2025 REPORT
A New Generation of Talent
Each year, Action Greensboro surveys local employers to better understand the changing dynamics of talent, workforce needs, and the workplace environment. In this 2025 Talent and Workplace Survey Report, we’re not just taking the pulse of Guilford County—we’re placing it in context with national trends to see where we align, where we stand apart, and where we have room to lead.
What we heard this year was clear:
Employers are finding it increasingly difficult to hire for critical thinking and leadership skills—something echoed by nearly 70% of employers nationwide in the 2025 World Economic Forum data.
Budget constraints and economic uncertainty top the list of challenges—both here and across the country.
Teacher and nurse shortages persist, not as isolated issues but as part of a national struggle to fill essential frontline roles.
Purpose
The Guilford County Talent and Workplace Survey Report is offered as a trusted source of data on industry, talent, and workplace trends. The report provides the outlook and perspective of hiring organizations operating in Guilford County. The online survey captures insights on the industry and talent landscape of the Triad.
The Guilford County Talent and Workplace Survey seeks to inform the efforts of community stakeholders, policymakers, and employers as we look to strengthen our talent pipeline.
AI is no longer a buzzword; it’s a tool. Locally, companies are using AI for data analytics, automation, and customer service—mirroring how it’s being used across the U.S.
This report is meant to inform, but more importantly, to guide. Whether you’re shaping workforce strategy, supporting employee development, or building the next generation of talent, we hope these insights help you make sharper, smarter decisions.
Thank you for continuing to invest in Guilford County’s future—and in the people who will build it.
Cecelia Thompson
Executive Director, Action Greensboro
Benchmarking Process
In comparing year-over-year talent and workplace trends, benchmarking serves as a crucial process. This involves analyzing key metrics and performance indicators from 2023, 2024, and 2025 to identify areas of improvement or divergence.
Objectives
• Better understand Guilford County’s 2025 workplace landscape
• Better understand the hiring needs of our region’s employers
• Better understand the essential skills for today’s local workforce
• Inform and connect regional stakeholders and policymakers with current talent and workplace information
Key Findings Section 01
Survey Highlights
Talent
17%
is the average turnover rate for Guilford County companies.
Workplace
Pay Rate
continues to top the list for reasons a candidate declines an offer.
Top 3 87%
benefits offered to employees include health insurance, paid time off, and dental insurance.
Outlook
<50%
of local employers recruit from Guilford County universities, colleges, and community colleges.
57% of local organizations recruit talent primarily in Guilford County. of respondents indicate they hire interns.
The top three drivers for turnover are:
98% 95% of respondents did not indicate that Guilford County’s community amenities were a factor in declining a job offer. of local employers provide some internal or external opportunity for employee training and skill development. of new hires hold either a college or university degree. 62%
Logical and analytical thinking, along with leadership, were reported among the most difficult skills to find in new hires locally—a trend that mirrors national data.
Local adoption of AI tools in the workplace is on par with national use. Of those using AI, most are applying it for data analytics (50%), automating repetitive tasks (38%), and improving customer service (26%).
The most essential skills for today’s new hires:
• Professionalism/Work Ethic
• Verbal Communication
• Teamwork
The most difficult skills to find in new hires:
• Logical/Analytical Thinking
• Problem Solving
• Negotiating/Conflict Management
About Survey Respondents
Respondents Participated
of respondents’ organizations are headquartered in Guilford County.
of respondents represent organizations with fewer than 250 employees in Guilford County.
of respondents’ local workforce is permanent staff.
of respondents participated in a hiring process in the last 12 months.
Respondent Management Profiles
Respondent Business/Organization Profiles
Organizational Size in Guilford County
<10 Employees
Employees
Employees
Employees
Employees
Annual Revenue of For-Profit Responding Organizations
$0–$100K
$100K–$1M
$1M–$5M
$5M–$25M
Companies With Local Headquarters
Of responding organizations headquartered in Guilford County, 16% are professional services, 21% nonprofit, 14% education, 7% government, 7% manufacturing, and 9% healthcare.
Company Size Globally
Employees
Average Operating Budget of Nonprofit Responding Organizations
$0–$25K
$25K–$100K
Respondants expect on average:
16% growth over the next 12 months.
