Underpaid and undervalued: A quarter of employees want to change jobs this year 

Nearly one in four UK employees are planning to change jobs in 2026, with feeling underpaid and undervalued cited as the biggest drivers behind the move.A poll of 2,000 UK employees in February 2026, conducted by OnePoll on behalf of HR and payroll software provider Ciphr , found that 24 per cent were job hunting or planning actively to switch employers this year. 

Younger workers are most likely to be considering a move. Nearly a third (32 per cent) of employees under 34, and 30 per cent of those aged 35 to 44, said they were looking for new roles. This compares with 22 per cent of 45 to 55-year-olds, 14 per cent of 55 to 64-year-olds, and just 7 per cent of those aged over 65. 

Among those planning to leave, 36 per cent said feeling underpaid was the main reason for wanting to move. More women (37 per cent) than men (34 per cent) cited dissatisfaction with pay. 

A lack of recognition was also a significant factor. Nearly a quarter (24 per cent) of respondents said they want to leave because they feel undervalued. Again, this was more pronounced among women, with 28 per cent reporting this compared to 17 per cent of men. 

Career progression is another pressure point. Around 22 per cent of those planning to change jobs said their current employer does not offer sufficient opportunities for growth, promotion or management responsibility. More women (24 per cent) than men (18 per cent) said they would need to move elsewhere to achieve the progression they want. 

Other common reasons for wanting to leave include seeking a more fulfilling role (23 per cent), not enjoying their job (22 per cent), feeling unengaged (17 per cent), wanting better work-life balance (17 per cent), and looking for a less stressful job or more manageable workload (16 per cent). Poor leadership was also cited by 16 per cent of respondents. 

The data points to clear wellbeing implications for UK workplaces. Stress, workload, lack of recognition and limited career development are all factors linked to engagement, morale and psychological health at work. With one in six employees actively seeking to reduce work stress, the findings reinforce the connection between people management practices and employee wellbeing. 

Claire Hawes, chief people and operations officer at Ciphr, said: “These findings should be a wake-up call for employers. Around a third of workers under 45 want to switch jobs, with many saying they’re feeling underpaid and undervalued. That’s highlighting problems that are very fixable. People aren’t leaving because they hate the work… they’re leaving because they don’t feel recognised or seen. 

“These things can’t be fixed overnight, however, and need a deliberate and sustained effort to improve over time. Employers would benefit from identifying the two or three things they can do in the next year and creating tangible plans that they can communicate to their workforce about how they plan to change and improve their pay and recognition models. For example, audit your pay – you don’t need to match market rate overnight, but you should understand where the gaps (and risks) are, and be honest with your people about your pay strategy and plans. 

“Think about how you can better build recognition into the rhythm of your business – not as a one-off initiative, but as a management culture. Recognition is all about acknowledging someone’s contributions and giving credit. People want to know that their employer appreciates and values them. It doesn’t always need to be big financial gestures. Internal shout-outs, an early Friday finish, or a coffee voucher, can have a big impact. Aim for frequent, consistent and genuine recognition. 

“And, finally, ensure there’s space for career conversations. One in five people who are planning to leave are doing so because they can’t see a future career path. Work with them to ensure they are being heard, and that they understand what career options they have inside your organisation. 

“Retention is rooted in getting the basics right: fair pay, genuine recognition, and a credible career and growth story that employees can buy into.” 

Sector data suggests some industries may face higher turnover risk than others. Nearly two-fifths (39 per cent) of people working in hospitality and events management said they are likely to change jobs this year. Around 34 per cent of those in sales, marketing, advertising and PR roles are also actively job hunting. 

In the charity and not-for-profit sector, 30 per cent of employees are planning to leave, alongside 29 per cent in social care and 25 per cent in business and management consulting, including HR and recruitment. 

For UK employers focused on workplace health and wellbeing, the message is clear. Retention is not solely about salary budgets. Recognition, leadership quality, career development and workload management are central to how valued employees feel. Where these foundations are weak, engagement suffers and turnover risk rises. 

In a labour market where skills shortages remain a challenge in several sectors, addressing pay fairness, embedding recognition into management practice and creating credible development pathways are not just HR initiatives. They are core elements of a sustainable workplace wellbeing strategy.