Almost 20% of UK workers expect to quit in the next 12 months

The survey of 52,195 workers across 44 countries, one of the largest-ever surveys of the global workforce also revealed that a further 32 per cent of workers said they are moderately or slightly likely to switch and 16 per cent are planning to leave the workforce temporarily or permanently.

More than 2,000 respondents of the survey were located in the UK, and the data found 27 per cent of UK workers are planning to ask their employer for more money in the next 12 months (35 per cent globally). Pressure on pay is highest in the tech sector where 42 per cent of workers globally surveyed plan to ask for a pay rise, and is lowest in the public sector (12 per cent). Gen Z and Millennials are the age groups most likely to switch employers or leave the workforce over the next 12 months, and the most likely to ask for a raise or promotion.

While an increase in pay is a main motivator for making a job change (72 per cent), wanting a fulfilling job (68 per cent) and wanting to truly be themselves at work (63 per cent) rounded out the top three things workers are looking for. Nearly half (46 per cent) prioritised being able to choose where they work.

Around 66 per cent of UK respondents are currently working full-time or mostly remotely (51 per cent globally), with 59 per cent saying full-time or mostly remote working would be their preference 12 months from now (49 per cent globally).

Over half (52 per cent) of UK respondents said their work can be done remotely/from home. However, hybrid working came out on top as the preferred future way of work with 62 per cent of respondents opting for a mix of in-office and remote working.

Another 23 per cent expect their employers to require full-time or mostly in-person work, which just 17 per cent of UK respondents prefer (compared to 26 per cent globally), and which only 17 per cent of UK respondents are currently doing.

Millennials are the age group most likely to say their work can be done remotely/from home with three in five (60 per cent) saying it is possible, compared to 53 per cent of Gen Z, 49 per cent of Gen X and 40 per cent of Baby Boomers. Of those who can work from home/remotely, UK respondents on lower incomes were more likely to be currently working full-time or mostly remotely (73 per cent) compared to respondents on medium income (60 per cent) and high earners (64 per cent), and are more likely to want to continue with remote working in the next year (63 per cent) compared to respondents on medium income (54 per cent) and high incomes (58 per cent).

Kevin Ellis, chairman and senior partner at PwC UK, said although the economic outlook may be uncertain it would be premature to call the end of the great resignation.

“Highly skilled workers are in hot demand and employers can’t be complacent. It’s not just about keeping the most talented workers happy – our data highlights the need and opportunity to create new talent and ensure no one gets left behind,” he said.

“Employees will vote with their feet if their expectations on company culture, reward, flexibility and learning are not being largely met.”

The survey paints a picture of a workforce polarised on a number of dimensions. 

Job dissatisfaction was highest among non-managers, with satisfaction scores increasing with office seniority up to chief executive. Fifty-one per cent of respondents in top positions of leadership responded as being very satisfied, compared to only 19 per cent of UK respondents from non-management backgrounds. 

Trends in work preferences could lead to greater polarisation of workers by income group. In the survey, UK respondents from a higher income group were more likely to say their jobs could be done remotely or from home (66 per cent) than respondents from lower-income groups (44 per cent).

Respondents on lower incomes are also less likely to report as very satisfied with their job (18 per cent) compared to respondents on higher incomes (36 per cent). Those on higher incomes are the most likely group to have roles that require specialist training (55 per cent compared to 36 per cent of medium earners and 32 per cent of low-income earners) and most likely to report that their country lacks people with the skills to do their work.

One of the biggest drivers of polarisation is skills – with large differences between workers who have highly sought-after skills and those who do not. The data showed that those with in-demand skills (23 per cent of the sample feel they have skills that are in short supply in their country) are more likely to feel satisfied with their job (67 per cent v 52 per cent), feel listened to by their managers (62 per cent v 35 per cent) and have money left over after they pay their bills (58 per cent v 47 per cent). 

Age is another polarising factor. In the UK, the younger generation is less likely to feel satisfied at work: 51 per cent of Gen Z responded as very or moderately satisfied compared to 61 per cent of Baby Boomers. Gen Z (31 per cent likely to) and Millennials (36 per cent likely to) are most likely to ask for a wage increase over the next 12 months compared to 20 per cent of Gen X and 14 per cent of Baby Boomers, as the UK grapples with the cost-of-living crisis.

Millennials and Gen Z were the generations most concerned about being overlooked for development opportunities. Gen Z workers are also the most concerned about their lack of opportunities to work with and learn from colleagues with advanced digital or technical skills (24 per cent), and about their employer not teaching them relevant skills for their career (21 per cent) compared to other generations.

Sarah Moore, people and organisation leader and head of purpose at PwC UK, said business leaders need to keep an eye on how their decisions are contributing to creating winners and losers among their workforce and wider society.

“The survey shows there is polarisation between skilled and unskilled workers, women and men, younger and older generations, senior level workers and those below manager,” she said.

“While polarisation between groups at work is not new, the scale we are now seeing and the consequence of mass resignations is. This polarisation being felt on the ground risks fuelling dissatisfaction, disengagement and amplifying employee churn.”