What are people’s drivers when they consider moving jobs

I recently had the pleasure of undertaking a FDI research project on behalf of a company evaluating their entry into the NI marketplace, a really interesting company, which would offer unique and complex projects, but that’s not the point.

We were gauging people’s drivers within specific technical pillars, to establish what is important to them when they consider moving roles.

I know you’re thinking salary, benefits……something with a tangible financial element. Wrong. Shockingly for some, it was culture first and flexibility second.

Out of 100 people currently working in PM/Programme Management, within Engineering, Defence & Civils in NI, how a prospective company treats its staff was resoundingly the first consideration.

They wanted to feel:

• Supported, personally and professionally
• Appreciated, not for just showing up, but when they go above and beyond
• Bank on the fact that this company will support their career aspirations, help them to succeed in achieving success

A very strong second was flexibility. Hybrid working and people’s appetite for being in the office versus working from home. They resoundingly wanted flexibility, and to them going into the office 2-3 days a week was something they wanted. Working from home full time to them was isolating, they wanted to feel part of a team and would miss the work interaction associated with being around colleagues in person.

But flexibility to them meant more, it meant work life balance. It meant being able to pick their kids up when needed. Pick up prescriptions, help elderly parents and just have some element to flexibility that made family life easier.

Practically all of them said they had no problem working longer hours to compensate for time taken “flexibly”, they didn’t need it every day, but they wanted it to be there when they really need it.

Culture & Career Progression as the Top Motivator

In many candidate-surveys, the single most common reason people are willing to consider a job move is that they’re dissatisfied with the culture or lack clear career pathways. Indeed has done a lot of studies on this one.

• One global study of job-switchers found that “stronger career path / more opportunity” was the top reason for leaving an employer. Advertising Vietnam+2Indeed+2
• Another survey found that among workers intent on changing roles, more than three-quarters cited “wanted more opportunities for advancement” and “didn’t feel challenged or satisfied” as key motivators. Indeed
• The emphasis is less about salary (though that still matters) and more about feeling valued, being recognised, and having a future in the organisation. For example: “77% wanted more opportunities for advancement” and “flexibility” adds in too. Indeed

Why this matters

From a recruitment and retention standpoint culture matters:

• Culture signals matter. If employees feel under-appreciated, or that promotion is a vague promise, they’re more likely to look elsewhere.
• Career path clarity gives organisations a competitive edge: Candidates are increasingly asking “Where could I go next?” rather than just “What will I do this year?”
• Appreciation and recognition create emotional loyalty: It’s not only “am I paid well?” but “do I feel that what I do matters here?”

Practical implications for recruiters/hiring managers

• When marketing a role, highlight not just the job tasks, but the career journey – what the next steps could look like in 12–24 months.
• Ensure hiring managers talk about how the team & organisation recognises achievement and supports development (mentoring, training, internal mobility).
• Ask candidates during interview the question: “What would make you leave this role in 12 months?” – you may uncover unmet expectations about culture or progression which has led to this conversation
• When assessing employer brand, assess whether recognition, career mobility, and culture fit are embedded (rather than being aspirational statements only).

Flexibility: A Non-Negotiable for Many Candidates

While culture and progression top the list, flexibility, particularly hybrid working, is close behind, and in many markets it is increasingly non-negotiable.

• Research from the CIPD found that in the UK more than one million workers changed jobs in the past year because of a lack of flexible working options. CIPD+1
• Another survey showed that 69% of workers have changed or considered changing careers in the past year, with remote work options (67%) and better work-life balance (52%) both high on the list. FlexJobs
• Even before the pandemic, the expectation of flexibility was rising, but the pandemic accelerated it: one report noted that 76% of employees surveyed said they want permanent flexibility in when/from where they work. CNBC

Why this matters

• Flexibility = choice. For many employees, the ability to choose when and where they work is now a basic expectation rather than a perk.
• Talent / retention implications. Candidates may opt out of roles if the flexibility proposition is weak, regardless of other attractions.
• Hybrid is the new “table-stakes”. Organisations still resisting hybrid or rigid “office-only” policies risk being left behind in recruitment competition. And for the best talent, it is a competition.

Practical implications for recruiters/hiring managers

• Be transparent in job adverts about the flexibility model. Hybrid, remote, compressed hours, flexible start/finish times, be upfront and discuss it so that candidates understand the requirement.
• For roles where flexibility is restricted (e.g., due to location or shift demands), be upfront about why that is and what compensations or supports exist.
• During interviews, ask candidates what level of flexibility they need and how it impacts their decision-making.
• Measure your organisation’s flexibility satisfaction. Ask current employees how they feel about the working-from-home / hybrid policy. If there is a significant gap between what you say and what they experience, this will reflect in employer brand/attrition.

Bringing It Together: The Two-Factor Model for Hiring Success

Recruiters and hiring managers can think of candidate motivations in a simplified two-factor model:

“Feel valued and see growth” (culture & progression)

“Have freedom and choice” (flexibility)

If your organisation can credibly deliver on both—and communicate it clearly—you differentiate your employer brand in a candidate-driven market.

Communication checklist for roles

• Role description emphasises what you’ll achieve and how you’ll grow. Not just the tasks you’ll perform.
• Provide a strong culture narrative to prospective employees. How people are recognised, how teams work, how progression happens.
• Flexibility policy is clearly outlined. hybrid/remote options, expectations of office presence, any core-hours requirements.
• In the interview, include “career progression” and “flexibility” questions to set mutual expectations early and show this is top of your company’s agenda.
• Post-offer, reinforce both aspects. Your onboarding should include cultural integration & flexibility orientation, and career planning discussions.

Why This Matters Now

With rising competition for talent, higher candidate expectations, and increased worker mobility, organisations can no longer rely solely on salary or brand reputation. The twin motivators of culture/progression and flexibility have become essential components of a compelling employment proposition. If your recruitment processes and employer brand don’t reflect these, you risk losing out.

In a nutshell: People don’t just move jobs for money they move for respect, recognition, growth, and freedom. If you want to attract real talent, make these things front and central within your organisation.

By Michelle Kearns, Senior Recruiter