Public Sector Engagement: A reality check and a call to action

Download our new report that reveals the state of employee engagement in the UK public sector and discover ways you can evolve your approach.   

 The UK public sector runs on purpose-driven people. Day in and day out, health workers, teachers, civil servants, local government employees and emergency services professionals keep our communities running. Their commitment to the mission remains amazing and admirable. But our latest research makes it clear that organisations cannot rely on this commitment if they want to sustain performance, wellbeing and resilience in the face of mounting pressures. 

We’re delighted to now share the findings with you in Public Sector Engagement: A Reality Check, an in-depth new report that looks at what’s working, what’s not and how HR leaders can rebuild engagement for the challenges ahead. 

Why this research matters 

At Reward Gateway | Edenred, we know employee engagement isn’t just about how people feel. It’s about how organisations boost performance. Yet across the public sector, we understand that achieving this outcome is a considerable challenge against a backdrop of budget constraints, people shortages and seemingly ever-renewing cycles of structural change. 

To help shine a light on this issue, our research started with in-depth interviews with senior people leaders, providing us with a firsthand perspective on current realities. We combined this with a survey of over 1,100 public sector employees across health, local and central government, education and emergency services.  

Our goal throughout this process has been to understand where engagement is stalling, what employees say they need most and how HR leaders can turn insight into impact. All with the recognition and understanding that HR teams themselves face considerable challenges with budget and headcount.  

What we discovered 

Our findings reveal both resilience and risk: 

• Mission-driven, but overwhelmed: 83% of employees feel engaged with their job or mission, but this is a feeling under increasing strain: 55% cite workload as the top barrier now affecting their engagement , and 45% report emotional strain or burnout. 

• Loyalty to the job, not the organisation: 64% say they’re more committed to the work itself than to their employer, and 70% describe their performance as self-driven rather than supported. 

• The trust gap: Fewer than half of employees believe engagement surveys reflect how they truly feel, and many say feedback rarely leads to visible action. 

• Recognition really matters: 93% say appreciation is important, and 77% believe support and recognition directly improve performance and service outcomes. Too often, however appreciation is absent or inconsistent. 

• One workforce, many realities: Pressures vary across sectors, ages and roles: emergency workers are feeling more strain, and older employees underappreciated. A one-size-fits-all approach risks missing those who most need support. 

These insights echo wider external evidence. ONS data shows mental health accounts for 13% of public sector sick days, almost double the levels of the private sector. Meanwhile, Deloitte research highlights that while purpose-driven workers are highly motivated, misalignment between personal values and organisational support is a major predictor of attrition.

What HR leaders can do 

The message from employees is consistent. They want to feel seen, supported and genuinely valued. That doesn’t always mean new, resource-intensive programmes, just efforts that are more targeted and relevant. Often, it’s about making engagement more authentic, visible and personal. 

Our report sets out a three-part framework for action: 

1. Recognition that feels real – everyday appreciation that is specific, timely, and values-based. 

1. Wellbeing that builds resilience – accessible support focused on emotional health as well as compliance. 

1. Benefits that meet real needs – from financial security to flexibility and future planning, designed around people’s lives and roles. 

Even small steps such as auditing intensity hotspots in workloads, or giving managers simple wellbeing check-in tools can make a real difference. Over time, embedding engagement into daily practice, tailoring approaches by role and career stage and empowering managers as ambassadors of culture will create lasting change. 

Making a difference for the people that make a difference 

The public sector is powered by people whose dedication is extraordinary. But their resilience isn’t limitless, nor is their attraction to traditional benefits like good pensions. To protect performance, retain talent and deliver on outcomes, HR leaders must take the lead in reshaping day to day engagement. 

For us, this isn’t about telling HR and People teams they’re underperforming or overwhelmed. It’s about recognising their reality, listening with empathy and building systems of engagement that truly support them. 

The bottom line though is that better engagement is no longer just a nice-to-have. For today’s public sector, It’s an imperative. 

To discover more valuable insights into the state of employee engagement in the public sector,  download our full report.

Or why not go one step further and get in touch? Contact me via colin.hodgson@edenred.com, I’ll be happy to discuss our research in more detail and how you can deliver the Power of Appreciation in your organisation.