On May 8th, we presented the key findings of our latest research on “Employees expectations”.

The survey had a two-part approach to understanding work in Mauritius – to go beyond surface-level insights, the study began with in-depth, one-hour interviews with 14 individuals from diverse professional and personal backgrounds. These rich conversations captured the nuances of people’s experiences, aspirations, and frustrations related to work.

The second phase involved a large-scale quantitative survey with 780 Mauritians across sectors, genders, and age groups. The survey explored multiple dimensions of their lives — their values, fears, sources of frustration, and what they really want from their work life.

The results? They challenge stereotypes and validate real concerns. Especially for businesses, they offer a clearer view of what’s working — and what isn’t — in current workplace practices.

A workplace under pressure

Mauritius is facing a demographic and economic shift. The workforce is shrinking, recruitment is harder, and anxiety about the future is growing. The result? A workforce that is quietly burning out.

Mental health concerns are rising — especially among women and younger workers — and many are looking for more than a payslip. But let’s be clear: financial security remains the baseline. A decent salary is still the single strongest factor influencing both job satisfaction and overall wellbeing.

Contrary to the popular narrative about purpose-driven work, the study found that for most Mauritians, work remains highly functional: First, it’s a means of survival. Then, it’s about achieving financial stability. Only then does personal fulfilment come into play.

Employees expressed significant dissatisfaction with managerial behavior. The top concerns? Lack of recognition, Poor communication, Inflexibility.

When people don’t feel valued — in terms of salary, benefits, or growth opportunities — they leave. Worse, many don’t just leave their jobs. They leave the country altogether, adding pressure to already struggling local businesses. Feeling well-paid is the strongest contributor to both job satisfaction and overall well-being.

Mauritians also react strongly to perceived injustices, such as a lack of meritocracy or respect. They want managers who are trained to lead with empathy, listen actively, and offer autonomy and trust.

Solutions like full or part-time remote work, flexible schedules, or even a four-day work week show promise in improving satisfaction. But these solutions can also have unintended effects — particularly for women who often face a “second shift” of unpaid labor at home.

There is no one-size-fits-all answer. Individualised support and options are key — but must be implemented fairly to avoid creating new forms of workplace inequality.

If companies want to attract and retain talent, it’s time to move from empty slogans to meaningful action. Shared values — especially when backed by social or environmental initiatives — can become a real driver of employee engagement and loyalty.

Panel Highlights: The Real Issue Is Communication

Following the study presentation, a live panel of experts unpacked the findings in a one-hour discussion. One theme stood out: poor communication.

Vanesha Pareemamun, Chief Human Resources Officer at Currimjee Jeewanjee & Co Ltd, shared that fear — particularly among men — prevents open dialogue. She also pointed to generational distrust, as younger workers master digital tools faster and are sometimes seen as a threat. Her call? Learn to collaborate across generations, not reject them.

Marie Hélène Walter, psychologist, coach, and supervisor, emphasized a dual failure: managers often lack the training and willingness to communicate, but organisations also fail to create environments of trust where good communication can flourish.

Anouchka Sooriamoorthy, philosopher and founder of In a Chaos World, called out the deeper absurdity: many employees experience work as incoherent and disconnected from real life. To rebuild meaning, companies must rethink their culture — not just tweak their policies.

The takeaway? People want to be seen, heard, and understood. A tailored approach to management is key in a world of increasingly diverse profiles and expectations — but fairness must remain a guiding principle.