There is a growing disconnect between employee expectations and what organisations are delivering, putting pressure on HR leaders to rethink hiring, leadership development, and retention strategies.
Research from Personio, Europe's leading HR software provider for small and mid-sized businesses, reveals that more than half (54%) of employees in the UK are considering a job change within the next year as the gap between expectation and reality contributes to attrition.
These findings come from Personio's annual Workforce Pulse report, which surveys 6,000 employees and 3,000 HR decision-makers across Europe. Employees considering a change cite a mix of financial, emotional, and developmental reasons for wanting to leave their current roles. Better pay (33%) topped the list, followed by stressful working environments (29%), poor work-life balance (29%), and limited career progression (27%). Meanwhile, 38% of HR leaders say talent shortages are the biggest risk facing their organisations this year.
Speaking exclusively to Management-Issues, Lenke Taylor, Chief People Officer at Personio, pointed out that over the last couple of years there has been a shift as businesses evaluate and define what they want to be post-pandemic and what they expect from their employees.
"What's interesting about the wording of our question - 'Am I thinking about or considering a job change?' - is that it taps into an early stage in the process where employees are still weighing out pros and cons - might they find a new and better opportunity or is it not worth the risk?
"This ambiguity is a great opportunity for employers to focus on retention. When an employee is at the stage of 'I might consider it', you can look at the factors driving that thought, such as career development or work-life balance and resolve these before it's too late.
"This approach also creates an opportunity for a proactive, open dialogue between employees and employers as re-skilling and more cross-development can lead to new internal roles and opportunities removing the need to look externally.
"The key is to be proactive as by the time a person tenders their resignation, it's usually too late because they've already made up their mind," she concluded.
Attracting and enabling young talent becomes a workforce priority
Recruiting and enabling early-career talent is now a top concern for employers as nearly half (49%) of HR leaders find it challenging to attract candidates under 30. On top of that, 59% of HR leaders say entry-level employees are less prepared for the workplace than before the pandemic, which is prompting 72% of HR teams in the UK to rethink their approach to put greater emphasis on onboarding and offer clearer career progression. The report also reveals that 76% of UK HR leaders now prioritise skills and potential over academic credentials, signalling a clear shift in hiring strategy.
Despite the recruitment challenges, 74% of HR leaders say junior talent is central to their workforce strategy.
AI adoption is outpacing employee enablement
While 70% of UK employees feel confident their skills will remain relevant as AI advances, only 43% claim their employer currently provides them with adequate training or support for AI tools. Beyond just a training issue, the gap creates a productivity and retention risk.
On the flip side, HR leaders do say they are making significant investments to meet evolving workforce needs, with 52% identifying AI and automation tools as a top investment priority over the next 12 months. This surpasses both learning and development (50%) and recruitment (45%). It has also motivated 75% of HR leaders to assess how new AI technologies will impact future skills and talent requirements within their organisation.
Qualifications are out - skills and aptitude are in
Employers and employees alike are shifting focus from academic credentials to practical skills and growth potential. A striking 76% of UK HR leaders now prioritise aptitude over qualifications (10% more than the average across EMEA) when making hiring decisions, and 73% have already adjusted their recruitment processes to reflect this. Additionally, 67% expect an increase in focus on skill-based hiring over the next 12 months.
Younger workers want office time, but on their own terms
While younger employees still value time in the office, they want more control over how this time is structured, highlighting a shift away from the traditional 9-5, which 62% consider outdated. Among 25-34-year-olds, 60% say they have the flexibility to work during their most productive hours in their current jobs and 47% report being most productive in the office. However, 31% also admit to being more productive when working from home, suggesting that flexibility, not location, is the key to performance across generations.
However, despite their productivity in the office, the younger generation remains the most resistant to rigid office mandates. A large portion of 25-34-year-olds (39%) would consider leaving their job if required to be in the office more than three days a week, although 43% are currently required to attend 3-4 days weekly. In contrast, older employees (55+) are less likely to face frequent in-office requirements, with only 28% reporting they are asked to attend that often.
Across all age groups, it's clear that employees are seeking more control over when and how they work, with 55% saying they perform best when allowed to choose their own hours.
Lenke Taylor, concluded: "Talent shortages already make hiring and retention difficult, and this study shows that the challenge is growing. HR leaders have a critical opportunity to align people's skills with business needs and create workplaces that are engaging, productive, and rewarding. That means investing in development, trusting employees to work flexibly, and hiring for potential - not just on their credentials."
