Everybodys equal...But we all want different things from our jobs   

Recent research by recruitment specialists, Search Consultancy shows that companies need to devise completely different strategies to ensure the loyalty of employees as they get older.

In a survey of 1696 people, Search established that the reasons given by people for leaving their jobs vary greatly across age groups. They compared this information across four age groups (16-24, 24-34, 35-44, 44+)

Search’s managing director, Kai McCabe says, “It’s important for employers to know why good people are choosing to leave their company and go elsewhere. Employers can’t afford to assume that people are leaving because it’s simply ‘time for a change.’”

Search’s results show that people leave their jobs for different reasons, depending on their age. Salary and benefits remain strong deciding factors throughout each of the four age groups, although a higher percentage left for this reason in the 16-24 age range than in any of the other groups. A lack of training and development opportunities is the reason why the majority of 16-24 year olds move job, with the percentage of people citing this as a reason, falling as age and experience increases.

Terms and conditions of employment become increasingly important to people as they get older, with the percentage of people citing this as their reason for leaving increasing steadily across the ages. Also increasing with age is the percentage of people citing their line manager as their reason for leaving.

Kai explains, “We weren’t surprised to discover that people’s reasons for moving jobs change as they get older, but what is interesting is the manner in which these reasons change. Salary is very important to people when they are first starting out, but as they get older, people realise that money is not the only factor that makes for a rewarding career. They give more consideration to factors such as culture and environment of a company, and the terms and conditions of their contract.

“Young people, starting out on the career ladder are keen to learn and are desperate for training opportunities to develop their skills. As people get older, and gain experience, their need and desire for training decreases.

”Interestingly, the percentage of people citing their line manager as their reason for leaving in the 45+ age group, is double that of the 16-24 group. This suggests that younger people who are starting out in their careers are more likely to feel they have no choice but to put aside differences with their line manager and get on with climbing the career ladder. Older people, with more experience of good managers however, are less likely to make concessions and would rather cut their losses and move on.”

As Kai explains, Search’s findings have huge implications for employers who want to attract and retain good members of staff:

“It’s about getting to know different members of staff and treating them as individuals. Employers know they need to offer various incentives for people to stay, but they need to ensure they are offering the right things to the right people. Taking time to get to know your employees can eliminate a number of problems, and regular meetings with staff will ensure you are kept up to date on any changes in your employees’ ambitions.”

Search offers the following advice to employers :

-Introduce a personal plan for each member of staff. It’s essential that each employee is treated as an individual. Set aside some time to get to know your employees’ career aspirations and desires so you know what they’re looking for from their job.

-Formalise your training programme. Employees like to see that a company is willing to invest time in their career. Having a formal training programme demonstrates a level of commitment on the part of the company.

-Discuss with staff at appraisals and performance reviews. Appraisals and reviews give both staff and employers an opportunity to talk through any issues and concerns and set targets for the future.

-Recruit people with “gaps” who will grow into the role. This will give employees a target to aim for and will allow them to stretch themselves beyond their comfort zone.

-Manage expectations. It’s important for employees to know how the company sees their role progressing in the future and it is essential that both parties are made aware of any changes in this perceived role.

-Train your managers. People tend to be promoted to managerial level because they are good at their jobs, but this does not necessarily make them good managers. It is essential to train managers to manage.

Issued by the BIG partnership on behalf of Search Consultancy.

Courtesy: bigpartnership.co.uk / onrec.com


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