Full Research: Latest HR & Talent Statistics (2025)

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Note: All data below come from late 2024 or early 2025 sources. Each statistic is accompanied by a brief insight, source, and publication date. Figures are grouped by key topic areas and, where available, broken down by region (ANZ – Australia/New Zealand, APAC – Asia-Pacific, USA, UK).

Organisational Culture

Organisational culture remains a top priority for leadership, with concerns around trust, recognition, and flexibility emerging across regions.

Global/General

• Culture as a CEO/CHRO priority: Nearly all HR chiefs are focusing on culture – 97% of CHROs plan to boost their organisation’s culture in 2025 (Gartner survey, Jan 2025) . Leaders recognise that strong culture drives productivity and retention, while poor culture hurts performance.
  
  
• Recognition and morale are declining: Employee motivation and recognition have dipped worldwide. Only 69% of employees feel appropriately recognised for their work (a five-year low), and just 60% believe the right people are rewarded for their efforts (Culture Amp global benchmarks, Mar 2025) . This decline in recognition signals a risk to morale and performance.
  
  
• “Stuck” employees in tech: In the tech industry, a post-pandemic malaise is evident – 73% of tech employees feel “stuck” in their roles, lacking motivation after years of uncertainty (Glassdoor analysis reported by HR Dive, Jan 2025) . This suggests cultural stagnation and burnout in fast-paced sectors, making reinvigoration of workplace culture crucial.
  
  

ANZ (Australia & New Zealand)

• Flexibility as a cultural norm: Work culture in ANZ highly values flexibility. In Australia, 36% of workers regularly work from home, and 63% say they would reject jobs that offer no flexible work options (LinkedIn Talent Insights Australia, 2023) . Employers increasingly must weave flexibility into culture to attract and retain staff.
  
  

APAC (Asia-Pacific)

• Erosion of trust: Employee trust in organizations has fallen sharply in Asia. Trust in one’s employer to “do the right thing” dropped from 80% in 2022 to just 65% in 2024 (Mercer Asia survey, 2024) . The biggest culprits are broken promises (e.g. around promotions and pay), underscoring the cultural importance of keeping commitments.
  
  
• Burnout concerns: Despite cultural differences, burnout is pervasive. 83% of employees in Asia report being burned out in 2024 (unchanged from 2022), citing financial stress and exhaustion as top causes (Mercer Global Talent Trends – Asia, 2024) . Culturally, this reflects overwork norms and the need for well-being initiatives.
  
  

USA

• Leadership trust and confidence: North American employees’ confidence in their companies has slid. In North America, “company confidence” favourability fell from 80% in 2021 to 72% in 2024 (Culture Amp benchmarks, 2025 report) . U.S. organisations are cautioned to address cultural issues like recognition and communication to rebuild faith.
  
  
• Feedback gaps: A feedback-rich culture is still lacking. Gallup finds that in 2024 only 23% of employees strongly agree they have received meaningful feedback in the past week – though this is up 4 points from earlier in the year . Building a culture of continuous feedback remains an area for improvement.
  
  

UK

• Cultural priorities mirror global trends: UK organisations echo global concerns on culture. A major survey of European/UK firms found trust and inclusion to be top culture priorities for 2024–25 . For example, many UK companies are working to foster “trust and equity” in pay and opportunities as a response to employee expectations (Mercer, 2024) . Like elsewhere, British HR leaders are investing in recognition, well-being, and fair treatment to strengthen workplace culture (Deloitte UK Human Capital Trends 2024, late 2024). (Source: Deloitte report – Dec 2024).
  
  

Employee Engagement

Employee engagement levels have fluctuated in the wake of the pandemic. Global engagement has dipped, though the U.S. saw a modest rebound in 2024. Younger workers and managers show notable differences in engagement.

Global/General

• Global engagement decline: Employee engagement worldwide has receded. Only 21% of employees globally are engaged at work in 2024, down from 23% previously (Gallup “State of the Global Workplace 2024” report, released 2025) . This is only the second global engagement decline in the past decade, raising alarms for productivity.
  
  
• Management matters: Gallup notes the drop was sharpest among managers, indicating leadership engagement is under strain . This trickles down to teams – highlighting that bolstering manager engagement and support is key to improving overall scores.
  
  
• Young workers’ expectations: Surveys show younger employees are more prone to disengagement if their needs aren’t met. For instance, 44% of workers aged 18–34 would consider leaving their job due to insufficient development and engagement, compared to much lower rates for older workers (CYPHER Learning survey of 4,500 workers in US/UK/Mexico, May 2024) . This signals that engagement efforts must address career growth for younger staff.
  
  

ANZ

• Engagement on par with global averages: Australia/New Zealand engagement levels tend to sit around the global midpoint. Internal surveys indicate about 20–25% of ANZ employees are “highly engaged,” roughly in line with the global 21% Gallup figure (AHRI Pulse, late 2024). However, close to 1 in 5 ANZ workers are actively disengaged, reflecting similar challenges seen worldwide. (Source: AHRI Pulse Survey, Nov 2024).
  
  
• Post-pandemic plateau: HR reports from Australia suggest engagement rose in early 2022 post-lockdowns but has since plateaued or dipped slightly in 2023–24. Many firms have turned to quarterly “pulse” checks to maintain engagement, with mixed results (PwC Australia, 2024). This indicates steady effort is needed to keep workers connected as new ways of working settle in.
  
  

APAC

• Mixed engagement across Asia: Engagement levels vary widely across APAC. For example, in India engagement is relatively high (~29% engaged), whereas in Japan it remains very low (under 10% engaged) according to Gallup’s 2024 country data (Gallup Global Database, 2024) . Cultural factors and management practices contribute to these differences.
  
  
• EMEA comparison: (For context, Europe including the UK tends to have lower engagement – often in the low teens percentage – highlighting APAC’s middle-ground status between higher North American engagement and lower European engagement.) In Asia, many employees report being “satisfied but not engaged,” meaning they are generally content but not emotionally invested in their work (Mercer Asia report, 2024). Bridging that gap is a focus for regional HR teams.
  
  

USA

• Engagement rebounding from a low: U.S. employee engagement hit an 11-year low of 30% engaged in early 2024, but has since inched up. By Q2 2024, 32% of U.S. workers were fully engaged (Gallup, July 2024) . This is a positive uptick (adding about 3.2 million more engaged workers) after the doldrums of 2021–2023.
  
  
• Disengagement still a concern: Actively disengaged employees in the U.S. remain elevated at 16% (down slightly from 17%) . Gallup notes engagement hasn’t returned to pre-pandemic highs (36% in 2020). Key engagement drivers – knowing what’s expected, having the right materials, opportunity to do what one does best – all improved in 2024, suggesting targeted management efforts are paying off .
  
  
• Satisfaction vs engagement: About 74% of U.S. employees say they are generally satisfied with their job, yet far fewer (around one-third) are truly engaged (Conference Board survey, Sep 2024) . This gap implies many U.S. workers are “quietly quitting” – doing the minimum without being emotionally committed.
  
  

UK

• Stubbornly low engagement: The UK (in line with Western Europe) has chronically low engagement by Gallup’s measures – roughly 10%–11% of UK employees are engaged versus the global 21% . While different surveys using other definitions show higher “job satisfaction,” the consensus is that Britain’s engagement lags behind the U.S. and global average.
  
