Do people still want to work?

Leaders and decision-makers are grappling with a new reality — how to attract talent, retain employees, and drive performance when priorities and expectations are rapidly transforming. The real challenge lies in balancing quantitative goals, fueled by profit demands, with qualitative needs that address individual, collective, and societal needs.

At Hoffman, we understand what is at stake. We see this tension play out every day. Search processes are becoming increasingly lengthy and complex. The gap between candidates and organisations is widening, and bridging it demands a complete reimagining of the connections that once brought them together. One thing is certain: there is no one-size-fits-all solution.

Denis Gallant, Jean-Michel Lucas, and Stefaan Verduyn, Partners at Hoffman, discuss emerging motivational drivers to help reassess the employee experience, address common sources of dissatisfaction head-on, and mitigate the costly effects of misalignment.

NOTHING IS QUITE THE SAME: a paradigmatic change

1. THE SPARK: FROM COVID-19 TO THE GREAT TURNOVER
Taking a step back, the COVID-19 pandemic did not just disrupt routines: it was undeniably a pivotal event that triggered or sped up profound changes. In the U.S., it gave rise to the Great Resignation, a trend that soon echoed across Europe, culminating in a surge of voluntary resignations by late 2022. Despite the swift return to employment for many who resigned — a dynamic better known in Europe as the Great Turnover — analysts rightly point out that persistent labour shortages and rising employee selectiveness could drive companies to boost pay, perks, and working conditions to attract and retain talent (1).

2. THE NEW LANDSCAPE: FLUID CAREERS, FRAGMENTED TIMELINES
Shifting attitudes toward work translate into evolving arrangements and career configurations. Remote work and flexible schedules have become widely accepted … and expected. The gig economy, freelancing, and interim offers continue to grow. The increase in sabbaticals and sick leaves is so statistically significant – particularly among younger people – that it prompts questions about motivation (2). In Belgium, medium-to long leaves have reached record-high levels, with 5.89% of workers on sick leave in the first half of the year — up from under 4% a decade ago (3). Fragmentation also governs careers, with pivots increasingly common as individuals redefine success amidst economic uncertainties and changing aspirations. In this reconfiguring landscape, purpose-driven organisations are on the rise, albeit not without challenges (4).

“We need to understand the forces of change: people are considering interim management at a younger age, part-time is on the rise, some seek alternatives to working on a payroll basis, those in their 50s and 60s are contemplating purposeful exits… Across the board, everyone thinks a lot more about work-life balance and how to extract meaning from work.” Stefaan Verduyn

3. THE FUTURE: DOUBLING DOWN ON THE SEARCH FOR MEANING
If attitudes are in flux and employment is taking on increasingly fluid forms, the introduction — or better said, the framing — of AI as a competing force casts a double shadow on the future of work as a meaningful pursuit (5). What role will humans play in an AI-driven future, and in a world where automation claims new territory each day? How can organisations ensure that work remains dignified and purposeful, knowing that AI can either enhance or diminish meaningful work? This question is undeniably central as the forces driving satisfaction and motivation have evolved, now gravitating, as we will see, toward autonomy, mastery, and connection (6).

A JOURNEY FROM THEN TO NOW: understanding what drives people to work

1. ZEROING IN ON JOB SATISFACTION
Let’s establish a baseline with the make-or-break factors determining whether employees stay engaged or walk away. Job satisfaction thrives on essential conditions that foster well-being, and when these are absent, turnover becomes inevitable. A recent Dutch study, conducted in the wake of the Great Resignation, highlights three key elements that organisations cannot afford to ignore (7):
The power of connection. A supportive, positive atmosphere among colleagues is the cornerstone of job satisfaction, surpassing a generous paycheck. In contrast, a toxic culture, management approach or leadership style can poison even the most attractive compensation packages.
The currency of recognition… This one comes as no surprise. Employees who feel genuinely valued are more engaged and committed. Without it, dissatisfaction festers, and the temptation to walk away grows stronger.
…and the freedom to flourish. The ability for people to manage tasks on their terms and achieve a good work-life balance is highly valued. But for some, too much remote work can turn freedom into isolation, dampening satisfaction and connection.

Last but not least, generational differences also matter, as Gen Y and Z report lower satisfaction levels overall, even when wages are adequate.

