We’ve unpacked why people leave.

But what about those who stay — even when they’re not satisfied?

Our latest insight into Northern Ireland’s workforce reveals a powerful contradiction: public sector employees are less satisfied with their work… but far less likely to leave.

Public sector employees are less satisfied with their roles and rewards, but they’re less likely to leave.

And that’s not just a blip. It’s a pattern.

In comparison to private sector employees, those in public roles report:

• Lower satisfaction with career progression, flexibility, and recognition
• Less comfort discussing raises or promotions
• Higher rates of feeling ‘neutral’ about their job

Yet – only 11% say they’re actively looking for another role.

Stability Over Satisfaction?

There’s no denying the benefits of public sector work: security, pensions, work-life balance, and purpose-led roles that matter. In fact, public sector employees are less likely to be expected to answer calls or emails out of hours. Burnout risk? Lower. Flexibility around illness or caring? Often higher.

But here’s the risk: a disengaged but stable workforce.

If satisfaction is low but churn is even lower, it begs the question – are we building a workforce that feels stuck? And what are we losing by not unlocking that potential?

What the Training Data Tells Us

Only 54% of public sector employees say they work in an environment that supports learning and development. That’s lower than both the private (65%) and voluntary (72%) sectors. What message does that send to employees about their future here?

This matters. Because when people don’t feel invested in – they don’t invest back.

In our earlier blogs, we talked about how development drives loyalty. But loyalty without opportunity creates stagnation. And stagnation, even in a safe role, breeds apathy.

Is This the Workforce We Want Delivering Public Services?

Here’s the truth: a loyal public sector workforce is a public asset. But a disengaged one is a risk. We need to move beyond retention as the only metric of success. The real question is: Are people thriving, or just staying?

If public sector organisations want to lead by example – in service, in innovation, in talent – they need to rethink how they measure success internally. And that means turning attention to:

• Career pathways
• Supportive leadership
• Recognition cultures
• Embedded development opportunities

Not everyone wants to climb the ladder. But everyone wants to feel they’re moving forward.

Where Do We Go From Here?

At The Formula, we work with public and private sector employers to go beyond attraction. We help build employer brands that reflect reality – and then help improve it.

If you’re building a workforce for the future, you can’t just rely on people staying. You need to give them a reason to grow.

Let’s talk about how we can help make that happen.