-driven
Non belief-driven
Belief-driven employees:
choose, leave, avoid or
consider employers based
on their values and beliefs
27. 27
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. EMP_IMP. When considering an organization as a potential place of employment, how important is each of the
following to you in deciding whether or not you would accept a job offer there? Please indicate your answer to each item using the scale below. 3-point scale; top 2 box, important. EMP_VAL.
Thinking about your current employer, to what extent do you agree with the following statements? 9-point scale; top 4 box, agree. Question asked of those who are an employee (Q43/1). 7-mkt
avg., and Japan. All data is filtered to be among employees who work for an organization or corporation (Q43/1).
Percent who say each is a strong expectation or a deal breaker when considering a job,
and percent who agree their employer is performing well on each
MIND THE GAP: WALK THE TALK ON VALUES
Expectation Performance
67
53
48
24
The organization
acts on its values
My values are reflected
in the organization
Performance gap,
expectation vs. performance 19pts 29pts 16pts 26pts
Change,
Jan 2019 to Aug 2021 +4 -7 +2 -10
76
56
60
30
+6 -2 +7 -4
28. 28
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. EMP_IMP. When considering an organization as a potential place of employment, how important is each of the
following to you in deciding whether or not you would accept a job offer there? Please indicate your answer to each item using the scale below. 3-point scale; top 2 box, important. EMP_VAL.
Thinking about your current employer, to what extent do you agree with the following statements? 9-point scale; top 4 box, agree. Question asked of those who are an employee (Q43/1). 7-mkt
avg., and Japan. All data is filtered to be among employees who work for an organization or corporation (Q43/1).
Percent who say each is a strong expectation or a deal breaker when considering a job,
and percent who agree their employer is performing well on each
ENABLE THEM TO HAVE SOCIAL IMPACT
Expectation Performance Opportunities to address
social problems through my job
The organization has a
greater purpose that I support
Performance gap,
expectation vs. performance 14pts 13pts 7pts 17pts
70
45
56
32
+5 -4 +2 -3
75
62
68
45
+4 -2 +7 -3
Change,
Jan 2019 to Aug 2021
29. 29
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. EMP_IMP. When considering an organization as a potential place of employment, how important is each of the
following to you in deciding whether or not you would accept a job offer there? Please indicate your answer to each item using the scale below. 3-point scale; top 2 box, important. EMP_VAL.
Thinking about your current employer, to what extent do you agree with the following statements? 9-point scale; top 4 box, agree. Question asked of those who are an employee (Q43/1). 7-mkt
avg., and Japan. All data is filtered to be among employees who work for an organization or corporation (Q43/1).
Percent who say each is a strong expectation or a deal breaker when considering a job,
and percent who agree their employer is performing well on each
SHARE THE POWER
Expectation Performance
If employees objected,
the organization would stop
certain business practices
The organization includes employees in the
planning and strategy development
process
Performance gap,
expectation vs. performance 19pts 31pts 16pts 21pts
67
54
48
23
+6 -3 +7 -6
76
60
60
39
+6 0 +4 -3
Change,
Jan 2019 to Aug 2021
30. 30
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. EMP_IMP. When considering an organization as a potential place of employment, how important is each of the
following to you in deciding whether or not you would accept a job offer there? Please indicate your answer to each item using the scale below. 3-point scale; top 2 box, important. EMP_VAL.
Thinking about your current employer, to what extent do you agree with the following statements? 9-point scale; top 4 box, agree. Question asked of those who are an employee (Q43/1). 7-mkt
avg. All data is filtered to be among employees who work for an organization or corporation (Q43/1).
Percent who say this is a strong expectation or a deal breaker when considering a job,
and percent who agree their employer is performing well
ACCELERATE COMMITMENTS TO DEI
Expectation Performance
75
62
Employees at all levels within the
organization reflect the diversity
of the customers and
community we serve
+6 -2
Performance gap,
expectation vs. performance 13pts
Change,
Jan 2019 to Aug 2021
Expectation Performance Gap
Japan 59 +6 35 0 24
Brazil 78 +5 59 -7 19
U.S. 78 +5 65 -5 13
Germany 68 +10 57 +3 11
UK 72 +3 61 0 11
India 88 +10 81 +1 7
China 82 +8 79 +6 3
31. 31
ACCELERATE COMMITMENTS TO
SUSTAINABILITY AND GOVERNANCE
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. BIG_SELL. Jobs can come with many enticements to get you to go sign on with a particular organization over
another. Using the scale below, rate each of the following enticements in terms of how compelling each would be in getting you to take a job offer with one organization over another which could
not offer that same thing. 5-point scale, top 2 box, compelling. EMP_IMP. When considering an organization as a potential place of employment, how important is each of the following to you in
deciding whether or not you would accept a job offer there? Please indicate your answer to each item using the scale below. 3-point scale; top 2 box, important. ATT_WHY. Which of the following
best describe the specific reasons why you have left, or are looking to leave, your current job? Pick up to three. Question asked among those who have or plan to alter their current employment
situation (JOB_ATT/2-4;6). 7-mkt avg., and Japan. “Governance” is a net of attributes 12-14. All data is filtered to be among employees who work for an organization or corporation (Q43/1).