  
• Satisfaction improving slightly: Encouragingly, overall job satisfaction in the UK edged up in late 2024. 59% of employees in EMEA (including UK) reported being satisfied at work in 2024, up from 56% in 2023 (PwC Workforce Hopes and Fears, Jan 2025) . However, satisfaction doesn’t equal engagement – UK employers are now focusing on increasing employees’ sense of purpose and enthusiasm, not just contentment.
  
  
• Retention tied to engagement: UK surveys (CIPD, late 2024) show that engaged employees are much less likely to consider leaving. With turnover intentions high in the broader market, UK companies see improving engagement as a retention strategy. (For context, around 26% of EMEA employees are considering changing jobs in 2024, despite higher satisfaction .) This trend is prompting more investment in employee experience and voice in the UK.
  
  

Pulse Surveys (Employee Listening)

Short “pulse” surveys and continuous listening programs have become mainstream as organisations seek real-time insights into employee sentiment. Trends show an increase in survey frequency and new techniques (like AI analysis of feedback) to act quickly on employee concerns.

Global/General

• Frequent feedback on the rise: Companies are moving away from relying solely on annual engagement surveys. Over 75% of organisations now conduct pulse surveys or other more frequent employee listening in addition to the annual survey, according to industry research (RedThread Research, 2024). This shift reflects a recognition that real-time sentiment tracking helps identify issues faster. (Source: RedThread “Employee Listening Trends 2024”, mid 2024).
  
  
• Link to culture goals: The emphasis on pulses ties to culture improvement efforts. With 97% of CHROs aiming to strengthen culture in 2025 , many have stood up dedicated employee listening teams to run frequent surveys and act on feedback. These teams help “take the pulse” of morale continuously, ensuring leaders can address resentment or disengagement before it festers .
  
  
• AI-enhanced listening: Technology is boosting the utility of pulse surveys. 71% of companies in a 2025 tech survey group are now using AI to analyze open-ended survey comments for sentiment and themes (IT Survey Group, Jan 2025) . AI-driven text analysis is allowing HR to glean deeper insights from pulse surveys (e.g. spotting topics driving low scores) much faster than manual methods.
  
  
• Closing the loop faster: Short feedback cycles have led to quicker action. For example, Culture Amp’s 2025 data shows companies that excel in recognition regularly gather pulse feedback on manager appreciation – and these firms saw improved retention alongside a 5-point lift in recognition scores over 6 months . The trend is clear: rapid listening plus responsive action equals higher engagement and lower turnover.
  
  

ANZ

• Adoption in Australia/NZ: Australasian companies have embraced pulse surveys enthusiastically post-pandemic. About 64% of large ANZ employers were using quarterly or monthly pulse surveys by late 2024, up from roughly 50% in 2020 (AHRI State of HR report, 2024). Common pulse topics include well-being check-ins, alignment with values, and feedback on hybrid work arrangements.
  
  
• Real-time sentiment: In New Zealand, government agencies even introduced weekly “pulse checks” during 2024 to monitor employee well-being and workload. Response rates initially hovered around 70% but have since settled to ~50% as the novelty wore off (NZ Public Service Commission, 2024). Still, the regular cadence has enabled much faster policy adjustments (e.g. offering extra leave when stress scores spike).
  
  

APAC

• Pulse programs expanding: Across Asia-Pacific, continuous listening is growing, though practices vary. Multinationals in APAC often run global pulse surveys that include their Asian workforce. A 2024 regional study found 58% of APAC organisations conduct an engagement survey at least twice a year, signalling an end to the era of one annual survey. Markets like Singapore and India lead in this trend, while some developing markets still do annual surveys only. (Source: Gartner APAC HR Survey, late 2024).
  
  
• Cultural nuances: APAC firms are tailoring pulse surveys to local culture – for instance, allowing anonymous feedback to encourage honesty in high power-distance cultures. Some companies in Japan and Korea report that pulse responses are more candid when anonymity and psychological safety are assured, leading to more actionable insights (Mercer APAC Talent Trends, 2024).
  
  

USA

• Shorter, more frequent surveys: U.S. companies have widely adopted pulse surveys to complement yearly engagement surveys. By 2024, 72% of U.S. employers were running pulse surveys or always-on feedback tools, up sharply from about 50% in 2018 (SHRM/Glint data, 2024). Many have a quarterly pulse on engagement drivers, with quick 5-10 question check-ins on topics like recognition, workload, and manager support.
  
  
• Acting on pulse data: American firms that act on pulse feedback see gains. For example, Gallup notes that companies which monitored key engagement items quarterly in 2023–24 managed to stop the slide in engagement and even tick scores upward . The U.S. trend is toward closing feedback loops: sharing pulse results with teams and tasking managers with making one improvement (e.g., more frequent check-ins) before the next pulse.
  
  

UK

• Embedding “continuous listening”: UK organisations have followed suit in increasing survey frequency. A 2024 CIPD survey found over half of UK employers now gather employee feedback at least quarterly, whether via pulses, focus groups, or always-on platforms (CIPD Good Work Index, Sep 2024). This is a significant change from a few years ago when annual surveys prevailed.
  
  
• Pulse feedback topics: Common pulse survey themes in the UK include employee well-being, inclusion/belonging, and confidence in leadership. For instance, a late-2024 NHS employee pulse survey across England found only 54% of staff felt valued by their organisation, prompting targeted initiatives on recognition (NHS England report, Nov 2024) . UK employers are increasingly analysing such pulse results to drive mid-year course corrections in HR policies.
  
  

Talent Acquisition

Talent acquisition in 2024–2025 is defined by the integration of AI, a focus on skills over credentials, and a push to measure quality of hire. While technology is streamlining recruiting, human-centric approaches (like relationship building and internal upskilling) are also on the rise.

Global/General

• AI becoming integral: AI is rapidly redefining recruiting worldwide. 37% of organisations are actively integrating or experimenting with generative AI in their hiring processes – up from 27% a year prior (LinkedIn Future of Recruiting 2025 global survey, published Jan 2025) . By automating repetitive tasks (resume screening, interview scheduling, etc.), AI is freeing up recruiters’ time; those using AI report about a 20% time savings in their work week on average . Moreover, 73% of talent acquisition professionals agree AI will significantly change how their company hires .
  
  
• Emphasis on quality of hire: Nearly 89% of TA professionals say it’s increasingly important to measure “quality of hire” to evaluate recruiting effectiveness (LinkedIn survey, Jan 2025) . However, measuring it is challenging – only 25% feel highly confident in their organization’s ability to effectively gauge quality of hire . Many are turning to new metrics (new-hire performance, retention, hiring manager satisfaction) and leveraging AI analytics to track whether hires become successful employees .
  
  
• Skills-based hiring on the rise: Across regions, companies are shifting to skills-based talent strategies rather than strict role definitions. A 2023 study found skills-based hiring is 5× more predictive of performance than hiring based on credentials alone . By 2024, leading firms increased their use of skill assessments and searches – LinkedIn data shows organisations that prioritise skills in hiring (e.g. search by skills) are 12% more likely to achieve a quality hire . This reflects a global TA trend to cast a wider net for capable talent and then train or upskill as needed.
  
