75.6% of professionals in Spain say they are dissatisfied with their salary in 2026, compared with 50.3% the previous year, according to the Edenred and 2026 Workplace Health and Well-being Study in Spain Savia (MAPFREHowever, the most revealing fact is not the dissatisfaction itself, but that More than half of the workforce (52.7%) accept this salary because of the wellbeing measures offered by their company: flexible remuneration, emotional salary and occupational health. Wellbeing is no longer an extra; it has become the main factor balancing salary perception in Spain.
This transformation has direct consequences for businesses: 4 in 10 professionals (36.6%) are considering changing jobs if their pay does not improve, a figure that soars amongst Generation Z.
Wage dissatisfaction is a professional's perception that their financial remuneration does not correspond to their effort, performance, cost of living or the value they bring to the company. It doesn't depend solely on the salary amount, but on the comparison each person makes between what they receive and what they consider fair, whether against the market, against their own expectations, or against the rest of their team.
It is a key indicator in talent management because it does not always translate into an explicit complaint: it can manifest as a drop in engagement, lower productivity or, as the 2026 Edenred and Savia Wellbeing and Occupational Health Study shows, a greater intention to change companies. That is why understanding what causes it — and what factors can compensate for it, such as workplace wellbeing or flexible remuneration — is increasingly relevant to organisations' compensation and benefits strategies.
The relationship between talent and salary is going through a critical moment in Spain. According to Study on Workplace Wellbeing and Health in Spain 2026, produced by Edenred — a digital platform for employee benefits and engagement — in collaboration with Savia, MAPFRE’s digital health brand, three out of every four professionals (75.6%) say they are dissatisfied with their salary this year.
This represents an all-time high and a very sharp rise compared with the 50.3% recorded in 2025 – an increase of 25 percentage points in just twelve months – reflecting the impact of the rising cost of living and talent’s growing demands regarding their working conditions.
The most significant finding of the study is not the increase in dissatisfaction, but the shift in how talent manages it. More than half of professionals (52.7%) admit that they accept a salary they are not satisfied with because of the welfare benefits offered by their company, whether Flexible remuneration, emotional salary or occupational health initiatives.
This data evidences a structural transformation of the Spanish labour market: wellbeing is no longer a perk to become the main factor that balances the perception of salary. The phenomenon is especially marked among the Millennials, generation in which this weight reaches the 53,3%.
For HR departments, this means that benefits packages are no longer an ancillary element of the employee value proposition, but a direct lever for retention and the perception of pay equity.
That balance between salary and well-being nevertheless has a clear limit. When both factors cease to compensate for each other, the intention to change jobs increases. The study points out that 4 out of every 10 professionals (36.6%) they are considering changing companies if their compensation does not improve, consolidating this factor as one of the main drivers of labour mobility in Spain.
The trend is intensifying among younger demographics: more than half of Generation Z (52.6%) would be willing to change company in the next 24 months. For businesses, this makes the drain of young talent one of the most urgent business risks linked to remuneration policy.
Flexible remuneration is positioned as one of the most effective tools for improving salary perception without increasing business costs. However, the study identifies a significant information gap: A 58% talent type admits to not being fully aware of their benefits, which points to a wide margin for growth and the need to strengthen communication and financial education within organisations.
This lack of knowledge varies markedly according to the profile:
These data suggest that companies must not only offer Flexible Remuneration, but also invest in clear and accessible internal communication so that talent truly understands the financial value they receive.
Discover your Flexible Remuneration savingsTalent preferences are increasingly leaning towards benefits that have a direct impact on their daily wellbeing and financial stability:
These last two benefits are particularly relevant among Generation Z, where they reach the 20,2% and the 20% respectively, reflecting a clear preference for practical and immediate solutions to the rising cost of living.
Behaviour also varies by generation: the Baby Boomers prioritise pensions (33.6%), whereas the Millennials show a significantly greater interest in benefits such as nursery (9.4%), reflecting distinct vital needs at each professional stage.
The growing weight of wellbeing as a compensating factor contrasts with an increasingly evident deterioration in occupational health. The study reveals that seven out of ten professionals say that their work has a negative impact on their emotional wellbeing – 10% more than the previous year – and a 23,8% ensure that this impact is constant.
The situation is especially concerning among younger profiles:
Beyond emotional health, the work environment directly impacts lifestyle habits: 40.5% of the talent claims that their work harms their diet, whilst the Sedentary lifestyles have soared to 42% (6% more than in 2025), with a particularly high incidence among the Millennials (44.8%).
Savia, MAPFRE’s digital health service, notes that workplace wellbeing has become a turning point for organisations. When work leaves its mark on the emotional health of the majority of professionals, reacting is no longer enough: it is time to rethink the model. Companies that place health and wellbeing at the centre of their strategy will not only protect their teams, but will also be building a real and sustainable competitive advantage.
At Edenred, we believe the future of work is no longer defined solely by financial compensation, but by the ability of companies to build environments where well-being is structural. Talent is willing to rethink their relationship with work if they do not find that balance. The companies that understand this is no longer an extra will be the ones that make a difference.
In light of these data, there are three lines of action that organisations can prioritise:
If you would like more information on the subject, you can consult the following publications:
Throughout my HR career, I've learned that the true engine of any organisation is its people. My focus has always been on supporting individual and collective development, creating spaces where talent can grow and shine. I'm passionate about building organisational cultures based on trust, inclusion, and authentic commitment, convinced that when we care for people, we unlock real and sustainable success. Leading teams and projects with this vision drives me to keep learning and to inspire others to develop their full potential.
