As UK workplaces approach the end of the year, new survey data suggests a workforce that is increasingly disengaged, under strain and actively considering its options.
Findings from a nationwide survey of 2,000 working-age professionals by workplace benefits firm Drewberry indicate that more than half of employees plan to change roles within the next 12 months, with a significant proportion saying they would leave their current job purely for better benefits.
The results point to a year ending not with recovery in workforce confidence, but with unresolved pressure around workload, reward and trust, leaving employers facing heightened retention risks as they move into 2026.
Job switching intent remains high at year end
The survey found that 53 percent of employees were planning to switch roles in the coming year, a figure that employers and recruiters will view with concern as hiring markets remain competitive and skills shortages persist.
Nearly a third of respondents said they would leave their job specifically for improved benefits, suggesting that pay alone is no longer sufficient to secure loyalty, particularly among employees who feel stretched by rising living costs and limited progression.
For employers, the timing matters. Year-end is typically when dissatisfaction that has built up over the previous 12 months crystallises into action, with employees reassessing priorities and preparing to move once hiring activity picks up in the new year.
Stress and workload pressures continue to weigh on staff
The survey also points to widespread strain across the workforce, with nine in ten employees reporting stress and many saying their employer is not doing enough to support them.
Respondents cited heavy workloads, poor recognition and negative workplace cultures as contributors to declining morale. While these themes are not new, their persistence at the end of the year suggests that many organisations have struggled to turn wellbeing commitments into tangible change.
HR leaders have previously warned that sustained stress without visible support can accelerate disengagement, increasing the likelihood that employees will quietly look elsewhere rather than raise concerns internally.
Benefits gap undermines retention
One of the clearest signals in the data relates to employee benefits, particularly pensions. More than half of respondents said they did not know how much their employer contributes to their pension, while a lack of understanding around tax relief meant many were missing out on potential long-term value.
The findings suggest a disconnect between what employers believe they are offering and what employees understand or value. While organisations may see benefits as generous or competitive, poor communication and low financial literacy risk undermining their impact.
For retention, this matters. Employees who do not understand the full value of their benefits are less likely to factor them into decisions about whether to stay, making it easier for competing offers to appear more attractive.
Perception gap between employers and employees
The data also points to a wider perception gap between employers and staff. While organisations may believe they are investing in wellbeing and reward, many employees do not feel those efforts translate into meaningful support.
One in five respondents said they did not feel their employer was genuinely committed to their wellbeing, reinforcing concerns that wellbeing strategies remain unevenly implemented across sectors.
At year end, such perceptions can be particularly damaging. Employees who feel overlooked during periods of high pressure or financial uncertainty are more likely to disengage and plan an exit rather than re-engage in the new year.
Implications for employers heading into 2026
For employers, the survey paints a picture of a workforce ending the year fatigued and increasingly transactional in its relationship with work.
High intent to leave, combined with persistent stress and dissatisfaction around benefits, suggests that many organisations face a retention challenge that will not resolve without deliberate intervention.
HR leaders are likely to face renewed pressure in early 2026 to demonstrate progress on pay progression, workload management and benefits communication. Employers that fail to address these areas risk losing experienced staff at a time when replacement costs remain high and candidate pools are tight.
The findings also raise questions about trust. Where employees do not believe their employer understands or prioritises their concerns, engagement efforts are less likely to succeed, regardless of investment.
A year-end warning rather than a seasonal blip
While year-end surveys often capture heightened emotion, the consistency of the findings with earlier workforce research suggests the issues identified are structural rather than seasonal.
Disengagement, stress and weak attachment to employers have been recurring themes throughout 2025. The fact that they remain prominent at year end indicates that many organisations have yet to find effective solutions.
As employers prepare for the new year, the data serves as a warning that retention strategies based on incremental change may fall short. Addressing disengagement is likely to require clearer communication, more credible wellbeing support and a more transparent approach to reward.
With a significant proportion of UK workers entering 2026 already eyeing the exit, employers may find that the first months of the new year test not only their hiring plans, but their ability to rebuild trust and commitment across the workforce.
William Furney is a Managing Editor at Black and White Trading Ltd based in Kingston upon Hull, UK. He is a prolific author and contributor at Workplace Wellbeing Professional, with over 127 published posts covering HR, employee engagement, and workplace wellbeing topics. His writing focuses on contemporary employment issues including pension schemes, employee health, financial struggles affecting workers, and broader workplace trends.
- William Furney
- William Furney
- William Furney
- William Furney