32% growth over the next several years.
Employee Turnover
In 2025, Guilford County respondents indicated an average 17% annual turnover rate.
Excluding “Found a Position Elsewhere” and “Involuntary Turnover,” the following reasons for turnover stand out among industry sectors:
The top reasons for turnover for nonprofits include low pay, retirement, and family reasons.
The top turnover reasons for manufacturing include retirement, no opportunity for advancement, and low pay.
Top reasons for turnover within professional services include retirement, no opportunity for advancement, and family reasons.
Top Five Efforts to Reduce Turnover
Improving training and development continues to be a leading strategy for reducing turnover among local employers. The percentage of organizations reporting an annual training budget under $10,000 increased from 46% to 53% this year— highlighting a growing gap between priorities and investment.
Generations in the Workplace
According to 2025 survey data, 77% of respondents in Guilford County report that Baby Boomers make up less than 25% of their workforce, and 34% say the same for Gen X. Meanwhile, Millennials and Gen Z now dominate the labor force locally, reflecting national trends where Millennials became the largest generation in the U.S. workforce as early as 2016 and Gen Z is projected to make up nearly 30% of the workforce by 2030. of respondents use a formal exit interview process to help understand turnover.
In 2025, the most cited reasons for employee turnover are:
Pay (16%) No Opportunity to Advance (13%)
*E.g. Returning to College, End of Internship
Workplace
Benefits
The most offered benefits provided by companies include:
• Health Benefits
• Paid Time Off
• Dental Benefits
• Retirement Benefits
• Vision Benefits
The least offered benefits in Guilford County include:
• On-Site Childcare
• Immigration Sponsorship/Employee and Family
• Student Loan Repayment
• Recharge Days
Most Frequently Offered Employee Benefits
In 2025, fewer employers are offering flexible work options, with hybrid schedules down by 3% and fully remote work down by 1% compared to 2024. Additionally, the percentage of employers providing pay for continuing education dropped by 9%, signaling a potential shift in workforce support priorities.
Benefits (continued)
Family-friendly benefits remain a vital part of supporting today’s workforce, with employers recognizing their role in attracting and retaining talent. This year, 58% of local organizations reported offering parental leave, 55% offer flexible scheduling, and 48% provide family leave options.
Have employee resource groups including women, young professionals, mental health and LGBTQI+ allies.
Upskilling and Internal Workplace Mobility
On average, organizations are filling 32% of their roles with internal promotions or hires.
of responding organizations provide some internal or external opportunity for employee training and skill development. of respondents indicate that their organization’s annual training budget is less than $10,000
Understanding data and networking have emerged as two of the most critical skill areas employers now identify as top priorities for development.
Most Critical Skill Development Needed for Today’s Workforce
Workplace and Schedules
In Guilford County, respondents indicate that the majority of their permanent employees work fulltime in person at their workplace. On average, those full-time employees working a flexible schedule are working 36 hours a week.
Internships
of respondents indicate they hire interns, most of whom complete their internships in the summer or on an as-needed basis throughout the year.
Corporate Community Involvement
Of respondents who reported that their organizations are engaged in the community, charitable giving and board leadership are the most frequent ways in which they engage. Paid time for voting and mentoring were among the lowest pathways for community engagement.
How Are Organizations Engaging With Guilford County
Talent Attraction and Selection
Target Candidate Market
Where respondents are recruiting by geography:
• Greensboro, NC (87%)
• Across the State of NC (47%)
• Nationally (31%)
• Globally (8%)
How Employers Are Sourcing New Hires
Recruiting Budget, Time Frame, and Candidate Quality
On average, responding organizations spend 8% of their annual operating budget on talent attraction and recruitment.
Industries with the largest recruiting budgets include manufacturing, professional services, and distribution and logistics.
45% of respondents indicate it takes 1–2 months to hire for Guilford County positions.
In 2025, the average offer acceptance rate is 80%
of respondents indicate pay rate was the reason a candidate declined a job offer.
Only 2%
of respondents indicated that Guilford County’s community amenities were a factor in declining a job offer.