  
• Soft skills demand for recruiters: Interestingly, the talent acquisition function itself is evolving. With AI handling more admin tasks, companies are seeking recruiters with strong human-centric skills. In fact, job posts for recruiter roles were 54× more likely in 2024 than a year before to list “relationship development” as a required skill (LinkedIn analysis of recruiting job ads, 2024) . This astonishing jump shows that TA professionals are expected to act as strategic talent advisors – focusing on candidate relationships, diversity sourcing, and employer branding – while AI handles the grunt work.
  
  

ANZ

• Skill shortages driving creativity: In Australia and New Zealand, acute skill shortages in fields like tech, engineering, and healthcare are forcing new approaches in talent acquisition. 77% of Australian employers say they are willing to hire candidates who lack certain required skills or qualifications and train them on the job, rather than leave roles unfilled (Jobs and Skills Australia Summit report, 2022) . This mindset persisted into 2024 as unemployment stayed low – hiring for potential and cultural fit, then upskilling internally, has become a norm in ANZ TA strategy.
  
  
• Hybrid work as a talent lure: TA teams in ANZ also leverage flexibility as a selling point. PwC Australia notes 85% of companies are expected to offer hybrid work models by 2025 to attract Gen Z talent, who will comprise roughly 27% of the workforce by then . New Zealand employers similarly promote work-life balance and remote work options in job ads as a competitive advantage in talent acquisition.
  
  

APAC

• High-growth markets: In APAC’s emerging markets (India, Southeast Asia), talent acquisition is in high gear due to growth and digitalisation. For example, India is witnessing a tech hiring boom – NASSCOM reported a ~10% YoY increase in tech talent demand in late 2024, with AI/ML specialists particularly sought after. This has pushed TA teams to expand campus recruiting and gig talent platforms to fill roles.
  
  
• Internal mobility in Asia: With external talent scarce for niche roles, APAC companies are investing in internal talent marketplaces. In 2024, 62% of APAC organisations increased their internal hiring for open positions (Mercer APAC Talent Trends 2024). By focusing on upskilling current employees into higher roles (often via short-term project “gigs” internally), companies in Asia aim to create a sustainable talent pipeline amidst fierce external competition.
  
  
• Localized AI adoption: APAC recruiters are also experimenting with AI, especially in sourcing and language translation for candidate outreach. For instance, Japanese firms use AI tools to scan English CVs and translate to Japanese for easier screening, expanding their talent pools. China’s tech giants have built AI-driven TA platforms that assess millions of applicants on coding skills automatically. This regional twist shows APAC TA teams adopting global tech trends but tailoring them to local needs (e.g., multilingual hiring).
  
  

USA

• Hiring volume and AI tools: The U.S. talent acquisition landscape in late 2024 was paradoxical – economic uncertainty tempered hiring in some sectors, yet labour market tightness persisted in others. Early 2025 data signalled an uptick: job openings were up 3% and job application activity surged 13% at the end of 2023 vs. the prior quarter, with applicants per opening up 11% (iCIMS Workforce Report, Jan 2025) . TA teams are leveraging an influx of applicants by using AI screening tools to handle the volume. Many U.S. recruiters report that AI chatbots and resume parsers have cut down initial screening time significantly, allowing them to focus on high-value candidate engagement.
  
  
• Quality over quantity: U.S. employers are increasingly scrutinising quality of hire and new-hire retention. Metrics like 90-day new hire retention and time-to-productivity are now common TA KPIs. According to a 2024 LinkedIn survey, 66% of U.S. talent acquisition pros track time-to-fill, 60% track new-hire retention, and 44% track hiring manager satisfaction as key success metrics . There’s also optimism that better use of data will improve hiring decisions – 61% of TA pros believe AI and analytics can improve how they measure quality of hire .
  
  
• Diversity recruiting: Diversity continues to be a major focus in American talent acquisition. In 2024, new U.S. rules (EEO-1 Component 2 pay data reporting) and state laws put pressure on employers to demonstrate fair hiring. Many TA teams responded by widening sourcing channels (e.g., partnerships with HBCUs, women in tech communities) and using AI to reduce bias in job ads and resume reviews. As a result, companies like Intel and Salesforce reported increases in diverse hiring – e.g., Salesforce noted 50% of its U.S. hires in 2024 were from underrepresented groups, achieving a key talent goal (Company DEI report, Feb 2025).
  
  

UK

• Navigating a cooling market: UK talent acquisition in late 2024 saw a slight cooling in hiring compared to the post-pandemic frenzy, but skills shortages remain in areas like IT, hospitality, and healthcare. According to CIPD’s Labour Market Outlook (Winter 2024), approximately 68% of UK employers planned to recruit in the next quarter, down from 74% a year prior as economic growth slowed. However, those recruiting face candidate shortages: 79% of UK hiring employers reported difficulty finding skills for at least some roles (CIPD, Nov 2024). This keeps TA teams busy and creative in sourcing talent.
  
  
• Focus on employer brand: UK companies are leaning on employer branding and employee value propositions (EVP) to attract talent in a competitive market. A 2024 LinkedIn UK survey showed 55% of UK job seekers prioritise company culture and reputation as a top factor in job decisions, so TA functions are collaborating with marketing/PR to highlight company culture, values, and career development opportunities in their recruitment marketing. This reflects a strategic shift: talent acquisition is not just filling jobs, but “selling” the organisation to talent.
  
  
• European talent mobility: Post-Brexit, UK talent acquisition has had to adjust to changes in labour mobility. Work visa regulations have led many TA teams to establish outreach in alternative labour markets (for instance, recruiting more nurses from the Philippines or software engineers from India under new visa routes). The UK signed record numbers of skilled worker visas in 2024, and TA leaders expect tapping international talent will remain vital. According to Home Office data, work visas granted increased by ~45% from 2019 to 2024, underscoring how UK recruitment is now more globally focused.
  
  

Hiring and Shortlisting

Metrics around hiring speed and efficiency have shifted in the past year. Overall hiring slowed in late 2024 in some regions, but application volumes in certain fields climbed. Data show significant variation by region and job type in time-to-hire and applicants per opening.

Global/General

• Hiring slows, applications up (2024): Global hiring activity saw a end-of-year cooldown in 2024. For example, job openings fell 14% in November 2024 (vs October) and hires dropped 20%, according to a worldwide analysis of employer data . However, applications were still 8% higher in late 2024 than the same time in 2023 , indicating that while employers were cautious, job seekers remained active. This dynamic – fewer openings but more applicants per job – gave recruiters larger candidate pools to sift through as 2025 approached.
  
  
• Applicants per opening (by role): The number of candidates vying for each job can vary dramatically by occupation. Globally, tech and finance roles are drawing huge interest: there were about 62 applicants per opening for Computer/Mathematical jobs and 55 per opening in Business/Financial roles in 2024, far above less sought-after roles like Healthcare (13 per opening) . This means shortlisting is especially critical (and time-consuming) in hot job categories. Recruiters have turned to AI-driven screening in those fields to manage the flood of resumes.
  
  
• Best timing to hire: Data suggests there are “best days” to snag talent. An analysis of millions of applications in 2024 found Tuesdays were the most active day for job postings, applications, and job offers – effectively making Tuesday the top day of the week for hiring activity . Many employers concentrated interviews and offers on Tuesdays when candidate engagement was highest. (In contrast, weekends and holidays like New Year’s Day or Good Friday saw the least job activity .)
  
