The Top 6 Things Employees Want in Their Next Job

The six key factors that employees consider most important when deciding whether or not to take a job with a different organization:

1. A significant increase in income or benefits (64% said "very important")

pay has been one of the most important factors when accepting a new job offer. Unsurprisingly, it continues to top the list amid the "Great Reshuffling" of talent happening in the workforce. What did surprise us, however, is how much "pay and benefits" have increased in importance.

2. Greater work-life balance and better personal wellbeing (61%)

Work-life balance and wellbeing have also increased in importance notably since 2015, with 53% of employees citing them as "very important" compared with 61% of today's workforce.

3. The ability to do what they do best (58%)

When people have the opportunity to do work they are naturally gifted at and trained to do, they enjoy their work, find it stimulating, and want to do more of it. Unsurprisingly, this item remains one of the most important for workers. Workers who aren't allowed to use their strengths very often seek jobs where they can; workers who do get to use their strengths seek out jobs where they get to use them?even more.

4. Greater stability and job security (53%)

The importance of this item has remained unchanged since we asked in 2015. About half of workers are looking for jobs that provide greater stability and security than they currently have. Nevertheless, what security means (and what?feels?secure) has likely changed since the start of the pandemic -- and depends a lot on how you now feel about the prospects of your current organization, your industry, and your profession after what has transpired. Additionally, stability and security are based on future expectations; as expectations for the future change, what job security means is likely to change too.

5. COVID-19 vaccination policies that align with my beliefs (43%)

As of December 2021,?36% of employees worked for an employer that required vaccinations?in initial compliance with the mandate. Approximately 25% of U.S. workers were unvaccinated at that time.

6. The organization is diverse and inclusive of all types of people (42%)

the fact that support continues to grow for creating more equitable and inclusive workplaces is a sign of societal progress. And, as many employers have discovered, workers today are demanding concrete, substantial change on these issues, beyond platitudes. Recruiters must be prepared to discuss those changes and commitments. They must be prepared to answer challenging questions like:

Has diversity, equity and inclusion become an "always priority" at the company?

Does our candidate experience and employer brand reflect that commitment?

Bottom Line: Is Your Organization 'Selling' What Employees Want to Buy?

Employers must ultimately sell their employee value proposition (EVP) to potential job candidates. As our findings suggest, pay is top of mind for people, but they're not just focused on pay vs. everything else. Compensation is naturally intertwined with development, growth, reward and recognition. And we have all had a crash course in the importance of wellbeing in our work and home lives.

The art of talent attraction requires the creation of a total promise to potential hires, from the hard financial numbers and opportunities for advancement to the daily employee experiences that define your work life.

Employers should consider the following:

• Improve your pay conversations.?Arming your hiring managers and team leaders with up-to-date market pay rates and total compensation options will be critical to building a strong workforce without blindly overpaying for talent. Just as important is?getting pay conversations right. Most people assume they are underpaid, and it's the all-important "pay conversation" that helps employees understand the true value of their compensation and how it connects to their performance and development. Managers should be trained to have this conversation and "pay with purpose." Employees need to feel valued for their contributions and have an individual development plan that defines a path for future growth opportunities.
• Review your wellbeing promise. When updating your EVP, it's time to put wellbeing up front if it's not already.?Wellbeing?(beyond mere wellness) and flexibility have risen substantially in importance to employees in recent years. Employees want to know their employer cares about them as a person and that their work is going to help them?thrive?rather than burn out.
• there are important differences when it comes to various types of jobs, candidate pools, industries, geographies and employee demographics. If employers really want to hone their talent attraction and recruiting practices, they need to analyze their unique recruiting environment and the desires of their job market(s).
• Narrow your focus to top talent. Employers who are searching for the best talent need to recognize that high-performing, high-potential individuals often have unique desires. Employers should study their own high performers and top-tier job candidates so that their recruiting targets and resonates with the right people.

Now is the time to look within your organization and ask:?Are your most important job candidates buying what you're selling?