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According to the latest What Workers Want survey, 39% of employees say they are likely to look for a new role in the next 12 months – up from 33% in 2024. ☢️ Top reasons are cited as poor leadership, unhealthy culture and issues with colleagues. 👋 The research also suggest that 59% of employees who do not currently have work flexibility plan to leave. This is up 9% from the previous year. 💵 Pay expectations also remain above inflation, with an average 7% salary increase considered ‘fair’ by employees in 2025. This is slightly below the 8% sought last year. ⚖️ Concerns over job security continue to grow, with toxic work cultures, feeling undervalued and a poor work-life balance being key reasons for people wanting to leave. The survey, published by HR News, give the five top reasons for people leaving and staying in their current jobs. Critical reading for those organisations who are struggling to hire and retain their workforce! 39% of UK workers considering a new job in the next 12 months

‘Grass Isn’t Greener’ Workers Switching Jobs Find the Grass Isn’t Always Greener Elsewhere : Job switchers reported lower satisfaction than those who stay : Recent hires ‘feel stuck,’ Conference Board researcher says Switching jobs typically makes workers happier. Now, it’s more likely to leave them more miserable than before. People who left a job for a new one reported being less satisfied at work than those who stayed put, according to a survey from the Conference Board, a sharp reversal from their sentiments just a year earlier. In 2022, those who switched jobs scored higher on all 26 separate components of job satisfaction, from wages to work-life balance and culture. But in the most recent tally, those who quit said they were less pleased than those who remained on the majority of those elements, particularly job security, interest in work and their colleagues. Changing Jobs Doesn't Make Workers Happier Anymore Those who switch jobs are now less pleased than those who stay put. Source: The Conference Board The decline could stem from those who took big pay bumps to switch employers during the pandemic — when hiring surged and quitting was rampant — but who failed to take into account other key aspects of the job such as skills training and opportunities for career development. In 2022, wage gains for job switchers soared, according to data from the Federal Reserve Bank of Atlanta, as employers dangled signing bonuses and other perks to get people in the door. Those days are now largely over, evidenced by the April payrolls report, which showed some cooling underway in the job market. “We were pretty surprised,” said Allan Schweyer, a principal researcher at the Conference Board. “If you left a job in 2021 or 2022, you might have been offered a raise of 20% or even more, and you’re thinking, ‘I’ll take that.’ But they might not have looked at other factors, like is there a career path, and what’s the culture like? So when they get there, they realize the grass is not necessarily greener.” Overall job satisfaction was the highest since the research organization started tracking the measure in 1987, and was higher for those who had the flexibility to work remotely all or part of the time. The least satisfied workers, according to the November survey of 1,699 people, were those in their jobs between six months and three years — largely those who switched jobs sometime during the pandemic. Those workers were most unhappy with their employers’ bonus plan, promotion policies and training. “There’s often a honeymoon period when people switch jobs and feel better,” Schweyer said. “Now, their satisfaction is lower. They feel that nobody’s investing in their skills. They feel stuck.”

💥With a quarter of the UK workforce planning to move jobs in the next six months staff retention could not be a hotter topic. The two prominent factors behind this movement are as expected - to gain a better work-life balance (41%) and due to a lack of career opportunities (24%). "In a low growth, high tax economy, individuals are growing faster than their companies."🚀 So what can be done to strengthen staff retention? One clever suggestion made was to look at benefits as a way of making pay packets go further.💸  Not in the 'nice to have' sense but realistic benefits such as discounts on food shopping vouchers.🍎 ⭐️Underpinning retention is of course the pillars of effective communication, career development, work-life balance, flexible working and an emphasis on staff wellbeing. If you are looking for support with staff retention, I can give you an accurate snapshot of how employers in the Scottish market are showing their staff they are valued and investing in them for the long term. 📞 07946764785 ✉️ ashlene.mcfadden@certainadvantage.co.uk Certain Advantage Jackie MacGregor #retention #careerdevelopment #wellbeing #hybrid #scotland #jobs #hiring #glasgow #edinburgh

