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The exact-title report is Colliers’ Global Tech Talent Report 2025, published on November 14, 2025. It examines more than 200 global technology markets and explains how artificial intelligence, demographics, ecosystems, and operating costs are reshaping where technology companies hire and invest. Its central message is that technology talent is spreading, but the strongest pools remain concentrated in a relatively small number of powerful hubs.
The title is easy to confuse with similarly named reports from Hays and Everest Group, CBRE, Draup, and the Linux Foundation. Those publications address related questions but are not the same report.
What is the Global Tech Talent Report 2025?
Colliers published the Global Tech Talent Report 2025 as a guide to technology-talent hubs. It is aimed at technology executives, human-resources and workforce-planning leaders, recruiters, site-selection teams, policymakers, and companies deciding where to establish offices or engineering operations.
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- Artificial intelligence is changing talent demand.
- Employers need to recruit and develop younger workers.
- Technology talent is becoming more polarized around major hubs.
- Technology ecosystems are increasingly valuable.
- Workforce and real-estate decisions should rely more heavily on market data.
The public Colliers landing page provides selected findings, graphics, and an executive summary. The complete report appears to be distributed through a contact form, so the public material does not necessarily reveal every ranking, definition, data source, or calculation. Readers should therefore treat the public summary as a useful strategic overview, not as a fully reproducible dataset.
See Colliers’ Global Tech Markets 2025 page for the report’s broader discussion of technology labor markets and location strategy.
The report’s five major findings
1. AI is reshaping demand for technical skills
Colliers reports a sharp increase in hiring demand for AI-specialized skills alongside a decline in traditional IT job postings. It identifies data science and cybersecurity as areas of strong demand and names Bengaluru and São Paulo as examples of attractive destinations.
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This does not mean traditional technology work is disappearing. AI skills increasingly overlap with software engineering, data science, cloud infrastructure, mathematics, product development, and cybersecurity. A company may need fewer narrowly defined traditional IT roles while requiring more employees who can use AI within existing technical jobs.
Job-posting trends also require caution. A posting can reflect demand, but postings may be duplicated, renamed, paused, outsourced, or folded into existing roles. An increase in advertised AI positions is not proof of an equivalent increase in net employment.
2. Younger workers are becoming a more important pipeline
Colliers says workers under 25 represented 7% of the global technology workforce in the cited data and that this group grew faster than the workforce across all industries. It highlights Bengaluru, Hyderabad, Cairo, and Mexico City as cities with younger technology-talent pools.
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A young workforce can offer a large entry-level pipeline, lower average compensation, and significant long-term growth potential. It can also require more training and management. A city with many graduates may have less depth in senior engineering, technical leadership, specialized research, or enterprise architecture.
For employers, the relevant question is not simply “Which city has the youngest workers?” It is “How many suitably skilled graduates become available each year, and how much investment is needed to turn that pipeline into productive and retained employees?”
3. Talent is concentrating in leading hubs
The public summary indicates that 22 markets account for cities appearing in Colliers’ top-50 ranking. That is evidence of concentration: global technology talent is not distributed evenly across every city that offers lower wages or remote-work access.
The leading hubs benefit from accumulated advantages such as experienced workers, universities, venture capital, major employers, professional networks, and specialist suppliers. These advantages can reinforce one another. More companies attract more skilled workers; more skilled workers attract more companies and investment.
However, “top hub” is not a single universal category. A market can lead in total technology-worker volume while performing less well for AI researchers, cybersecurity specialists, senior managers, affordability, immigration access, or salary-to-quality value.
Where technology talent is concentrated
Colliers identifies the United States and India as especially important centers of global technology talent. Separate research from CBRE helps illustrate the difference between workforce size and overall ranking. According to CBRE’s Global Tech Talent Guidebook 2025, Beijing, Bengaluru, and Shanghai each had more than one million technology workers in 2023. Tokyo, London, New York, Paris, the San Francisco Bay Area, and Toronto were each reported in the 300,000-to-500,000 range.
