One in three UK workers feels uninspired at work

A third of UK employees say they feel uninspired in their roles — a growing problem that is draining innovation and productivity across workplaces, according to new research from employee recognition specialist O.C. Tanner.

The company’s Global Culture Report 2026 — which surveyed more than 38,000 employees across 24 countries, including 1,668 in the UK — found that just 19% of British workers describe themselves as thriving at work. The findings point to a widening “inspiration gap”, where most employees aspire to meaningful, energising work but struggle to find it in practice.

“When employees feel a distinct lack of inspiration, they’ll find it hard to give their best at work and are likely feeling disengaged, unfulfilled and disconnected from colleagues and managers,” said Robert Ordever, European Managing Director of O.C. Tanner. “It’s therefore key that leaders find ways to energise and motivate their people, so they have a desire to innovate, experiment and learn.”

The report reveals that 77% of UK employees want their work experience to feel inspiring — a sharp contrast with current engagement levels. To close that gap, O.C. Tanner recommends that organisations nurture inspiration by helping employees connect, collaborate, and share ideas regularly with peers, leaders, and external networks.

Encouraging attendance at industry conferences, training sessions, and cross-team projects can strengthen creativity and expose staff to fresh perspectives, the study suggests. Internal connection also plays a pivotal role: 64% of respondents said they often think of new ideas during conversations with colleagues, and 68% said they have at least one coworker who inspires them.

The report also highlights the importance of psychological safety and recognition in sustaining innovation. Employees who feel supported by their leaders and teams — even when experiments fail — are seven times more likely to keep trying new approaches.

“Innovation can’t thrive in a culture of fear or blame,” Ordever added. “To spark new thinking, employees need to feel safe to experiment and recognised when they do. By acknowledging and calling out inventive ideas and celebrating effort as much as outcomes, organisations encourage people to repeat those behaviours and inspire others to follow.”

O.C. Tanner’s findings underline a core truth for leaders: cultivating inspiration is not a soft skill, but a structural one — rooted in culture, recognition, and trust. Without it, productivity and progress risk slowing further.