The new shift in workplace motivations: What employers need to know

Workplace motivation is crucial for employee engagement, performance, and wellbeing---and in the last five years, those motivations have shifted. So, what now drives different generations of UK employees, and how can you retain them? We've surveyed 2,000 UK employees to discover these answers and understand the factors that motivate people at work.

What now matters most to employees and how it's changed

Top five most important career factors:

1. Work-life balance (73%)
2. Job satisfaction (56%)
3. The people I work with (31%)
4. Wealth (29%)
5. Meaning/purpose (27%)

Nearly two-thirds (65%) of UK employees reveal that their work motivations have changed over the last five years. This shift in priorities may not come as a surprise, considering the rise of flexible working arrangements. In fact, the CIPD Good Work Index 2025 [1] found 50% of the workforce can work from home, while 38% have access to flexi-time.

"Covid caused people to re-evaluate their priorities. They were more careful about what they were rushing back to, particularly with regards what they were prepared to give of themselves to work, what sacrifices they were prepared to make, what they were prepared to 'trade'."

Lucy Coombs, Senior Employment Law & HR Business Partner at NatWest Mentor.

Having a good work-life balance comes top of the pile for motivating workers, with 73% of the people we spoke to saying it was the most important factor for their career.

Job satisfaction closely follows work-life balance in driving employees, while 31% of the workforce values their team.

Interestingly, wealth or salary isn't a primary focus. While 29% cite it as their most important work motivation, only 2% fewer prioritise having meaning or purpose in their work. So, material motivators, such as money, may not be as significant as some may think.

Understand flexible working laws

What has driven these shifts?

UK employees suggest several factors have influenced adjustments in their workplace motivation. Our research shows that personal life and life events are increasingly shaping workplace attitudes.

"Clients are definitely seeing a shift of people wanting to go and enjoy themselves---get off the fence and actually realise their dreams, big or small; whether that's throwing themselves into a hobby, travel... etc.---whatever it is it's about maximising time and opportunities and enjoying their life," said Lucy.

"Employees are increasingly conscious of health, wellbeing and family responsibilities. Most organisations are adapting, but often reactively rather than strategically, policies around flexible working, wellbeing, and later-life career planning tend to lag behind employee expectations," added Paul Buck, Business Partner, Employment Law & HR Consultant at NatWest Mentor.

While 35% describe ageing as the main impact on their work motivations, the contributing factors are grouped quite closely. A third (33%) of employees suggest economic factors and finances are their main influences, while 27% cite a desire to be working towards a greater purpose.

These top three influences are closely followed by employee mental health (24%) and having children (23%).

It may be crucial for employers to take a holistic approach to employee job satisfaction and consider the personal changes and challenges that impact workplace motivation.

Learn how to support employees taking family leave

How social media and personal branding shape work motivations

Social media has undoubtedly impacted the way we live our lives. It's woven into the fabric of the day-to-day, which also includes motivation at work.

In fact, 73% of Gen Z (born 1997--2012) and 61% of Millennials (born 1981--1996) say social media trends and topics have influenced their feelings about their career or workplace.

"Digital culture sets the tone for how younger generations view careers, shaping expectations around transparency, diversity, workplace ethics, and even day-to-day flexibility. Social media amplifies both positive and negative employee experiences, meaning organisations are judged not only by official branding but by what current and former staff share online," said Paul.

So, social media can have a huge impact on a brand's online reputation. Negative reviews can put off new and existing talent, affecting acquisition and retention rates. While positive feedback can attract valuable new employees and make current workers feel a sense of pride in their workplace.

But what can employers do encourage a positive perception of their brand?

"Employers should recognise [the impact of social media] by investing in authentic employer branding, clear communication of values, and workplace practices that genuinely reflect the culture they promote," stated Paul Buck.

Investing in branding and creating an authentic culture can help companies maintain a consistent culture of content, dedicated workers---despite any social trends that may arise.

Top social trends that can shape career feelings include:

• Quiet quitting (doing the bare minimum and setting work-life boundaries) - 13%
• Digital nomads (people working remotely while traveling) - 12%
• Sunday scaries (anxiety about the upcoming work week) - 12%
• Workfluencer (sharing work-related content on social media) - 11%

Is screentime contributing to work motivation?

Research from the Institute of Practitioners in Advertising [2] has revealed that British adults aged 15+ have been found to spend an average of three hours and 21 minutes each day on their mobile.

Additionally, use of a mobile device was found to remain high consistently from morning until consumers go to bed. This data suggests mobiles are being used at all times of the day, including during work hours.

Other social media pressures

When asked about personal branding, one in five (20%) of employees feel pressure to engage with others online even when they don't have time. Similarly, 19% feel pressure to create content, share career updates, and 18% feel they should have a consistent social presence tied to their career.

Workfluencer trends are emerging online via platforms such as LinkedIn, TikTok, YouTube, and Facebook, encouraging users to promote themselves. The pressure to be across multiple platforms to build a personal brand, while simultaneously carrying out a role, will undoubtedly impact work-life balance and motivation.

