Nearly one-third of new hires are planning their exit within just 6 to 12 months of joining—an eye-opening trend for employers!
⌛️ 60% of employees surveyed are either already planning, considering, or determined to pursue new job opportunities within the next year.
💰 In today's cutthroat talent market, while compensation might be the quickest strategy to attract top talent, it's the smart design of total rewards that truly changes the competitive landscape.
⏰ Startlingly, almost one-third of new joiners start looking for other opportunities within just six to 12 months of employment.
🔥 And beyond just Compensation and Benefits, diversity, equity, inclusion, and belonging (DEIB) emerges as the next most influential factor shaping how employees perceive their employers., according to a new interesting research published by Aon using data 📊 from a survey of 9,202 people aged 18-64, in employment at organizations with more than 500 employees, across the world in August 2024.
✅ The top factors to captivate Talent and Drive Employee Attraction
60% of employees surveyed are either in the process of moving employers, might, or definitely will seek new employment in the next 12 months. Therefore, attracting talent and continuing to meet the expectations of your workforce to ensure they feel valued should be top priorities for organizations.
Researchers also revealed that higher-income individuals tend to perceive greater advantages in working for multinational companies, both in terms of benefits (68 percent) and culture (61%).
✅ Employee Tenure and the Probability of Exploring New Opportunities
Researchers unveiled remarkable insights showing that within the six-month to one-year mark, 31% of employees express a clear intention to seek new opportunities.
☝️ However, this likelihood steadily diminishes with each passing year, up to a decade of employment.
Additional noteworthy discoveries include:
➡️ 50% of employees who have been in a company for less than six months might seek new employment.
➡️ After 10 years employees become less likely to seek new employment to the point where 68% of those who have 20 years or more say they will definitely not seek new employment.
✅ Factors Shaping Employee Perceptions of Their Employers
Researchers discovered that employees are placing growing value on working for organizations that prioritize diversity, equity, and inclusion—actively increasing representation and engagement across different groups.
Recommended by LinkedIn
Equally important to them is fair treatment for all, alongside cultivating a workplace that provides stability, a sense of purpose, and meaningful experiences.
📍 Finally, researchers propose the following actionable strategies for leaders to boost employee performance and foster deeper engagement:
✔️ Build a compelling and sustainable employee value proposition (EVP).
Address the differing needs of generations and meet shifting employee preferences to attract and retain talent
✔️ Put your total rewards strategy at the heart of your people strategy
Focus on personalization to keep up with workforce changes and show value to potential employees with the right mix of total rewards elements
✔️ Take a proactive approach to diversity, equity, inclusion and belonging (DEIB).
Create a workplace that helps employees achieve their full potential at work, have purpose, and feel like they belong
☝️ 𝙈𝙮 𝙥𝙚𝙧𝙨𝙤𝙣𝙖𝙡 𝙫𝙞𝙚𝙬: I truly appreciate this research—it shines a light on key trends in people analytics. One of the most compelling insights is that after the first six months, the focus shifts from the new employee to the employer. In a sense, it’s the company that’s on probation, being judged on its ability to continuously engage and nurture its talent.
This finding underscores the vital importance of crafting an outstanding onboarding experience. When leaders invest in a seamless transition for new joiners—from clear communication of role expectations to fostering early connections within the team—they set the stage for long-term employee engagement and performance. Moreover, effective onboarding isn’t just about retention; it’s a strategic lever for boosting business outcomes, as engaged employees are more likely to innovate and contribute meaningfully.
Thank you 🙏 Aon researchers team for these insightful findings:
👉 Follow me as a LinkedIn Top Voice on LinkedIn (+30 000), and click the 🔔 at the top of my profile page to stay on top of the latest on new best HR, People Analytics, Human Capital and Future of Work research, become more effective in your HR function and support your business, and join the conversation on my posts.
👉 Join more than 24,000+ people and subscribe to receive my Weekly People Research
Everyday, I share a new research article about People Analytics, Human Capital, HR analytics, Human Resources, Talent,…
Helping Organizations Optimize HR & Operations | Talent Development | Compliance & Workplace Excellence | HR Strategy, Talent Management & HRIS Implementation
7moInsightful
Industry Veteran | Exploring Future of Work | Great Manager’s Coach & Mentor
7mo🌱 When the grass starts looking greener elsewhere, it’s a signal to water the grass at home. Offering career growth opportunities - like a digital Internal Talent Marketplace - can be a game-changer for retaining young talent. 🚀 Retention is indeed the new Recruitment, & the first 6-12 months are critical for proving to new hires that they made the right choice! - Hold their Hands. 💰 After all, keeping a great hire is far cheaper & far more rewarding than hopping back on the hiring chakravyu. ❓ Employers, need to understand: Onboarding isn’t just a welcome mat - it’s a strategic investment in loyalty & engagement. 🎯 ✅ As for DEIB, forget the critics - keep driving with purpose. 🫨 Shocking Stat's - Nicolas BEHBAHANI, I can feel the collective sigh of CHROs. 🙏 Kudos to Aon for this eye-opening research & practical recommendations. 🧞♂️ Josh Bersin nails it by urging organizations to break down silos between Recruitment & Talent Management. He emphasizes a holistic approach to the talent lifecycle, framing it through the "Four Rs": Recruitment, Retention, Redeployment, & Redevelopment. (His Systemic Approach integrates Internal + External Talent Acquisition, Upskilling, Mobility, & Retention for a future-proof workforce.)
HR Territory Manager @ Empresas Polar | Especialización en Agilidad organizacional | Scrum Master| DCH Member.
7moThanks for sharing Nicolas BEHBAHANI. This is a very interesting topic. Employees with 6-12 months are highly expectant in leaving. New hires "honey moon" are lasting just 6 months?
CEO and Founder @ myCandr | Transforming Survey Data into Organizational Growth & Productivity Gains
7moEye-opening and thanks Nicolas BEHBAHANI for sharing these insights. I’m particularly aligned with your personal view: after that first six months, the spotlight truly shifts to the employer. It’s no longer about impressing the new hire, but about proving the organization can meet their evolving expectations. I was surprised not to see “employee voice” called out more explicitly as a key factor here. Giving employees space to speak up, and feel heard can make a huge difference not only for the employee, but also for the employer, as they can identify clear business insights from their people, especially when it comes to driving productivity. And you are spot on with nailing the onboarding experience especially clarity around the role, strategy and goals.
This really highlights the evolving expectations of the modern workforce. While compensation might open the door, it’s the emotional resonance of a strong EVP, inclusive culture, and purposeful work that truly makes people stay. Designing people strategies that treat employees as individuals—not just resources—is no longer optional. It’s the difference between retention and regret.