Almost one in four employees in the United Kingdom are preparing to change jobs within the next year, with low pay and lack of recognition emerging as key factors that make them feel undervalued and unappreciated.
New research from HR and payroll software firm Ciphr, based on a survey of 2,000 UK employees, shows that 24 per cent are either actively job-hunting or planning to move roles in the coming months, underscoring workforce mobility concerns.
Understanding that nearly one in four employees in the United Kingdom are preparing to change jobs underscores the urgency for organisations to address workforce churn and employee dissatisfaction, which could remain elevated over the next year.
The appetite for change is strongest among those under 45. Nearly a third (32 per cent) of workers under 34 said they were looking — or planning to look — for a new role, closely followed by 30 per cent of 35 to 44-year-olds.
By contrast, only 22 per cent of 45 to 55-year-olds said they were considering a move, falling to 14 per cent among those aged 55 to 64, and just 7 per cent for employees over 65.
The data points to a generational divide in career mobility, with early- and mid-career professionals feeling more motivated to seek opportunities elsewhere, suggesting that HR should develop tailored retention strategies for different age groups.
Feeling underpaid and undervalued emerged as the most common reasons cited by those planning to leave, emphasising the need for recognition to foster appreciation and loyalty among employees.
Women were slightly more likely than men to cite low pay as a motivator, with 37 per cent saying they felt underpaid compared with 34 per cent of men.
The figures underline the continued impact of cost-of-living pressures and wage expectations on workforce stability.
A lack of recognition for contributions was cited by 24 per cent of prospective movers, making it the joint second most common reason for wanting to leave.
Here, too, a gender gap was evident. More than one in four women (28 per cent) said feeling undervalued was a major reason for seeking a new job, compared with 17 per cent of men.
Limited career progression was another recurring theme. Almost a quarter of female respondents (24 per cent) said they were seeking better promotion or management opportunities elsewhere, highlighting the importance of clear advancement pathways to retain talent.
The results suggest that, beyond pay, workplace culture, recognition, and career progression are critical factors influencing employee retention and should be prioritised in strategic retention initiatives.
While financial factors topped the list, many respondents cited wider job dissatisfaction. Nearly a quarter (24 per cent) said it was simply “time to move on”, though nine in ten of those who chose that option also identified additional concerns.
Other key reasons included wanting a more rewarding or fulfilling job (23 per cent), not enjoying their current role (22 per cent), feeling bored or disengaged (17 per cent), and seeking better work-life balance (17 per cent).
Sixteen per cent said they wanted a less stressful job or lighter workload, while the same proportion blamed poor leadership or ineffective management.
Flexible working and development opportunities also featured prominently. 15% said they wanted to work from home more often, and the same number were motivated to gain new skills, underscoring the value of flexibility in retention efforts.
The findings point to a complex retention challenge for employers in a still-competitive labour market.
While salary remains a central issue, the data suggests that recognition, leadership quality, career development and flexibility are equally influential in shaping employee loyalty.
For organisations already grappling with recruitment costs and skills shortages, improving engagement and progression pathways may prove just as important as headline pay increases in preventing further turnover over the next year.
Claire Hawes, chief people and operations officer at Ciphr, said: “These findings should be a wake-up call for employers. Around a third of workers under 45 want to switch jobs, with many saying they’re feeling underpaid and undervalued. That’s highlighting problems that are very fixable. People aren’t leaving because they hate the work… they’re leaving because they don’t feel recognised or seen.
“These things can’t be fixed overnight, however, and need a deliberate and sustained effort to improve over time. Employers would benefit from identifying the two or three things they can do in the next year and creating tangible plans that they can communicate to their workforce about how they plan to change and improve their pay and recognition models. For example, audit your pay – you don’t need to match market rate overnight, but you should understand where the gaps (and risks) are, and be honest with your people about your pay strategy and plans.
“Think about how you can better build recognition into the rhythm of your business – not as a one-off initiative, but as a management culture. Recognition is all about acknowledging someone’s contributions and giving credit. People want to know that their employer appreciates and values them. It doesn’t always need to be big financial gestures. Internal shout-outs, an early Friday finish, or a coffee voucher, can have a big impact. Aim for frequent, consistent and genuine recognition.
“And, finally, ensure there’s space for career conversations. One in five people who are planning to leave are doing so because they can’t see a future career path. Work with them to ensure they are being heard, and that they understand what career options they have inside your organisation.
“Retention is rooted in getting the basics right: fair pay, genuine recognition, and a credible career and growth story that employees can buy into.”
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