This report combines the data of more than 1,000 professionals in the "2025 Taiwan Women's Trend Survey" and the "2025 Taiwan Friendly Workplace Survey" conducted by women's fans, and was published at the 2025 DBTA Diversity and Inclusion Vision Award Trend Forum.

- Critical Mass: Analyze the critical inflection points where inclusive change spreads to critical organizational quality.

- Enterprise Resilience: Explore how collaboration maturity enhances organizational stability.

- Compliance Empowerment: Focuses on how compliance can transform from avoiding harm to motivating a positive workplace.

This article is part 2 of the topic: Enterprise Resilience.

The foundation of enterprise resilience lies in team collaboration maturity. Workers showed a high willingness to help each other, with 66.2% of respondents expressing their willingness to "express empathy and substantially support" their colleagues, which is the strongest potential capital of the organization.

This section will build on this capital and reveal the key paths to transforming employee mutual aid goodwill into a sustainable system.

Crossing "high willingness and low practice": three key barriers to collaboration maturity

There is a will, but there is no tool

Pain point 1: The potential of mutual assistance is difficult to implement, and goodwill is consumed by the system

Employees' high willingness to help each other is being consumed by both system idling and feedback gaps. The strong pain point of "lack of clear division of labor and agency mechanism" makes goodwill difficult to last; If mutual aid behavior is not affirmed, it cannot be regarded as an organizational contribution.

  • Lack of mechanisms: The biggest challenge in assisting colleagues with care needs is the lack of a clear division of labor and agency mechanisms, accounting for 47%.
  • Recognition gap: 32.8% of respondents believe that the main challenge is that the job replacement is "not reflected in job performance or affirmation".
  • Institutional expectations: More than half (53.9%) of employees expect organizations to establish "temporary alternative manpower pools or dedicated collaboration windows", and 52.9% expect "establishment of collaboration rewards or recognition mechanisms".


Picture|2025 Diverse Workplace Trends Report

There is a policy, but it is not used

Pain point 2: Policy idling, psychological barriers lead to flexibility into invisible benefits

Despite flexible work policies, psychological barriers remain high for employees, making them ineffective and instead becoming invisible benefits. There are still 38.6% of people who "have not yet applied for flexible work." 44.9% of the main reasons were "worried about being seen as unprofessional" or "worried about affecting promotion or salary adjustment".


Picture|2025 Diverse Workplace Trends Report

Willing to invest, lack of methods

Pain point 3: Gap between ability and methodology, desire for constructive communication and training

Although employees have a high willingness to help each other, they generally recognize the lack of effective methodologies and communication skills, reflecting a desire for team literacy training.

  • Training needs: 34.9% of employees look forward to organizing "Empathy and Teamwork Workshops". Meanwhile, 32.5% of employees expressed their willingness to "promote and implement a culture of positive team collaboration."
  • Skill challenge data: 36.2% of employees still struggle to "try to understand other people's perspectives before expressing their needs clearly" when collaborating.
  • Change tips: Organizations need to invest resources in work literacy training, such as improving communication skills, constructive conflict handling, and empathy training.


Picture|2025 Diverse Workplace Trends Report

The triple consolidation of system, ability and culture

Institutional pain points and capacity gaps are consuming the mutual aid and goodwill of employees. To consolidate organizational resilience, enterprises must establish institutionalized agency mechanisms and recognition systems, while investing resources in communication skills and constructive conflict management to optimize collaboration maturity and ultimately consolidate organizational resilience.

Action strategy guide

  • Institutionalized optimization: Establish a "temporary substitute manpower pool" and "collaborative reward mechanism", and incorporate agency behavior into the performance management system.
  • Capacity and cultural empowerment: Eliminate psychological barriers to the use of flexible work policies and invest resources in work literacy training such as communication skills and constructive conflict management.