Persistent market pressure and the rapid pace of change, driven in part by the development of artificial intelligence and challenging economic conditions, are causing companies to focus increasingly on operational efficiency. At the same time, less attention is being paid to employee well-being, the quality of workplace relationships, and organizational culture. According to professionals, a clear gap is emerging in the market between what organizations are prioritizing and the actual capacities and needs of their teams.
Some 56% of specialists and managers say that financial performance is currently the top priority for companies. At the other end of the scale, professionals believe that relationships between employees and their managers are now the least important issue for employers.
Nearly one in five professionals observe that employee well-being has recently lost importance. The role of workplace relationships and organizational culture is also weakening.
Most employees have doubts as to whether organizations’ expectations are aligned with the real resources available to teams. Only 37% of respondents believe that companies are properly adapting their current priorities to employees’ capabilities.
As Karolina Lis, Senior Director at Hays Poland, notes:
“In a demanding market environment, companies are narrowing their priorities more clearly, focusing primarily on activities that translate most quickly into concrete, positive results. This affects decision-making processes and changes the dynamics of work, as well as the expectations placed on teams. However, this process sometimes lacks transparent communication and mutual understanding.”
Profitability Comes First
Employees are closely observing the direction their companies are taking, what is being rewarded, and what the effects of these choices are. In their view, the focus of organizational activity is shifting increasingly toward “hard,” measurable business goals. This is confirmed by the latest survey conducted by recruitment and HR advisory firm Hays Poland at the turn of May and June 2026 among nearly 500 professionals.
More than half of specialists and managers believe that the current priorities of companies are primarily financial results, business development and acquiring new clients, as well as introducing innovation into organizations, such as artificial intelligence solutions. At the same time, goals related to employee well-being, employee retention, and relationships between managers and subordinates appear at the bottom of the list.
What, in Your Opinion, Are the Current Key Priorities of Companies?
56% — Financial performance
46% — Business development and new clients
40% — Introducing innovation, e.g. AI
36% — Cost reduction
35% — Productivity growth
24% — Development of organizational culture
23% — Employee well-being
14% — Employee retention
12% — Relationships between managers and subordinates
1% — Other
Source: Hays Poland survey, May–June 2026.
Multiple answers could be selected.
“A strong focus on profitability, competitiveness, and innovation, combined with the marginalization of well-being and workplace relationships, may have a negative impact on employees’ day-to-day experience,” adds Karolina Lis of Hays Poland. This is particularly important because most professionals already observe that “soft” elements have recently lost importance within companies.
Is Employee Well-Being No Longer So Important?
The success of teams is built on employee engagement, well-being, a sense of belonging, and motivation. Yet, according to specialists, these are precisely the areas that are becoming less important to employers. The largest group of respondents in the Hays Poland survey admits that companies have recently been focusing less on employee well-being, workplace relationships, and the development of organizational culture, which remains an important factor in employee retention.
What, in Your Opinion, Has Recently Lost Importance in Companies?
17% — Employee well-being
16% — Relationships between managers and subordinates
16% — Development of organizational culture
The three most frequently indicated answers. Multiple answers could be selected.
Source: Hays Poland survey, May–June 2026.
The survey responses confirm that, in the eyes of employees, operational efficiency is what currently drives companies. However, as Karolina Lis points out:
“Achieving the goals set by employers, especially under conditions of market pressure, requires not only efficient work organization, but also open dialogue, consistency of action, and real support for teams. The absence of these elements, combined with a fast pace of work, may not only increase tensions but also lead to employee burnout.”
Not Always Moving in the Same Direction
The shift in organizational priorities affects how specialists and managers assess their everyday professional reality. It turns out that the direction chosen by employers does not always fully correspond with the perspective of employees.
Most respondents are unable to clearly determine whether companies’ current priorities match the capabilities and needs of employees. Some 37% see alignment between the two. Although this is a positive signal, it should not make employers complacent. Nearly one quarter of professionals still say that organizational goals are not properly matched to team resources.
Do You Believe That Companies’ Current Priorities Are Aligned with Employees’ Capabilities and Needs?
37% — Yes
23% — No
40% — Difficult to say
Source: Hays Poland survey, May–June 2026.
This distribution of answers may suggest that, for many employees, the direction in which organizations are heading is not entirely clear, or that they perceive it as inadequate in relation to real workplace and market conditions. As a result, employees may find it more difficult to identify with the company, while organizations may face challenges in maintaining employee engagement and motivation.
To prevent this, companies should ensure regular and transparent communication that takes into account the perspectives of both sides. They should also strengthen the role of managers as links between leadership teams and employees, while maintaining a balance between efficiency and employee well-being. This approach can help ensure that short-term results do not come at the expense of long-term engagement and employee satisfaction.