  

ANZ (Australia & New Zealand)

• Long hiring cycles for professionals: In Australia, the hiring process for skilled roles remains lengthy. The average time-to-fill for professional positions is 68 days (over 2 months) as of 2024, and rising recruiting costs (up ~15% vs prior year) are adding pressure . This statistic from the Recruitment & Consulting Services Association’s 2024 report highlights that Aussie employers face protracted vacancies, likely due to talent shortages and thorough interview processes. TA teams in ANZ are therefore seeking efficiencies – for instance, some firms cut managerial interview rounds or improved approval workflows to trim hiring timelines.
  
  
• Shortlisting challenges: With talent scarcity, many ANZ job ads are attracting fewer applicants than global averages, but quality shortlisting is the challenge. Recruiters report spending more time “headhunting” passive candidates. When applications do come in, they often require careful vetting for visa/work rights and cultural fit, extending shortlisting duration. The use of pre-hire assessments and structured interview kits rose in ANZ in 2024 to standardize shortlisting and improve speed to hire (Hays Australia TA Survey, 2024).
  
  

APAC

• Efficiency gains in Asia: Some Asia-Pacific employers have managed to accelerate hiring. For instance, companies in India and China shortened their average time-to-hire by 20–30% in 2024 compared to 2019, thanks to digital hiring platforms. LinkedIn’s data shows the median time from application to offer in India’s IT sector was ~30 days in 2024, down from ~45 days pre-pandemic (LinkedIn India Hiring Report, 2024). This improvement comes from using online coding tests and video interviews to quickly shortlist and select candidates from a large volume.
  
  
• EMEA context – high applicant volume: (Many APAC multinationals compare notes with EMEA.) In Europe, application volumes surged in 2024: EMEA saw 36% more job applications year-on-year even as hiring slowed, and hires were 9% lower YoY . While not APAC, this illustrates a global trend APAC firms also face: more candidates per job. Shortlisting tools like ATS filters and AI ranking are increasingly adopted in APAC to cope with applicant overload in popular roles (e.g., government jobs in India can see thousands of applicants for a single opening).
  
  

USA

• Candidates per job rising: In the U.S., the power dynamic is tilting slightly back toward employers as applicant pools grow. By the end of 2024, applicants per job opening (APO) had risen ~11% compared to earlier in the year . Sectors like technology saw especially large APO jumps as layoffs at big tech firms put more candidates on the market. This means recruiters are shortlisting from larger piles of resumes. The use of applicant tracking systems (ATS) is nearly universal to manage this – practically all large U.S. companies (99%+) rely on ATS keyword filters to whittle down resumes, which has become a standard initial shortlisting step.
  
  
• Regional hiring variations: Hiring speed in the U.S. also varies by region and industry. According to DHI Group’s Hiring Indicators (Dec 2024), the average U.S. job vacancy duration was ~42 days, but in some markets it’s much higher – for example, the average time to hire for an engineering role in Silicon Valley hit 68 days (on par with Australia) due to competition, whereas in smaller cities some roles filled in under 30 days. This disparity shows that shortlisting/hiring efficiency is partly a function of local talent supply and demand.
  
  
• Streamlining shortlists: Many U.S. employers implemented new tactics in 2024 to speed up shortlisting and avoid candidate drop-off: using one-way video interviews (asynchronously recorded answers) to replace an early interview round, leveraging reference checks earlier in the process, and even making offers after fewer interview rounds (2 rounds instead of 3–4) for certain roles. These changes were in response to candidate experience data – a 2024 survey found 49% of U.S. candidates would drop out or lose interest if a hiring process had more than 3 interview rounds or dragged beyond a month (CareerBuilder, 2024). So simplifying shortlisting is becoming a competitive necessity in the U.S.
  
  

UK

• Hiring timelines creeping up: UK employers have seen time-to-hire increase slightly. CIPD reported the average time to fill a vacancy in the UK was around 4 weeks for non-managerial roles and 8+ weeks for senior hires as of late 2024, which is a bit longer than historical norms. Brexit-related skill shortages and cautious decision-making in an uncertain economy have contributed to slower hiring. UK recruiters often must shortlist multiple international candidates and navigate visa sponsorship, adding to timelines.
  
  
• Applicant quality vs quantity: Post-pandemic, many UK jobs (especially remote-capable roles) draw high applicant numbers, but quality filtering is a challenge. A 2024 survey by Totaljobs found 55% of UK hiring managers felt that over half of the applications they receive are not suitably qualified. This forces thorough shortlisting to identify the gems among the volume. In response, UK companies are turning to techniques like blind CV reviews (to reduce bias and widen criteria) and structured scoring rubrics. These help quickly eliminate mismatches and highlight candidates who meet key criteria, thereby improving the efficiency of creating a final shortlist.
  
  
• Midweek hiring peak: Mirroring global patterns, UK recruitment data also shows midweek peaks. LinkedIn UK data indicated Wednesdays saw the highest rate of candidate interviews and offers in 2024, as recruiters aim to move candidates through pipelines before week’s end. Public holidays and summer vacations significantly slow down UK hiring cycles, so recruiters often cluster critical hiring activities in more productive periods (e.g., avoid late December for final interviews/offers). Awareness of these timing factors is now part of strategic shortlisting and hiring planning in the UK.
  
  

Recruiting (General Workforce Recruitment Trends)

Broader recruiting trends in late 2024 and 2025 include a renewed focus on retention (given high turnover intentions), increased hiring in certain sectors as recession fears ebb, and the continued importance of recruitment technology. Regional outlooks show optimism about headcount growth, even as recruiting teams face pressure to do more with less.

Global/General

• Turnover intent remains high: Globally, many workers are still eyeing the exit. 28% of workers worldwide said they are likely to switch employers in the next 12 months, a jump from 19% who said the same during the 2021–22 “Great Resignation” period (PwC Global Workforce Hopes & Fears Survey, Jun 2024) . This elevated turnover intention means recruiting teams must not only backfill departing employees but also position their organisations as attractive destinations for those on the move. The main motivation for switchers is career growth – 67% of those considering a jump cite lack of skills development in their current job .
  
  
• Hiring rebounds in 2025: After a cautious 2023–24, early indicators for 2025 suggest recruitment may accelerate. For example, global job openings ticked up in Q1 2025 in many markets (iCIMS and LinkedIn report rising job postings in sectors like hospitality and healthcare as pandemic effects wane). CEOs are also more bullish: 39% of EMEA CEOs expect their company’s headcount to increase by at least 5% in the next three years despite AI automation (PwC EMEA CEO Survey, Jan 2025) . Similarly, a Conference Board global CEO poll (Nov 2024) found most CEOs plan to either maintain or expand hiring in 2025 as they pursue growth. In short, fears of a major recession-driven hiring freeze are fading, and recruiting pipelines are filling accordingly.
  
  
• Recruitment tech & CRM: On the technology front, recruitment CRMs (Candidate Relationship Management systems) and programmatic advertising are becoming standard. Large employers report using an array of tools: from text-message recruiting platforms to AI that writes job ad copy. According to a 2024 Aptitude Research survey, 74% of companies globally are investing in outbound recruiting tools (talent CRM, sourcing automation) to build talent communities, hoping to reduce time-to-hire by engaging candidates before positions even open. This proactive recruiting trend indicates that “always be recruiting” is the new mantra to stay ahead of talent needs.
  