Younger generations are mostly affected, with 80% of Gen Z feeling they need to take action to build their personal brand, followed by 59% of Millennials.

Combat workplace pressures with a well-being strategy

So, how do work motivations differ between generations?

Different generations in the UK workforce prioritise various values when it comes to work motivation.

According to Lucy Coombs, "Fundamentally, motivation is individual. To be effective it, needs to be specific. Trying to blanket it around age (or any category) dilutes the power and impact---and motivations do and will change for individuals.

"For example, a 40-year-old parent really values coming in half an hour later, while a younger worker wants to take the lead on a project. The power of the motivator here comes from feeling supported, feeling valued, being known and understood---providing the opportunity and the right conditions to be successful (for them and the organisation)."

Working hours and location

• For Boomers (born 1946 and 1964), working hours are important (35%), influencing their decision to stay in their current job.
• Location is a higher priority to Gen X (27%) and Boomers (36%) than to Gen Z (14%) and Millennials (19%).

Flexibility and work-life balance

Flexibility and work-life balance are highly valued by both Millennials and Generation X, with both citing it as the primary reason (34%) for staying in their current job. It's therefore essential that employers prioritise helping workers strike a healthy balance between work and their personal lives. Not only can this boost their mental health and wellbeing, but it can also contribute to increasing productivity rates.

Research shows that 79% [3] of British workers experience work-related stress on a regular basis---with trouble balancing work and personal life being a key contributing factor. Stressed employees are also 50% less productive than unstressed members of staff---reiterating the impact that mental health can have on performance.

"The most effective approach is to build flexibility into roles and policies, allowing employees to tailor work arrangements and development opportunities to their stage of life and priorities. Alongside this, fostering open dialogue between generations helps avoid assumptions and creates a culture where different motivations are respected and balanced," said Paul Buck.

Career growth opportunities

• Younger employees prioritise growth opportunities and are more likely to stay in a job that offers professional growth.
• It's the reason Gen Z (21%) and Millennials (18%) stay at their current job, compared to Gen X (4%) and Boomers (1%).

"We're seeing employers investing a lot into young worker schemes, across many years. The challenge is that you can't create enough jobs to create opportunities for all those people as they develop, or to keep pace with their development or aspirations. You can also have challenges as they grow where it might be perceived to undermine or devalue the knowledge and experience of older generations of workers," said Lucy Coombs.

But what can employers do to engage workers of all ages and ensure that no one is excluded from growth and development opportunities? Lucy Coombs suggests it's all about understanding the needs of the different age groups, bringing them together and leveraging their strengths:

"I think the key here is to be mindful of the mix of team and motivators---involving younger people who are developing and bringing them into teams with older more experienced workers and recognising, valuing and encouraging skill and behaviour development equally from all perspectives."

Competitive salary

• The higher up on the career ladder, the more important a competitive salary is.
• A competitive salary is important for 35% of £60,001+ earners, compared to 13% of those earning £25,000-30,000.
• Employers need to recognise that competitive pay becomes more of a priority for workers as they progress in their careers. That's not to say that those earning less are not influenced by pay, it's just that other motivators such as development and work-life balance may be more important at the time.

How to attract and retain top talent

Our insights suggest that many employees may be open to new beginnings. In fact, two-thirds of employees (35%) are open to new job opportunities, and 1 in 10 are actively seeking them out. This suggests that businesses should put all efforts in to motivating their staff in ways that work for them. This can give them more reasons to stay, boosting retention levels and helping companies attract new top quality talent.

There are a number of learnings to take from these changes in work motivation to help retain valued, satisfied employees:

1. Prioritise flexibility and fair pay

There’s a strong desire for workplace flexibility alongside financial rewards, as 41% say they would prioritise work-life balance and a competitive salary if they were looking for a new role.

2. Invest in professional development

Develop your talent. 70% of employees feel their workplace supports professional development and helps them improve their skills to some extent; however, 30% report minimal to no support.

3. Make employees feel heard and valued

Feeling heard and valued significantly influences employees’ motivation at work, with 83% reporting at least some positive impact, especially among Gen Z (94%).

4. Fast-track progression for young talent

Gen Z employees stay for growth opportunities (21%), the highest of any generation. Make progression pathways clear, help employees set tangible goals, and reward progress.

5. Track online culture to understand its impact on the workforce

Stay on the pulse and remain agile to the impact social media has on the workforce. 46% of UK employees are influenced by social media trends regarding their career or workplace.

Discover how to attract and retain talent

How Mentor could support you

Join MentorDigital for free help and advice in employment law, HR, and health & safety.

Get in touch for 24/7 support and dedicated account management from our team of experts.

Please note, Mentor services incur a cost.

This article is intended for informational purposes only and does not constitute legal advice. The information is accurate at the time of writing but may be subject to change. For advice specific to your situation, please consult a qualified professional.

[1] CIPD, CIPD Good Work Index 2025, June 2025

[2] IPA, Brits spend more time on their mobiles than watching TV set for the first time, June 2025

[3] Work.Life, Workplace stress in the UK: 2025 statistics, causes, and evidence-based solutions, May 2025