Employers regularly ask candidates why they want to leave their current role. Exit interviews also provide opportunities to understand why employees have decided to move on.

But what if employers asked an earlier question: what makes you want to stay?

As part of our October focus on employee retention, Spinnaker asked professionals about the factors influencing their decision to remain with an employer. While the responses represent a small snapshot, they highlight several useful themes.

Most employees have never been asked why they stay

Perhaps the most striking finding was that 82% of respondents had never been directly asked what makes them stay in their role.

One person had only been asked when they appeared unhappy, while just one said the question formed part of regular conversations.

By the time an employee seems disengaged, the opportunity to address their concerns may already be disappearing. One respondent explained that once they feel internally that something is not working, it becomes difficult to trust the same process again. Another said that once their mind is made up, staying could be counterproductive.

These conversations therefore need to happen before there is an obvious problem.

Flexibility was the most common reason for staying

When asked about the biggest reasons they had stayed, 64% selected flexibility or work-life balance.

Other recurring factors included:

• Feeling valued and supported
• Pay and benefits
• The people they work with
• Opportunities to progress

The responses show that retention is rarely influenced by one factor alone. People may value their colleagues and enjoy their work while also needing flexibility, fair pay and confidence that they have a future within the organisation.

Recognition helps people feel valued

When asked what makes them feel valued at work, 73% selected recognition for good work.

Trust, fair pay, support from managers, opportunities to learn and having ideas listened to also appeared throughout the responses.

One respondent said that being involved in their employer’s work demonstrated trust while also creating an opportunity to learn. This is an important reminder that recognition does not always need to be formal or financial. Giving employees responsibility, listening to their ideas and showing confidence in their abilities can also demonstrate that their contribution matters.

Progression remains important

For 73% of respondents, having a clear path for progression was either essential or important, although it was not always the deciding factor.

Limited progression was also one of the most frequently mentioned reasons someone might consider leaving. When asked what change could make them reconsider, several respondents selected a clear progression plan.

Progression will not mean the same thing to everyone. It could involve promotion, but it might also mean additional responsibility, training, qualifications or the freedom to try something new.

The important thing is to understand what growth looks like to the individual rather than assuming every employee wants the same career path.

Ask before it becomes an exit conversation

Most respondents believed managers should ask what would help them stay and grow at least every few months or twice a year. However, others said these conversations currently happen only yearly or when they raise the subject themselves.

When asked what they wished managers would discuss more often, their suggested questions were simple:

• “How are you doing?”
• “Are you happy?”
• “Are you struggling with anything?”
• “How can we help you reach your career goals here?”
• “Is there anything we can do to simplify your day-to-day work?”
• “What is important to you?”

These are not complicated questions, but asking them regularly, and responding meaningfully, could help employers identify concerns before they become reasons to leave.

Employees will not always stay, and employers cannot accommodate every request. However, listening provides an opportunity to understand what people value, what is changing and where reasonable action could make a difference.

We often ask employees why they are leaving. Perhaps it is time to ask more frequently why they stay, and what would encourage them to continue.