Environment
The organization being highly
socially responsible and
conscientious about its
environmental impact
would compel me to take a
job offer there
It is important to me that an
organization offers training
programs to help keep my
skills up to date
I’m looking to leave/have left
my current job because I
seek an organization
with better leadership
Want a more financially stable organization
Want better, more competent leadership
The organization handled a transition poorly
Reliable employment Governance
(net)
62%45% 81%64% 32%20%
(net)
32. 32
62
58
51
49 49
39
My co-workers My direct boss or
manager
My employer CEO Head of DEI Head of HR Labor/trade union or
work counsel officials
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. TRU_PEP. Below is a list of groups of people. For each one, please indicate how much you trust that group of
people to do what is right. 9-point scale; top 4 box, trust. All attributes asked among those who are employed (Q43/1) except “Labor/trade union or work counsel officials”. Japan. All data is
filtered to be among employees who work for an organization or corporation (Q43/1).
Percent trust, among employees in Japan
LEVERAGE THE POWER OF LOCAL VOICES
Distrust Neutral Trust
33. 33
Percent increase in likelihood of trusting one’s employer,
showing top 5 (logistical regression analysis)
CEOS MUST EMBODY EMPLOYER VALUES
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. Discrete choice analysis; results shown are marginal effects on likelihood to trust. EMP_VAL. Thinking about your
current employer, to what extent do you agree with the following statements? 9-point scale; top 4 box, agree. Question asked of those who are an employee (Q43/1). TRU_INS. Below is a list of
institutions. For each one, please indicate how much you trust that institution to do what is right. 9-point scale; top 4 box, trust. “Your employer” asked among those who are employed (Q43/1). 7-mkt
avg. All data is filtered to be among employees who work for an organization or corporation (Q43/1). For a full explanation of how this data was calculated, please see the Technical Appendix.
When employees feel … Increased likelihood of trust
that the CEO’s actions embody our organization’s values +6.11%
that they have a safe working environment +4.92%
valued by their employer +4.70%
management always tells employees the truth +4.64%
management communicates regularly with employees +4.32%
34. 34
CEOS FACE PRESSURE TO TAKE A STAND FROM
CONSUMERS, INVESTORS AND EMPLOYEES
2021 Edelman Trust Barometer Special Report: Trust, The New Brand Equity. Belief-driven buyer segments. 14-mkt avg. See Technical Appendix for full explanation of how belief-driven buyers were measured.
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. Belief-driven employee segments. 7-mkt avg. All data is filtered to be among employees who work for an organization or corporation
(Q43/1). See Technical Appendix for a full explanation of how belief-driven employees were measured.
2020 Edelman Trust Barometer Special Report: Institutional Investors. US4. Please indicate the extent to which you agree or disagree with the following statements. Shown T2B. United States n=100
61%
62%
Belief-driven consumers Belief-driven employees Business leaders have an
obligation to use their power
and influence to advocate for
positive change in society
Percent who choose, leave, avoid
or consider employers based on
their values and beliefs
Percent who choose, switch, avoid
or boycott a brand based on its
stand on societal issues
Percent of U.S. investors who agree
92%
Source: 2021 Edelman Trust Barometer Special Report:
Trust, the New Brand Equity
Source: 2020 Edelman Trust Barometer Special Report:
Institutional Investors
35. 35
11
16
19
24
27
52
67
76 76
1 2 3 4 5 6 7 8 9
Average trust across institutions (Trust Index) for each level of employer trust
WHY IT MATTERS: CRITICAL ROLE FOR EMPLOYER TRUST
IN A MULTI-STAKEHOLDER SOCIETY
2021 Edelman Trust Barometer Special Report: The Belief-Driven Employee. The Trust Index is the average percent trust in NGOs, business, government and media. TRU_INS. Below is a list of
institutions. For each one, please indicate how much you trust that institution to do what is right. 9-point scale; top 4 box, trust. “Your employer” asked among those who are employed (Q43/1). 7-mkt
avg. Data is showing the top 4 box trust score (6-9) for each level of “employer” trust from 1 to 9. All data is filtered to be among employees who work for an organization or corporation (Q43/1).
Levels of
employer trust
Trust Index
Business 12 18 20 24 30 63 76 85 86
NGOs 18 19 22 26 29 53 67 77 76
Government 4 12 17 21 23 48 65 72 71
Media 11 15 16 25 25 44 61 71 71
As employer trust increases, so
does trust in other institutions
Distrust Neutral Trust
36. 36
THE NEW EMPLOYER-EMPLOYEE COMPACT
3 4
2
1
Take a stand
Greater social impact is a
strong expectation for the
majority of job seekers.
Center your business
strategy and employer
brand around your
commitments on critical
social issues such as
healthcare, the
environment and DEI.
Upskill your workforce
A broader societal remit
doesn’t relieve employers
from the urgent need to
train workers for the jobs of
the future. Enabling
workers to thrive in the age
of automation and AI is a
competitive advantage and
builds employee trust.
Employees first
Consumers, investors and
employees all agree that
employees are now your
most important—and
influential—stakeholder.
Meeting their expectations
brings advocacy and
loyalty. Employers who
don’t, risk disruptive
activism and higher
turnover.
Share the power
Employees know they
now hold more power and
want more participation.
Practice bottom-up strategy
planning to create more
involvement.