Introduction
In today’s talent market, salary is merely the entry fee rather than a differentiating factor, according to Isabelle Bastide, Executive Chairman and CEO of Page Group. This signifies a 180-degree shift in the workforce, as individuals now evaluate job opportunities through a multidimensional lens and seek more than just remuneration.
The Evolving Expectations of Employees
According to Page Group’s 2025 Talent Trends report, 40% of Mexicans are willing to decline a promotion if it compromises their personal well-being. While only 19% of workers consider salary improvement as crucial for physical and mental well-being, 48% believe that work-life balance has the most significant impact.
Isabelle Bastide explains, “Employees now value well-being and sustainability in their work life more than ever. This doesn’t imply a decrease in economic ambition; instead, it shows that people are becoming more selective about their professional development.”
Moreover, the desire to reject promotions for better well-being coexists with job search motivated by a better position, professional training opportunities, and disagreement with management decisions, especially from top executives.
Key Trends in Employee Motivations
Only 34% of employees in Mexico attribute their job search to salary dissatisfaction, making it the second motivator for exploring new job opportunities. Paradoxically, the primary driver is the intention to secure a better position (37%), followed by professional training opportunities (30%) and disagreement with management decisions, mainly from top executives (23%).
Isabelle Bastide interprets this as “reflecting the nuanced expectations of today’s workforce.” She adds, “This presents an opportunity for companies to create more meaningful career development paths that balance professional progress with personal well-being by offering flexible growth options, such as lateral transfers, skill development opportunities, and mentorship programs.”
Other factors driving employees to seek new jobs include the desire for better benefits, an inadequate work culture, and insufficient well-being approaches.
Bastide emphasizes, “Traditional management models will not work to attract and retain key talent. Growth plans must be complemented with well-being promotion for employees. Companies that adapt best to this new reality will benefit from a more committed, resilient, and loyal workforce.”
The Desire for Flexibility
In the past year, the return to the office has solidified, with 43% of workers now in full-time onsite arrangements. Only 12% have maintained remote work, while the rest are in hybrid setups, but only 18% of these have flexibility to choose their workdays.
Despite this, workers still believe telecommuting doesn’t affect their performance, with 36% of survey respondents reporting increased productivity while working from home.
“Candidates are increasingly clear about their preferred work environments—remote, hybrid, or onsite. For employers, this means it’s more critical than ever to be transparent about flexible work policies; there’s no one-size-fits-all solution, but companies must clearly communicate what they offer,” says Isabelle Bastide.
Page Group’s findings indicate that the return to the office is mainly linked to stricter internal policies, as most workers perceive it.
56% of individuals attribute increased work hours in the office to stricter company policies, while 29% cite more in-person meetings, and for 14%, the return to onsite work is seen as an opportunity for better professional development.