2. MOTIVATIONAL DRIVERS: BEFORE
Suffice it to say that motivational drivers have evolved significantly. While even seasoned professionals may be impacted, this shift is so pronounced that it sometimes manifests as a rift of misunderstanding, with older generations baffled by their offspring’s career choices (8). For decades, motivation followed a structured blueprint rooted in extrinsic rewards:
The safety net of stability. A steady paycheck, comprehensive benefits, and job security formed the bedrock of employee loyalty and commitment.
The prestige of promotion. Status symbols like promotions and coveted job titles were markers of achievement and fueled ambition.
Incremental growth vs. mobility. This is what we can call the linear or expert path model. Success was defined by a clear, upward path — climbing through titles and hierarchies with predictable progression and vertical knowledge growth (expert).

3. MOTIVATIONAL DRIVERS: AFTER
What about today? What is behind the apparent “disenchantment”? Intrinsic drivers are taking the lead over extrinsic ones. This does not mean compensation, for instance, has lost its relevance. As discussed in a previous article, generational stereotypes can be misleading. Instead, compensation should be viewed as part of baseline expectations, now attached to evolving needs and intrinsic motivators.
The flexibility imperative. Remote and hybrid work models are no longer perks but essential motivators — within limits. The flexibility to work from anywhere empowers employees to balance work and life, enhancing autonomy and satisfaction (9).
Well-being as a priority. Mental health and work-life balance are now non-negotiable. Fringe benefits (10) such as mental health programs, wellness initiatives, and overall proactive support systems are increasingly expected, not just appreciated (11).
A quest for purpose and alignment. Employees increasingly seek roles that align with their personal values, social consciousness, and desire to make a meaningful impact. Companies prioritising purpose-driven strategies and authentic social missions tend to cultivate higher levels of engagement and loyalty (12 )(13).
Growth beyond the ladder. Growth is redefined around continuous personal development, empowerment, and reinvention. Motivation thrives on opportunities to expand skills, experiment with “lateral moves”, and even embrace bold career pivots. All in all, employees are redefining success beyond rigid paths to promotion (14).

4. LEADERSHIP, THE CHALLENGE OF PURPOSE-DRIVEN ORGANISATION AND THE SEEDS OF THE NEXT BIG RESIGNATION
One major issue is that while people increasingly seek purpose-driven work, aligning individual values with organisational goals is complex and often elusive . Yet, the stakes are high: misalignment breeds disillusionment, fueling a sense of meaninglessness in an already anxiety-inducing, technology-driven environment.

For leaders and decision-makers, the task is daunting and riddled with obstacles. While purpose-driven and sustainability-based strategies are praised, they often falter under the weight of investor pressure and immediate financial goals. The core challenge thus lies in balancing the aspirations of the whole management and workforce with shareholder expectations and profit demands.

“Bridging qualitative and quantitative drivers is a massive challenge for leaders — and as an Executive Search firm, we make a point of truly listening to our clients and candidates to create matches that drive both fulfilment and performance.” Jean-Michel Lucas

Complex issues require adaptive, context-specific solutions. Executive Search firms can help foster transparent, collaborative discussions on motivation and identify balanced strategies to address key sources of dissatisfaction — such as misalignment, management and leadership style, disempowerment, and fear of obsolescence — that affect performance metrics and “employee experience” (15).

THE WAY FORWARD: going about the issue, together
This work begins upfront in the very structure of the search process. It is not just about ticking boxes where a candidate’s skills align with job descriptions.

It is about acknowledging and seeking to address alignment issues from the onset. We cannot stress enough the importance of a thorough intake process, grounded in an in-depth analysis of organisational culture, leadership and strategy. Understanding how these dimensions interconnect allows us to identify managers and leaders who not only excel on paper but can also resonate with the organisation’s core values and goals. Likewise, we can help organisations better adjust their offer.

Where are the best leaders to guide cultural changes while securing implementation of the most efficient strategies? | Hoffman

It is about breaking free from stereotypes and adopting fresh assessment metrics. We move beyond conventional career assessments to uncover valuable talent that might otherwise be overlooked. Moreover, organisational change-readiness is a critical factor in maintaining a competitive edge. By assessing talent through new metrics focused on adaptability and continuous learning, we help our clients build resilient teams.

Challenge the expected: how to see beyond generational stereotypes in hiring | Hoffman

The changing face of talent: How you can stay ahead | Hoffman

And finally, it is about expanding the scope of possibilities — from permanent to interim management to project-based roles — to align with the evolving motivational drivers of today’s professionals. Organisations should not feel confined to a single approach. Our partners advocate for thoroughly exploring the full spectrum of options, ensuring a solution emerges organically rather than being defaulted to.
The future of executive roles in Belgium: blending interim and permanent positions | Hoffman

” In today’s shifting paradigm, like it or not, there is an extraordinary amount of work needed to ensure our world continues to function effectively. Even if we find ourselves unmotivated by the current ways of contributing value, it is essential to discover new approaches to inspire and motivate everyone.” Denis Gallant

We help you connect with the best talents of tomorrow through collaborative reflection and tailored solutions.

