Respect, job security and fair pay have overtaken ambition and innovation as the main priorities for employees, according to new global research.
A Work Remastered 2025 study by United Culture, a consultancy specialising in company culture and employee engagement, found that people increasingly value stability and recognition over long-term career development.
The study of 1,500 employed adults across the UK, United States and Western Europe identified respect as the most important workplace factor, chosen by 36 percent of respondents. The figure rose to 43 percent among US workers and 45 percent among those aged 18 to 24. Job security ranked second at 31 percent, increasing to 40 percent in the UK where it topped the list, followed by compensation at 29 percent.
By contrast, career progression and innovation were seen as far less important, selected by just 10 and 9 percent respectively. The findings indicate a shift away from traditional career drivers toward more immediate needs for stability, fair treatment and psychological safety at work.
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A widening gap between workers and employers
Victoria Lewis-Stephens, managing director at United Culture, said there was now “a widening gap between what organisations need and what employees are looking for”. She noted that while businesses often focus on long-term goals such as innovation and continuous improvement, employees are more concerned about the present realities of their work.
“If organisations want people to take things like innovation and continuous improvement into account, they need to incorporate meaningful time into employees’ work schedules to focus on these things,” she said. “They need reframing so that people understand how these factors create long-term stability and enable opportunities for promotion and salary increases.”
The report suggests that many employees see little connection between today’s pressures and future opportunities. Employers may therefore need to rethink how they communicate purpose, development and reward to retain staff who are increasingly driven by near-term needs.
Pay and recognition still key motivators
Pay remains the biggest influence on motivation and attitude at work. More than a third (34 percent) of employees said their salary and overall financial package was what motivated them most, followed by the people they work with (26 percent) and, reinforcing the theme of respect, the recognition and appreciation they receive (25 percent).
Half of respondents said their main driver at work was the prospect of future pay rises, yet only 23 percent said they wanted promotion to a senior or managerial role and just 20 percent aspired to become future leaders. Tangible rewards such as bonuses or perks were also the most valued form of recognition, cited by 41 percent of respondents as what made their work feel meaningful.
What the findings mean for employers
The results point to a workforce seeking reassurance and stability amid economic uncertainty and technological change. For HR and leadership teams, the challenge will be balancing employees’ desire for respect, fair pay and manageable workloads with organisational goals that depend on innovation, upskilling and leadership succession.
Lewis-Stephens said organisations must recognise the “fine balance between pay and non-pay factors when it comes to building a successful workplace”. While salary remains critical, she warned that even the best pay will not compensate for a toxic or disengaging culture. “People will always want higher salaries, but even the highest pay won’t keep them at a job that’s too stressful and disengaging or where the culture is toxic,” she said.
The research concludes that leaders will need to reassess how they motivate staff who are less interested in climbing the corporate ladder. “What more can businesses do to encourage the next generation of managers, when progression seems to come so far down the list of motivations?” Lewis-Stephens said. “Leaders will have to understand where to invest to make the greatest difference to their teams.”
The findings add to growing evidence that employee engagement in 2025 is defined less by ambition and more by wellbeing, respect and trust. As the balance of expectations between employer and employee continues to shift, workplaces that fail to recognise this may struggle to attract and retain talent in an increasingly values-driven labour market.
