The health of any economy is not just about GDP growth or inflation figures—it is also about how confident people feel in their jobs and career prospects.
Job confidence influences the choices we make, whether that’s pursuing a promotion, changing roles, or stepping into the workforce for the first time. It affects not only individual livelihoods but also the overall resilience of the labour market.
This is where the Robert Half Job Confidence Index (JCI) becomes a crucial tool. By tracking worker sentiment across job security, pay, career progression, and the broader economy, the JCI helps employers, workers, and job seekers understand the evolving dynamics of the labour market.
In this article, Matt Weston, Senior Managing Director at Robert Half, shares an overview of the latest Jobs Confidence Index report, exploring the key trends related to our most recent findings.
Why job confidence matters
Job confidence is a cornerstone of economic stability and growth. Confident workers are more likely to invest in their careers, whether through upskilling, job mobility, or seeking out leadership opportunities. Equally, a confident workforce is typically more mobile, where individuals feel empowered to swiftly change jobs and employers when better opportunities arise.
The importance of job confidence has only grown in recent years. The pandemic reshaped industries, accelerated technological change, and altered worker expectations. Today, employees and job seekers must grapple with questions like: Is my career future-proof? Are my skills competitive? The JCI offers answers, showing where confidence is growing and where challenges remain.
This quarter’s findings highlight a mix of resilience and caution. Workers feel confident in their job security and career progression, despite signs of a slowing economy. However, the cooling labour market and declining pay confidence signal challenges that require proactive responses from all stakeholders.
Employers who know how to navigate change will remain in the driving seat
Amidst economic uncertainty, workers are demonstrating remarkable confidence in career progression and job security, underscoring a collective drive for growth and stability. Employers who embrace this optimism with targeted initiatives—such as skills-based training and technological integration—can foster a motivated and agile workforce.
Supporting career progression is key
The strongest improvement in the JCI this quarter came from workers’ confidence in career progression. This reflects a workforce eager for growth and opportunity, even amidst economic uncertainty. Employers who prioritise career development can harness this momentum, fostering engagement and loyalty.
For example, offering structured pathways for promotions, mentoring schemes, or learning budgets can make a tangible difference. Workers who see clear opportunities for advancement are more likely to stay committed and motivated.
Skills-based training for an agile workforce
This quarter’s data revealed that 67.3% of workers believe skills-based training is more valuable than formal education for job performance. This highlights what’s at the core of workers’ priorities: they value practical, job-specific training that directly enhances their performance and career prospects.
Employers should respond by offering tailored training programmes, whether through partnerships with industry experts or in-house initiatives. Flexibility is key—online modules, hands-on workshops, and hybrid formats can cater to diverse learning preferences.
Thoughtful navigation of the cooling labour market would pay dividends
The labour market is showing signs of cooling, with falling vacancies and rising involuntary part-time work. Yet, 63% of workers reported confidence in their job security— a record high, despite these conditions. Employers must balance costcutting measures with initiatives to maintain worker confidence, such as transparent communication about organisational plans and reskilling opportunities.
Technology as a driver for growth
Productivity in the UK remains subdued, falling again over the year to Q3. Employers have an opportunity to address this by investing in technologies like AI and automation, which can boost efficiency without replacing human roles. The key is to frame these tools as enhancers, supporting workers rather than threatening their job security.
Employees embracing opportunity in a shifting job market
Workers are increasingly optimistic about their career progression, reflecting a dynamic job market rich with opportunities for growth in key sectors. To thrive, individuals must embrace trends like skills-focused training and adaptability, leveraging practical steps to secure meaningful career advancement.
Confidence in career progression is key
Workers’ confidence in career progression saw the largest increase this quarter, driven by optimism about future opportunities. This reflects the reality that many sectors, including technology and healthcare, continue to offer significant growth potential.
To capitalise on this, workers should proactively seek new challenges and upskilling opportunities. Simple steps like attending professional workshops, networking events, or earning certifications can unlock new career paths.
Skills over degrees a new trend
While formal education remains important, our data suggests a growing emphasis on practical, job-specific skills. Many workers agreed that job-specific training significantly improves job satisfaction, and a similar proportion highlighted its importance for career mobility.
Workers can invest in short-term courses, certifications, or on-the-job training to keep their skills relevant. These options often provide quicker returns than traditional degrees and align closely with employer needs.
Adaptability amidst labour market changes is fundamental
The cooling labour market presents challenges but also opportunities. Workers can stand out by demonstrating adaptability, whether that means exploring freelance roles, transitioning to new industries, or embracing part-time work as a stepping stone. Building a strong professional network—both online and offline— can further enhance visibility and access to opportunities.
Balancing skills and qualifications in hiring
As the labour market continues to evolve, we are seeing the emerging trend of employers increasingly recognising the value of experience and skills over traditional qualifications in assessing a candidate's potential.
Our JCI data reveals that 40% of companies find skills-based hiring more beneficial for identifying a candidate’s value, compared to just 21% who prioritise qualifications. And similarly, 41% believe skills are more important than qualifications for gauging potential, with 33.8% of employers having shifted towards skills-based hiring, on top of 10% already having applied this approach for a while now.
While many offer comprehensive training (60.7%) and continuous skill development programs (58.9%), it is clear that a balance between formal qualifications and hands-on experience is essential for ensuring long-term organisational success.
As the demand for skilled workers continues to rise, employers must adapt by placing greater emphasis on practical skills, while still valuing the foundation that qualifications provide. This approach will help businesses navigate the complexities of a competitive labour market and secure the talent they need to thrive.
Bringing it all together – jobs in 2025
The findings of this quarter’s JCI offer a mix of encouragement and caution. Worker confidence in job security and progression remains strong, even as the labour market cools and wage growth slows.
For employers, this presents an opportunity to harness workforce optimism and align strategies with changing worker priorities. For job seekers, adaptability and targeted upskilling are the keys to navigating an evolving market.
At its heart, job confidence is about empowerment—the belief that our skills and efforts can lead to greater opportunities, stability, and fulfilment. By fostering this confidence, we build not only individual resilience but also a stronger, more dynamic labour market.
As we move forward, let’s take these lessons to heart. Employers can invest in their people; workers can embrace lifelong learning and career growth; and job seekers can approach the market with clarity and optimism. Together, we can navigate the challenges of today’s labour market to create a 2025 where everyone thrives.
