• 56% of desk-free workers say better pay would improve retention – but only 20% of HRDs and CHROs agree.
• 75% of workers feel overworked, compared to just 60% of HR leaders who recognise this issue.
• Only 59% of workers think they’re paid fairly – yet 80% of HR leaders and 92% of all senior business execs believe this to be the case.

HR leaders are failing to grasp what really matters to their desk-free (DF) workforce – and, in doing so, may jeopardise long-term productivity, staff retention, and cost-efficiencies. New data* highlights a widening disconnect between HR leadership and the (DF) workers who power essential operations across various industries.

While desk-free workers are calling for fair pay, manageable workloads, and clearer communication, many leaders are either unaware or underestimating the scale of these issues. Seventy-five percent of workers say their workload is unmanageable, yet just over half of leadership recognise this as a reality. Similarly, DF workers are urging for higher compensation, with only 59% believing they are paid fairly. In contrast, 92% of those in senior leadership roles (including C-suite, managing directors, and chairs) believe their workforce is already paid fairly.

Perhaps most concerning for long-term workforce planning, more than half (56%) of workers say improved pay and benefits would reduce staff turnover, but only 20% of HRDs and 24% of other executive level directors agree. These figures suggest many HR leaders and other senior colleagues may be missing a critical opportunity to retain experienced staff and reduce the high costs of churn.

The upcoming Employment Rights Bill is also generating stark differences in perspective. While half of desk-free workers are pleased to see the end of zero-hours contracts, seeking greater employer commitment and day-one benefits, 47% of HR leaders say they rely on such contracts to manage costs, with many indicating they may cut staff or paid hours in response. In fact, 53% of HRDs/CHROs say they may avoid hiring unproven or inexperienced workers under the new legislation — a move that could limit access to opportunity and slow any progress being made on closing skills gaps.

Communication appears to be another weak spot. Ninety percent of those in the most senior roles – chairpersons, CEOs, and MDs, and 81% of all leaders believe performance expectations are clearly communicated, but only 67% of workers agree. And while no HRDs or CEOs admit to any confusion in the ranks, 10% of DF workers say they often don’t know what’s expected of them.

Anwen Robinson, SVP at OneAdvanced, said: “People leaders have a critical role to play in bridging the gap between office-based decision-makers and desk-free teams. These findings show that while many HR leaders have good intentions, they risk missing the mark on what really drives engagement, retention, and productivity on the ground. Now more than ever, HR strategy must be grounded in listening to worker experience and acting on it – particularly as the Employment Rights Bill reshapes how people are hired, supported, and retained.”

“Rather than pulling back from recruitment risks or flexible working models, HR leaders should focus on better workforce planning, clearer communication, and fairer reward structures. That’s how we future-proof our desk-free workforce – and ensure businesses continue to run efficiently and responsibly.”

Other key findings:

• Retention blind spot:56% of DF workers say pay and benefits would help with retention, vs. just 20% of HRDs.
• Workload disconnect:75% of DF workers feel overworked, but only 60% of HRDs acknowledge this.
• Pay perception gap:92% of executive leaders and 80% of HRDs think pay for DF workers is fair – but only 59% of the actual workers agree.
• Risk to younger workers:53% of HRDs may stop hiring untried candidates – a potential block to entry-level talent.
• Communication breakdown:Just 67% of DF workers say expectations are clear, despite 90% of leaders saying this is the case.

*The research was carried out online by Research Without Barriers (RWB) between 14th January and 29th January 2025. The sample comprised more than 800 respondents in companies (100+) who employ desk-free workers and included 500 desk-free workers and more than 300 executive level and middle managers. All research conducted adheres to the MRS Codes of Conduct (2023) in the UK and ICC/ESOMAR World Research Guidelines. RWB is registered with the Information Commissioner’s Office and is fully compliant with the General Data Protection Regulation (GDPR) and the Data Protection Act (2018).

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