Every year, when the Annual Best Places to Work™ Employee Experience Survey wraps up, this gives us a moment to pause and take stock. Not just of how people are feeling about work in Aotearoa New Zealand, but also of what’s shifting beneath the surface of our workplaces. 

The 2025 insights tell a nuanced story. There are real signs of progress. Innovation is up, wellbeing has strengthened and more people feel encouraged to try new ideas and are being supported to bring creativity into their work. 

At the same time, some of the fundamentals that underpin trust, connection, and confidence have softened. These include trust in leadership, team connection, tools, and technology. These signals are not insignificant, and they point to growing pressure business leaders are navigating as change accelerates. 

But this story is not about decline or failure. It’s a signal that workplace challenges have shifted. And this requires a shift in leadership focus. Here are the key highlights from the 2025 BPTW™ Annual Survey:

Innovation is on the increase, but the foundations still matter

One of 2025’s strongest movements in the data is the lift in innovation. More employees felt encouraged to explore better ways of working. And more people felt safe to speak up, test new ideas, and contribute to improvements. This is encouraging, and suggests that many Kiwi organisations are creating safe spaces for curiosity and experimentation.

Often, when economic, business, or financial conditions become more challenging, organisations are pushed to think differently. Pressure can accelerate creativity, problem-solving, and new ways of working as teams look for ways to adapt, survive, and grow. The opportunity - and the challenge - is ensuring this mindset remains consistent even when economic conditions improve.

Innovation does not exist in isolation. It relies on trust, clarity, and connection to be sustainable. When people are asked to innovate while feeling uncertain about direction, disconnected from leaders, or frustrated by technology and systems, that slows them down and momentum stalls. 

Innovation is happening in New Zealand, and it will continue to grow if organisations strengthen the conditions that enable people to show up, contribute ideas, and do their best work,  in both challenging and prosperous times.

Wellbeing is also improving, but workload is a tension point

The wellbeing of Kiwi employees continues to trend in the right direction. More employees reported flexibility and support, and many organisations are investing in wellbeing initiatives, policies, and conversations. 

The pressure point, however, is workload. A significant proportion of employees did not feel their workload was manageable. This is an important insight because it tells us that wellbeing is not just about flexibility and benefits. It’s about how work is designed and capacity is planned, whether there is clarity in roles and responsibilities, and whether expectations are realistic.  

The organisations making the biggest gains are those where wellbeing is intrinsically woven into the fabric of culture, systems, and decisions. These organisations are asking questions about how work actually gets done, and whether the pace is sustainable. 

Trust and connection are under strain in a changing environment

Some of the most notable downward shifts are in trust in leadership and connection with the team. While these foundational pillars deserve attention, this trend down does not suggest that leaders care less or that teams are weaker. In many cases, it reflects the reality of constant change, new technology, AI, shifting skills, evolving expectations, and increasing economic and commercial pressures organisations face.

Leaders today are often navigating complex business and financial decisions while also supporting their people through uncertainty. Balancing performance, sustainability, and workforce wellbeing requires new capability, time, and support. As organisations adapt to market conditions, structural change, cost pressures, and productivity expectations, leadership is being asked to operate in increasingly complex environments.

When change moves faster than communication, decisions, or action, people feel uncertain. When systems change without enough support, confidence takes a hit. And stretched teams often disconnect. 

Employees are telling us they need clarity on direction, and to understand what change means for them. They need leaders who communicate openly, even if they don’t yet have all the answers. Employees also want to be invited on the journey and trust is built in moments like these. Not through perfection, but through presence, honesty, and follow through. 

Tools and technology are a leadership responsibility

Employees need systems that make work easier - access to information, intuitive tools, and support to build digital confidence. This is increasingly critical as AI becomes more embedded in everyday work and the pace of workplace change accelerates.

Technology is as much a leadership responsibility as it is an operational investment. How tools are introduced, explained, supported, and integrated into roles directly impacts trust, performance, and adoption. When employees are expected to work differently without clarity or support, confidence and productivity can be affected.

Organisations that invest not only in platforms, but also in capability, communication, and simplicity, are more likely to realise the full value of their technology investments and strengthen long-term business outcomes.

Opportunity knocks

There’s plenty of good news to celebrate in the 2025 survey results. Most Kiwi employees are engaged or very engaged, and a strong majority would recommend working at their organisation. This tells us something important - New Zealand workplaces have strong foundations. There is care, effort, and genuine commitment happening across organisations of all sizes and sectors.

The opportunity now is unlocking the next level of performance. This will come from leaders who intentionally design work, pay close attention to both data and lived experience, and act with courage and consistency. Leaders who understand that engagement and performance fuel one another, and that the foundations of a best workplace matter more than ever in times of change.

Our message for leaders is to focus on what enables people to thrive, especially in complexity:

• Clear direction and honest communication
• Workloads that are designed, not assumed
• Tools and technology that remove friction
• Useful and consistent feedback 
• Trust that is built through action

This is how innovation becomes sustainable.
This is how wellbeing translates into performance.
And this is how New Zealand workplaces can continue lifting the bar - together.

Floating all the boats higher

Our belief at Best Places to Work™ remains the same - when organisations listen to their people and act on what they hear, everyone benefits. As more workplaces strengthen their foundations and share what works, we truly do float all the boats higher. 

Our full 2025 BPTW™ Employee Experience Survey insights report; Shaping New Zealand’s Best Places to Work™ explores these insights, and includes practical guidance and real examples from organisations across Aotearoa New Zealand. 

The workplaces that succeed in the next decade will not just adapt to change - they will design environments where people can thrive through it. For organisations committed to building best workplaces, this is where the journey begins…