I’ve recently blogged the findings of some Jobsite research which shows that the most important factor in a happy working life is having a good relationship with our work colleagues. Most surprising were the relatively healthy numbers (there were some age and gender differences) who would reject a move with a pay rise in favour of staying with colleagues that they respect and get on with.

I found it particularly interesting as I’ve always considered the belief that all employees are either an active or passive candidate to be a myth. The thought that anyone will change jobs for a pay rise, a promotion, a new challenge or because someone thinks they are headhuntable is daft. It ignores the complex range of motivations, relationships and emotions that make up the human race…in favour of the vision of recruiter as powerful kingmaker who can sell anybody anything.

A few years ago I worked in a business that had a small team placing senior sales people within a niche industry. All the roles were retained – third on target list, third on shortlist interviews and balance on acceptance – yet the team rarely ever billed the last third. They identified the best candidates and got them to final interview…yet few deals were closed. The individuals were all good recruiters but the candidates could not be closed. The client would offer, take them out to dinner with their partners, yet still not seal the deal.

Because the final decision for the candidate was about much more than a new title, an extra £5k or a bigger car. It was about stability, lifestyle, and family security…loyalties, friendships and relationships built in the current company. Some colleagues were golf partners; some had children at the same school as the candidate’s and some had wives or husbands who had also become social friends.

It wasn’t about a lack of vision or confidence but about doing the right thing for everyone.

I have debated this long and hard in the past. I respect the view that the right opportunity will encourage someone to think about moving jobs, but don’t agree that a move will inevitably follow. From my experience it’s not just about the ‘right’ opportunity… security and stability, particularly during tough times, are often overlooked as key drivers for many employees.

The three component model of engagement looks at commitment to an organization as a psychological state, and has three distinct components that affect how employees feel about the organisation that they work for: Continue reading “We Are Not All Passive Candidates” →