MEDIA RELEASE
3 December 2015
Kiwi’s Look Elsewhere for Their Next Promotion
More than half of working Kiwis believe that they need to change employers in order to progress their career. New data
released today by SEEK New Zealand, reveals only a quarter of Kiwis expect to progress with their current employer, with
51 per cent noting a new job was needed in order to move up the career ladder[1].
“This latest data from SEEK reveals an insight that perhaps employees are not clear on the career pathways available to
them within an organisation,” states Janet Faulding, General Manager of SEEK New Zealand.
“The fact that over half of working New Zealanders feel there are no career opportunities for them with their current
employer, suggests more needs to be done to communicate the opportunities that exist within the organisation and the
plans you may have for your employees, so they feel inspired to stay. As the data suggests if we don’t invest in career
pathwaying for employees we run the risk of an increased turnover of employees – an expensive cost to any business”.
In terms of how many Kiwis actually do switch jobs, 26 per cent changed employers in 2014, with over half of them citing
that personal growth was the biggest motivator to change, and over a quarter moved to feel challenged. Based on the
latest findings, it looks like this trend is set to continue.
Application activity on www.seek.co.nz is up over 6 per cent year on year, October 2015 vs October 2014[2]. This indicates that movement within the employment market is at least set to exceed 2014 levels.
With increased market activity and restless employees, organisations need to develop strong employee engagement
strategies to improve chances of retention. A range of tactics can be employed, big and little, with some or no cost
attached, but together they build a sense of investment in staff.
SEEK recommends these six approaches to increase retention:
• Establishing project groups - for high performing employees to work on business issues in a new group environment is a
great way to offer employees more responsibility. They get to provide input into strategic business planning, which
makes employees feel engaged and empowered, contributing to the success of the company, outside of their daily
responsibilities.
• Growth opportunities are identified for all staff – old or young everyone wants to learn and develop. Ensure all staff
are given the opportunity to increase their skill base. Assigning internal mentors are an inexpensive way to achieve
this, so too is inviting staff to shadow senior staff. Even sitting in on a meeting provides an understanding of the
bigger business decisions and considerations that are being made at a senior level.
• Promote from within wherever possible – this sends such a strong message to all staff that opportunities do exist
within the organisation
• “Stay” interviews – an exit interview is too late to know what your staff are feeling and why. Check in with them
regularly and encourage them to share their goals and aspirations
• Little things that show appreciation – thank you emails, morning tea, a 4pm finish on a Friday. Surprise and delights
go a long way to increasing staff engagement
• Communicate – talk to your staff and understand what it is they want and where they want to go. Also reciprocate by
sharing your aspirations for the business and for yourself.
“The responsibility doesn’t sit solely with the organisation to identify career pathways, employees need to proactively
ask their employer what their next role may be. Performance reviews, goal setting time and even less formal catch ups
with your direct reports provide the perfect opportunity to pose these questions and start discussions about progression
opportunities,” states Ms Faulding.
“My advice to employees would be enter these discussions with an idea of where you want to head and what you think you
need to do or learn to get there. Self-driven learning and development is the most powerful type and it sends a strong
message to employers that you have ambition and a career pathway in mind.
-ENDS-