More than half of managers believe their teams are fully engaged, yet only 32% of employees confirm this, while 45% admit they lack motivation, according to the newly published report by Right Management Talent Solutions, “The Career Equation: What Attracts Talent Isn’t What Keeps Them.” The study shows that leaders overestimate engagement levels and fail to recognize the true drivers of loyalty. In Europe, pay and benefits remain the most important factors attracting talent, but what keeps employees motivated is team fit and organizational culture.
Managers vs. employees: a reality gap
More than half of European managers (53%) are convinced their people are fully engaged, and only 27% see signs of low motivation. The reality looks different: just 32% of employees declare full engagement, while 45% openly admit to lacking it.
“This gap is not just optimism but often the result of short-sightedness and outdated management paradigms. Many leaders still measure engagement by output and goal achievement, assuming that if results are delivered, the team must be motivated. This is wishful thinking. Numbers can mask emotional exhaustion, lack of purpose, or growing misalignment. Real engagement requires more than performance metrics – it takes daily conversations, attention to people’s needs, and creating an environment where they feel part of something bigger. A successful leader is not just a task executor but someone who provides meaning, builds a safe culture, supports growth, fosters engagement, and then achieves sustainable business results. Until leaders adopt people-focused frameworks of leadership, the gap between perceived and real engagement will only grow,” said Agnieszka Krzemień, career coach and brand manager at Right Management Talent Solutions.
The study also found that 23% of employees define themselves as “partially engaged,” a group most likely to leave an organization, according to ManpowerGroup data. By comparison, only 20% of managers recognize partial engagement within their teams.
“Partially engaged employees are those who feel something is missing. They see potential in themselves, they aspire to develop, seek cultural fit, and want meaningful career paths. When organizations fail to respond to these needs, they start looking elsewhere. These are often energetic and motivated people frustrated by lack of growth opportunities – and therefore the most likely to leave. Leaders can prevent this only if they stop treating development as a personal responsibility of the employee and begin to systematically support it. Coaching-based leadership is needed: recognizing not only skills but also strengths and ambitions, having career conversations, planning the future together, creating space for new skills, and encouraging initiative. A partially engaged employee can become a company’s pillar – but only if leaders see and support them,” added Krzemień.
Pay attracts, culture retains
The report highlights a clear divide between what attracts employees and what keeps them. Salary and benefits (36.8%) remain the top factor drawing talent, followed by job logistics (20.7%) – such as work organization and role duties. Career prospects (15.9%), team and cultural fit (14.1%), and learning & development opportunities (12.6%) rank lower.
“Job logistics are tangible and easy to evaluate – candidates quickly learn about employment form, working model, remote options, or salary. These are ‘binary’ criteria, helping them make immediate decisions. But cultural fit, career growth, and sense of purpose only reveal themselves later, often months into the job. That’s when disappointment can arise if promises don’t match reality. So while candidates initially focus on clear factors, in the long run, culture, growth opportunities, and alignment of values determine satisfaction and loyalty,” noted Krzemień.
According to the expert, more people now choose employers not just for pay but for how companies care about well-being and growth. “What attracts candidates rarely makes them stay for years. Long-term loyalty comes from value-based culture, real development opportunities, and a sense of purpose. Organizations must realize that flexibility and perks are just the beginning. The real challenge is to build culture, not just structure – one where values and goals align with people’s needs, where curiosity and adaptability are encouraged, and where career paths feel meaningful.”
Data confirms this: the strongest engagement driver for European employees is cultural and team fit (37.6%). Career prospects (29%) rank second. Learning and development (15.5%) and work logistics (10.7%) matter less, while pay and benefits account for only 7.7%.
“Cultural fit should not be an HR buzzword but a foundation of engagement. Pay may attract, but it won’t retain if people don’t feel they belong or share values. A sense of purpose and belonging creates a kind of ‘emotional contract,’ often stronger than a raise. Without investment in transparency, value alignment, and development, organizations risk losing top talent – the very people who drive innovation and competitiveness,” Krzemień emphasized.
Engagement lowest in Europe
The report shows the biggest perception gap in Latin America – 63% of leaders believe their teams are fully engaged, compared to 41% of employees. Europe records the lowest engagement overall, with just 32% of employees reporting full commitment.
The study was conducted between March 24 and April 25, 2025, among 1,029 leaders and 2,402 employees across eight countries, including the UK, France, and the US. It builds on Right Management’s The State of Careers research, presenting key labor market challenges and new perspectives on career development.
