Employee Engagement and Expectations: Pre and Post COVID

The Shift in Employee Engagement

The nature of work in the United Kingdom has changed significantly since the COVID-19 pandemic. What began as a necessary shift to remote operations has led to a wider reevaluation of how employees and employers relate to one another. Priorities have shifted. So have expectations around where, how, and why people work.

This article explores the changing landscape of employee engagement and workplace expectations in the UK. It looks at how attitudes have evolved since the pandemic and what this means for organisations today. We’ll examine the conditions that influence engagement, why employee engagement is important for motivation and retention, and what businesses can do to respond in the right way to drive organisational success.

While every sector has adapted differently, the underlying trend is clear. Engagement is no longer shaped by salary alone. Flexibility, wellbeing, and a sense of purpose have become central to how people evaluate their roles. For companies, this means looking closely at leadership, effective communication, culture, and ways of working; because the expectations of the workforce have fundamentally changed. When these factors align, engaged employees perform better, contributing to stronger outcomes for both individuals and organisations.

Defining Employee Engagement

Employee engagement is not merely job satisfaction or happiness at work. At its heart, engagement describes the emotional and intellectual commitment employees feel toward their roles, the organisation, their managers, and colleagues. Highly engaged employees do more than meet basic expectations. They invest extra discretionary effort, offer ideas, collaborate willingly, and champion their workplace within and beyond the office walls.

Academic models of work engagement commonly highlight three dimensions. The foundational work of William Kahn identifies physical, cognitive, and emotional investment in one's job. The Schaufeli framework focuses on vigour, dedication, and absorption; hallmarks of employees deeply committed to their work. For engagement to thrive, the environment must support meaning, psychological safety, and opportunity. Workers need to feel valued, trusted, and equipped with the resources necessary to make an impact.

Critically, engagement differs from simple satisfaction or loyalty. Satisfied employees are content with pay and conditions. Engaged employees are active partners in building success, showing resilience in adversity, and contributing far beyond the bare minimum.

What Has Changed Since COVID? Evolving Employee Expectations

The Shift in the Psychological Contract

The pandemic prompted both employers and employees to reconsider their priorities. Health guidance, lockdowns, and widespread uncertainty introduced new ways of working that changed how people experienced autonomy, flexibility, and daily routines. As a result, many began to reflect more seriously on what they wanted from work.

Work-life balance has now become the most important factor for UK employees. In a recent survey, 85 percent said they prioritise balance over pay when making career decisions. Flexible hours are considered essential by 75 percent of respondents, and many actively avoid roles that do not offer them. Remote and hybrid working is preferred by 74 percent, with only 42 percent saying they would accept a full-time office requirement. These expectations have become key drivers of job choice and retention.

These preferences are especially strong among younger workers. Sixty-seven percent of Generation Z and Millennials want modular or flexible schedules, and over three-quarters would prefer a four-day work week. Two-thirds say they would consider leaving their job if these expectations are not met. Beyond pay, employees also want professional growth, development opportunities, and workplaces where employees feel valued and supported.

Together, these trends point to a recalibration in how work is approached. Employees are increasingly motivated not only by salary, but by balance, autonomy, and sustainable working conditions. Traditional markers like job title or compensation now sit alongside wellbeing, inclusion, and flexibility in determining workplace satisfaction.

Flexibility as a Baseline Expectation

Before the pandemic, remote working was uncommon. Flexible hours were often treated as perks rather than standard practice. In 2019, only around five percent of UK workers regularly worked from home. By the spring of 2020, this rose to more than 40 percent. The shift has since become embedded in many sectors, especially those not tied to physical workplaces.

Today, flexibility is no longer viewed as a benefit. It has become a baseline expectation. For many professionals, flexible arrangements are a key factor in accepting new roles or staying with an employer. When embedded into broader engagement efforts, flexibility can strengthen trust and signal that organisations are adapting to modern needs.

Survey data highlights the extent of this shift:

• Most employees expect some form of flexible working. Many say they would seek other opportunities if this was removed.

• Hybrid and remote models are now preferred over traditional full-time office schedules.

• A growing number of employees are willing to accept lower pay in exchange for greater balance and autonomy.

• Among younger workers, flexibility is strongly linked to retention. Many say they would consider leaving if expectations are not met.

For organisations, responding to these expectations is also linked to higher employee retention. Employers who ignore this risk losing talent, limiting their ability to boost engagement, and damaging their reputation in a competitive labour market.

