Reward and Engagement: A strategic lever
Reward strategies remain a critical foundation of employee engagement. Competitive pay is still a hygiene factor: it helps secure talent and prevent attrition but, on its own, it does not build lasting engagement. Instead, organisations must align their reward arrangements with career planning, employee wellbeing and cultural aspirations.
In 2025, the most successful reward strategies are those that:
- Support attraction and retention by offering competitive and fair pay structures.
- Encourage performance and loyalty through incentives that extend beyond salary.
- Reflect organisational purpose by promoting values such as sustainability, inclusivity and flexibility.
- Balance costs with impact in an environment where budgets, though less constrained than in the late 2010s, are still under scrutiny.
The message is clear: reward is not just about money. It is about creating an experience that connects employees to the organisation.
A holistic approach to engagement
A one-size-fits-all reward approach is no longer sufficient in 2025. Organisations employ up to seven different generations, each with distinct values and priorities. Baby Boomers still prize security benefits such as pensions and healthcare. Millennials and Gen Z often focus more on purpose, work-life balance and opportunities to make an impact. Meanwhile, the emerging Generation Alpha, entering the workforce now, has grown up entirely in a digital-first world and values flexibility and skills development over traditional career ladders.
The organisations leading on engagement are those that:
- Listen: Use employee voice mechanisms to understand what different cohorts truly want.
- Flex: Provide tailored benefits packages, allowing employees to select options that matter most to them.
- Communicate: Position reward as part of a wider employee experience that reflects values and culture.
Our Spring 2025 UK Reward Management Survey highlights the growing importance of clear communication around pay. In particular, explaining the context behind pay award decisions has become more critical, rated at 9/10 in importance in 2025, increasing from 8/10 over the past two years. This upward shift points to a clear trend towards greater transparency.
The question is no longer just, “How do we pay competitively?” but rather, “How do we reward in a way that reinforces our culture and makes employees want to stay?”
Common themes for 2025
1. Pay as a hygiene factor
Competitive pay remains critical, but it is no longer enough to drive engagement on its own. Pay must be fair, transparent and equitable, especially as conflicting salaries for new hires continue to erode loyalty among existing employees.
2. Retention under pressure
Turnover rates vary by sector, but across the board, retaining experienced employees is increasingly difficult. Many organisations are investing more in succession planning, reskilling and internal mobility to hold on to talent.
3. Rewarding tenure and performance
Long-term incentive plans (LTIPs) remain largely the preserve of senior leaders, but organisations are beginning to experiment with broader incentive schemes, particularly in sectors where retaining mid-level professionals is critical.
4. Skills shortages as a driver of engagement strategy
Skills scarcity – once a concern, now a reality – forces employers to differentiate themselves. In some sectors, organisations are paying significant premiums to attract scarce talent, creating challenges for internal equity.
5. Flexible and inclusive working
Flexible working is no longer a perk; it is a standard expectation. Employees across all generations seek autonomy over where, when and how they work. Beyond flexibility, inclusivity in benefits – such as support for diverse family structures, financial wellbeing and mental health – is increasingly influencing engagement.
