Pay matters, but it’s not enough on its own.
Our Work Remastered research shows that while money remains the strongest driver of employee motivation, people are increasingly motivated by long-term growth, collaboration, flexibility, and purpose.
For leaders, the message is clear - motivation is multi-layered, and organisations that focus on just one lever risk missing the bigger picture.
What’s Driving Motivation?
Money remains the biggest single factor influencing how people feel about work. 34% say pay is their top motivator, but this rises to 50% when employees think about future salary increases – making visible progression and long-term financial security more important than ever.
Colleagues and development come a close second. Nearly 30% say their colleagues strongly influence how they feel at work, while 27% are motivated by growth opportunities.
Flexibility is now firmly embedded as a motivator. Almost a quarter of employees say having control over where and how they work directly impacts how they feel.
Purpose also plays a meaningful role. Around one in four employees are motivated bydoing meaningful work or seeing the real impact of their efforts, on customers, the company and the world. Recognition matters too, with feedback and thanks from leaders helping people feel more connected to their work.
Employees are also focused on the long term. 42% say long-term goals motivate them more than short-term objectives, rising to 50% in the US.
Collaboration clearly beats competition, with 61% saying working together is more motivating.
One notable gap stands out - innovation. Despite being central to business growth, only 9% of employees identify innovation as a motivator, suggesting a disconnect between business priorities and what employees personally connect with.
The Leadership Opportunity
Competitive pay gets people in the door, but long-term motivation is driven by clarity of direction, meaningful work, and strong human connection. Leaders who clearly communicate where the organisation is going, invest in growth and feedback, and make purpose tangible will be far better positioned to engage and retain talent.
If innovation is a priority, it needs to be humanised - linked to impact, learning, and opportunity, not just strategy decks.
Motivation isn’t about choosing one lever. It’s about pulling the right combination, consistently.
