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How can employers retain talent when 27% of employees want to change jobs in 2023

If Imperial Brands was to have any chance of maintaining its position at the forefront of the industry, it wouldn’t be enough to simply ‘keep up’ with a changing market; it would need to lead the change by building global leadership capability that steers ambitious transformation.

Bringing together the views of 30,000 employees globally, LHH's latest research, the Global Workforce of the Future, identifies some of the key issues currently influencing employees that employers need to factor in when planning their talent strategies in 2023.

It is a simple and elegant approach to an age-old problem companies face whenever they are going through a business transformation. Bring on board steady, experienced hands to deal with a specific challenge over a defined period.

Recognising the value of career progression conversations is one thing; making it a pillar of your talent management strategy is certainly another. It can be done with a patient strategy to equip frontline managers with the tools and mindsets to start the conversation, and a focused process to translate the outcomes of those conversations into talent management.

As hard as it is to imagine, business news outlets are rushing to at least ask the question about whether Musk – the billionaire who bought Twitter this fall, laid off half of its employees and pressed remaining staff to go “hardcore” or just go – had somehow become a role model for the modern CEO.

A new survey from The Adecco Group on the future of work suggests that the allure of the Great Resignation can be dimmed by meeting the core needs of talent with career development opportunities, flexible work, and competitive salaries.

As hard as it is to imagine, business news outlets are rushing to at least ask the question about whether Musk – the billionaire who bought Twitter this fall, laid off half of its employees and pressed remaining staff to go “hardcore” or just go – had somehow become a role model for the modern CEO.

Recognising the value of career progression conversations is one thing; making it a pillar of your talent management strategy is certainly another. It can be done with a patient strategy to equip frontline managers with the tools and mindsets to start the conversation, and a focused process to translate the outcomes of those conversations into talent management.

Despite the success of their redeployment policy, which helped successfully retain over 1,200 employees since the policy was first established in 2010, BAE Systems felt there was still the opportunity to do more. What came next was an award-winning approach to outplacement and redeployment support.

A new survey by The Adecco Group – which captured the opinions of more than 34,000 working people in 25 different countries – revealed just how important it is for leaders to create the culture, working environment and career opportunities that convince skilled workers to stay.