why addressing fairness in your workplace can no longer wait
In 2025, equity has become a cornerstone of a strong employer brand—and a key driver of employee engagement, retention, and performance. But according to the latest Randstad Employer Brand Research, perceptions of equity in Australian workplaces are slipping in all the wrong places.
On the surface, the numbers might look reassuring: 70% of Australian workers say their employer treats people equitably. But dig deeper, and a more complicated picture emerges - one where fairness feels conditional, inconsistent, or just out of reach.
In this blog, we unpack what’s behind the decline in equity perceptions in 2025, why it matters more than ever, and what employers can do to rebuild trust.
the equity paradox: a declining sense of fairness
Randstad’s research reveals that while equity still ranks as one of the top ten employer value proposition (EVP) drivers, employee confidence in equitable treatment is eroding:
- There’s been a 5% drop in employees who feel their unique background and attributes are valued.
- Only 53% believe senior leaders are fair when making hiring and promotion decisions.
Just 51% agree that the most deserving employees receive the best opportunities.
This isn’t a perception problem—it’s a trust problem. When fairness feels selective, it breeds disengagement, resentment, and ultimately leads to employee turnover.
why equity matters more than ever
In today’s workforce, equity isn’t just a “nice to have”—it’s a non-negotiable part of how talent evaluates the employer value proposition, especially among younger generations.
- Gen Z places a higher value on equity than any previous generation.
- 49% of Gen Z identify as part of an underrepresented group, compared to 32% of the total workforce.
- Among underrepresented employees, 65% say their career has been hindered by identity-related obstacles.
Gen-Z employees are more diverse, more vocal about their needs, and driven by values alignment. If their expectations around fairness and inclusion aren’t met, they won’t hesitate to consider job switching - or speak out.
equity disparities by job type
Equity perceptions also vary by role type:
- Digital workers - those in digital job roles like software development, UX design, and data analytics—report stronger satisfaction with fairness, especially in career development.
- Operational workers - those in operational roles (e.g. technicians, tradespeople, logistics staff, contact centre agents) and
- Professional workers (e.g. accountants, engineers, legal advisors, project managers) report significantly lower satisfaction, particularly around internal mobility and reskilling.
When equity appears to depend on your job title or function, it sends the wrong message: that some employees are more valued than others. This perception can fracture organisational culture and fuel dissatisfaction.
the business risks of inaction
Ignoring equity perception gaps is more than a reputational risk—it’s a bottom-line risk:
- Turnover costs rise when employees feel unfairly treated or overlooked. Replacing skilled talent is time consuming and expensive.
- Productivity suffers when motivation and trust decline.
- Employer brand damage spreads quickly in the age of online reviews and social media.
Additionally, if equity isn’t embedded into day-to-day employer practices, it undermines every other part of the employee experience - from leadership trust to engagement and development, including upskilling and reskilling.
closing the gap: 4 steps to build equity and trust
The good news? Equity is actionable. With the right strategies, you can close the gap between intention and perception. Here’s how:
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1. audit and analyse your internal processes
- Examine hiring, promotion, and training decisions for fairness.
- Track patterns: who is advancing, who is not, and why?
- Gather confidential feedback from underrepresented groups on their experiences.
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2. train and hold leaders accountable
- Provide inclusive leadership training - focusing on unconscious bias, how decision-making and communication affect underrepresented employee groups.
- Set clear KPIs for inclusive behaviour and hold leaders to account through the regular performance review process.
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3. make promotion and career pathways transparent
- Clarify criteria for advancement, internal job moves, and access to development. Include qualification requirements but also include experience equivalents if people don’t meet qualification requirements. Highlight upskilling and reskilling opportuniteis to build employee capability.
- Communicate clearly about how decisions are made—and how unconscious bias is identified and mitigated.
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4. amplify diverse voices
- Support business resource groups and mentorship opportunities.
- Celebrate diverse talent in internal comms and leadership pipelines.
- Regularly feature diverse stories and achievements across internal comms.
the impact of equity: performance, loyalty and belonging
Equity isn’t about special treatment or lowering standards. It’s about giving everyone a fair go - and making sure they feel it.
When people feel valued, respected and fairly treated, they’re more committed, more innovative, and more likely to stay. In inclusive environments, employees show up as their best selves - bringing their energy, ideas, and loyalty with them.
trust is earned through action
The 2025 Randstad research data is a wake-up call: equity can no longer be assumed. Even when policies are in place, perception is reality. If fairness isn’t felt, the impact will be seen in higher turnover, lower engagement, retention, and weakened employer reputation.
The opportunity for business and HR leaders? To lead with integrity and take meaningful action. Build equity into every touchpoint of your employee experience, so every person, in every role, knows they have a fair chance of growth opportunities and success.
Equity is not only the right thing to do. It’s the smartest thing you can do.