Recruiting Budget, Time Frame, and Candidate Quality (continued)
Employers Find the Quality of Their New Hires to Be:
Somewhat High
Today’s Workplace Challenges
Open Box Text Question & Answers
1 2 3
• Budget/Revenue; Finding and Hiring Talent; Business Growth; Navigating Current Business and Economic Environment
These Options Best Describe the Educational Level of a Typical Guilford County Hire:
College/University
High School Diploma
Some College/ University
Associate’s Degree
Master’s Degree
• 62% Attracting Suitable Candidates
• 31% Creating Opportunities for Career Growth
• 29% Filling Jobs in a Timely Manner
• Teachers; Electrical Technicians; Engineering; Maintenance; Manufacturing; Sales; Nursing
Essential Skills
In 2025, the top five most essentials skills for new hires include:
#1 Professionalism/Work Ethic
#2 Verbal Communication Skills
#3 Teamwork/Collaboration
#4 Adaptability/Resilience
#5 Organization/Time Management
Organization/Time Management has moved into the top five most essential skills. New
In 2025, the skills most difficult to find in new hires include:
• Logical/Analytical Thinking
• Problem-Solving/Critical Thinking
• Negotiating/Conflict Management
• Leadership/Personal Growth
• Professionalism/Work Ethic
Verbal Communication Skills, Teamwork/ Collaboration, and Interpersonal/Relationship Building have been replaced by Leadership/ Personal Growth, Negotiating/Conflict Management, and Logical/Analytical Thinking
Hires: Essential Skills Needed Compared to Difficult-to-Find Skills
Essential Skills for New Hires Difficult Skills to Find in New Hires
Summary Section 05
Future Considerations
To build a stronger, more resilient workforce, Guilford County employers should consider the following strategic priorities:
Close the Skills Gap With Targeted Development
1
Employers consistently report difficulty finding candidates with strong analytical thinking, logical reasoning, and leadership skills. Yet, 53% indicate their annual employee training budget is less than $10,000, limiting their ability to build these skills internally. Intentional investment in early-career development, upskilling, and leadership training is critical to addressing this gap.
Prioritize Employee Retention
2
High turnover drains resources, disrupts operations, and weakens institutional knowledge. Companies that prioritize employee retention through clear advancement paths, flexible workplace policies, inclusive cultures, and competitive benefits will be better positioned to retain skilled talent and stay competitive. Retention is no longer just a human resources function. It’s a core business strategy.
Strengthen Talent Pipelines
3
While 87% of employers recruit primarily from within Guilford County, 62% cite attracting qualified candidates as their top challenge. Overreliance on a limited pool can lead to workforce churn and increased competition. Employers should diversify recruitment strategies and grow local talent through internships, apprenticeships, and career pathway partnerships to create a more sustainable talent pipeline.
4
Leverage AI With Intentionality
AI adoption is rising across local employers, particularly for data analysis, reporting, and customer service. However, most organizations are still in the early stages of integrating these tools. Forming internal task forces to guide implementation and partnering with local colleges to build AI literacy can help ensure tools like ChatGPT and Microsoft Copilot are used ethically, efficiently, and to their full potential—positioning Guilford County as an innovation-ready region.
Responding Organizations Section 06
Thank You to All of Our Survey Participants
Including the Following Who Agreed to Be Published:
ABCO Automation
A Fine Line Striping
Arch MI
BackPack Beginnings
Berico
Berkshire Corporation
Bernard Robinson & Company, LLP
Big Brothers Big Sisters of the Central Piedmont
BRC
Brooks, Pierce, McLendon, Humphrey & Leonard, LLP
Brown Investment Properties
Bryan School of Business & Economics, UNCG
Caring Services, Inc.
Center for Creative Leadership
Center for New North Carolinians, UNCG
Century Products, LLC
Cheshire Speech and Voice Center, Inc.
Community Foundation of Greater Greensboro
Cross Company
Davis • Martin • Powell & Associates, Inc.
Downtown Greensboro, Inc.
Eastern Music Festival
Encompass Solutions, Inc.
