For decades, salary reigned supreme as the primary motivator for workers. But in 2025, the tide has turned. According to Randstad’s latest Workmonitor report - surveying over 26,000 workers across 35 countries - work-life balance has officially overtaken pay as the number one priority for employees worldwide. In a world reshaped by flexible work models, shifting values, and a heightened focus on well-being, this isn’t just a trend - it’s a wake-up call for business leaders.
The new workplace priorities
Randstad’s research found that 83% of employees rate work-life balance as important, narrowly ahead of the 82% who said the same about salary. While the difference may seem small, it marks the first time in the 22-year history of the report that work-life balance has taken the top spot.
This isn’t just a statistic - it's a signal of a deeper cultural shift. The post-pandemic workforce has recalibrated its expectations. Workers are no longer willing to sacrifice personal well-being for professional advancement. Gen Z is leading this charge: 74% cite work-life balance as a top concern, compared to just 68% who emphasise pay. Notably, 43% of Gen Z workers have quit a job because it didn’t fit their personal life.
The implications are clear: if your organisation isn’t making space for employee wellness, flexibility, and values alignment, it’s at risk of losing top talent.
A values-driven workforce
It’s not just about working fewer hours or offering hybrid schedules. Employees today want jobs that align with their values and cultures where they feel seen and supported.
Nearly half (48%) of workers in 2025 say they would not accept a job if the company’s values didn’t match their own, up sharply from 38% just a year prior. This sharp increase reflects a growing consciousness around social responsibility, diversity, and ethical leadership.
At the same time, a sense of belonging and community in the workplace is crucial. A staggering 85% say a strong sense of community is important to their health and well-being. Many already feel deeply connected to their colleagues: 76% consider at least some coworkers to be genuine friends. However, when the culture turns toxic, the consequences are swift and significant: 44% of workers have left a job due to toxic workplace culture, and 55% say they would quit if they didn’t feel like they belonged.
What this means for employers
So how should leaders respond to this shift? It’s not enough to pay well or offer token benefits. Leaders must build human-centered workplaces that recognise and respond to employees’ evolving needs. Here are six practical strategies to help your organisation meet the moment:
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Design for flexibility, not just remote work. Flexibility is more than working from home. It’s about autonomy and control over when, where, and how work gets done. This can mean flexible hours, four-day weeks, job-sharing, or output-based KPIs. Leaders should engage teams in co-creating schedules and workflows that support both performance and personal well-being. Tip: Survey your team on their ideal workday. Use this data to explore creative scheduling options or hybrid work models that enhance productivity and work-life harmony.
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Embed well-being into the culture, not just benefits. Offering wellness stipends or mental health days is a start - but embedding well-being into the workplace culture is what drives long-term change. This includes manageable workloads, psychologically safe environments, and empathetic leadership. Tip: Train managers to recognise signs of burnout, model healthy work-life boundaries, and check in regularly about personal well-being - not just performance.
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Prioritise values alignment from day one. Hiring for skill is no longer enough. Today’s employees want to work for companies whose missions, ethics, and values reflect their own. Be clear about your company values not just in recruitment, but in daily operations and leadership decisions. Tip: Integrate values-based questions into your interview process. Share stories of how your company lives out its values in the real world, especially in times of challenge.
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Build real community, not just office culture. A ping-pong table or happy hour won’t cut it. Employees want authentic relationships and emotional support at work. Fostering this requires intentional team building, inclusive communication practices, and shared purpose. Tip: Create cross-functional “interest groups” or mentorship circles to help employees connect beyond their immediate roles. Encourage leaders to show vulnerability and share personal experiences to build trust.
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Tackle toxic culture proactively. If nearly half of employees have already left a toxic workplace, ignoring red flags isn’t an option. Organisations need clear channels for feedback, accountability for poor behaviour (even among top performers), and a culture where speaking up is safe. Tip: Conduct anonymous pulse surveys quarterly to spot patterns early. Be transparent about how feedback leads to action. Recognise and reward behaviour that promotes inclusion and respect.
- Invest in belonging as a strategic priority. Belonging isn’t a “nice to have” - it’s a retention and performance strategy. When people feel like they belong, they’re more engaged, collaborative, and committed. Tip: Review your onboarding, recognition, and leadership development programs through a DEIB (diversity, equity, inclusion and belonging) lens. Small changes - like pronoun sharing, inclusive holidays, and diverse representation in leadership - can have a major impact.
The bottom line
Employees today are making career decisions with a different compass. Work-life balance, alignment of values, and a sense of belonging are no longer fringe benefits - they’re core expectations.
For employers, this is not a challenge to fear, but an opportunity to lead. Companies that prioritise the human side of work - that see employees not just as resources, but as whole people - will attract and retain the best talent in the years to come.
As the World Economic Forum notes, supporting employee health and well-being will be one of the top talent strategies through 2030. The most successful leaders of the future will be those who act on that insight today.
William Montgomery is the Founder and CEO of TEN LTD, and an experienced keynote speaker and event host. He has spoken to a broad range of audiences on a variety of topics, bringing valuable insights and expertise. In addition, he volunteers with Speakers for Schools and Inspiring the Future. For more information or to request further insights, please contact him on +44 333 666 1010.