equity is not just about equal pay, it's about equal access to opportunity.
As the UK workforce recalibrates its post-pandemic expectations, a clearer picture emerges: British employees want more than pay. Work-life balance, inclusive cultures, and opportunities for personal growth have become pivotal to how workers evaluate employers.
The latest Randstad Employer Brand Research reveals subtle yet telling changes in workforce sentiment. While job-switching intentions are slowing, dissatisfaction is simmering just below the surface. This article explores the main insights from the UK Randstad Employer Brand Research 2025 report and what employers can do to stay relevant in a fast-evolving talent market.
more than salary: the new currency of value.
British employees continue to rate work-life balance as their top priority, ahead of even salary. Attractive compensation still matters, but the data reveals a concerning disconnect, only about half of employees feel that their salary and benefits meet expectations. Meanwhile, just 65% report satisfaction with their work-life balance.
Notably, younger workers, especially Gen Z, show greater interest in personal growth and training than older generations, signalling a shift away from traditional security-focused values. Digital talent places stronger emphasis on career progression and flexibility, while operational workers still favour stability.
Leah (27), a digital marketing analyst based in London, made a bold choice to leave a high-pressure agency role after burning out and taking a lower-paying job that offered better hours and mental health support. “I don’t regret earning a little less,” she says. “Now, I actually have energy after work—and that’s worth more to me than a bonus.” For Leah, balance isn’t a perk—it’s non-negotiable.
Now, I actually have energy after work—and that’s worth more to me than a bonus.
equity in perception versus practice.
Seven in ten UK workers believe their employers treat them equitably, a promising headline. But beneath it, persistent gaps remain. Employees identifying as minorities are significantly more likely to face identity-based barriers to career progression (52%) compared to non-minority colleagues (32%).
Gen Z is again at the centre of this divide, with the highest rates of both minority self-identification and perceived inequity. Digital specialists, while giving their employers high scores on equity, also report the most frequent identity-related challenges, especially related to ethnicity and religion.
Ravi (32), a cloud engineer in Manchester, values his company’s focus on equity and inclusion but still feels the limits of representation. “I’m glad we’re having the conversations,” he says. “But when I look at leadership, I don’t see anyone who looks like me. That gap makes it hard to envision myself progressing here.” Despite positive intent, the lack of role models continues to shape his outlook.
when I look at leadership, I don’t see anyone who looks like me. That gap makes it hard to envision myself progressing here.
stability masks movement: why employees are staying put.
Chloe (23), a customer service representative from Birmingham, is part of the Gen Z workforce craving more than routine. “I’m constantly browsing job boards,” she admits. “I want to move forward, but the market feels risky. I’m tired of being stuck in a job where I’m invisible.” She’s not leaving because she’s satisfied—she’s staying because change feels uncertain.
The data shows a dip in job-switching behaviour, intentions fell by 1%, and actual changes dropped by 3% compared to last year. But this shouldn’t lull employers into complacency. The desire for change is still present, particularly among younger generations.
Gen Z leads in job-switching at 24%, while operational talent continues to experience the highest turnover. For many, work-life balance and a lack of career progression remain strong motivators to leave. This misalignment between values and experience signals an opportunity for employers to act preemptively.
🔹 Actionable insight: Don’t mistake lower turnover for higher satisfaction, employers must address underlying concerns through transparent feedback and retention strategies.
reskilling: the untapped driver of loyalty.
James (38), a warehouse supervisor in Leeds, has been with his company for over a decade and remains deeply loyal—but he’s worried about what comes next. “I’ve asked about training, but it always gets pushed back,” he says. “I want to move up, not out.” For James, reskilling isn’t just a perk—it’s the key to staying relevant and engaged.
Two-thirds of British workers say reskilling is important. The figure rises among Gen Z and those seeking internal career progression. Yet many organisations still treat learning and development as optional rather than essential.
Consider the high number of internal job seekers who prioritise reskilling, these are loyal employees ready to grow. Without clear pathways, however, they risk becoming disengaged or looking elsewhere. Employers who offer proactive upskilling opportunities gain a distinct retention advantage.
🔹 Actionable insight: Make reskilling visible and accessible, it’s not just a learning tool, it’s a loyalty strategy.
AI adoption: enthusiasm slows, gaps widen.
While AI adoption remains steady at 24%, attitudes toward it have cooled. Only 42% now view it positively, down from 45%, and neutral opinions are on the rise. Younger generations and digital workers continue to lead adoption, while Gen X and operational staff show declining usage.
Despite this divide, digital talent remains optimistic about AI’s potential. Still, 88% say AI is already impacting their work, illustrating both its reach and risk. Without tailored training, many workers may disengage from or resist the change.
Amina (29), a software developer based in Bristol, leads AI integration projects on her team but often feels she’s pushing uphill. “I love working with AI—but I’m explaining it to my boss every week,” she says. “Without leadership buy-in and proper training, we’re not moving forward—we’re spinning our wheels.” She remains optimistic, but the support gap is slowing progress.
I love working with AI—but I’m explaining it to my boss every week. Without leadership buy-in and proper training, we’re not moving forward—we’re spinning our wheels.
🔹 Actionable insight: Treat AI as a workplace transformation, support all staff with role-specific training and clarify AI’s role as a productivity partner.
motivation is rising, but so is disengagement risk.
Motivation levels have improved across the UK workforce. 64% of employees report feeling engaged, and 49% say engagement has increased year over year. Still, recognition remains the top factor driving disengagement, especially among operational staff.
Digital employees are the most engaged, driven by growth and innovation. Professionals rank work-life balance highest, while operational workers want appreciation and fairness. This underscores the need for engagement strategies that reflect different realities on the ground.
Mark (45), a production line worker in Liverpool, finds satisfaction in routine and takes pride in his consistency, but increasingly feels overlooked. “I’ve never been late, I cover shifts, I train new hires,” he says. “A simple thank you or small recognition programme would go a long way.” For Mark, appreciation isn’t about ego—it’s about being seen.
🔹 Actionable insight: Customise engagement by role—flexibility and development for professionals, recognition and stability for operational staff.
conclusion: from insight to action.
The British workforce in 2025 is clear in its message: meaningful work, equitable treatment, flexibility, and growth matter just as much as salary. Employers who listen and turn their brand promises into real experiences will thrive.
🔹 Final Thought: The future of work belongs to organisations that act with purpose, embrace learning, and build cultures of trust and transparency.
As inflation and uncertainty squeeze household budgets, workers are reassessing what truly makes an employer attractive. Flexible hours, mental health support, and clear career paths are no longer nice-to-haves—they’re essential. For minority employees, persistent barriers around mentorship, role models, and promotion processes continue to impact engagement and belonging.
While economic caution has slowed job mobility, dissatisfaction hasn’t disappeared. This pause is a chance for employers to invest in culture, not coast on stability. Upskilling—especially for digital, Gen Z, and operational talent—is a powerful lever for loyalty. So is timely, authentic recognition tailored to different roles and realities.
The competitive edge will go to those who treat employer branding as a living, evolving promise—shaped by data, dialogue, and real employee voices.