How do you engage staff when nearly 50% want to change career anyway?

Hi Lucy Standing, this is really useful in confirming what I have noticed within my coaching and career coaching sessions, recently. Where business success used to be perceived as how many hours people were working and how little time they had for anything else, we have certainly seen a shift. Anecdotal evidence might point to the well-being revolution where strengths based, positive psychology has gripped main stream business, at all levels. Individuals now seek self actualization more than ever before and are utilizing a authentic leadership approach alongside developing self awareness of strengths to become happier. Sometimes career development is not possible or people are confined by their current circumstances, reducing their confidence to 'move on'. So, as far as businesses are concerned; allowing professionals to develop and thrive within their current role, perhaps with the view that they will in fact move on at some point, will create higher levels of engagement. The ideal scenario of course, is that people become much more productive when in post, creating revenue and success for their organisation, regardless of their next steps and that orgs see the benefit of engaging that 20% of staff who do 80% of the work.

Thank you Lucy..its worth studying..

Hi Lucy Standing thanks for publishing. It's very informative and presents the data in an easy way. I had a couple or more conversations and read a few articles concluding the vanishing of a stigma of "job hopping". It became clear to me that there are good and bad sides of this trend. People no longer tend to stay in one position for many years, instead they chage companies, industries, locations, careers more often and with more bravery. It seems that they have more confidence, curiosity, drive to understand what they really want to do, what fulfils them and gives sense of accomplishment and that's great! They can learn more and focus on transferable skills that shape their future self. On the other side there is the employer who invests in talent and wants to retain it. Maybe if the companies start creating environment full of support that enables identifying interests, personality traits, potential and particular talents, they would be able to develop their employees in the matching field and keep them. If there is an opportunity to grow inside the company by moving departments or getting involved in other ways, their needs have a chance to be met. But first these needs should be identified. Recruitment stage is also vital.