New report shows a reset in employee behaviour as stability, consistency become career priorities
New Zealand is potentially seeing an "ambition freeze" in its own workforce, according to a new report, as stability and consistency take over as employees' career priorities at work.
Findings from Randstad's 2026 Employer Brand Research revealed that just 14% of employees have changed jobs this year, despite 23% saying they intend to do so.
Brooke Nelson, General Manager of Professionals for Randstad New Zealand, said the findings do not indicate a lack of drive, but a "recalibration of risk."
"After a challenging economic cycle, the traditional playbook of moving jobs simply to chase a higher title or a bigger paycheque has taken a backseat," Nelson said.
"We have potentially entered an 'ambition freeze' where stability is the priority."
Reset in employee demands
But this focus on stability comes with a redefined set of demands from employees, according to Nelson, as the report points to a definitive reset in employee expectations.
It found that employees in New Zealand are now evaluating companies based on the following:
- Reliable pay and benefits (60%)
- Transparency and trustworthy communication (48%)
- Fair and consistent employee practices (44%)
Sarah Bills, Country Director at Randstad New Zealand, called this a shift from a "perks economy" to a "predictability economy."
"Employees want to know that the ground beneath their feet is solid. Offering job security and organisational stability is no longer a passive retention strategy; it's becoming the definitive baseline for attracting and keeping talent," Bills said.
"What matters in today's climate is consistency over clout."
Reset in work-life balance
Expectations on work-life balance, which emerged as the most crucial factor for employees when looking for a new job, also shifted from perks to a more stable foundation.
Randstad's report noted that a supportive work environment is now cited as the most important element in achieving work-life balance.
Reasonable workloads, clear expectations, and flexible work arrangements also emerged as some of the biggest contributors to work-life balance.
"Work-life balance is no longer one-size-fits-all; it's a strategic lever for long-term retention," Nelson said.
According to the general manager, jobseekers are asking the practical question of whether a role works for their life now and whether it can keep them secure a year from now.
"You can't solve that equation with office perks like ping pong tables in the break room or superficial culture," Nelson said.
"True work-life balance isn't about escaping the job through perks; it's about how that job is structured, managed, and supported."