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These figures are market-size estimates, not a declaration that one city provides the best hiring outcome for every business. Employers should separate at least these measures:
- Total technology workforce: useful for large-scale hiring.
- AI-specialist workforce: more relevant to machine-learning and advanced research teams.
- Graduate pipeline: a signal of future supply.
- Senior and leadership depth: critical for research, architecture, and management roles.
- Hiring growth: an indicator of current demand, but not necessarily net job creation.
- Cost and retention: essential to the financial result of a location decision.
How AI is changing the global talent map
CBRE’s related research found that the United States and India had the largest AI-development workforces in its comparison, with the United Kingdom ranking third. It identified Bengaluru, the San Francisco Bay Area, New York, Delhi, and Hyderabad among the largest AI-development talent markets. The San Francisco Bay Area had the most AI-development job postings in the cited comparison, followed by Bengaluru, Washington, D.C., New York, and Seattle.
Those comparisons are not perfectly global. CBRE relies partly on LinkedIn data, and China was excluded from the LinkedIn-based AI comparison because the available data was insufficient. CBRE separately estimated Chinese AI talent.
There is another important qualification: more people reporting AI skills does not necessarily mean that the same number of new AI jobs were created. Existing software engineers, analysts, and data professionals may add AI or machine-learning skills to their profiles. CBRE explicitly cautions that AI-specialty growth can partly reflect reskilling rather than newly created positions. See its discussion of AI-specialty talent.
Why universities, venture capital, and employer clusters matter
In this context, an ecosystem is the combination of technology employers, universities, technical education, startups, venture capital, infrastructure, professional networks, specialist vendors, and factors that help companies retain workers.
Colliers says cities hosting major technology-company offices tend to perform strongly, citing the San Francisco Bay Area, New York City, and Seattle as examples. CBRE similarly links established clusters with universities, commercial product development, venture capital, and large skilled-labor pools.
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CBRE reported that the San Francisco Bay Area, London, New York, Beijing, and Paris together accounted for $77 billion, or 60%, of global AI-related venture-capital funding in 2024 in its cited analysis. Its broader figure was $129 billion across 5,900 AI-related deals. Concentrated capital matters because frontier companies often need access not only to employees but also to investors, research partners, early customers, and acquisition targets.
The financial trade-off is clear: a strong ecosystem can reduce the time and risk involved in building a specialized team, but it may come with higher salaries, office costs, competition, and employee turnover.
Cost versus capability
Salary is only one part of the cost of a technology location. A realistic comparison should include compensation, payroll taxes, statutory benefits, recruiting fees, training, attrition, management overhead, office space, compliance, travel, and infrastructure.
| Market type | Typical strength | Main financial or operating risk |
|---|---|---|
| Established global hub | Deep senior talent, capital, research, and employer networks | High compensation, real-estate costs, competition, and retention expense |
| Large Asian talent center | Scale, technical-worker volume, and graduate supply | Competition for experienced workers and possible retention pressure |
| Emerging market | Lower costs and growth potential | Less senior depth, infrastructure constraints, or smaller ecosystems |
| Distributed remote market | Broader access to workers beyond established hubs | Payroll, tax, employment-law, data-protection, time-zone, and management complexity |
CBRE reported average software-engineer salaries of $177,273 in the San Francisco Bay Area and $158,387 in New York in its 2025 global comparison. Zurich was the highest non-U.S. market at $139,272. CBRE identified Bogotá and Hyderabad as examples of lower-cost options. These are average annual salary figures, not guaranteed offers or complete employer costs. See CBRE’s cost comparison.
Salary comparisons also depend on seniority, specialization, bonuses, equity, exchange-rate dates, mandatory benefits, employer taxes, inflation, and purchasing power. A lower salary market can become more expensive if recruiting takes longer, attrition is higher, or the business must provide extensive training and management coverage.
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No. Remote and hybrid work broaden the hiring map, but they do not eliminate the advantages of major technology ecosystems.