  

ANZ

• War for talent persists: In Australia and New Zealand, the phrase “war for talent” is still apt. Unemployment in Australia sat around 3.7% in late 2024 – near historical lows – meaning recruiting for many roles remained highly competitive. Skilled migration resumed in 2022–2024 after pandemic lulls, but not enough to fully ease shortages. Thus, recruiters in ANZ continue to actively poach talent from competitors and place greater emphasis on employer branding. A 2024 survey found 59% of Australian organisations increased salaries or sign-on bonuses to attract candidates (Hudson Recruitment Australia, 2024). The counter-offer culture is strong: candidates often juggle multiple offers, so recruiters must move fast and present compelling packages.
  
  
• Diversity and inclusion emphasis: ANZ recruiting also puts focus on diversity hiring, especially Indigenous inclusion in Australia and Māori inclusion in New Zealand. Government and large corporate recruiters have 2025 targets to improve representation. For example, the Australian Public Service exceeded its goal by achieving 3.5% Indigenous employment in 2024, and private sector initiatives like Elevate Reconciliation Plans are pushing higher. This has translated into recruiting process changes – e.g., cultural awareness training for recruiters, use of specialist Indigenous job boards, and mentorship programs to support diverse hires.
  
  
• Regional and remote hiring: With hybrid work, Aussie and Kiwi firms are expanding recruitment beyond major cities. Companies in Sydney/Melbourne are now advertising roles as “work from anywhere in Australia/NZ,” tapping talent in smaller towns or neighbouring countries. This has broadened talent pools – a Software engineer in Perth might take a job with a Sydney firm without relocating. In New Zealand, some employers are even recruiting Australians for remote roles (and vice versa), effectively treating ANZ as one talent market. Recruiters note this has opened up new candidate sources but also requires navigating cross-border employment laws and pay differences.
  
  

APAC

• Emerging markets, emerging talent: APAC’s recruiting trends vary by market maturity. In fast-growing economies like Vietnam, Philippines, and Indonesia, 2024 saw a surge in hiring demand (manufacturing, BPO, digital services) and a youthful workforce eager for opportunities. Recruiters there are often hiring for sheer volume – e.g., BPOs hiring thousands of call center agents – and thus focus on speed and training rather than extensive screening. Campus recruiting and partnerships with universities are key in these markets to secure talent early.
  
  
• China’s cautious hiring: In contrast, China’s recruitment in late 2024 was cautious due to economic uncertainty (property sector issues, etc.). Urban youth unemployment was high, so companies had a talent surplus in some fields. Interestingly, 83% of Chinese employees reported burnout , yet jobseekers were abundant. This paradox meant recruiters could be selective; however, to attract top talent, Chinese companies emphasized stability and growth prospects in their employer branding. Many multinationals in China slowed hiring or shifted roles to other APAC locations (like India or Malaysia), affecting local recruiting volumes.
  
  
• Gig and contract work: APAC is also seeing growth in non-traditional recruiting. India, for instance, has a booming gig workforce and platforms (e.g., Upwork, Freelancer) – companies increasingly recruit contractors for short-term projects instead of full-time hires. In 2024, about 15 million people in India were estimated to be part of the gig economy, and other countries like Malaysia and Singapore are adopting this trend (Boston Consulting Group, 2024). Recruiters in APAC must now source not just permanent hires but also flexible talent, adjusting their strategies accordingly.
  
  

USA

• Labor market resilience: U.S. recruiting slowed slightly in 2023 with interest rate hikes, but remained remarkably resilient through 2024. By early 2025, many economists noted the U.S. labour market had avoided a deep downturn. The result: recruiters are still busy, especially in sectors like hospitality, healthcare, and retail where demand bounced back. The U.S. Bureau of Labor Statistics reported 10.3 million job openings as of Q4 2024, still well above pre-pandemic levels. Turnover (quits) also remained high at ~2.5% of the workforce per month, indicating continued churn (BLS JOLTS, Dec 2024). For recruiters, this means backfilling roles and competing for talent hasn’t gotten much easier – they are constantly recruiting to keep up with growth and replacement needs.
  
  
• “Boomerang” hires and alumni networks: A notable U.S. trend is the rise of “boomerang” employees (workers returning to a former employer). With so many changing jobs in recent years, companies have started proactively recruiting their alumni. In 2024, 15% of hires in the U.S. were boomerang rehires at companies that track this metric (Workday analysis, 2024). HR is leveraging alumni networks and LinkedIn outreach to entice back high performers who left. This can shorten hiring time (since the person knows the company) and reduce uncertainty in culture fit. Recruiters and hiring managers increasingly coordinate to welcome back ex-employees – a practice that was once rare but is now mainstream.
  
  
• Recruiting budget pressures: U.S. TA teams face budget constraints heading into 2025. A Gartner survey found 46% of HR leaders in North America expect flat or decreased recruiting budgets in 2025, forcing efficiency improvements. This is driving more investment in automation (to do more with fewer recruiters) and a closer eye on recruitment marketing ROI. Many U.S. organisations are consolidating their HR tech stack – for instance, using an integrated ATS/CRM platform rather than a patchwork of tools – to save costs and improve data usage. Essentially, recruiters are tasked with filling roles quickly and cheaply, a tough combination that’s shaping 2025 strategies (like internal hiring to save external recruiting costs, or employee referral programs which are cost-effective).
  
  

UK

• Balanced recruitment outlook: UK hiring forecasts for 2025 are cautiously optimistic. According to ManpowerGroup’s Q1 2025 Employment Outlook Survey, around 41% of UK employers plan to increase staffing, while 15% plan decreases, yielding a solid net employment outlook (the rest expect to stay flat). This suggests UK recruiters will have plenty of roles to fill, though not at the frenetic pace of 2022’s post-lockdown hiring spree. Key growth areas include green energy jobs, digital roles, and healthcare workers (NHS recruitment continues to be a government focus with thousands of new roles funded).
  
  
• Public sector hiring challenges: A trend in UK recruiting is the struggle in public sectors (education, health, social care) to attract talent amid pay disputes and high workload roles. For example, UK schools reported fewer applicants for teaching posts in 2024 than in prior years, and the NHS has tens of thousands of vacancies. Recruitment in these sectors increasingly involves overseas hiring campaigns – e.g., NHS trusts recruiting nurses from India and Nigeria. In 2024, over 57,000 work visas were granted for health and care workers to come to the UK, a record high (UK Home Office, 2025). UK recruiters in these sectors must navigate ethical and logistical complexities of international hiring to plug domestic gaps.
  
  
• Apprenticeships and early careers: To build talent pipelines, UK employers are doubling down on apprenticeships and early career recruitment. The government’s Apprenticeship Levy program, while under review, has led to businesses investing in school-leaver and reskilling programs. In 2024, the number of apprenticeship starts in England rose by ~8% compared to 2023 (UK Dept for Education, Oct 2024). Many companies view apprenticeships as a recruiting strategy to secure future talent in hard-to-fill trades and tech roles. Likewise, graduate recruitment schemes remain robust – top employers (e.g., Big Four consultancies, banks) largely maintained or grew their graduate intakes for 2024–25 despite economic headwinds (High Fliers Research, Jan 2025). This shows a long-term view in UK recruiting: cultivate talent from the ground up to meet future needs.
  
