Over one third (37%) of UK workers plan to move jobs during 2015, according to a new survey by the Institute of Leadership and Management (ILM). The research indicates that many employees do not feel engaged by their current employers, with two thirds (59%) hoping to move for better career opportunities and 25% feeling under-appreciated where they are.

The survey of more than 1000 UK workers and managers shows a dramatic increase of responding employees planning to leave compared to 2014 (19%) and 2013 (13%). They also found that staff are feeling increasingly undervalued by their managers, with 25% of those planning to leave reporting that it was because they felt unappreciated in their current role — a rise from 16% in 2014.

The top five motivations for seeking out a new position were:

  • Desire to progress in their careers (59%)
  • Prospect of an increased salary (56%)
  • More interesting job (50%)
  • Better management (30%)
  • More opportunity for training (27%)

Based on its findings, the ILM suggests that organisations wanting to retain staff should not only ensure that structures are in place for workers to progress, but also tell them about the opportunities available.

Much more needs to be done to retain existing staff or organisations will face the disruption and cost of recruiting and training replacements. Now is the time to review employee feedback and engagement programmes in order to better understand, engage and motivate your workforce. Here are three important areas to consider:

  1. Is your organisation collecting feedback frequently enough?
  2. Do you demonstrate that employee feedback is being acted upon?
  3. Do staff feel appreciated?

The CIPD advises that the first steps when developing an employee retention strategy are to establish:

  • Why employees are leaving.
  • The impact that employee turnover has on the organisation, including the associated costs.

Having done that we advise making changes to some or all of the following:

  • Create a work culture especially supportive of newcomers, as they are often first to leave.
  • Make line managers accountable for staff turnover in their teams.
  • Consult employees to ensure that employees have a ‘voice’.
  • Be flexible. Try to accommodate individual preferences on working hours and times.
  • Give reassurance by providing as much job security as possible.
  • Treat people fairly. The perception of the unfairness is a major cause of voluntary resignations.

We are often thought of by our clients as the people who help them deal with staff they find difficult, and in some cases, staff they find they no longer need. We are equally skilled at analysing why people leave voluntarily and advising on appropriate measures to prevent damaging labour turnover.

The guidance provided in this article is just that – guidance. Before taking any action make sure that you know what you are doing, or call us for specific advice.