We are aware of a global phishing scam with employees from companies impersonated across email, WhatsApp, and Telegram.We are confident that no PageGroup system has been breached. Find out how to protect yourself and the signs to look out for
Browse our jobs and apply for your next role.
Reach out to us or discover some great insights that could help you fill your next vacancy.
PageGroup changes lives for people through creating opportunity to reach potential.
We find the best talent for our clients and match candidates to their ideal jobs.
Retaining talent is an increasing challenge for businesses. The average age at which most workers consider a career change is 31, which is unsurprising when recent data from Michael Page revealed 28% of workers don't believe there are any progression opportunities in their current workplace, and almost a fifth revealing they would need to move jobs to secure a promotion.
As a result, it's important for organisations to provide opportunities to do this from within so they don't end up losing employees. This article looks at the best strategies to help encourage employees to move around the business internally.
It’s long been accepted that failing to carve out a clear path to progression for employees from day one will result in rapid disengagement. Regular personal development meetings between a worker and their manager are a must - and these meetings are the perfect time to find out about an employee’s wider ambitions that may lay outside their current team.
Helpful questions to ask at this stage include:
Managers must also be empowered to assist the employee along their career journey, setting up training and opportunities to help them meet both their short- and long-term career goals.
our recent research shows that career development is a huge factor for the UK workforce looking for new roles. Our data shows 33% of people want to move jobs in order to develop new skills and a further 27% said they feel like they have achieved all they can with their current employer.
Once managers have identified their team members’ interests and career goals, they should consider how to acquire training programmes for interested parties. This may mean the manager providing that training themselves or setting up opportunities for employees to shadow colleagues or spend time working in other departments.
It’s essential to ensure opportunities are tailored to individual employees, not just in terms of their areas of interest, but also considering their capabilities, seniority, adaptability, and experience level.
From our survey, 28% of respondents stated that the main barriers they come up against when considering an internal career move is that there are no progression opportunities visible. This is because most internal job opportunities are often advertised on a departmental level, rather than across the whole organisation. To promote true mobility – and a genuine career change experience – employees should have the opportunity to apply for roles that are completely different to theirs.
Begin by advertising job opportunities internally through the company intranet or website, complemented by email notifications and communication in meetings. This approach not only ensures maximum visibility within the organisation but can also lead to significant cost savings in recruitment.
Managers can play a vital role by actively promoting internal career development. By identifying employees' aspirations and providing necessary support, such as tailored training, skills recognition, and fostering relevant connections, managers can facilitate smooth transitions between roles.
A career change can take a long time to gear up for - 13 months was the average time frame aspiring career changers forecast for their move. With the potential educational and experiential demands of switching paths, employees will appreciate being connected with a mentor.
Mentorship schemes are another invaluable way to use internal resources to boost retention. To set them up properly, it’s important to encourage seasoned employees to volunteer as mentors, offering their wealth of experience to guide and support newer team members in carving their career paths. By leveraging insights gained from personal development sessions, managers can facilitate meaningful connections, enabling employees to progress vertically or horizontally on their career trajectory. This collaborative approach fosters a culture of continuous learning and professional growth within the organisation.
Mentorship schemes are another invaluable way to use internal resources to boost retention.
A career change can take a long time to gear up for - 13 months was the average time frame aspiring career changers forecast for their move. With the potential educational and experiential demands of switching paths, employees will appreciate being connected with a mentor in their desired sector.
It’s as simple as asking employees to volunteer as mentors, and clearly laying out the work involved in this, such as one meeting per week with their mentee. Next, make managers aware of your database of mentors in different departments, and the application process involved. Using what they have found out in their personal development sessions, managers should be able to make the appropriate connections to help their employees move upwards - or sideways - on the career ladder.
To find out more about developing and retaining the top talent within your organisation, access Michael Page’s helpful resources here. For more bespoke advice on how Michael Page can help your business drive success this year – get in touch with one of our expert consultants today.
Get in touch
This website has app functionality. Add it to your home screen for fast access and offline features.