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Survey The Majority Of “Office” Workers Are Accepting New Jobs Due To Location Flexibility And Work-Life Balance

isolved’s Survey of Over 1,000 Employees Clears Up Why Employees Stay or Leave

isolved Connect  As employers scramble to recruit and retain talent in a candidate-driven market, human resource leaders and hiring managers seek to uncover the “why” behind employees staying or leaving. While the number-one motivation for starting a new job is still salary, there is more to the story according to isolved’s latest research, “Voice of the Workforce: What Employees Say They Really Want”.

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In its survey of over 1,000 full-time employees in the U.S., whose positions are performed from an office and a desk, isolved found several non-compensation areas to be key motivators for starting a new position. Fifty-eight percent of respondents said location flexibility (including remote) is the biggest motivator for accepting a new job offer, followed by interest in the role (57%) and work-life balance (52%). Surprisingly, workplace diversity was the least-likely reason for a candidate to accept a new position.

“If a company finds itself unable to compete for talent on compensation alone, they may find solace in the fact that there are other non-financial motivators candidates and employees value meaningfully,” said Amy Mosher, chief people officer at isolved. “Total-reward strategies that include employers offering flexibility in location and schedule and greater alignment with career interests, stand a better chance at not only hiring new talent but also keeping them engaged for longer too.”

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The research, however, shows some new hires are tempted to leave before even getting started. Fifty-one percent of full-time employees said they have considered leaving a job immediately due to the onboarding experience (e.g., limited transitional training, unorganized first day). Some things as standard as having a computer on the first day of work is not always the case.

For those employees who do stay despite a bumpy start, they likely have negative feelings about the employee experience in general as 85% of respondents said the onboarding experience is important. Perhaps it’s the length of onboarding that is the problem. Fifty-two percent of full-time employees think the onboarding experience should last over four weeks. Breaking down those figures further, 23% think onboarding should be two months or longer.

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Other key findings impacting recruiting and retention include:

  • The majority (80%) of respondents’ report feeling “engaged” at work.
  • Successful engagement tactics according to respondents are, in order: (1) team meetings; (2) learning opportunities; (3) in-person events; and (4) ability to monitor their own performance.
  • Sixty-eight percent of full-time employees, whose jobs are performed from a desk or in an office (home or otherwise), indicate there is a skills gap within their company.
  • Employees noticing a skills gap in their company think the top reasons are: (1) lack of training for new technology implemented over the last year; (2) lack of tenured employees to knowledge share; (3) not able to fill open roles; (4) little to no collaboration between teams at my organization; and (5) internal training programs don’t focus on relevant skills they need to succeed in their role.
  • When asked what employer-provided reskilling, upskilling, and learning and development programs employees would be most interested in, the top answers were leadership skills, communication skills and teamwork skills.

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