Where HR needs to pivot to meet changing employee expectations

As employers continue their quest to build a workforce of top talent in today’s challenging market, a new survey sheds light on how employee expectations are evolving—and what HR can do to meet them. While salary and ability to stay employed are top priorities for employees, the research found that flexibility could be an ever-present influence on talent attraction and retention.

Randstad USA’s Workmonitor Pulse survey—focused on employee workplace preferences and what they’re willing to “trade off” on—focused on seven markets and 17 sectors in areas such as manufacturing, transport and logistics, financial services and healthcare. The U.S. edition focused exclusively on the insights and trends specific to the responses of over 750 American workers.

“In an uncertain economic environment, it’s no surprise that employability remains a top priority,” says Marc-Etienne Julien, CEO, Randstad North America. “But what really stands out in our survey is the growing emphasis on flexibility, wellbeing and setting boundaries.”

Organizations that “recognize and adapt” to these realities, he says, “will not only attract stronger talent, they’ll build the kind of trust and loyalty that drives long-term performance.”

Employability over remote work

The survey found that 70% of respondents prefer greater employability over the ability to work remotely. Meanwhile, 63% say they are unlikely to leave their jobs if asked to come into the workplace three or more days a week. This is despite survey results over the past few years predicting mass exoduses at companies that called workers back to the office.

Yet, Randstad did find that workers have certain expectations for full-time, in-office work. Sixty-three percent would expect more flexibility in their hours and nearly as many would want more PTO and a higher salary to return completely in-person.

“The findings make it clear: Today’s talent is placing greater value on work/life balance,” Julien says. “To keep up, employers should consider updating their benefits and policies to meet this emerging trend.”

Flexibility over higher pay

While salary has long been a key tool to talent attraction, the survey found that 62% of respondents prefer more control over their working hours than a higher salary. About 61% would opt for “less stress over higher pay,” and 41% have already taken pay cuts for lower-stress jobs.

He adds that while pay remains a strong influence, it’s the overall employee experience—flexibility, support, values and career development—that employee expectations have shifted toward. And, he says, this will be the driving force behind sustainable talent attraction and retention.

“Companies that respond to these expectations will be better positioned to compete in today’s job market,” he says.

Flexibility preferences vary across industries. Workers in manufacturing (71%) and transport and logistics (71%) prefer flexibility over their working hours rather than control over their working location, compared to just 54% in financial services and 52% for healthcare workers.

Julien explains these findings emphasize that, for industries where remote work isn’t an option—such as manufacturing, and transport and logistics—flexibility is still achievable, primarily through adaptable scheduling.

Industry impact

According to Julien, retention drivers also vary by industry, highlighting the importance of tailoring strategies to specific employee expectations.

For example, when asked what would influence them to stay in their current role for five years, annual pay raises in line with or above inflation are more important to manufacturing workers (90%) than to employees in any other industry. In this sector, he says, financial stability is the foundation of long-term loyalty. On the other hand, 81% of healthcare workers valued manager support as a key to long-term retention, more than in any other sectors.

Julien explains that an employer’s industry is a critical factor when determining how to meet today’s employee expectations. For example, he says, a manufacturing company may prioritize competitive pay and flexible shift scheduling, while a financial services organization might focus on expanded remote work options and more hands-on managerial support.

“There clearly isn’t a one-size-fits-all solution,” he says. The survey suggests that employers across industries should “tailor their strategies to support an evolving workforce, leading to more satisfied, committed and high-performing talent.”