Business leaders face an increasingly complex and volatile landscape. Geopolitical tensions, economic instability, rapid technological change, and cultural polarization are reshaping the environments in which companies operate. These dynamics have made it harder for leaders to take strong public positions, particularly as efforts around social responsibility face heightened scrutiny.
Despite this, businesses continue to hold a uniquely trusted position. The 2025 Edelman Trust Barometer shows that people still look to companies, more so than governments, media, or NGOs, for stability and direction. While few organizations may feel they have the permission to lead sweeping societal change, many can and should model clarity and integrity within their own walls and sectors.
This starts with a focus on people. In uncertain times, organizations are only as resilient as the employees within them. The businesses best positioned to navigate today’s challenges are those that actively prioritize employee centricity by listening to their people, investing in them, and building cultures rooted in purpose and trust.
This goes beyond surface-level gestures. Employee centricity must be woven into the fabric of how a company operates and communicates. Yet in many brand communications, this priority is noticeably absent. Companies highlight innovation but rarely articulate why they are great places to work or how employees contribute to positive progress for the organization. That’s a missed opportunity, especially in a market where high performers, as well as partners, investors, and the general public, are increasingly selective. To attract and retain top talent, businesses must signal that they are led by people who care about people.
To understand how companies can strengthen this positioning, Bloomberg Media analyzed data from its Bloomberg Brand Accelerator Study, a comprehensive survey of nearly 3,000 business leaders across the US, Europe, and Asia-Pacific. The analysis identified which brand attributes are most correlated with employee centricity, and how these perceptions vary across sectors, such as financial services, technology, and B2C.
In financial services, the attribute most strongly associated with employee centricity is Familiarity, or how well business leaders know the brand. This reflects the sector’s conservative nature and regulatory constraints, where trust and longevity are critical. In such contexts, trust is earned over time. A more familiar brand is more likely to have demonstrated stability, credibility, and long-term commitment, signaling that the company is a safe bet for both employees and customers.
In technology, Thought Leadership is the top driver. Here, the landscape is constantly evolving, and employees are drawn to companies that are actively defining what’s next. Whether through research, convenings, or provocative points of view, thought leadership points to a culture of intellectual curiosity and ambition. For tech employees, this indicates that their work will be meaningful, visible, and impactful.
In B2C, the most correlated attribute is Invests in Technology. In industries like retail, hospitality, or consumer goods, modern tech infrastructure signals that a company is forward-thinking in how it prioritizes its customer relationships. For employees, it also means better tools, smarter workflows, and learning opportunities. A brand’s technological sophistication has become a proxy for its overall adaptability and relevance.
That means cultivating environments where employees feel valued, empowered, and proud to contribute.
So, how can leaders apply these insights?
In financial services, invest in reputational and brand consistency to continue to build trust. To strengthen your internal culture in a way that mirrors your brand’s external perception, highlight employee development programs, long-term retention efforts, and transparent leadership. Communicate with consistency, and position your organization as a place where careers can grow over time.
In technology, double down on bold thinking. Give employees opportunities to share ideas, publish insights, and participate in thought leadership efforts. Internally, foster a culture where experimentation is encouraged. Externally, position your brand as one that shapes – rather than reacts to – change. This not only attracts visionaries, it retains them.
In B2C, demonstrate that innovation is part of the employee experience. Make it clear how investments in technology are improving not just customer interactions but employee capabilities. Show how frontline workers are empowered by data, automation, or new tools. Employees want to feel they are working for a company that’s moving forward.
Across all three sectors, employee centricity is no longer a nice-to-have, it’s a competitive advantage. In a world where businesses may not always be able to speak broadly about societal change, they can still lead with clarity within their sphere of influence. That means cultivating environments where employees feel valued, empowered, and proud to contribute. That’s not just good for talent – it’s good for business.
Brain Circuits How can companies tackle the crisis of well-being at work? by Andrew Sharman , Susan Goldsworthy Published May 28, 2025 in Brain Circuits • 3 min read DownloadSave Companies are...
It takes more than a few yoga classes to tackle the problems of burnout, financial stress, and poor mental and physical health. Consult the checklist to gauge the effectiveness of your current...
The personal aspect of retirement can be just as challenging as the professional shift. Take this test to find out if you’re ready for a relationship reset with your nearest and dearest...
McKinsey estimates there will be a tech talent gap of between 1.4 and 3.9 million in Europe by 2027. Doubling the number of women in the field is a major part of...
Explore first person business intelligence from top minds curated for a global executive audience