ADDRESSING HIGH TURNOVER AMONG DOMESTIC WORKERS: STRATEGIES FOR BETTER RETENTION At least 3 out of 5 homes have a house help/nannies making them one of the largest employee groups. Unfortunately, it is also a job that experiences high turnover. Types of #Labour #Turnover According to Gomez (1994), there are two types of labour turnover: • Voluntary Turnover- When the house help decides to leave for personal reasons. • Involuntary Turnover - When the employer terminates the house help due to economic necessity or a poor fit. Factors Influencing Turnover Several factors contribute to the high turnover rate among house helps: • #Career and Education Advancement - House helps often leave in pursuit of better career or educational opportunities. • #Dissatisfaction with Supervision - Poor management and supervision styles lead to dissatisfaction and eventual resignation. •#Low #Salary: Inadequate pay compared to similar roles in other households. •Lack of #JobSecurity: Uncertain job stability can drive house helps to seek more secure employment. •Poor #WorkingConditions: Unfavorable work environments push house helps to look for better opportunities. Addressing Dissatisfaction Labour turnover often results from dissatisfaction with working conditions, wages, health issues, old age, and family circumstances. To improve retention, employers should consider: ✓ Better Pay- Competitive salaries can significantly boost motivation and loyalty. ✓Improved Supervision - A positive relationship between employer and house help fosters a supportive work environment. ✓Creating a Comfortable Work Environment Employers should strive to provide house helps with a comfortable and respectful environment. This includes: ✓Increased Pay and Leave Allowance - A competitive remuneration package meets the physiological needs of house helps. ✓Open Communication - Allow house helps to express their thoughts freely, solicit ideas, and provide feedback. ✓ Conflict Resolution - Address conflicts proactively to maintain a positive working relationship. Recommendations for Employers The study also highlighted several recommendations from employers to improve conditions for house helps: ✓Better Pay - 30% of employers advocated for higher salaries. ✓Rewards and Recognition - 10% suggested additional rewards beyond salaries. ✓ Work Plans - 25% recommended creating structured work plans to prevent overworking ✓Inclusive Relationships - 35% suggested fostering a good relationship and making house helps feel part of the family. By addressing these issues and implementing better policies, employers can create a more positive and stable working environment for house helps, ultimately reducing turnover and enhancing job satisfaction. CARE #hmaa #transformedforbetter

Let down by their jobs British Workers are ready to take control of their lives. I'm delighted to be addressing the CIPD Annual Conference today. For my keynote I collaborated with Early Studies on some brand new research into the attitudes of working people. There is growing pessimism about what work will fulfil for us: while 58% of under 30 year olds believe that work will provide them with long-term financial security, a third of under 30 year olds don’t believe that. Young people expect job security to decline in the future. So what are workers looking for from their jobs? The number 1 thing that workers value is flexible working - it is especially strong amongst women but is the strong for everyone. We asked our panel what is the thing that employers misunderstand about your needs? The importance of worklife balance and flexibility were the top two answers. Even though work has historically been a source of social connection and friendship this is at very low levels currently. Only 32% of all adults see work as providing that connection and friendship, but they predict it will be substantially stronger where they work in the future. When we ask workers the non-negotiables when it comes to their jobs ‘work life balance’ comes top now, whereas they see salary overtaking it in the future. How do your colleagues generally feel about the work they do? The standout winner was that workers feel overwhelmed with their workload. Men felt that their work was repetitive and mundane. We asked people what would make them quit their jobs, the number 1 reason was a toxic work environment. Productivity is a huge talking point in the world of work. We asked workers what employers could do to boost productivity? The number one answer was to raise salaries! Link to research in the comments.

Aussie Workers Eye Job Moves in 2025 Amid Growing Frustrations 💼 A growing number of Australian workers are looking to change jobs in 2025, with workplace dissatisfaction on the rise. According to new research from Perkbox, 61% of employees plan to seek new roles this year—up from 48% in 2024. The key drivers? A lack of appreciation, little employer action on cost-of-living pressures, and stagnant salaries. 📉 The study, which surveyed over 1,000 workers, found that 37% reported no employer support for rising living costs, while another 4% noted discussions with no follow-through. With financial pressures mounting, 30% of workers have taken on additional shifts or a second job just to make ends meet. 💰 Some employers are stepping up—22% have offered more paid hours, while others are providing bonuses (22%), financial guidance (20%), and shopping discounts (12%). However, for most employees, the key factor in staying put is salary: 60% said a pay rise or review would encourage them to remain with their current employer. 🏆 Perkbox CEO Doug Butler emphasised that companies must do more to retain talent. “Employers can improve positioning with their people by offering more personalised support for financial, physical, and mental wellbeing. Recognising and rewarding hard work is key to retention,” he said. With job dissatisfaction at record highs, will businesses rise to the challenge? #WorkplaceTrends #EmployeeRetention #FutureOfWork #JobMarket #HRInsights

