- Two thirds (67%) of workers would choose greater employability (the ability to stay relevant, skilled, and secure in a changing job market) over remote working options
- Time autonomy is now the most valued form of flexibility, with many workers prioritizing control over their hours ahead of pay (59% vs 41%) or working hours over location (56% vs 44%)
- Where a return to full-time on-site work is mandated, talent want in return: greater schedule flexibility (65%), higher pay (64%) and more annual leave (61%)
- The key differentiators for retaining talent over the long-term are: inflation matching annual rises (74%), strong manager support (68%) and shared organizational values (67%)
Randstad’s latest Workmonitor Pulse survey, derived from the views of over 5,000 workers around the world, shows that talent are navigating the labor market with increased intentionality. From employability and stress reduction to time autonomy and flexibility, talent across generations and job types are making deliberate trade-offs. For employers, understanding these talent trade-offs offer a clear opportunity to align business goals with evolving workforce priorities and drive performance, even amid shifting economic conditions.
Trade-off 1: employability is the starting point
Employability - the ability to stay relevant, skilled, and secure in a changing job market - has emerged as a foundational expectation in today’s labor market. Two thirds (67%) of workers say they would choose employability over the ability to work remotely, and 59% say they’d take it over a more inspiring or exciting role. Even among fully remote workers, a majority (51%) still favour employability over flexibility to work remotely. That rises to 63% among hybrid workers and 71% among those fully on-site.
Trade-off 2: reduced stress traded for higher wages
The research finds that wellbeing has become a non-negotiable for many workers. The majority (60%) of talent would rather have less stress at work than earn a higher salary. This isn’t just hypothetical - 40% have already accepted lower-paying roles to reduce stress, and 43% have taken on a role with limited progression opportunities but a better work-life balance.
Trade-off 3: owning the clock, not the commute
The ability to determine working hours is the most desired form of flexibility over working location. 59% of workers would prefer autonomy over their working hours to a higher salary, while over half (56%) say they would rather have control of their working hours than their working location.
Younger generations are leading this shift. 61% of Millennials and 60% of Gen Z prefer time autonomy over pay, compared to 57% of Gen X and 54% of Baby Boomers. They’re also acting on it. Nearly half (49%) of Gen Z and 43% of Millennials have already accepted lower pay for greater time flexibility. That drops to 33% for Gen X and 27% for Baby Boomers, highlighting a clear generational shift in how flexibility is defined and valued.
Trade-off 4: When RTO isn't a choice, expectations rise
Return-on-site mandates remain a point of tension, but the data shows many workers are open to in-person work, if the trade-offs are right. When asked to return, the majority expect more in exchange: 65% want greater time flexibility, 64% expect a higher salary, and 61% want more annual leave.
While many are willing to compromise, flexibility remains high in the list of priorities: 73% of fully remote workers would give up a higher salary to preserve flexibility, and 70% would forgo promotions.
What it takes to keep people – long term
The research shows that retention is driven by three core factors: inflation-matching pay (74%), strong manager support (68%), and alignment with company values (67%). Additionally, 67% of workers say knowing and understanding their leadership team would help them stay longer.
Beyond pay and leadership, access to extended leave matters. 58% value sabbaticals, and 42% cite the importance of support for caring for family members with mental health conditions or disabilities.
Randstad CEO, Sander van ‘t Noordende, commented: “Against the backdrop of persistent talent scarcity and a shifting economic environment, talent are making thoughtful decisions about what they value most – like employability, wellbeing and time flexibility. For employers, this moment presents an opportunity to cement trust and strengthen engagement in a way that supports both talents’ goals and business objectives. Leaders who respond with flexibility, fairness and long-term vision, will be best positioned to attract and retain talent as the value exchange must feel fair to both parties to be successful.'
