An astounding 65 percent of UK employees will either move, might or definitely seek a new job in the next year.
Employees feel undervalued, but empowered to leave
One in four employees feel undervalued by their current role. The feeling of being undervalued is further exacerbated by the fact 65 percent of employees plan to change employers in the next year. This statistic highlights an issue that organizations must address if they want to keep a stable workforce. Although 54 percent of employees feel their pay is fair in comparison to other similar jobs within the industry, only 22 percent are confident that their employer will ensure equal pay for both men and women. This shows the difficulty of achieving pay transparency and equality within organisations.
Retaining talent is a major concern for some sectors and businesses. Employees are increasingly empowered to leave roles that do not interest them or offer good prospects for the future. We’ve seen phenomena like the Great Resignation or Quiet Quitting that are both challenging for managers. In the current job market where layoffs and hiring freezes are common, it is important to retain high-quality employees.
Managers can play a key role in employee retention by offering a clear career path and providing opportunities for growth and development. Managers can identify skills gaps and development needs through regular career discussions and check-ins. The success of talent-development initiatives depends on managers’ commitment and buy in.
Choose Valued Benefits & Personalisation
The UK’s Baby Boomer and Generation X generations are both working longer, and this has led to a rise in retirement savings. The Generation Y generation is very appreciative of work-life integration and career opportunities. Many of this generation also have a side job, so employers must be creative in offering opportunities that keep these entrepreneurial-minded individuals engaged and motivated. The NHS has long waiting times that have affected the speed of medical diagnosis and treatment. Delays in medical intervention can worsen conditions, cause preventable complications and increase the risk of bad outcomes. Despite this, Generation Y does not value medical coverage or health insurance.
57% would be willing sacrifice current benefits in exchange for a more diverse selection of benefits. This desire to personalise and align with individual needs and preferences is the reason for this willingness. Employees want benefit packages that are more tailored to their individual circumstances, like enhanced retirement saving options or initiatives for better work-life harmony. Employers can improve employee satisfaction and retention by tailoring benefits that better fit these diverse needs. Benefits are based on factors such as gender, age, class, and social status.
Our study found that those who have a negative sense of wellbeing value specific benefits more, including savings/insurance plans (46%), women’s healthcare support (41%), and mobility perks (33%). This suggests that benefits tailored to employees who are struggling with their well-being could be a key factor in increasing satisfaction.
Demand for Private Healthcare
The NHS has long waiting times that have affected the speed of medical diagnosis and treatment. Delays in medical intervention can worsen conditions, cause preventable complications and increase the risk of poor outcomes.
Aon insights reports that the demand for private health care has never been higher, but the escalating cost has resulted in a 32% increase in medical spending. Aon’s Health Risk Analyser enables clients to identify high risk cohorts in their employee population. This allows them to develop data-driven, real-time strategies that maximise the value of their healthcare spending.
The conclusion of the article is:
The results of Aon’s Employee Sentiment Survey 2025 show the importance of addressing and understanding the needs of different generations. Employers need to focus on providing personalised benefits, investing into skills development, ensuring transparency in pay, and supporting employee well-being in order to engage and retain their workforce. Organisations can achieve a motivated, productive, and satisfied workforce by aligning their strategies to these insights.
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Authors:
Charlotte Schaller, Partner, Head, Aon Assessment EMEA at Aon
Charlotte has been working for Aon Assessments, and its predecessor cute since 2014. She has held various leadership and consulting roles. She has over 25 years of experience in HR, Talent Assessment and Occupational Psychology with a track record that spans the Talent Lifecycle.
Amy Froude, Executive Leader of Aon
Amy Froude is an Executive Leader and responsible for Aon UK’s Health and Risk Consultants. Amy Froude has been an influential figure in the Health Solutions sector for more than 24 year and has recently expanded her leadership profile into the insurance industry.
