Resistance to change is holding the UK back, report suggests

It used to be said that the UK was a nation of lions led by donkeys. Now it would appear that the country has become as stubborn as mules at every level. The new survey from Right Management claims there is a growing culture of resistance to change across the UK workforce, particularly among women, older employees, and public sector professionals.

The data, released by talent solutions experts Right Management following a survey of 2,000 employees, shows that 31 percent of British workers would rather stick with what they know than embrace change. Experts caution that this resistance to change is contributing to a productivity plateau that the UK can no longer afford, with a fear of change among UK workers emerging as a critical barrier.

Women are more likely to resist change than men (34 percent vs. 27 percent), and over-45s are significantly more cautious (37 percent) than Gen Z (24 percent). These trends are particularly concerning given the UK’s need to maximise the full productive potential of an ageing and diverse workforce.

Sectoral differences reveal further challenges. Nearly four in ten public sector employees (38 percent) say they fear change — compared to just 25 percent in the private sector. This inactivity, coupled with underinvestment in workforce development, risks embedding inefficiency in large parts of the UK economy.

“Staying in your comfort zone may feel secure, but it’s quietly eroding productivity across the country,” says Jacques Quinio, Talent Management Solutions Director at Right Management. “If the UK wants to close the productivity gap, it must start by enabling people to grow, adapt, and contribute in new ways.”

Recent signals from the economy underscore the urgency: the IMF’s downgraded growth forecast, labour market stagnation, and increasing long-term sickness rates all point to a nation underperforming its potential.

Yet, despite the calls for agility and upskilling, support from employers is falling short. Fewer than half (47 percent) offer coaching, and only 43 percent provide access to professional assessments that help workers identify and pursue growth paths. Alarmingly, one in ten organisations offers no support at all.

What’s more, just 33 percent of employers actively use data to guide investment in people — while 42 percent admit they see it as “nice to have,” not essential. The result: 57 percent of employees believe their performance is valued more than their potential.

“If we want future-ready organisations and a more productive economy, we need to start treating talent development as a growth lever, not a cost,” Jacques adds. “Empowering employees to embrace change — with the right tools, data and support — isn’t just good for morale. It has ripple effects beyond the walls of their company and positive impacts on the broader UK economy.”