Two thirds of professionals (63%) have admitted that one of the leading reasons for leaving a previous employer is because they did not have a ‘connection’ with their management or leadership team.
A further 68% stated that their exit was due to ’empty promises’ from management – with professionals feeling that leaders who fail to act on commitments erode trust.
The findings come from a new report from global talent solutions business – Robert Walters – which highlights ‘Human-centric Leadership’ as a key trend that will be required of any business that wants to be successful in 2025 and beyond. (ref. https://www.robertwalters.co.uk/insights/hiring-advice/e-guide/top-talent-trends-in-recruitment.html )
Gerrit Bouckaert – CEO of Robert Walters Recruitment – comments:
“In today’s rapidly evolving workplace, leadership success will be easier to achieve when leaders put people first – more so now than ever as professionals fear the role of AI and whether it will be considered as a job replacement.
“We will always need people in the workplace. And much like you would invest in your technology with R&D and improvements, the same goes for your people.
“Business leaders that foster psychological safety, flexibility, and continuous learning will build stronger, more engaged teams – and ultimately, a more successful business.”
Transactional Relationships
The report highlights the downfall of when a leader lacks genuine interest – with 62% stating that they feel disengaged when leaders only communicate when they need something.
71% of employees say they can tell when leaders are being insincere in their optimism, with many reporting this as ‘forced enthusiasm.’
Gerrit adds: “Leaders who fail to engage personally with their teams not only risk losing loyalty, but also some valuable insight on the company and ideas for improvement or future growth.”
Inauthentic Leadership
When asked what the common traits were for poor or inauthentic leadership, professionals responded with:
Lack of Transparency (72%) – Employees lose faith in leaders who withhold information or fail to explain decisions.
Inconsistency (66%) – Leaders who say one thing but do another struggle to earn long-term respect.
Avoiding Accountability (44%) – A failure to admit mistakes or take responsibility leads to a culture of blame.
Ignoring Employee Wellbeing (30%) – Leaders who prioritise profit over people create a toxic work environment.
Micromanagement (28%) – A lack of trust in employees’ abilities can stifle innovation and motivation.
Playing Favourites (22%) – Unequal treatment of team members fosters resentment and disengagement.
Route to Success
Findings from the Robert Walters Talent Trends 2025 report include that companies are 1.5x more likely to retain high performers when leaders display a human-centric organisational focus.
In fact, companies are 2.6x more likely to meet objectives as a ‘people-first’ organisation. Gerrit outlines top tips on how organisations (and its leaders) can become more human-centric:
Offer coaching and development: Leaders should receive coaching on the principles of human-centric leadership—including empathy, emotional intelligence, leading with authenticity, active listening, and inclusivity. If you don’t have this expertise in-house, consider outsourcing coaching and development programs.
Deliver clear communication: Open, transparent and regular communication is key in a human-centric approach. Companies should build an environment where ideas are freely shared and valued, and where constructive feedback is encouraged. Simple things such as open Q&A’s to the office floor or having an open-door policy for questions – be it in-person or via email.
Don’t forget about culture: Shifting to a human-centric approach may require a significant change in company culture. This may involve redefining company values, rethinking performance metrics and revamping reward systems to align with human-centric principles.
Engage your employees: Organisations should focus on understanding the needs of their employees to develop strategies to increase employee engagement. This could involve creating more opportunities for collaboration, promoting work-life balance and implementing recognition and reward systems.
About Robert Walters
With more than 3,200 people in 31 countries, Robert Walters Group delivers recruitment consultancy, staffing, recruitment process outsourcing and managed services across the globe. From traditional recruitment and staffing to end-to-end talent management, our consultants are experts at matching highly skilled people to permanent, contract and interim roles across all professional disciplines, including: Accountancy & Finance, Banking & Financial Services, Engineering, Human Resources, Information Technology, Legal, Sales & Marketing, Secretarial & Support, Supply Chain & Procurement. www.robertwaltersgroup.com