The Evolving Value of Work

Many people no longer see work as the central part of their identity. The pandemic accelerated a shift in how employees relate to their jobs. For a growing number of workers, employment is seen as a way to support life outside the workplace, rather than define it. At the same time, workers increasingly want their roles to connect to the organisation’s purpose, making meaning a crucial part of how they evaluate employment.

This does not mean that meaning, purpose, or community at work have disappeared. But the focus has broadened. Wellbeing, flexibility, and personal time are now part of how people evaluate the role of work in their lives. Employees are also looking for development opportunities that support both career growth and personal fulfilment, recognising that balance and progression contribute to long-term company success.

Flexible structures like the four-day week and modular scheduling are gaining traction. Recent trials show strong results, and a growing number of companies are building these into their standard operating models. Research shows that these shifts reflect a broader demand for jobs that support not just productivity, but also quality of life.

Effects on Productivity and Output

One of the largest questions raised by widespread homeworking and flexible arrangements was their impact on productivity. While some employers expressed concerns about visibility and output, evidence gathered over the past few years suggests those fears were largely unfounded.

Recent studies show that:

• 90 percent report being as or more productive at home than in the office

• 46 percent of employees believe they are more productive when working remotely

• 78 percent of managers say they’ve seen no drop in remote team performance

• 94 percent of businesses recorded stable or improved productivity after shifting to remote work

In many industries, managers also report that well-managed remote teams match or outperform traditional office-based teams in terms of focus, creativity, and delivery. Wellbeing and morale; two core elements of engagement, are also closely linked to performance outcomes. Engagement supports resilience, innovation, and recovery in times of disruption.

Of course, results vary by sector. Some roles, especially those in healthcare or hospitality, require on-site presence and were more directly affected by staffing constraints and health risks. But across office-based sectors, flexible working has proven to be a reliable driver of efficiency, adaptability, and retention.

Specific Business Outcomes

Decades of academic research and recent post-pandemic data confirm a strong link between employee engagement and business performance. The impacts are measurable across retention, productivity, profitability, and long-term growth.

Employee Retention

• Highly engaged business units experience up to 59 percent lower turnover than disengaged teams

• Engaged employees are 87 percent less likely to leave their roles, even when other opportunities arise

Productivity

• Engaged employees take 41 percent fewer sick days than disengaged peers

• Organisations with higher engagement scores report improved operational efficiency and output

• Presenteeism is lower in highly engaged cultures, supporting more sustainable long-term performance

Profitability

• Engaged companies see 2.6 times higher earnings per share compared to their disengaged counterparts

• Low engagement correlates with 32.7 percent lower operating income

• The UK economy loses an estimated £340 billion annually due to the effects of disengagement

Growth

• Companies with engaged employees grow profits three times faster than the average

• Engagement is associated with 19.2 percent higher operating income growth and 7 times stronger five-year shareholder returns

How Company Behaviour Influences Engagement

Organisational culture and leadership priorities are the critical levers for driving engagement.

The Four Enablers of Engagement

Research continues to validate four powerful drivers of high engagement:

• Strategic Narrative: Leadership provides a clear and compelling vision and communicates progress.

• Engaging Managers: Leaders foster trust, accountability, and personal development.

• Employee Voice: Staff have channels to contribute ideas and raise concerns.

• Organisational Integrity: The company’s stated values are consistently acted upon in daily practice.

Firms that embed these practices show reliably higher engagement levels, lower stress, and improved retention.

Coordinated Engagement Practices

The most effective organisations coordinate multiple engagement initiatives, ensuring consistency and broad coverage. These include regular employee surveys, diverse communication channels, active investment in wellbeing and learning, strong mentoring and coaching programmes, celebration of achievements, and visible support for inclusion.

Leadership that tracks and responds to people metrics, acts on feedback, and invests in lifelong development builds the strongest cultures of engagement.

Wellbeing Investment and Inclusion

Investment in employee wellbeing, mental health, and supportive working conditions correlates strongly with elevated engagement scores. Flexible environments, access to health resources, psychological safety, and fair policies on reasonable adjustments create belonging and commitment.

Inclusive workplaces not only support diversity, but directly enhance engagement, particularly for employees facing health challenges or neurodivergence.