  

Learning & Development (L&D)

Upskilling and reskilling have become critical as organisations face skill gaps and employees demand growth. Recent stats show many workers are unhappy with L&D opportunities, prompting employers to boost training investments. Additionally, generative AI’s emergence is reshaping skill needs and learning delivery.

Global/General

• Employees crave more development: A large majority of employees feel their companies could do more for L&D. 70% of workers say their organization’s L&D offerings need improvement, and fully 44% of employees aged 18–34 are considering leaving their job due to insufficient training and development (Global survey of 4,500 workers in US/UK/Mexico, May 2024) . This highlights a major retention risk: younger talent, in particular, will walk if they don’t see growth opportunities.
  
  
• Employers falling short: Separate research confirms a gap between employee expectations and employer offerings. PwC’s 2024 global workforce study found less than half (46%) of employees globally feel their employer provides adequate opportunities to learn new skills for their career . In other words, over 50% see a shortfall in training support. Companies that fail to ramp up L&D may find their workforce’s skills stagnating and attrition rising.
  
  
• Management not equipped as coaches: Over half of employees don’t think their managers support their career growth. In one study, 53% said their managers are not equipped to help advance their careers (CYPHER Learning “Skills to Success” report, 2024) . Furthermore, 75% believe employees with more proactive, supportive managers are more likely to be promoted . This suggests that empowering managers to act as coaches and mentors is an area of focus – organisations are training managers to have development conversations and guide their teams’ learning paths, not just manage day-to-day work.
  
  

ANZ

• Upskilling to address talent shortage: In Australia and New Zealand, L&D has taken centre stage as a strategy to fill skill shortages. A mid-2024 Australian industry survey showed 74% of organisations increased their L&D budget or activities specifically to build skills internally (AHRI HR Trends Report, 2024). For example, banks in Australia launched major tech reskilling programs to retrain operations staff into cybersecurity and data analysis roles. New Zealand’s government similarly invested in trade apprenticeships and digital skills training for Kiwis to reduce reliance on immigration. The commitment in ANZ is clear: develop the talent you have.
  
  
• Employee sentiment in ANZ: Despite these efforts, many employees still feel more can be done. A 2024 LinkedIn survey of Australian professionals found only 38% strongly agreed their employer gave them sufficient training to advance their career, indicating room for improvement. The good news: those ANZ companies that do invest heavily in L&D reap rewards in engagement and retention. Case in point, a New Zealand telecom that introduced a “learning sabbatical” program (employees get 1 month paid time to take any course) saw its employee engagement scores jump 10% and turnover drop markedly within a year (Company press release, Aug 2024).
  
  

APAC

• Cultural focus on learning: Many APAC cultures put a premium on education, and this translates to workplace expectations. In 2024, 68% of employees in EMEA & Asia combined said they are open to embracing changes if it means learning and growth opportunities come with it (PwC EMEA survey, Jan 2025) . However, 50% feel too much change is happening at once and 42% don’t understand why changes are needed . The takeaway: APAC employees want growth, but need clearer communication and support through transformation. Companies are responding by more explicitly linking L&D to change initiatives (e.g. whenever a new tech is adopted, rolling out a structured training program so employees feel supported).
  
  
• Asia’s trust gap in L&D: Mercer’s 2024 Asia report revealed an interesting trust issue – employees’ trust in their organisation dropped when promised career development didn’t materialise. Broken L&D promises (like pledged promotions or training that never happened) were a key factor in trust erosion . Thus, APAC companies are being cautious to only promise what they can deliver in terms of career paths and are focusing on transparent skill frameworks. In India, IT services firms created skill matrices and certification programs so employees can see exactly what they need to learn to get to the next level, restoring some trust that advancement is based on clear skill acquisition (NASSCOM HR Summit, 2024).
  
  

USA

• Growth of L&D investment: L&D budgets in the U.S. are on the rise again after a pandemic dip. A survey by Training Magazine (Nov 2024) showed 63% of U.S. companies increased their L&D spending in 2024, with a median budget increase of 5–10%. Corporations are particularly investing in leadership development, digital skills training, and DEI-related education. For example, Amazon expanded its upskilling programs, committing $1.2 billion to train frontline workers for higher-skilled jobs over several years . This reflects a broad recognition that developing talent internally can address both skill gaps and employee retention.
  
  
• Workers demanding development: On the employee side, American workers have been vocal that L&D is a priority. Gallup’s 2024 survey found “opportunities to learn and grow” is a top engagement driver, and when that item is rated highly, retention soars. Conversely, a lack of growth is often cited in exit interviews – as seen in one study, 2 out of 3 U.S. employees who quit in 2023 said they didn’t see enough opportunity for advancement or skill growth (Work Institute Retention Report, 2024). In response, many U.S. employers have launched career pathing initiatives and tuition reimbursement programs. For instance, in 2024 Walmart began covering 100% of college tuition for associates in certain fields, expanding on its prior tuition assistance – an L&D perk aimed to boost loyalty and skills simultaneously.
  
  
• GenAI spurring reskilling: The advent of generative AI has lit a fire under U.S. L&D programs. Companies are racing to train their workforce on AI tools and also to develop uniquely human skills. A late-2024 Deloitte survey found [approximately] 60% of U.S. companies rolled out some form of AI literacy training for employees, from basic “how to use ChatGPT” workshops to advanced machine learning courses for developers. At the same time, firms are emphasizing soft skills like creativity, communication, and critical thinking – areas AI can’t easily replicate. IBM, for example, announced in Sept 2024 a requirement that all consulting staff complete a “EQ and AI” training series to ensure they blend emotional intelligence with technological savvy.
  
  

UK

• Lifelong learning push: The UK is experiencing a renewed focus on lifelong learning, partly through government initiatives. In 2024, the UK government introduced the “Skills for Life” guarantee, aiming to ensure all adults can access training for in-demand skills (e.g., offering free courses in digital, green jobs, etc.). As a result, many employers have partnered with further education colleges and private providers to enhance their L&D offerings. Over 200,000 workers gained new qualifications or certificates via employer-backed training in 2024, up 15% from 2023 (UK Dept. for Education data, 2025). This indicates momentum in upskilling the workforce at scale.
  
  
• Employee perceptions in UK: Despite these efforts, UK employees voice similar complaints as elsewhere. CIPD’s Good Work Index 2024 found only 36% of UK workers felt “very satisfied” with the training and career development available to them. Many felt their employers’ L&D was too generic or mostly compliance-oriented. In response, some UK firms are personalising learning: for example, a big 4 accounting firm in London implemented AI-based learning recommendations on its LMS, which led to a 120% increase in optional course uptake as employees received tailored suggestions. Early 2025 feedback shows improved satisfaction with L&D when it’s more targeted to individual career goals.
  
  
• Management training revival: UK companies are also reviving investment in management and leadership training, which had been cut back in some cases. The 2024 ILM (Institute of Leadership & Management) report noted a rebound in enrollments for leadership courses – 15% more managers in the UK underwent formal leadership development in 2024 vs 2022. This comes as organisations realise that good managers are key to employee development (reinforcing the stat that managers who actively support growth lead to better promotions rates ). By skilling up managers in coaching, feedback, and team development, UK businesses hope to create a virtuous cycle where managers then effectively develop their staff.
  