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Remote hiring can make secondary markets viable for scalable engineering, support, testing, and operations. Established hubs may remain preferable for senior specialists, technical leadership, research, investor access, and roles requiring dense collaboration. CBRE says normalized remote and hybrid work has enabled more distributed labor strategies while continuing to emphasize established clusters and emerging markets.
The practical model for many employers is a two-layer strategy: maintain one or more anchor hubs for leadership and scarce expertise, then use secondary or remote markets for roles that can be managed effectively across locations. The broader map comes with additional legal, tax, payroll, security, and management obligations.
Which markets fit which business strategy?
High-growth AI company
Prioritize AI-engineering depth, universities and research, venture-capital access, senior technical leadership, specialized infrastructure, international recruiting, and proximity to customers or investors. The strongest ecosystems may justify higher costs when speed and scarce expertise matter more than payroll savings.
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Prioritize total employer cost, graduate supply, language capability where relevant, infrastructure, attrition, labor-law complexity, and senior-worker availability. Do not assess a market only by junior salary levels.
Cybersecurity team
Look for security practitioners, certification providers, financial and critical-infrastructure employers, regulatory expertise, incident-response maturity, and clearance eligibility where applicable. A large software workforce does not automatically mean a deep cybersecurity workforce.
Research and development lab
Weight research universities, specialized scientific talent, intellectual-property conditions, infrastructure, collaboration networks, and the ability to recruit internationally. Cost should be considered alongside the likelihood of producing high-value intellectual output.
Hybrid or distributed employer
Use an anchor location for roles that benefit from proximity and a distributed layer for work that can be delivered remotely. Budget for local employment compliance, tax advice, information security, travel, communication systems, and managers who can operate across time zones.
How this report compares with similarly named publications
| Report | Publisher | Main emphasis |
|---|---|---|
| Global Tech Talent Report 2025 | Colliers | Global technology hubs, AI demand, ecosystems, location, and real estate |
| 2025 Global IT & Tech Talent Report | Hays and Everest Group | Skills gaps, hiring, upskilling, cloud, AI, cybersecurity, and workforce resilience |
| Global Tech Talent Guidebook 2025 | CBRE | Labor supply, costs, quality, AI talent, emerging markets, and location strategy |
| The Economics of Skills | Draup | Automation, wage pressure, skills half-life, and workforce economics |
| 2025 State of Tech Talent Report | Linux Foundation | Survey evidence from hiring and training practitioners |
Read the Hays report, CBRE guidebook, Draup announcement, and Linux Foundation report for their distinct approaches.
Quick Recap
Limitations readers should understand
- Incomplete public methodology: The Colliers landing page does not expose every detail needed to reproduce its ranking.
- Definitions matter: “Technology talent” may include different occupations, seniority levels, or skills across datasets.
- Self-reported data has limits: LinkedIn skills may not measure demonstrated proficiency, and coverage varies by country.
- Job postings are imperfect: They can be duplicated, renamed, paused, or affected by changes in employer recruiting practices.
- Salary is not total cost: Benefits, taxes, bonuses, equity, real estate, and attrition can change the result.
- Historical evidence is not a 2026 forecast: The report was published in 2025 and may use underlying data from earlier periods.
- Scale can dominate rankings: Large ecosystems may score well even when a smaller market is a better fit for a particular role or budget.
A 10-point checklist before choosing a technology hub
- Define the exact roles, skills, and seniority levels required.
- Separate total technology-worker volume from AI, cybersecurity, cloud, and research depth.
- Measure annual graduate output and the quality of relevant programs.
- Collect current local salary, benefits, payroll-tax, and employment-cost data.
- Estimate attrition, time-to-hire, recruiting fees, and training requirements.
- Check immigration, employment, tax, data-protection, and employer-of-record rules.
- Compare office, connectivity, utilities, and travel costs.
- Map competitors and major employers hiring the same workers.
- Assess universities, investors, suppliers, infrastructure, and customer proximity.
- Recheck the shortlist against current job postings and market conditions before committing capital.
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