Recruiters, employers, and decision-makers often assume money, job titles, or perks are what motivate people.
But over the last few months, I’ve been asking candidates one simple question:
“Thinking about your career, when were you happiest—and what was happening at the time?”
The answers are almost never about salary.
They’re not about job titles or company perks either.
It’s the people, the pressure (the right kind), and the culture.
Repeatedly, candidates describe their happiest work memories in a way that paints a clear picture of what really matters.
They were surrounded by people they respected and who respected them. They felt trusted, valued, and heard. The environment encouraged growth, not fear.
Interestingly, most people didn’t say they were happiest when things were easy. They were happiest when they were stretched—but not snapped. They liked pressure, but the right kind.
The kind that’s energising, not exhausting.
This is a reminder to employers: challenge is good. Burnout isn’t. There’s a sweet spot between boredom and overwhelm, and the best managers know how to find it.
One word came up repeatedly: culture. Whether it was a small family-run business or a fast-paced commercial team, people felt happiest in environments where they felt seen, heard, and respected.
They talked about leaders who communicated well, feedback that felt constructive (not personal), and a culture that didn’t just talk about values, but lived them.
So, if you’re hiring or thinking about how to retain great people, ask yourself:
· Are we creating a culture people want to be part of?
· Are we giving people space to thrive under pressure, without tipping into burnout?
· Are we recognising the power of teamwork and communication?
Don’t get me wrong—fair pay is important. But when people reflect on their happiest times at work, salary rarely comes up first. It’s how they felt, who they were with, and what they were working towards that really stood out.
As employers, if we want to retain great people, we need to look beyond just compensation. Are your teams connected? Are your expectations fair and motivating? Is your culture something people talk about, for the right reasons?
Because at the end of the day, happy teams are built on trust, purpose, and people who feel they belong.
If you’re not sure how your team feels, talk to them. Ask for feedback and listen to what they say. Work on your onboarding process for new team members, so they can become part of the great culture you’re building. If you’re only going to do one thing, make sure it’s exit interviews! Do them in the right space and environment where the individual leaving feels comfortable to outline the small things that might frustrate them. You don’t have to do anything with the information, but you can’t make positive cultural change within the business if you don’t know how people feel.
These answers tie in pretty much like-for-like to the answers in my Horticulture Industry Survey last year.
When I asked people who had been in their role less than 12 months why they left, the top answer (27%) was poor culture and/or working environment. Salary was the 4th most voted answer at 11%.
So yes, whilst money, packages and benefits are important and it’s crucial to make sure people are being paid for what they do, it’s as important to talk to your team, build an environment that excites people and where they feel valued.
It might not show up on a payslip, but the return in retention, performance, and loyalty? It’s worth every effort.
What made you happiest at work? I’d love to hear your thoughts.
Sarah@morepeople.co.uk
