2025 Action Greensboro Talent & Workplace Survey Report

2025 REPORT

Letter From Action Greensboro

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

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

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.

• Better understand Guilford County’s 2025 workplace landscape

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.

• Inform and connect regional stakeholders and policymakers with current talent and workplace information

Talent and Workplace Survey Report

• Better understand the hiring needs of our region’s employers • Better understand the essential skills for today’s local workforce

Table of Contents 01

Key Findings............................................. 2 Talent Workplace Outlook About Survey Respondents

02

Current Talent.......................................... 6 Employee Turnover Generations in the Workplace

03

Workplace Landscape............................. 8 Benefits Upskilling and Internal Workplace Mobility Workplace and Schedules Internships Corporate Community Involvement

04

Talent Attraction and Selection............ 12 Target Candidate Market Recruiting Budget, Timeframe, and Candidate Quality Today’s Workplace Challenges Essential Skills

05

Summary.................................................16

06

Responding Organizations....................18 ActionGreensboro.org 1

Section 01

Key Findings

2 Talent and Workplace Survey Report

Key Findings

Survey Highlights The top three drivers for turnover are:

Talent

Retirement

17%

Pay Rate

87%

is the average turnover rate for Guilford County companies.

continues to top the list for reasons a candidate declines an offer.

of local organizations recruit talent primarily in Guilford County.

Low Pay

Family Reasons

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.

Workplace

Top 3

<50%

57%

benefits offered to employees include health insurance, paid time off, and dental insurance.

of local employers recruit from Guilford County universities, colleges, and community colleges.

of respondents indicate they hire interns.

Outlook

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

95%

62%

98%

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.

of respondents did not indicate that Guilford County’s community amenities were a factor in declining a job offer.

The most difficult skills to find in new hires: • Logical/Analytical Thinking • Problem Solving • Negotiating/Conflict Management ActionGreensboro.org 3

Key Findings

About Survey Respondents 297 Respondents Participated

78%

39%

For-Profit

of respondents’ organizations are headquartered in Guilford County.

Nonprofit

61%

78% of respondents represent organizations with fewer than 250 employees in Guilford County.

Industry Representation

76%

30%

Professional Services 18%

Nonprofit

of respondents’ local workforce is permanent staff.

12%

Education Manufacturing

11%

76%

Financial Services

9%

of respondents participated in a hiring process in the last 12 months.

Healthcare

8%

Retail

7%

Government

7%

Respondent Management Profiles

Distribution & Logistics

3%

Information Technology

3%

Creative Arts

2%

Aviation & Aerospace

2%

Automotive

<1%

Chemicals

<1%

Food Processing

<1%

Furniture

<1%

Mid-Level Leader/Manager (Department Head, Director, Area Manager)

Bioscience

<1%

HR Manager/Director/Senior Business Partner

0%

17% 23%

37% 24%

Top Management (CEO, CFO, COO, Owner/Operator)

10%

4 Talent and Workplace Survey Report

20%

30%

Other

Key Findings

Respondent Business/Organization Profiles Organizational Size in Guilford County

Company Size Globally

<10 Employees

27%

<10 Employees

10–49 Employees

28%

10–49 Employees

23%

50–249 Employees

23%

23%

50–249 Employees 250–1,000 Employees

12%

250–1,000 Employees

1,000+ Employees

11%

1,000+ Employees

0%

10%

20%

30%

40%

Annual Revenue of For-Profit Responding Organizations 7%

$0–$100K

12%

$100K–$1M

21%

$1M–$5M

0%

21% 10%

20%

10% 20% 30% 40% 50% 60%

Companies With Local Headquarters

30%

40%

Average Operating Budget of Nonprofit Responding Organizations $0–$25K

3%

$25K–$100K

4%

$100K–$250K

3% 9% 35%

$1M–$5M 36%

Over $25M

14%

0%

$250K–$1M

23%

$5M–$25M

20%

46%

Over $5M 0%

10% 20% 30% 40% 50% 60%

Current Growth Respondants expect on average:

22% 78%

16% growth over the next 12 months.

32% Guilford County

growth over the next several years.

Elsewhere Of responding organizations headquartered in Guilford County, 16% are professional services, 21% nonprofit, 14% education, 7% government, 7% manufacturing, and 9% healthcare.

