According to the latest "2025 Employer Brand Research" report from Randstad, the largest talent company globally, the values in Hong Kong's workplace are undergoing a fundamental shift. Once considered a given, "high salaries and good benefits" are no longer the only keys to attracting and retaining talent. After a year, "Work-Life Balance" has once again surpassed "attractive salaries and benefits," becoming the primary consideration for Hong Kong workers when choosing an ideal employer. This survey, which included 2,599 working professionals and job seekers in Hong Kong, reveals a new norm that businesses must address in the upcoming talent competition.
Core Findings: The Significance of Work-Life Balance's Return to the Top
The report clearly indicates that "Work-Life Balance" has become the most crucial factor influencing employee engagement and retention. Data shows that employees who feel less engaged are 12% more likely to consider leaving than their more engaged colleagues. The primary reason for employees feeling "burnt out" or losing motivation is "poor work-life balance."
This suggests that modern talent's expectations have become more multidimensional. They are not just working for salary; they expect fair and reciprocal support from their employers while contributing their labor. As competition for compensation and benefits intensifies, the ability to provide genuinely effective work-life balance policies will be a key differentiator for businesses. Simple measures, like creating an atmosphere where employees feel safe to express opinions, providing opportunities for learning new skills, or even fostering a relaxed environment for lunch with colleagues, are critical “employee experience” details that determine whether they choose to stay or seek new opportunities.
Generational Value Analysis: Workplace Needs of Gen Z, Millennials, and Gen X
Employees from different generations exhibit significant differences in their work motivations and frustrations. For companies to develop effective employee incentive and retention strategies, they must deeply understand the core demands of each group.
- Gen Z (born 1997-2012): Pursuing Meaningful Culture and Leadership
For the new workforce, Gen Z values "Work-Life Balance," but 38% of young employees indicate that "good leadership and corporate culture change" is their primary motivator, even slightly more important than work-life balance. This reflects their strong desire to work in a transparent, inclusive, and inspiring environment, valuing alignment between management styles and corporate values with their own. - Millennials (born 1981-1996): Facing Dual Pressures of Balance and Compensation
As the backbone of the workforce, Millennials face more complex pressures. The report finds that 36% of Millennials express that both "poor work-life balance" and "a desire for higher salaries or benefits" can lead to frustration and thoughts of leaving. This indicates they are in a critical stage of career and family development, with urgent needs for both material rewards and personal life quality. - Gen X (born 1965-1980): Emphasizing Pragmatism, Clarity, and Stability
The experienced Gen Xers are particularly intolerant of "unclear or unrealistic expectations" from management (29%). They seek efficient and stable work environments with clear guidance and goals. Interestingly, the usage of AI in the workplace is declining among Gen X, with the proportion of frequent users dropping by 6 percentage points to only 20%, and 39% of Gen X stating they have never used AI at work.
Opportunities and Challenges of Artificial Intelligence (AI)
Despite Gen X's reserved attitude toward AI, overall, most Hong Kong employees view AI positively, seeing it as a tool for enhancing efficiency rather than a threat to jobs. However, this optimism comes with employees’ high expectations of companies. They hope organizations will proactively provide more AI-related training, such as how to write effective AI prompts, guidelines for responsible AI use, and industry application case studies.
For employers, this presents an excellent branding opportunity. Companies that actively promote internal AI empowerment and include related training as part of employee benefits will attract tech-savvy young talent, especially from Gen Z.
Corporate Strategies for Building a Winning Employer Brand in 2025
In light of the above research findings, to remain competitive in the talent market in 2025 and beyond, companies must optimize their employer branding strategies in several key areas:
- Beyond Salary Competition: Elevate "Work-Life Balance" to the core of corporate culture by introducing flexible working hours, remote work options, and effective break policies.
- Implement Generational Management: Avoid a "one-size-fits-all" employee policy. Create open and inclusive communication channels and corporate cultures for Gen Z; provide competitive compensation structures and clear advancement paths for Millennials; and ensure clarity in work objectives and management stability for Gen X.
- Invest in Future Skills: Incorporate AI training into employee development plans to enhance overall productivity and serve as a compelling selling point for attracting and retaining top digital talent.
- Enhance Employee Experience: Focus on every detail of the work environment, from team support and management communication to colleague relationships, creating a positive atmosphere where employees feel valued and supported.
The rules of the game in Hong Kong's workplace have changed. The definition of a "good job" is no longer limited to salary figures but encompasses comprehensive considerations of personal growth, mental and physical health, and quality of life. Businesses that can understand and adapt to this trend by actively building a people-centric employer brand will remain competitive in the fierce talent competition.