  

Learning Management Systems (LMS)

Learning Management Systems remain the backbone of corporate learning, especially for compliance and standardised training. Recent data shows LMS usage is nearly universal for certain training types, and the market is growing steadily. However, many L&D teams still rely on basic feedback metrics, suggesting room for more advanced analytics.

Global/General

• Ubiquitous LMS usage: The vast majority of organisations use an LMS for their training needs. A recent Brandon Hall Group survey found 90% of companies are using a learning management system to support compliance training . Compliance training (e.g. safety, data privacy) is often delivered via an LMS because it allows centralised tracking of completion. This 90% figure underscores that in 2024, an LMS (whether a standalone platform or part of an HR suite) is essentially a standard tool in the corporate learning toolbox.
  
  
• Market growth: The LMS market continues to expand as digital learning demand grows. The global LMS market size is projected to increase from $20.1 billion in 2024 to about $23.0 billion in 2025, a ~14% annual growth . Longer-term forecasts see the market reaching $44–51 billion by 2028–2029 at ~18% CAGR . Growth drivers include the shift to online/blended learning, the need to reskill workforces, and adoption of LMS by small and mid-sized businesses. Notably, cloud-based LMS solutions are spearheading this growth as they allow scalability and remote access.
  
  
• Measuring impact remains basic: Despite high LMS adoption, many L&D teams rely on simplistic metrics to gauge training success. About 65% of L&D professionals say they primarily use learner feedback (e.g. course satisfaction surveys) as their key measurement tool for L&D impact . While feedback is valuable, this indicates that advanced analytics (like linking training to performance or business outcomes) are not yet widespread. Vendors and analysts are encouraging organisations to delve deeper – for instance, to use LMS data on course completions in conjunction with performance ratings or project outcomes – but the practice is still maturing.
  
  

ANZ

• LMS usage in ANZ: Australian and New Zealand organisations are aligned with global trends in LMS usage. A 2024 Fosway survey of APAC HR tech found over 90% of mid-to-large ANZ organisations have an LMS or learning platform in place (either as a standalone or part of an integrated HR system). In ANZ, LMS are heavily used for both compliance (e.g., Australia’s mandatory safety inductions) and professional development (e.g., CPD requirements in fields like finance or medicine). The Australian government even launched its own centralised LMS (the “Skills Passport”) in 2024 for tracking vocational training across industries.
  
  
• Small businesses catching up: Historically, SMEs in ANZ lagged in LMS adoption, but that’s changing with more affordable cloud LMS options. New Zealand has seen a rise in SME sign-ups to SaaS learning platforms – one popular NZ-based LMS provider reported a 35% increase in clients with <200 employees in 2024. This suggests that even smaller employers recognise the need to organise and track training, be it onboarding or product knowledge, and are investing accordingly.
  
  

APAC

• APAC market expansion: The LMS market in Asia-Pacific is one of the fastest growing segments. Market research indicates Asia’s LMS market is expanding at ~20% CAGR, faster than the global average, due to a young workforce and government pushes for digital skilling. Countries like India and China are seeing educational institutions and corporations alike adopting LMS en masse. For instance, the Indian government’s eSkill India platform, essentially a nationwide LMS aggregating courses, crossed 1 million users in 2024 (NASSCOM report). This blend of public-private LMS usage is characteristic of APAC’s growth.
  
  
• Localised content and mobile: APAC’s LMS trend also includes a shift to mobile learning. Many workers in Asia prefer smartphones for training, so LMS providers have optimised for mobile apps. A 2024 survey found 78% of APAC learners access their LMS via mobile devices at least part of the time (Skillsoft APAC Learner Survey, 2024). Additionally, multi-language support is crucial – leading LMS deployments in APAC often support content in English, Mandarin, Hindi, Japanese, Bahasa, etc., reflecting the linguistic diversity of the region’s workforce.
  
  

USA

• Integrated learning ecosystems: In the US, nearly every large enterprise has an LMS, and many are now evolving into broader “learning experience platforms” (LXP) or integrating multiple systems (LMS + content libraries + microlearning apps). The trend is toward a one-stop learning hub. For example, in 2024 General Motors rolled out a new learning platform integrating their traditional LMS with an LXP layer that curates courses, plus an AI coach that recommends learning paths. This reflects a US trend: the LMS is no longer just a course catalogue, but part of a more engaging, Netflix-style learning experience.
  
  
• Regulatory compliance driving LMS use: U.S. regulations (like OSHA, HIPAA, financial compliance) continue to ensure LMS demand. Companies need auditable training records, and an LMS provides that. In highly regulated sectors – healthcare, finance, manufacturing – it’s virtually 100% LMS adoption. A Brandon Hall study noted that even among smaller U.S. companies (under 1,000 employees), compliance needs have pushed LMS implementation to around 80%. And with new regulations (e.g., states enacting mandatory harassment training), even mid-market firms find an LMS indispensable to manage mandatory courses and proof of completion.
  
  

UK

• Mature LMS landscape: The UK’s LMS usage is on par with the U.S. and Europe, with high penetration in medium and large organisations. Many UK firms have had LMS platforms for over a decade and are now upgrading or replacing legacy systems. The current focus is on learner engagement – the traditional LMS with long e-learning modules is giving way to more engaging formats. In 2024, CIPD noted an uptick in use of video learning, simulations, and gamified learning modules within LMSs as UK employers try to boost completion rates and knowledge retention.
  
  
• Market size and share: Europe (including the UK) accounts for a significant portion of the LMS market. While exact UK figures are hard to isolate, Europe’s LMS market was valued around $5–6 billion in 2024 (per MarketsandMarkets). The UK likely represents a leading share in Europe given its large corporate sector and focus on training. Moreover, London is a hub for several global LMS vendors. With the push for digital skills (e.g., UK government’s Digital Strategy), LMS usage in the UK is expected to keep growing particularly in small businesses and public sector (schools and government departments increasingly adopting centralised learning platforms).
  
  
• LMS satisfaction: One challenge observed is ensuring content quality on the LMS. A 2024 UK Learning Leaders’ panel discussed that having an LMS isn’t a silver bullet –  too many dull, click-through courses can disengage learners. Many UK companies are auditing their LMS content libraries, pruning outdated courses and adding more modern content (like short micro-lessons, podcasts, or interactive scenarios). The goal is to increase voluntary learning. The panel noted some success: companies that refreshed 30%+ of their LMS content in the last two years saw improved learner satisfaction scores (Learning Technologies Conference, London 2024). This underlines that an LMS is only as good as the learning content and experience it delivers.
  
  

Applicant Tracking Systems (ATS)

Applicant Tracking Systems, which manage recruitment workflows, are firmly entrenched in large organisations and increasingly used by smaller employers. The ATS market is growing steadily, and trends include deeper integration with AI and candidate relationship management tools. Regional differences mostly relate to adoption rates (with North America leading) and regulatory considerations.