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Section 02

Current Talent

6 Talent and Workplace Survey Report

Current Talent

Employee Turnover In 2025, Guilford County respondents indicated an average 17% annual turnover rate.

73%

In 2025, the most cited reasons for employee turnover are:

of respondents use a formal exit interview process to help understand turnover.

#1 Retirement (23%) Reasons #2 Family (18%) #3 Other* (18%) Pay #4 Low (16%) Opportunity #5 No to Advance

Excluding “Found a Position Elsewhere” and “Involuntary Turnover,” the following reasons for turnover stand out among industry sectors:

Nonprofits

Manufacturing

Professional Services

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.

(13%) *E.g. Returning to College, End of Internship

Top reasons for turnover within professional services include retirement, no opportunity for advancement, and family reasons.

Top Five Efforts to Reduce Turnover 69%

Improving Training and Development 57%

Improving Onboarding

56%

Improving Workplace Culture

53%

Offering Better Pay 44%

Offering Flexible Work Schedules 0%

10%

20%

30%

40%

50%

60%

70%

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.

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Section 03

Workplace Landscape

8 Talent and Workplace Survey Report

Workplace Landscape

Benefits The most offered benefits provided by companies include:

The least offered benefits in Guilford County include:

• Health Benefits

• On-Site Childcare

• Paid Time Off

• Immigration Sponsorship/Employee and Family

• Dental Benefits

• Student Loan Repayment

• Retirement Benefits

• Recharge Days

• Vision Benefits

Most Frequently Offered Employee Benefits 89%

Health Benefits

87%

Paid Time Off Dental Benefits

82%

Retirement Benefits/Matching

82% 79%

Vision Benefits 74%

Training Opportunities Onboarding

70%

Bonuses/Incentives Published Mission and Value Statements Physical Office Environment

68% 67% 64% 0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

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.

Young Professional Employee Benefits Offered Locally 80%

74%

70%

70%

60%

60% 50%

39%

40%

34%

30%

30% 20% 7%

10% 0%

Internal Training Opportunities

Onboarding

Hybrid Work

Remote Work

Pay for Higher Education/ Continuing Education

Formal Mentoring

Student Loan Repayment

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Workplace Landscape

23%

Benefits (continued)

Have employee resource groups including women, young professionals, mental health and LGBTQI+ allies.

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.

Family-Friendly Workplace Benefits Provided Locally

80% 70%

58%

60%

55% 48%

50%

32%

40% 30%

18%

20%

1%

10% 0%

Parental Leave

Flex Time

Family Leave

Wellness Room

Childcare Benefits

On-Site Childcare

Upskilling and Internal Workplace Mobility On average, organizations are filling 32% of their roles with internal promotions or hires.

95%

of responding organizations provide some internal or external opportunity for employee training and skill development.

53%

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 80% 70% 60% 50% 40% 30% 20% 10% 0%

73%

Communication/ Feedback and Listening

44%

42%

40%

Design Thinking/ Innovative ProblemSolving

Conflict Management

SelfAwareness

10 Talent and Workplace Survey Report

36%

36%

Understanding Data

Networking

Workplace Landscape

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

57% 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 80% 70% 60% 50% 40%

69% 62% 53% 42%

42% 35% 28%

30%

24%

20% 10% 0%

Corporate/ Corporate Board Paid Time for Paid Time for Partnership Charitable Volunteer Leadership Volunteering Voting With Guilford Giving Opportunities County Schools

Mentoring

Advocacy

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Section 04

Talent Attraction and Selection

12 Talent and Workplace Survey Report

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 80% 70% 60% 50% 40% 30% 20% 10% 0%

71% 56%

55%

48% 38%

Word of Mouth

Social Media

Job Aggregator Websites

Guilford County’s Universities and Colleges

Universities and Colleges outside of Guilford County

Recruiting Budget, Time Frame, and Candidate Quality On average, responding organizations spend 8% of their annual operating budget on talent attraction and recruitment.

1%

increase from 2024 average

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%.

59% 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.

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Talent Attraction and Selection

Recruiting Budget, Time Frame, and Candidate Quality (continued) Employers Find the Quality of Their New Hires to Be:

These Options Best Describe the Educational Level of a Typical Guilford County Hire: 40%

Somewhat High 38%

OK

Terrible!

