25-06-2025
Employability Reimagined: Talent Trade-Offs Leaders Can't Ignore
The demand for skilled workers continues to grow, business leaders are being called to revisit ... More long-standing assumptions about what drives engagement, retention and results from their teams.
As macroeconomic uncertainty persists and the demand for skilled workers continues to grow, business leaders are being called to revisit long-standing assumptions about what drives engagement, retention and results from their teams.
In this environment, a clearer picture is emerging: workers are weighing trade-offs. Whether it's flexibility versus compensation, career progression versus well-being, or stability versus purpose, talent are making choices that reflect their evolving priorities. While this presents new complexities, it also offers an opportunity for organizations to shape more sustainable, responsive workforce strategies.
At Randstad, we recently surveyed over 5,000 workers around the world to better understand these trade-offs. What we found is that people are making thoughtful compromises, and they are open to engaging with their employers to do the same - as long as the trade-offs feel fair to both parties.
A new equation is forming
Across roles, regions and generations, workers are making clear, strategic decisions about what they want from work. The research shows that:
59% of workers signaled that flexibility remains cemented as a valued form of compensation, but the ... More priority has shifted from location-based to time autonomy.
These trade-offs reflect a workforce that's asking sharper questions: Will this job keep me future-ready? Will it protect my well-being, and can I shape it around my life? How we as business leaders respond has a direct impact on our talent retention and organizational success.
Talent trade-offs mark a strategic shift
The talent trade-offs signal about how we need to evolve our leadership, our models of work and how we deliver results through teams. Conversely, organizations that listen to what workers are willing to trade, and why, stand to gain a competitive edge.
Business leaders can respond in a way that aligns talent satisfaction with organizational goals in four key ways:
First, invest in employability as a long-term business strategy. Reskilling and career development are not merely perks - they're foundational to engaging in talent trade-offs. Our data shows that workers who feel their skills are future-proof are more willing to stay and contribute. A key finding in this regard is that over 50% prefer skilling opportunities to location flexibility.
Second, design flexibility that works for both the business and the individual. Flexibility doesn't mean unlimited choice. It means offering time autonomy where possible, articulating the purpose behind on-site expectations and tailoring work arrangements to roles and realities. Workers understand compromise and they're willing to commit where the trade-off feels fair. For example, 65% say they would expect greater time autonomy if asked to return to the office full-time.
Support people through leadership, not just policy. The data is clear: manager support is one of the strongest drivers of long-term retention. 68% of workers say receiving this kind of support is a key reason to stay in a role long term. Leaders who communicate clearly, develop their teams and model values in action are more likely to keep talent motivated and aligned.
Leading in a negotiated era of work: We are in a period where the workplace dynamic is becoming more two-sided: not in opposition, but in a position of collaboration, where workers and businesses are open to benefiting from trade-offs. Those who succeed won't be the ones offering the most, but the ones offering what's most relevant: the right balance of opportunity, support, and flexibility.
In shifting markets, trust becomes a strategic asset. And trust is built not through rigidity, but through responsiveness. By strategically making the most of this moment of trade-offs as one of strategic realignment, we can shape a more resilient, productive future of work, one based on shared understanding.
