What employees want most?

Gallup conducted a survey in which 13,085 workers in the United States were questioned about the factors that were most significant to them when considering whether or not to accept a new job offer from a different company.

According to the findings of the survey, concerns about one's welfare and compensation have both seen considerable increases over the last few years, placing them first and second, respectively, on the list of the most important reasons for choosing one profession over another.

Alongside other evergreen desires, such as a work that plays to their abilities and a high level of job stability, these essential job qualities are likely to be the ones that define the competition for talent in the next year. Many of the employees are also thinking about the policies of COVID-19 and the aims of DEI.

Consider these aspects of a job to be the basic expectations of a job seeker in the modern day. When selling (and reselling) individuals on your workplace, a persuasive job offer and appealing employee value proposition will likely need to target the majority of these traits in order to be successful.

The following is a list of the six primary considerations that workers take into account when considering whether or not to accept a position with a new company:

1. A large rise in either one's income or benefits (64 percent replied "extremely important")

When it comes to accepting a new job offer, one of the most crucial criteria is the compensation, according to the study that Gallup has done in the past on workplaces. It should come as no surprise that it remains at the top of the list in the midst of the "Great Reshuffling" of talent that is occurring in the workforce. However, what did come as a bit of a surprise to us was how much the significance of "compensation and benefits" has grown.

Since 2015, this issue has moved up the list of importance for workers, moving from No. 4 on our list, with 41 percent of employees rating it as "very important," to No. 1, with 64 percent of employees naming it as a vital component in taking on a new job. Employees are acutely aware that the employment market now favors job seekers, which is one of the primary reasons for this change. As a direct result of the cutthroat competition for available talent, wages are increasing. People looking for work are aware that there are chances to earn more money, which gives them the confidence to pursue greater compensation for their work.

2. A better balance between work and personal life and overall improvement in one's health (61 percent )

Work-life balance and employee wellness have also become much more essential since 2015, with 61 percent of today's workforce considering them as "extremely important," while in 2015, just 53 percent of workers saw them as "very important." In the last year, Gallup has conducted a number of different research on workplace issues, many of which underscore how exhausted, overworked, and stressed out the general worker is. Even for employees who aren't feeling burnout, the considerable growth in remote work has boosted awareness about the significance of employment flexibility alternatives; possibilities that are, for the most part, not going away any time soon.

The idea that workers should have the autonomy to choose when, where, and how they put in their hours is becoming more popular.

3. The capacity to engage in those activities at which they excel (58 percent )

People are more likely to love their job, find it exciting, and desire to do more of it when they have the chance to pursue something at which they are naturally skilled and have received training. It should come as no surprise that this item is still among the most crucial for employees. Workers who aren't permitted to utilize their abilities very often often look for positions where they can; workers who do get to use their talents frequently look for employment where they get to use them even more.

Keeping this in mind, it is important for recruiters to make an additional effort to get an understanding of what it is about a candidate's job that really excites them. In addition to that, recruiters owe it to the candidates to provide them with an accurate preview of the position in terms of what their daily routine will be like, who they will be working with, and what they will be required to perform.

4. Increased stability and assurance of employment (53 percent )

Since we inquired about it in 2015, the significance of this component has stayed the same. Roughly half of all employed people are actively seeking for positions that provide a higher degree of both stability and security than those they presently hold. In spite of this, the concept of security, as well as what constitutes a sense of safety, has almost certainly shifted since the beginning of the pandemic. This shift is largely dependent on how you currently feel about the future of your current organization, your industry, and your profession in light of the events that have taken place. In addition, stability and security are predicated on expectations for the future; hence, when these expectations for the future shift, the meaning of job security will most certainly shift as well.

Roughly half of all employed people are actively seeking for positions that provide a higher degree of both stability and security than those they presently hold.

After two years of living with daily uncertainty about our health, the economy, and what we want the future of our work to look like, it is crucial for employers to demonstrate that they are a stabilizing force that their employees can depend on through thick and thin.

5. COVID-19 immunization policy that are consistent with my worldview (43 percent )

During the time that this poll was being conducted, there was a government requirement in force that required all federal contractors to have vaccinations. Since then, the Supreme Court of the United States has invalidated that requirement, and it is now unknown what the further steps will be as of the time of this writing. 36 percent of workers were working for employers in December 2021 who mandated vaccines as first compliance with the legislation. This number was based on the total number of employees. At that time, around 25 percent of employees in the United States had not had any vaccinations.

Gallup's statistics on the subject of employee vaccines reveal that workers have extremely strong sentiments on both sides of the issue, despite the fact that the situation is now in a state of flux. The findings also reveal that the degree to which an organization's values and ideas are aligned is a key influence in the recruitment of four out of every ten workers.

6. The organization is open to all different kinds of individuals and embraces diversity (42 percent )

This is the first time that Gallup has provided poll respondents with the opportunity to pick this option, and it is currently positioned towards the top for workers. Two years after the murder of George Floyd and the worldwide Black Lives Matter demonstrations that followed, it is encouraging to see that support for the creation of workplaces that are more equal and inclusive has continued to rise. This is a sign of progress in society. And as many businesses have found out, employees in today's economy are seeking tangible, significant change on these topics, going beyond simple platitudes to express their expectations. Recruiters have an obligation to be ready to talk about the aforementioned changes and obligations. They need to be ready to respond to hard queries like the following:

In the end, the question is whether or not your company is "selling" what its employees want to buy.

The employee value proposition, often known as the EVP, is something that prospective employers need to pitch to job prospects. According to our results, individuals place a high priority on being paid, but this does not mean that they are just thinking about money and ignoring everything else. The concepts of development, progress, reward, and recognition are inextricably linked to compensation in a natural way. And all of us have been given a crash course on the significance of maintaining our health in both our professional and personal lives.

The art of talent recruitment necessitates the construction of a holistic offer to prospective workers. This promise should include everything from the hard financial facts and prospects for growth to the day-to-day employee experiences that characterize your work life.

The following are some things that employers should think about:

Improve your pay talks. If you want to establish a successful workforce without blindly overpaying for talent, it will be vital for you to provide your recruiting managers and team leaders with up-to-date market pay rates and overall compensation alternatives. Having accurate dialogues about salary is also of equal importance. The vast majority of individuals have the misconception that they are not paid enough, and it is the all-important "pay discussion" that assists workers in comprehending the real worth of their remuneration as well as how it is related to their performance and growth. Training should be provided to supervisors so that they are able to have this talk and "pay with purpose." Employees need to have the perception that their efforts are recognized, and they should be provided with an individual development plan that outlines a roadmap for future prospects for advancement.

Consider revising your wellness pledge. If you haven't done so before when revising your EVP, you should prioritize your employees' health and happiness. The emphasis that workers place on flexibility and overall wellbeing (which goes beyond basic wellness) has significantly increased over the last several years. Employees need assurances from their employers that the company cares about them as individuals and that the job they do will allow them to flourish rather than wither away.

Evaluate your candidate experience as well as your EVP. The six aforementioned points are typically true for the whole of the workforce in the United States. However, there are significant disparities across the different kinds of employment, applicant pools, industries, geographic locations, and employee demographics. These variances may be seen in the workforce. Employers that are serious about improving their talent attraction and recruitment strategies need to do an in-depth examination of their specific recruiting environment as well as the requirements of their labor market (s).

Concentrate on just the most talented individuals. Employers that are looking for the top talent need to understand that people who perform well and have a lot of potential often have their own specific wants and needs. Employers should do research on their own top performers and top-tier job seekers in order to ensure that their recruitment efforts target and appeal to the appropriate individuals.