We’ve reached a turning point in the world of work—and many employers haven’t caught up. Across the UK, jobseekers are placing values front and centre. They’re not just asking about pay; they want to know about purpose, inclusion, flexibility, and wellbeing. And here’s the truth: if your organisation isn’t answering those questions with action, you’re already behind.
“If your organisation isn’t answering those questions with action, you’re already behind.”
This shift isn’t a niche trend. It’s a generational pivot. Gen Z and millennials—who will make up 75% of the global workforce by 2030—are the most diverse and socially aware workers in UK history. They expect more from employers—not just statements, but policies, practice, and culture that reflect the values they live by.
The pandemic only accelerated the change. People reassessed what matters. According to Deloitte’s 2024 Global Millennial and Gen Z Survey, over 44% of Gen Z workers have turned down job offers that conflict with their values. Nearly half of respondents said they would leave a job that doesn’t support their mental health. What was once considered a progressive benefit—such as flexible hours or mental health days—is now seen as standard by a growing portion of the workforce.
“What was once considered a progressive benefit is now seen as standard.”
The 2025 Work Values Index found that 62% of UK jobseekers under 35 prioritise purpose over pay when choosing an employer. That figure rises to 70% among LGBTQ+ respondents and 68% among Black and Asian candidates, showing that intersectionality matters when discussing values and workplace inclusion. Younger workers increasingly seek out roles in companies whose missions reflect their social and environmental concerns. From sustainability to racial equity, today’s workforce is watching.
Now, jobseekers are walking away from roles that don’t align with their principles or their lives. Hybrid working, mental health support, ethical leadership, and social responsibility are no longer ‘nice-to-haves’—they’re the bare minimum. If these elements are missing or poorly implemented, people won’t apply, and they certainly won’t stay.
But too many employers still rely on outdated models. Vague job descriptions, inflexible hours, unclear progression routes, and surface-level diversity statements won’t cut it. Workers want to be respected, not just recruited. They want careers they can grow in—not roles that drain them. And they’re increasingly willing to call out inauthenticity or move on quickly if their expectations aren’t met.
“Workers want to be respected, not just recruited.”
Of course, some leaders are adapting. They’re embedding inclusive values into hiring, redesigning jobs to be more flexible, and building cultures of transparency and accountability. They’re not doing it because it’s trendy—they’re doing it because it’s good business. And the numbers back this up. Research by McKinsey & Co. shows that companies with high inclusion scores are 27% more likely to outperform peers on profitability. A 2023 LinkedIn study found that organisations with strong employer branding centred on values and culture receive 50% more qualified applicants per job.
“In this labour market, values are currency.”
Because when people feel valued, they stay. When they stay, they thrive. And when they thrive, so does the organisation. It’s a cycle of success, but it starts with a shift in mindset.
This isn’t just a matter of policy. It’s a cultural reset. Employers must stop thinking of inclusion and values as extras or PR strategies. They’re foundational to sustainable success. And that means listening—not just to surveys and consultants, but to the voices inside their own workforce. Especially those who’ve been historically excluded or marginalised.
Too often, the conversation around values is confined to marketing materials or annual reports. But employees notice when the internal culture doesn’t match the external branding. Authenticity matters. Trust matters. And in a digital world where transparency is the norm, performative practices are easy to spot—and quick to damage reputations.
So what can employers do now? Start by auditing your values—not just what you say, but what you do. Are you creating space for honest feedback? Are your leaders equipped to support inclusive practices? Do your benefits reflect the needs of a multi-generational, multicultural, and multigender workforce?
Here’s the opportunity: create a workplace where people bring their full selves. Where flexibility is real. Where purpose is shared. And where diversity isn’t celebrated in brochures—it’s built into every team, every meeting, every decision.
This also means investing in inclusive leadership, anti-bias training, mentorship programmes, and employee resource groups. It means tracking and publishing workforce data, and holding senior teams accountable for progress—not just intent. It means aligning pay equity with performance, offering safe reporting channels, and embedding inclusive language in every HR document.
In this labour market, values are currency. And employers who don’t invest will lose out—not just on talent, but on trust. So, the question isn’t whether a values-driven workforce is coming. It’s whether you’re ready for it.
Because they are. They’re informed. They’re vocal. And they’re already walking away from workplaces that aren’t.