Get in touch with us:

Avenue Louise 500, 1050 Brussels – Kouter 7, B101, 9000 Ghent
www.hoffman.be | + 32 2 779 52 52

(1) European Data Journalism (blog). The great turnover: record resignations and job vacancies in Europe. [online] https://www.europeandatajournalism.eu/cp_data_news/the-great-turnover-record-resignations-and-job-vacancies-in-europe/
(2) De Tijd, 40 procent meer jonge werknemers al minstens een jaar buiten strijd. [online] https://www.tijd.be/ondernemen/hr/40-procent-meer-jonge-werknemers-al-ruim-jaar-buiten-strijd/10573893
Heskett, J. (2024). Do people want to work anymore? Harvard Business Review. [online] https://hbswk.hbs.edu/item/do-people-want-to-work-anymore
(3) De Tijd, 40 procent meer jonge werknemers al minstens een jaar buiten strijd. [online] https://www.tijd.be/ondernemen/hr/40-procent-meer-jonge-werknemers-al-ruim-jaar-buiten-strijd/10573893
(4) Husson-Traore, A.-C. (2021, March 15). Emmanuel Faber chez Danone, Paul Polman chez Unilever, deux dirigeants immolés sur l’autel de la rentabilité. Novethic. /Berkenbaum, C. (2021, March 15). Emmanuel Faber et Danone, c’est bien fini. L’Echo / Quoidbach, S. (2023, December 16). Emmanuel Faber: La transition nécessitera de revoir la place de l’alimentation dans nos modes de vie. L’Echo / Massoudi, A. (2018). Unilever chief Paul Polman blindsided by investor revolt. Financial Times.
(5) Lysova, E.I., Tosti-Kharas, J., Michaelson, C. et al. Ethics and the Future of Meaningful Work (2023). Introduction to the Special Issue. J Bus Ethics 185, 713–723. https://doi.org/10.1007/s10551-023-05345-9
Mortimer, S.A. (2023). What Makes Work Meaningful? J Bus Ethics 185, 835–845. https://doi.org/10.1007/s10551-023-05356-6
(6) Ibid. Lysova, E.I., Tosti-Kharas, J., Michaelson, C. et al. (2023). Ethics and the Future of Meaningful Work Introduction to the Special Issue. J Bus Ethics 185, 713–723. https://doi.org/10.1007/s10551-023-05345-9
(7) Celbiş, M. G., Wong, P. H., Kourtit, K., & Nijkamp, P. (2023). Job satisfaction and the ‘Great resignation’: An exploratory machine learning analysis. Social Indicators Research, 170(3), 1097-1118.
(8) Graveleau S. (2024, 11 décembre), Il avait tout pour être heureux. Qu’est-ce qu’on a raté ? Paroles de parents bifurqueurs. Le Monde. [online] [https://www.lemonde.fr/campus/article/2024/12/11/il-avait-tout-pour-etre-heureux-qu-est-ce-qu-on-a-rate-paroles-de-parents-de-bifurqueurs_6441567_4401467.html
(9) Suprayitno, D. (2024). The Great Resignation: Reimagining Work and the Future of HR. Management Studies and Business Journal (PRODUCTIVITY), 1(4), 687-694.
(10) Escosura, P.D. (2023). Monetary Incentives Versus Fringe Benefits: The Motivation Behind Generation X and Millennial Employees. Advanced Qualitative Research.
(11) Lysova, E.I., Tosti-Kharas, J., Michaelson, C. et al. Ethics and the Future of Meaningful Work (2023). Introduction to the Special Issue. J Bus Ethics 185, 713–723. https://doi.org/10.1007/s10551-023-05345-9
(12) Mc Kinsey Insights (2020). Help your employees find purpose or watch them leave. [online] https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/help-your-employees-find-purpose-or-watch-them-leave?cid=eml-web
(13) Walt, V. (2022, January 18). With the state of the world in the hands of big business, some executives think it can pay to do good. TIME. Retrieved from https://time.com/6121684/emmanuel-faber-danone-interview/
(14) Vo, T.T., Tuliao, K.V., & Chen, C. (2022). Work Motivation: The Roles of Individual Needs and Social Conditions. Behavioral Sciences, 12.
(15) Ignatius, A. (2024, November). Preventing the next great resignation. Harvard Business Review. [online] https://hbr.org/2024/11/preventing-the-next-great-resignation Anicich, E., & Lindsley, D. (2024, November). Reimagining work as a product. Harvard Business Review. [online] https://hbr.org/2024/11/reimagining-work-as-a-product