Some College/ University

10%

Excellent!

0% 0%

10%

19%

High School Diploma

12%

Somewhat Low

46%

College/University

20%

30%

40%

50%

14%

Associate’s Degree

7%

Master’s Degree

7%

Professional License

3%

Industry Certifications

2%

Doctoral Degree

2% 0%

Today’s Workplace Challenges Open Box Text Question & Answers

1 2

Greatest challenge as a company: • Budget/Revenue; Finding and Hiring Talent; Business Growth; Navigating Current Business and Economic Environment

Most pressing talent and workplace challenges: • 62% Attracting Suitable Candidates • 31% Creating Opportunities for Career Growth • 29% Filling Jobs in a Timely Manner

3

Chronically unfilled positions: • Teachers; Electrical Technicians; Engineering; Maintenance; Manufacturing; Sales; Nursing

14 Talent and Workplace Survey Report

10% 20% 30% 40% 50%

Talent Attraction and Selection

Essential Skills In 2025, the top five most essentials skills for new hires include:

In 2025, the skills most difficult to find in new hires include:

#1 Professionalism/Work Ethic #2 Verbal Communication Skills #3 Teamwork/Collaboration #4 Adaptability/Resilience #5 Organization/Time Management

• 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.

Organization/Time Management has moved into the top five most essential skills.

New Hires: Essential Skills Needed Compared to Difficult-to-Find Skills 4.58

Professionalism/ Work Ethic

2.89 4.57

Verbal Communication Skills

2.61 4.57

Teamwork/ Collaboration

2.38 4.30

Adaptability/ Resilience

2.89 4.30

Organization/ Time Management

2.77 0

0.5

1

1.5

2

Essential Skills for New Hires

2.5

3

3.5

4

4.5

5

Difficult Skills to Find in New Hires

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Section 05

Summary

16 Talent and Workplace Survey Report

Summary

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.

Leverage AI With Intentionality

4

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.

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Section 06

Responding Organizations

18 Talent and Workplace Survey Report

Responding Organizations

Thank You to All of Our Survey Participants Including the Following Who Agreed to Be Published: ABCO Automation

Filtrona Filters

Krave

A Fine Line Striping

First Bank

LC America, Inc.

Arch MI

Garage Force of the Triad

Lincoln Financial

BackPack Beginnings

GenerationEd

Lindsey Architecture

Berico

Girl Scouts Carolinas Peaks to Piedmont

Lingo Staffing

Berkshire Corporation

Goodwill Industries of Central NC, Inc.

Mental Health Associates of the Triad

Bernard Robinson & Company, LLP

Graham Personnel Services

Moore Music Company

Big Brothers Big Sisters of the Central Piedmont

Greensboro Children’s Developmental Services Agency

Mother Murphy’s

BRC

Greensboro College

North Carolina African Services Coalition

Brooks, Pierce, McLendon, Humphrey & Leonard, LLP

Greensboro Montessori School

Office Evolution of the Triad

Greensboro Swarm

Our State Magazine

Guerrilla RF, Inc.

Pay Tel Communications, Inc.

Guilford County Government

Procter & Gamble

Guilford Education Alliance/High Point Schools Partnership

PwC

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

Guilford Technical Community College GuilfordWorks HAECO Americas HICAPS, Inc. Home Helpers Home Care of Jamestown

New Garden Landscaping & Nursery

Qualicaps, Inc. Realty Consultants Property Management Replacements, Ltd. Sharpe Pursuits Inc. shift_ed Signature Wealth Strategies

Cross Company

Honda Aircraft Company

Davis • Martin • Powell & Associates, Inc.

Huntington National Bank

St. Johns Packaging USA, LLC

Downtown Greensboro, Inc.

Jim Gallucci Sculptor, Ltd.

Stars Align Therapy

Eastern Music Festival

Junior Achievement of the Triad

Sunrise ABA & Autism Services, LLC

Encompass Solutions, Inc.

Kelly Office Solutions

The Arts Council of Greater Greensboro

Fellowship Hall

Kneaded Energy

Trade Graphics Inc.

Smith Leonard PLLC

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

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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

20 Talent and Workplace Survey Report

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.

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

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

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.

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