How to future proof your talent

June 11, 2025

Shelby Nelson

Shelby Nelson, Talent Manager, TRO, dives into her key takeaways from the 2025 Employee Engagement Summit.

A summit focused on revolutionising the way we engage and connect with employees, backed by world-class case studies from leading companies – sounds like a Talent Manager’s dream, right?

Which is exactly why I recently attended the 2025 Employee Engagement Summit, located in London’s beautiful Battersea Park.

But what were the key themes that rose above the rest?

Trust

This came up time and again. It seems obvious: organisations known for caring about their people and offering great benefits tend to be more trusted. But the real challenge lies in correlating trust with long-term economic optimism.

Across panels and presentations, trust consistently linked back to three key themes:

1. Transparency: It starts before they even get the job. Setting clear expectations, a structured and fair interview process, and ongoing communication build a culture where people feel informed and included. In a presentation, Tim Lotherington and Rebecca Reffell from Havas People found in a study that 26% of people just want honest and simple comms when encompassing what they prioritise at work. Transparency is about honesty and clarity at every touch point.

2. Opportunity: Today’s workforce wants more than perks – they want purpose and progression. Future-facing skill development, chances to grow, and a sense of contributing to a wider impact are becoming major motivators. When these are present, employees are far more likely to give discretionary effort, that extra something that drives real value.

3. Consistency: This starts at the top. Leadership must “walk the walk,” because trust is reciprocal. In a compelling presentation, Francesca Woodhouse, Managing Director – UK Workplace Advisory at Edelman, shared striking data: among employees who didn’t feel trusted by leadership (27%), only 25% reciprocated that trust and among those who did feel trusted (73%), trust back to leadership jumped to 84% or higher.

So, where’s the economic optimism? It comes from within. Trusted employees become engaged ambassadors – radiating positivity and influencing every part of the business. And that’s where trust turns into real, lasting value.

Well-being and culture

Naturally, well-being and workplace culture were another theme throughout the summit. More and more organisations are recognising the value of creating a sense of community and participation, not through grand gestures, but through simple, meaningful initiatives.

Another stat from Tim Lotherington and Rebecca Reffell at Havas People really stood out: 45% of people plan to look for a new job in the next 12 months, despite 73% saying they’re satisfied in their current role.

That disconnect raises a big question: if people say they’re satisfied, why are so many looking to leave? AsNimai Swaroop, Group Head of Employer Brand at Coca-Cola, put it, ‘people may join for compensation, but they stay for the culture.’

So, how can we double down on the culture and well-being piece?

A company’s brand shouldn’t just reflect what it does, it should reflect who it is. Today’s employees want more than a pay slip. They want a sense of purpose, alignment with their values, and a place where they truly belong. There’s a reason why belonging is part of Maslow’s hierarchy.

As Sharon Johal, Chief People Officer at Osome, said so succinctly in a panel discussion on the link between well-being to trust and consistency (sound familiar?), ‘business is business, but ultimately people are also people. It’s a basic need.’ Culture and well-being aren’t just HR buzzwords, they’re strategic priorities. When people feel seen, heard, and valued, they’re far more likely to stay, grow, and thrive.

So what?

It’s time to treat trust, well-being and culture as core business strategies, not side projects. The outcome? Organisations won’t just retain talent, they’ll empower people to do their best work, stay longer, and become champions for the brand. And in today’s workplace, that’s the real competitive edge.

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