Attracting and keeping great talent are perennial challenges for organizations. But what causes people to want to leave? What might entice seemingly happy employees away? The IBM Smarter Workforce Institute conducted in-depth research among more than 22,000 employees to find some evidence- based answers.
The research presented in this paper provides insights into how organizations can reach new talent and sheds light on what could be driving talent away. Armed with these insights, organizations can create more e ective attraction and retention strategies.
Our analyses reveal:
The potential talent pool is large
• One in six employees (16 percent) are actively looking for a new job, and almost half (46 percent) would consider a better job opportunity even if they weren’t actively looking.
• Twice as many Millennials as Baby Boomers are looking to leave their job for a new one (19 percent vs. 8 percent). And half of Millennials (51 percent) would consider a good job opportunity even if they weren’t actively looking.
• Reaching passive candidates is not yet the sole domain of social media. Of those who changed jobs because of unsolicited job offers, just 15 percent were attracted by social media recruitment techniques. Forty-two percent came via friends or family referral and another 30 percent through a recruiter.
Job attractors can vary
• High potentials are more likely than other workers to be attracted to new jobs by opportunities to learn new skills (71 percent vs. 60 percent), for more job responsibilities (69 percent vs. 52 percent) and to try something new (59 percent vs. 45 percent).
• Top job attractors are consistent across generations, however, compared to later career workers, early and mid-career workers are more likely to be attracted to a new job by:
• Better career development opportunities, mentioned by 74 percent of Millennials, 68 percent of Generation Xers and just 54 percent of Baby Boomers.
• Great employer brands, mentioned by 69 percent of Millennials, 63 percent of Generation Xers and 53 percent of Baby Boomers.
• Flexibility at work, mentioned by 64 percent of Minnennials, 56 percent of Generation Xers and 44 percent of Baby Boomers.
Managers are not the reason most people leave
• Contrary to many media reports, only 14 percent of people left their last job because they were unhappy with their managers.
• The biggest work-related reason (cited by 40 percent of respondents) for leaving is because employees are not happy with their jobs.
• Almost as many people (39 percent) left their last job for personal reasons such as spouse relocation, child care or health issues.
• One in five (20 percent) workers left because they were not happy with their organization.
• Eighteen percent left due to organizational changes which had caused a great deal of uncertainty.
• Positive employee experiences and high engagement are linked to fewer new job searches.
• Employees with the most positive experiences at work are three times less likely to be searching for a new job (9 percent vs. 31 percent).
• Employees who are most engaged with their organizations are five times less likely to be searching for a new job (6 percent vs. 33 percent).
Chosen excerpts by Job Market Monitor. Read the whole story at Global insights into employees’ decisions to leave their jobs