Recruitment specialists, Search, analyse the reasons people give for moving job

Aside from simple career opportunities, the majority of candidates move jobs because they are seeking a different working environment and corporate culture. This is the main finding from a new research project by recruitment specialists, Search Consultancy.

The sample was split between those earning below 20,000 a year and those earning more than 20,000 p.a., but environment and culture were consistent themes in both categories. Those in the upper earnings bracket ranked corporate culture above salary and benefits; underlining that the working environment is even more important than money for those in senior positions.

Those earning less than 20k were more likely to cite money as a major motivator for changing jobs, but ranked culture as the next most important factor.

Kai McCabe, Managing Director of Search Consultancy, says ìThere were no real surprises in our findings, as we already know from extensive candidate contact that the main reasons people want to move on arise through frustration.

ìCommonly, people say they are frustrated by lack of training or opportunities to move on to the next level of their career. Poor management and supervision are also often cited as reasons for dissatisfaction. We therefore work closely with candidates to help them clarify what it is they are looking for in a job; as well as what they are trying to get away from.

ìUnderstandably, some candidatesí expectations of the working environment are unrealistic, but thereís an awful lot management can learn from taking the time to do exit interviews and work out why they are losing good people.î

International HR specialists Hay Group work extensively in the field of management and motivation and Hay Group Director Neil Paterson endorses Search Consultancyís findings.

He says, ìItís all about hierarchy of needs. People will worry first about the career implications of making a move or staying put. Money is also important, especially at the lower ends of the scale. But across the board, feeling part of a successful and dynamic team is a hugely important motivator.

ìNot everyone wants to be a big earner or make it all the way to the Boardroom, but regardless of level, everyone wants to feel that their contribution is valued. Companies ignore this fact at their peril as they may not only lose good people but may find their subsequent ability to attract further good candidates is also diminished as their reputation spreadsî

Search Consultancyís advice for anyone feeling fed up with the frustrations of their working environment is to step back and work out what would make things better. If you can come up with realistic ideas for improving matters, you should approach your line manager in the first instance with suggestions.

If your suggestions are ignored or rejected without explanation however, it may be time to consider a move.

The Search Consultancy research findings were presented at a conference in Edinburgh where Employment lawyer Emma Bell from MacRoberts also pointed out the wider legal implications of poor management.

Employers are aware that there is an ever-increasing burden of employment legislation to be navigated, and those who fail to attend to their responsibilities both as recruiters and employers face the very real danger of being taken to Industrial Tribunal. This can have heavy consequences for any firm in the time taken up to handle disputes, possible financial penalties and, perhaps most importantly of all, in damage to their reputation as an employer.

Kai McCabe says, ìGood people management is not rocket science. Employers need to know their legal responsibilities but, just as importantly, they need to recognise the needs of their staff. Listening to employees and evaluating reasons for leaving is a good first step but companies should not be finding out why people want to leave just as they watch them walk out the door

ìThe most important message is that companies need to make sure they are supporting and training their managers sufficiently to deal with new legislative challenges. And, where internal resources are stretched, they should be using professional recruitment consultancies to share the burden.î