Practical Employee Engagement Strategies

Leaders aiming to improve engagement should focus on these foundational actions. For senior leaders and HR teams, the priority is maintaining employee engagement over the long term, not just boosting it in short bursts. Effective strategies drive employee engagement without sacrificing the organization’s goals and purpose.

1. Make People the Priority

Embed workforce engagement into every aspect of strategy and decision making. Equip leaders at all levels to champion people priorities. Recognise employee contributions as central to organisation’s success.

2. Communicate Widely and Authentically

Use multiple channels. Foster transparent dialogue, regular feedback, and recognition of achievements. Encourage effective communication and clear understanding across all levels so employees know their voices matter.

3. Establish Flexibility as a Norm

Offer a menu of flexible work options. De-emphasise presenteeism. Judge performance by results, not hours or presence.

4. Prioritise Wellbeing and Mental Health

Ensure access to health resources. Regularly conduct wellbeing initiatives and measure impact. Promote psychological safety.

5. Recognise Achievement and Support Growth

Build recognition and reward platforms. Align feedback with company values. Offer development opportunities, mentorship; develop managers and employees alike. Encourage people to go the extra mile.

6. Create a Company Culture of Inclusion and Belonging

Proactively support employees with health conditions and neurodivergence. Build cultures that celebrate unique strengths and perspectives.

7. Use Data and Feedback to Monitor Employee Experience

Regularly measure employee engagement through pulse surveys, analytics, and benchmarking. Identify key themes and top drivers. Share results widely and create actionable insights that inform your people strategy. Where possible, invest in a user-friendly employee engagement platform or that integrates survey results with performance and wellbeing data.

8. Break Down Silos and Encourage Collaboration

Promote cross-team projects, knowledge-sharing, and company-wide learning. Collaboration strengthens trust, improves agility, and reinforces alignment between employees and the company’s goals.

Conclusion: Navigating the New Employment Landscape

The COVID-19 pandemic has permanently reset employee expectations and the culture of work in the UK. Work-life balance, wellbeing, autonomy, and inclusion now define what employees seek from their careers and employers. Engagement is measurable, actionable, and a central predictor of business success.

Organisations able to embrace this new reality, prioritising flexible approaches, people-centred leadership, wellbeing, development, inclusion, and robust measurement, will outperform, adapt rapidly in changing times, and hold the trust of an evolving workforce. Those who cling to pre-pandemic models will face rising attrition and competitive disadvantage.

The future of work is being written every day. Companies have a clear opportunity: to lead transformation, unlock engagement, and shape the new world of British employment.

About Ysobelle Edwards

Ysobelle Edwards supports businesses with their human capital. From HR administration to strategic workforce initiatives, we partner with organisations to build workplaces where people thrive. If your organisation is looking to strengthen engagement strategies, book a quick chat with us and we'll help you unlock your people potential.

Frequently Asked Questions

• What are the 5 C's of employee engagement?

  The 5 C’s are Care, Connect, Coach, Contribute, and Congratulate. They represent approaches to wellbeing, relationships, development, meaningful work, and recognition. These methods help increase employee engagement by making employees feel supported and connected.

• What is meant by employee engagement?

  Employee engagement is the emotional and intellectual connection people feel toward their work and organisation, leading to extra effort and commitment.

• What are the 4 P's of employee engagement?

  Purpose: Why work matters; Progress: Seeing results; Pride: Taking satisfaction in achievements; Participation: Having a voice and contributing to decisions. These are key aspects of employee experience that engagement strategies should reinforce.

• What are the 5 steps of engagement?

  1. Define purpose clearly.

  2. Clear communication at every level..

  3. Empower flexibility and autonomy.

  4. Recognise and reward contributions.

  5. Measure and adjust regularly through action planning and feedback loops.

• What are the benefits of employee engagement?

  Higher engagement delivers greater productivity, lower turnover, stronger profitability, better customer satisfaction, and more innovation.

• How has COVID changed employee engagement?

  COVID accelerated the shift to flexibility, wellbeing, and balance. Remote and hybrid working became standard expectations, while trust and autonomy became critical. Many HR professionals now use employee engagement survey questions in pulse checks or an annual engagement survey to identify areas for improvement and ensure these changes stick.

• How can companies improve employee engagement?

  By prioritising people-first leadership, flexibility, wellbeing, and recognition, and by implementing a structured employee engagement program. Regular measurement, including surveys, helps organisations achieve continuous progress and increase employee engagement across different roles.

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