5. Benefits costs force employers to re-assess their Total Reward approach
Benefits reviews have become unavoidable in 2025, driven primarily by rapid healthcare cost inflation and ongoing pressure to demonstrate value to employees. Tech, Media, Housing, Care and Professional Services employers reported significant increases in private medical insurance premiums, prompting changes to excesses, outpatient limits and provider choices.
Several organisations reopened flex windows or introduced mid-year adjustments to keep costs manageable. Other benefits under review included long-service awards, insurance arrangements, neurodiversity support and communication of total reward.
The budget announced a £2,000 cap on tax-free salary-sacrifice pension contributions to come into effect in April 2029. As a result, HR teams will need to revisit pension policies, prepare for employee concerns about reduced take-home pay, and potentially redesign wider reward packages.
Many employers highlighted that employees do not fully understand or utilise their benefits, prompting a renewed push for clearer, more engaging communication.
6. Performance management and recognition systems are modernising
Across most workshops, organisations reported that their performance management frameworks are outdated, inconsistently applied or poorly aligned with current ways of working – and many are now taking steps to improve them.
Construction groups, Renewables, Electricity, Professional Associations, FM/M&E, Channel Islands and BTR organisations are redesigning performance processes, investing in new tools or training managers for more effective conversations. Some employers are moving toward continual feedback models or simplified frameworks to improve consistency and fairness.
Recognition is also gaining attention. Electricity providers, Housing organisations and Residential Care employers discussed redesigning recognition schemes, with a particular focus on values-aligned and non-financial appreciation. Legacy long-service awards continue to pose challenges, especially where redesigns have led to dissatisfaction among long-tenured employees.
7. Organisational change, harmonisation and governance are more frequent and complex
Many sectors are undergoing mergers, restructures and harmonisation efforts, and HR teams carry a growing share of the organisational governance burden. Housing Associations, Construction, Professional Associations, Water companies and Channel Islands organisations reported significant organisational change activity.
This includes aligning terms and conditions, consolidating job families, conducting equal pay audits and reshaping workforce structures to reduce cost or modernise practice. As pay transparency and governance expectations rise, HR teams are increasingly required to implement tighter controls around pay decisions, role changes and organisational design.
8. Hybrid working and workplace culture continue to evolve
Hybrid working remains a central cultural and operational issue, but its application varies dramatically between sectors. Tech, Media and Aid Charities continue to grapple with encouraging in-person collaboration and managing fairness between London-based and remote employees.
Organisations are also finding that culture and values are harder to embed with limited face-to-face interaction. Sectors with operational or field-based workforces, such as Water, Electricity, Renewables and FM, are gravitating toward more structured hybrid arrangements, typically limiting home working to one or two days per week. Housing Associations highlighted challenges with managing performance and wellbeing across dispersed teams.
Get in touch
Incremental HR challenges can result in a structural reset across all UK employers. Rising labour costs, increased regulatory expectations, ongoing skills shortages and the need for better data and governance are forcing organisations to rethink the foundations of reward, job architecture, systems and talent development. Those that invest now in transparent pay frameworks, clean data, robust governance and clear career pathways will be better positioned to navigate the ongoing workforce pressures of 2026 and beyond.