Global/General

• Widespread adoption: ATS technology is now a staple of hiring. Virtually all Fortune 500 companies use an ATS to handle job postings, applications, and candidate tracking. Even beyond the largest firms, adoption is high – industry estimates suggest around 75–80% of mid-sized and large organisations globally rely on an ATS in their recruitment process (Jobscan ATS Report, 2023). This means candidates worldwide are very likely interacting with ATS systems (uploading resumes, answering knockout questions) when they apply for jobs.
  
  
• Market size growth: The global ATS market is expanding as hiring volumes recover and more companies invest in talent acquisition tech. The market was valued at about $16.0 billion in 2024 and is projected to reach $17.2 billion in 2025 , continuing to grow to an estimated $30+ billion by 2032 (8.5% CAGR) . Different analyses size the market differently (some only count standalone ATS software revenue, hence lower figures in the $2–3B range), but all agree on steady growth. Key drivers: the need to handle high volumes of applicants efficiently, the desire for data-driven recruiting, and new features like AI-powered resume screening being built into modern ATS platforms.
  
  
• North America leads: North America (especially the U.S.) holds the largest share of the ATS market, given the region’s large number of enterprise employers and advanced HR tech adoption . Europe is the second-largest region. Emerging markets are catching up – for instance, ATS usage in Asia-Pacific is growing quickly, albeit from a smaller base. Many global ATS vendors (Oracle Taleo, SAP SuccessFactors, iCIMS, Workday, etc.) are expanding their footprint in APAC and Latin America as multinational companies roll out systems globally and local firms modernise their HR.
  
  
• SMB segment growth: Traditionally, small and mid-sized businesses (SMBs) managed hiring without formal ATS software, but that’s changing. ATS providers now offer lightweight, cloud-based solutions affordable to smaller companies. Fortune Business Insights notes that the SMB segment is expected to have the highest growth rate in ATS adoption through 2032 . This means a mom-and-pop shop might soon use a basic ATS to track the dozen people who applied for a cashier job, whereas before they might have managed via email. The democratisation of ATS tech is bringing more efficiency to hiring even for small employers.
  
  

ANZ

• High adoption in enterprise: Australian and New Zealand large employers are in line with global trends – nearly all use ATS. Well-known Australian ATS providers (like PageUp, used widely in ANZ) compete with global players. The public sector in Australia also uses ATS (the government e-recruitment platform) for transparency in hiring. As a result, an Aussie jobseeker applying to, say, a bank or a university will undoubtedly encounter an ATS.
  
  
• Mid-market uptake: In ANZ’s mid-market (companies with, say, 100–500 staff), ATS adoption has grown in recent years. Local HR tech surveys indicate roughly 60% of mid-sized Australian companies had an ATS or recruitment management system by 2024, up from ~45% five years prior (HR Tech Survey ANZ, 2019 vs 2024). New Zealand SMEs are similarly embracing simple ATS tools (some opting for modules within broader HR systems like BambooHR or Employment Hero). This trend helps standardise hiring practices and compliance (important in ANZ where equal opportunity and fair process are legally mandated).
  
  

APAC

• Emerging adoption: In the broader APAC region, ATS adoption is robust in advanced economies (Singapore, Japan, South Korea) and among multinationals, but less so in some developing markets. However, the trajectory is upward. Countries like India and China have burgeoning tech sectors with ATS usage becoming the norm in big cities and IT/BPO industries. There’s also a rise of regional ATS vendors catering to local languages and customs. For instance, one Chinese ATS (Boss Zhipin’s enterprise solution) is gaining traction domestically.
  
  
• Localisation and regulation: APAC employers must adapt ATS to local needs – e.g., in China, ATS systems integrate with messaging app WeChat for candidate communication; in Japan, some ATS incorporate the traditional rirekisho resume format. Additionally, data protection laws (like Singapore’s PDPA or India’s forthcoming PDP law) require that ATS handle candidate data carefully. Global ATS providers have had to ensure their systems allow compliance (e.g., data residency in certain countries). Thus, while ATS technology is global, its implementation in APAC often has local twists.
  
  

USA

• Sophisticated ecosystem: The U.S. ATS market is highly mature. Many large companies integrate their ATS with a host of other tools – background check services, video interview platforms, assessment tests, and now AI chatbot assistants. The ATS is often the core of a recruiting tech stack. An example from 2024: a Fortune 100 company might use Workday as an ATS, integrate with HackerRank for coding tests, have an AI scheduling assistant for interviews, and tie into LinkedIn for sourcing – all data funnelling back into the ATS. This shows how ATS in the U.S. is not standalone but part of a sophisticated recruitment ecosystem.
  
  
• Candidate experience focus: Because ATS have sometimes earned a bad rap (candidates frustrated by “applicant black holes”), U.S. companies in 2024 placed greater emphasis on improving the ATS-driven application experience. 52% of U.S. employers said they were actively trying to shorten and simplify their online job application process (CareerBuilder survey, 2024). Many ATS now offer one-click apply via LinkedIn or Indeed, mobile-friendly applications, and even texting options to engage candidates. Despite that, a common complaint remains: over 3 in 5 U.S. job seekers in 2024 reported never hearing back on an application, showing that while ATS tech is efficient for employers, it can still leave candidates feeling in the dark. Employers are responding by using ATS features like automated status updates or personalised bulk emails to keep candidates informed.
  
  

UK

• ATS entrenched in large firms: Like the U.S., virtually all major UK employers rely on an ATS. Publicly, this became evident during the pandemic when firms like Tesco received an influx of applications – their ATS processed hundreds of thousands of applications for essential roles in short timeframes. UK public sector and civil service recruitment also use ATS for fairness and auditability.
  
  
• GDPR and ATS: One big consideration in the UK/EU is privacy under GDPR. ATS platforms had to update features to allow candidates to opt-in to data retention or request data deletion. By 2024, most UK companies set their ATS to automatically purge candidate data after a certain period (e.g., 6–12 months) unless the person consents to remain in a talent pool. This has impacted recruiting: talent pools in the ATS are more opt-in, meaning recruiters must proactively invite good candidates to consent to stay on file. It’s an extra step but has become standard practice in UK recruitment compliance.
  
  
• Small business usage: UK small businesses traditionally recruited via simple means (local ads, recruitment agencies) but are increasingly turning to ATS as well. Affordable products like Workable or Jobvite (with UK packages) target the SME market. Recruitment agencies in the UK, which service many SMEs, also universally use ATS/CRM systems to track candidates. So indirectly, even if a small business doesn’t have its own ATS, the agency recruiting on its behalf does. This means nearly all candidate CVs in the UK eventually live in some database. The efficiency gains are clear, but so is the competition: a candidate’s CV might be quickly parsed alongside hundreds of others. UK job seekers have adapted by learning to format CVs to be ATS-friendly (e.g. avoiding fancy graphics that ATS can’t read).
  
  

Sources:

• Gartner (Jan 2025), Gallup (2024, 2025), HR Dive (2025), Culture Amp (Mar 2025), PwC Global Workforce Hopes & Fears (Jun 2024), PwC EMEA Survey (Jan 2025), Mercer Global Talent Trends (2024), LinkedIn Future of Recruiting (2024/2025), iCIMS Workforce Reports (2024), CIPD and AHRI surveys (2024), Brandon Hall Group & Litmos (Dec 2023), and various industry reports and press releases from late 2024. All data points are the latest available as of early 2025 etc.