Global Employee Confidence in
The 1Q18 Global Talent Monitor report, which calculated employee feedback from a global perspective, showed that with an additional 14.5 percent of U.S. workers indicating a somewhat high level of intent to stay in their current jobs, nearly six out of 10 workers in the U.S. workforce do not anticipate changing employers. However, that does not mean that managers and executives should not worry about implementing additional best practices to prevent their talent from going elsewhere.
“As the economy continues to grow and companies produce higher profits,
employees will expect more opportunities to be promoted, attain higher
wages and achieve more rewards,” said
High Business Confidence, Compensation is Key
The business confidence index, which measures employees’ confidence in
near-term business conditions and long-term economic prospects in their
industry, registered at the highest levels in five years. In addition,
key regions surveyed as part of this report -
Respondents in the U.S., and overall globally, cited compensation as the top dissatisfying attribute at a previous job, with this category being the top attritiondriver in 18 of the 40 geographic regions and countries surveyed. Compensation also ranked as the top attractiondriver in the U.S. and globally for potential candidates when evaluating a new job, which indicates that wages continue to play a vital role in attracting and retaining talent.
“Even with record-low unemployment and the latest ratio of jobs to unemployed workers, we are still seeing relatively little movement in the U.S. labor market, but this could shift if companies begin to offer growth prospects, in addition to higher wages, that may not be available in an employee’s current position,” said Mr. Kropp. “For U.S. companies to retain and attract talent, it’s all about the opportunities for better pay coupled with future career advancements for their employees.”
Attracting and Retaining the Best Talent
With more job openings available in the U.S. than there are people seeking work, combined with the historically low unemployment rate, employers need to develop an EVP that enables organizations to showcase key attributes that will appeal to the key talent they need to entice and retain to continue propelling their businesses forward.
“A company’s EVP illustrates its culture and core attributes to the labor market and employees, and it’s critical for leaders to clearly define the returns available through their organization, whether it’s career advancement, quality of managers and coworkers, or competitive compensation and benefits,” said Mr. Kropp.
Global Talent Monitor data is drawn from the larger
About Gartner ReimagineHR
Gartner ReimagineHR is the premier event for HR leaders around the
world. Join CEB, now
Our unmatched combination of expert-led, practitioner-sourced and data-driven research steers clients toward the right decisions on the issues that matter most. We're trusted as an objective resource and critical partner by more than 15,000 organizations in more than 100 countries — across all major functions, in every industry and enterprise size.
To learn more about how we help decision makers fuel the future of business, visit www.gartner.com.
Sarah Morris, +1-571-458-3022
"Safe Harbor" Statement under the Private Securities Litigation Reform Act of 1995: Statements in this press release regarding Gartner's business which are not historical facts are "forward-looking statements" that involve risks and uncertainties. For a discussion of such risks and uncertainties, which could cause actual results to differ from those contained in the forward-looking statements, see "Risk Factors" in the Company's Annual Report or Form 10-K for the most recently ended fiscal year.