"Fair Go" needed for health industry and NFP sector Being on a mission to assist the greater good is where Not for Profit groups are in their element. The Not for Profit (NFP) figures in health have working hours that tend to be lousy. But, people in the sector highlight the abundance of talent growth, creative roles and various tax deductible perks. When first hired in any NFP job, salary packaging is commonly offered. Yet, if salary packaging is so attractive, why do a minority of workers take it up? Workers realise salary packaging is also a business. The ASX-listed McMillan Shakespeare Group was the Australian salary packaging ground breaker in 1988. It acquired Maxxia as a big employee benefits provider and novated leasing server. Maxxia reports there are over 99,000 healthcare workers who receive a salary package and are at the top-end is the emphasis. The Australian Bureau of Statistics (ABS) Labour Force Survey on Health Care and Social Assistance industry reports on a workforce that hires approximately 13.8 million people in 2024. It is thus proven by reviewing the ABS 2024 data that ordinary salaries with fringe benefits is what NFP people usually work under. Enhancing the features of the not for profit sector is an intricate web. Management points to the abilities of staff that are showcased under a sophisticated health model. Under a board of directors: quality patient care is adhered to by a NFP health group that tends to be run under clinical governance, administration and financial management. Former HR directors, who need experience and years at the job before applying for a company directorship will be routinely hired in NFP management work. The road from HR director in a major hospital to a NFP organisation CEO in aged care and community is reasonable conduct. Funding and grants is still necessary for the operation of a NFP group. Understandably, understaffing in the NFP and health industry is a reality of this sector. American consulting firm with Australian offices McKinsey and Co last asserted 'service organisations [have] tens of thousands of staff, as well as highly focused advocacy organisations and global thought leaders on topics such as sustainability. Taken together, this mission-driven sector is critical to meeting fundamental societal needs and fostering social cohesion.' So, it's the shift work that drains. These are hours that affect the sleep pattern, physical and emotional health and make you socially deprived. Salary packaging (a maximum of $9,010 in living expense items) has a Fringe Benefits Tax (FBT) that is applicable, which is an age-old tool to provide benefits in a job. The salary package has eligible workers keeping all receipts; particularly of a party of people to earn back $2,650 before-tax on meal entertainment or venue hire. A forward-thinking working culture is something NFP can extol. Thirdsector.com: Picture

I just read a piece in the Biz Women regarding the “power” shift from an "employee" to an "employer" job market. The title says it all: It's not just salary. Employers are cutting back on other benefits. The article cited the following stats based on research conducted by ResumeTemplates: 💣 27% of companies have reduced current employees’ salaries 💣 23% of companies reduced paid time off 💣 21% decreased or removed stock options/equity grants 💣 20% eliminated meal allowances 💣 19% have reduced or eliminated 401(k) matching 💣 19% have cut back on employee wellness programs 💣 16% cutting back health care benefits; and last but not least 💣 15% are reducing parental leave benefits. These reductions in conjunction with requiring a return to the office is a recipe for disaster. It ultimately leads to further disengagement, attrition, and burnout in the "ranks" while the C-Suite and shareholders' benefits remain unchanged. The question is: Do these same companies cut back on their investment in their technical infrastructure? The people side of the business is equally as important, if not more so, than the technical one. Research continues to demonstrate that profitability increases concurrently with employee engagement.  Yet, companies would rather place profitability (which is important) ahead of investing in their human infrastructure -- the people. Do you agree? If not, please let me know so I can broaden my understanding and perspective. #employeeengagement #humaninfrastructure #returntooffice https://lnkd.in/ePnxnzwC

Yesterday, Sarah O’Connor (@sarahoconnor_) of the Financial Times asked: Is it premature to write an obituary for zero-hours contracts in Britain? (https://lnkd.in/dB7QVwsf). Zero-hours contracts took off during the #pandemic, the global workforce was toiling away under the weight of chronic #stress, financial #insecurity, inflexible working hours and collective #grief. We became exhausted, self-efficacy decreased, and cynicism grew. It’s no wonder that people eventually hit the wall and started leaving their jobs in droves. One of the biggest reasons why people left? Unsustainable workloads along with inflexible working hours. Still, many organisations kept marching ahead. Stretch goals remained, despite employees being unable to meet the demand. Too many employees were pushed past their breaking points. Following are the main reasons why companies continue to consider zero-hours contracts: - 1.   Many people value the #flexibility zero-hours contracts provide to fit work around their other commitments, such as caring for the elderly and university studies. 2.   In the uncertain world of businesses, companies need these zero-hours contracts to cope with unpredictable demand and rising labour costs. 3.   Finally, the UK’s flexible labour market has delivered high employment rates over the past decade with zero-hours contracts. So, why try to fix something that isn’t broken? However, zero-hours contracts allow a minority in society, often the lowest-paid, to be treated as commodities rather than people. Now, employers are finally starting to listen, as employees renegotiate their social contracts with work. What was once mostly transactional has changed. We’ve gone from demanding that work stay out of our personal lives to quitting if it won’t. Mental health awareness, a focus on increasing fairness, hybrid offerings and flexible hours, more active listening, real-time feedback, and personalising communication are all initiatives that are working to solve issues around burnout in a more upstream manner than we’ve seen before. Business leaders are beginning to have a clearer understanding that new workplace policies are not just “nice to haves,” but a necessity going forward. For better or for worse, the pandemic forced us to sink or swim. Somehow, we swam. We learned new skills, increased our emotional flexibility, and learned optimism and the capacity to rebound. When we take all that into context, it sounds like we’re learning to build a future rich with possibility with or without zero-hours contracts. #ZeroHoursContracts