Fellowship Hall
Filtrona Filters
First Bank
Garage Force of the Triad
GenerationEd
Girl Scouts Carolinas Peaks to Piedmont
Goodwill Industries of Central NC, Inc.
Graham Personnel Services
Greensboro Children’s Developmental Services Agency
Greensboro College
Greensboro Montessori School
Greensboro Swarm
Guerrilla RF, Inc.
Guilford County Government
Guilford Education Alliance/High Point Schools Partnership
Guilford Technical Community College
GuilfordWorks
HAECO Americas
HICAPS, Inc.
Home Helpers Home Care of Jamestown
Honda Aircraft Company
Huntington National Bank
Jim Gallucci Sculptor, Ltd.
Junior Achievement of the Triad
Kelly Office Solutions
Kneaded Energy
Krave
LC America, Inc.
Lincoln Financial
Lindsey Architecture
Lingo Staffing
Mental Health Associates of the Triad
Moore Music Company
Mother Murphy’s
New Garden Landscaping & Nursery
North Carolina African Services Coalition
Office Evolution of the Triad
Our State Magazine
Pay Tel Communications, Inc.
Procter & Gamble
PwC
Qualicaps, Inc.
Realty Consultants Property Management
Replacements, Ltd.
Sharpe Pursuits Inc.
shift_ed
Signature Wealth Strategies
Smith Leonard PLLC
St. Johns Packaging USA, LLC
Stars Align Therapy
Sunrise ABA & Autism Services, LLC
The Arts Council of Greater Greensboro
Trade Graphics Inc.
Triad Adult and Pediatric Medicine, Inc.
Triage Behavioral Health
United Way of Greater Greensboro
Unity in Greensboro
US Enhanced Personnel
VF Corporation
WithIt, Inc.
Xtern Software
YMCA of Greensboro
ZIEHL-ABEGG
Thank
You!
Thank You to the Local Organizations Who Supported Survey Distribution:
Business High Point
Greensboro Chamber of Commerce
Guilford Nonprofit Consortium
Thank You to Our Research Partner:
Madelynn Stackhouse, Stackhouse Management Solutions
Special Thanks to Action Greensboro’s Supporting Foundations:
The Bell Foundation
The Cemala Foundation
The Community Foundation of Greater Greensboro
The Cone Health Foundation
The Edward M. Armfield, Sr. Foundation
The Joseph M. Bryan Foundation
The Stanley & Dorothy Frank Family Foundation
The Tannenbaum-Sternberger Foundation
The Phillips Foundation
Think Greensboro! Get Engaged in Our Talent Programs!
Campus Greensboro
Greensboro’s ability to grow, retain, and attract a welleducated and skilled workforce is essential in today’s knowledge-based economy. Campus Greensboro improves connections between talented college students and our business and leadership community and works to prepare these students for the 21st-century workforce.
For more information, contact Mary-Helen Kolousek, Manager of Campus Greensboro Student Engagement, at mkolousek@actiongreensboro.org. campusgreensboro.org
synerG Young Professionals
synerG is a thriving network that gives the city’s young professional community opportunties to strengthen their leadership and professional skills, make meaningful connections, and shape the future of Guilford County for the better.
For more information, contact Sarah McGuire, Director of synerG Young Professionals, at smcguire@actiongreensboro.org. synerG.org
Boomerang Greensboro
Boomerang Greensboro is a creative and ambitious campaign aimed at recruiting young professionals back home to live in Greensboro. Boomerangs are people who grew up in Greensboro or attended a local college and then moved back after spending time away.
For more information, contact Cecelia Thompson, Executive Director of Action Greensboro, at cthompson@actiongreensboro.org. boomeranggso.com
Guilford Talent and Workforce Guide
The Guilford Talent and Workforce Guide provides a directory of area resources that support our labor market at all stages of employee development. Use it to grow your team or find ways to more deeply engage the workforce you already have. Each organization includes a direct contact to deliver help quickly and answer any questions you may have.
For more information, contact Melissa Smith, Director of Workforce Development Solutions, Chamber of Commerce, at msmith@greensboro.org greensboro.org/workforce
For other talent development questions and solutions, contact Bramley Crisco, Director of Talent Development, at bcrisco@actiongreensboro.org.