ICOM Voices ICOM Germany: Insights from a Museum Workers’ Study on Employee Satisfaction

Keywords: employee satisfaction, museum workers, Germany, study

Museums are far more than mere guardians of cultural heritage – they are dynamic places that must continuously adapt to societal, economic, and structural changes. But how satisfied are the people who shape these institutions with their work? In 2024, ICOM Germany conducted a study on employee satisfaction in German museums that provides answers to this question. This study not only delivers essential insights for the German museum sector but hopefully also holds international relevance by offering valuable input and practical insights into the challenges and opportunities of contemporary museum work.

ICOM Germany’s commitment to the museum workforce

With over 6,800 museums, Germany offers a structurally diverse landscape – from state-run to privately managed institutions. This diversity of museum structures makes the country a relevant case study at the international level, as it highlights the challenges facing the museum sector worldwide: workforce attractiveness, modern leadership methods, diversity of employees, and new organisational models.

ICOM Germany is committed to improving working conditions in museums, recognising that employee satisfaction is key to institutional sustainability. Therefore, in 2024, the national committee conducted the first nationwide museum employee satisfaction study in cooperation with destinet change. Over 1,500 museum professionals participated.

Presented in May 2024 at the 18th International Bodensee Symposium, the results make one thing clear: data must lead to action. Despite strong professional commitment, dissatisfaction with working conditions is now widespread. The central question is how museums can create attractive and sustainable work environments. Germany’s findings offer valuable impulses for museum work internationally.

Fig. 1. International Bodensee-Symposium, 2024 © ICOM Germany, Photo: Nicolas Bühringer.

The study

Women accounted for a high proportion of the respondents, reflecting the actual employment situation in German museums. Most participants worked in art, collection, and cultural history museums, meaning some museum types were underrepresented. The majority of respondents were between 30 and 59 years old.

A particularly positive result was the strong professional commitment demonstrated by the respondents: many museum employees are passionate about their work and find it highly fulfilling. This intrinsic motivation is a valuable asset.

At the same time, only 50% of respondents are satisfied with their current work situation (see Fig. 2). Alarmingly, 40% are actively or mid-term looking for new opportunities – and 65% of those are considering leaving the museum field altogether. These figures highlight the urgent need to improve working conditions.

ICOM Germany sees it as a key task to turn these insights into action. All stakeholders – among them museum directors, public sponsors (state, regional) or political decision-makers (politicians and legislators) – must work together to shape a sustainable and attractive work culture in museums in order to improve employee well-being, and ensure the long-term success and relevance of museums in society.

Fig. 2. Answers to the question “How satisfied are you with your personal work situation?”. © ICOM Germany

Key findings

Here are a few questions the participants responded to:

1. How satisfied are you with your personal work situation?
2. What gender is your directorate / museum management?
3. Why are you looking for a new job or planning to change jobs? (Fig. 3)
4. To what extent do you agree with the statements? Analysis of job satisfaction, stress levels, pay and other aspects.
5. Are you currently looking for a new job? (Fig. 4)
6. If you want to apply for a new job: How important are the following factors to you (e.g. meaningful job advertisement, salary information, remote work, etc.)?

The key findings were the following:

Dissatisfaction and High Willingness to Change Jobs
Despite the passion of many employees, only half of the respondents are satisfied with their working conditions. The survey results show a high willingness to switch jobs, indicating that museums need to implement an attractive work culture and good framework conditions, which are crucial in preventing the migration of talent to other industries. The willingness to leave the sector is high, particularly among younger Generation Z employees.

Fig. 3. Answers to the question “Why are you looking for a new job or planning to change jobs?”. © ICOM Germany

Fig. 4. Answers to the question “Are you currently looking for a new job?”. © ICOM Germany

Gender Disparity in Leadership Positions
While nearly three-quarters of museum employees are women, this is not reflected in leadership positions. Female leaders, however, receive consistently higher ratings than their male counterparts – from both from men and women. This highlights the ongoing need for structural changes regarding gender equality and career opportunities.

Leadership Challenges: Hierarchies, Recognition, and Development
Respondents reject rigid hierarchies and seek more participation in decision-making and a workplace culture of appreciation. Certain things are more important to them than salary, such as doing meaningful work, seeing their work recognised and having opportunities for development. Younger generations place a high value on work-life balance and equality.

Passion as a Driving Force – Under Stress
Many employees perform their work out of deep conviction, yet the study shows that they often feel stressed. Addressing this challenge requires targeted measures to improve working conditions.

What Matters in a New Job
Job postings that include clear salary details, company culture information, and indicate that the employee will communicate directly with museum leadership, are the ones that receive the most attention from applicants. Flexible work models, remote work, and hybrid structures are increasingly relevant – especially for younger and female employees.

Recommendations for a future-oriented museum workforce

Based on these insights, the following key recommendations can be derived:

1. Address Individual Needs More Effectively
   Museums should adopt flexible work models and structures that reflect the diverse needs of their staff. But flexibility alone is not enough: employees also need adequate resources to do their jobs – including financial ones – in order to complete their tasks with professionalism. Without this, the work becomes more difficult and exhausting, which contributes to the sector’s high attrition rates.
2. Anchor Gender Equality as a Strategic Priority
   Despite progress, gender equality remains a central challenge. Museums should implement targeted measures to dismantle structural barriers for women and other disadvantaged groups – both within institutions and in their societal role as advocates for diversity and inclusion.
3. Implement Modern Organisational Structures
   While traditional hierarchies are increasingly being questioned, many museums still adhere to classical administrative models. The study demonstrates that alternative organisational structures are not only feasible but also more effective – provided there is a willingness to embrace change and innovation.
4. Develop New Competency Profiles
   The museum landscape is changing rapidly and requires new skills. To remain relevant, museums must increasingly focus on continuous professional development, prioritise interdisciplinary collaboration, and an open culture of learning from mistakes. However, in doing so, they should also recognise and capitalise on the existing skills and strengths of their staff.

5. Redefine and Transform Leadership
   Modern leaders must be more than just decision-makers – they must offer orientation, create psychological security and promote transparent, open communication. A participative and trust-based management culture that breaks away from traditional hierarchical structures is essential for sustainable museum work.
6. Prioritise Immediately Actionable Improvements
   Not all necessary changes require substantial financial investment. “Soft” factors such as appreciation, team culture, and employee participation in decision-making have a significant impact on job satisfaction – and can often be improved with relatively little effort. Even small changes can have a major impact and create a work environment that fosters motivation and commitment.

Our advice to national committees considering conducting a similar study is to ensure a transparent, inclusive process supported by external research expertise to guarantee credibility and sound methodology. And be ready to confront uncomfortable truths – the real value lies not just in the findings, but also, and above all, in the dialogue and momentum they create for real lasting change.

Access the summary of the study (in German)