The latest Michael Page report found that 55 per cent of hiring managers have faced significant hiring challenges over the past year, rising to 60 per cent among UK managers. Yet this comes at a time when nearly half (49 per cent) of engineering and manufacturing professionals globally, and 39 per cent in the UK, said they are actively looking for a new role.
Based on responses from almost 4,000 engineering and manufacturing professionals globally, the report highlights a shift in candidate priorities, with growing emphasis on trust in leadership, wellbeing, and meaningful work.
This evolving landscape presents a clear opportunity for employers. With talent on the move, success will rely not just on meeting expectations but on communicating policies, values, and long-term commitments with clarity.
Purpose is a top priority, but company culture lags behind
The Talent Trends data shows that purpose has become a top priority for engineering and manufacturing professionals. Demand for meaningful work has surged among UK candidates, with 43 per cent now prioritising purpose at work, up from 26 per cent last year. This is notably higher than the global average of 33 per cent, indicating that UK engineering and manufacturing workers place a greater premium on purposeful work.
However, while expectations have risen, internal work cultures are not always keeping pace. Only 38 per cent of UK engineering and manufacturing workers feel that they can be their 'authentic selves' at work, which highlights a clear opportunity for employers to communicate their culture and values to attract the right talent and build stronger, more engaged teams.
Ruth Hancock, Regional Director, Engineering at Michael Page, commented: “Professionals in engineering and manufacturing are looking for more than just a job; they’re seeking purpose and the chance to make a real impact. For hiring managers, the opportunity lies in creating and communicating these opportunities to their teams. This may mean encouraging and supporting non-linear career paths, or providing clarity around opportunities in emerging areas such as sustainability. When leaders connect people to meaningful work, everyone benefits.”
Wellbeing matters yet trust in leadership wavers
Wellbeing is also important for UK engineering and manufacturing professionals, with almost three-quarters (72 per cent) saying they would turn down a promotion to protect it. This contrasts with 49 per cent of professionals globally, highlighting a stronger emphasis on wellbeing among UK talent.
At the same time, trust in leadership appears strained. Nearly half (46 per cent) of UK professionals said they lack confidence in their leaders to balance business needs with employee wellbeing; a concern echoed by 42 per cent of their global peers. As a result, 42 per cent of UK workers are actively looking or planning to look for new roles due to dissatisfaction with leadership decisions.
Work-life balance
While salary has traditionally been a key motivator for career moves, new data suggests that priorities in the engineering and manufacturing workforce are shifting. Only 12 per cent of UK professionals in engineering and manufacturing said that salary is the top reason they’re looking for a new opportunity. Globally, that figure is slightly higher at 32 per cent.
In contrast, 83 per cent of professionals in both the UK and globally said that a work-life balance is the most important factor when thinking about work. This shift suggests that financial incentives alone are no longer enough to attract or retain talent. For employers facing hiring challenges, the report underscores the importance of moving beyond traditional compensation models and providing clarity around company policies that support a healthy work-life balance.
AI adoption rises
AI use is growing rapidly across engineering and manufacturing, with 43 per cent of professionals globally reportedly using AI tools in their roles, up from 24 per cent last year. Among users globally, 78 per cent said they engage with AI at least weekly. These conclusions remain high in the UK, where 71 per cent use it at least once a week.
The benefits are clear from global candidates: 73 per cent report increased productivity, 72 per cent improved work quality, and 65 per cent stating that AI helps them focus on 'more fulfilling tasks.'
Alongside these gains, professionals are looking for clearer policies and more training from employers. The report finds that globally, 62 per cent feel their organisation could do more to prepare them for AI integration, and 41 per cent of global candidates say they’re using AI tools not provided by their employer. As AI becomes a core workplace technology, having a clear strategy and support for its use is increasingly important for talent attraction and retention.
“Our Talent Trends report shows that clarity has never mattered more," Hancock added. "In a market where professionals are prioritising purpose, wellbeing and flexibility, it’s not just about what you offer; it’s about how clearly and consistently you communicate it. Whether it’s company culture, career pathways, or policies around the use of AI, transparency is key. Employers who lead with clarity will be best placed to attract and retain the talent they need for the future.”
More insights from Michael Page's 2025 Talent Trends report can be accessed here.
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