Michael Page’s 2025 Talent Trends report has shown that more than half (55 per cent) of global engineering and manufacturing hiring managers have faced 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, say 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.
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 nearly half (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, particularly in the UK, internal cultures are not always keeping pace. Only 38 per cent of UK engineering and manufacturing workers feel they can be their authentic selves at work, just slightly above the global average of 32 per cent. This 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 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 say 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.
Ruth Hancock continues: “Our Talent Trends report shows that clarity has never mattered more. 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.”
