[Part 1: Comparative survey of people who were looking for a job and actually changed jobs] Approximately half of the “high-performing employees” answered that “I would have decided not to change jobs if I had had the opportunity for promotion.”
“Limited opportunities for growth and career advancement” was the number one reason for thinking about changing jobs.
*Miidas Co., Ltd.*
Press release: August 20, 2024
**
[Part 1: Comparative survey of people who were looking for a job and actually changed jobs] Approximately half of the “high-performing employees” answered that “I would have decided not to change jobs if I had had the opportunity for promotion.”
“Limited opportunities for growth and career advancement” was the number one reason for thinking about changing jobs.
*~On the other hand, “Improvement of salary” is the number one initiative that “regular employees” think they have given up on~* Miidas Co., Ltd. (Headquarters: Minato-ku, Tokyo; President and CEO: Goto (Kietsu) conducted a [Part 1: Comparative survey of people who were looking for a job and actually changed jobs] among 215 office workers (111 high performers and 104 general employees) who changed jobs within the past three years. I have done so, so I would like to inform you. In this survey, we compared the behavior of high-performing employees* and ordinary employees when changing jobs, and visualized their true feelings about changing jobs, such as “the real reason for changing jobs” and “what kind of encouragement from the company would have caused them not to change jobs.” Masu.
[Part 2: Comparative survey of people who changed jobs but remained at their current company] will be released soon!
*Study summary*
・TOPIC01 The real reason why high-performing employees changed jobs: 1st place: “I wanted to improve my growth and career” (54.1%)
・TOPIC02 What kind of encouragement from the company would have caused you not to change jobs?
High-performing employees have “opportunities for promotion” (55.0%), ordinary employees have “improved pay” (42.3%)
・TOPIC03 About the reason for leaving the company that was
communicated to the company, about half of ordinary employees answered that they “did not tell their true feelings,” while about 90% of high-performing employees said that they “told their true feelings.”
* ▼Click here to download the report of this survey*
https://corp.miidas.jp/documents/rr_09?type=docs
*Survey overview*
Survey name: [Part 1: People who actually changed jobs after looking for a job] A comparative survey of the actual situation regarding job changes between high-performing employees and ordinary employees Survey method: Internet survey planned by research PR “Respy(R)︎” provided by IDEATECH
Survey period: June 28, 2024 to June 29, 2024
Valid responses: 111 high-performing employees and 104 regular employees, total 215 people who changed jobs within the past three years.
*Definition of a high performer: A person who achieved results in the top 10% or higher while working at the company before changing jobs, or who has experience such as being a top sales person, MVP, or receiving an internal award.
*The composition ratio is rounded to the second decimal place, so the total does not necessarily add up to 100.
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When asked why they started thinking about changing jobs, the most common answer for high performers was that they had “limited opportunities for growth and career advancement,” while the most common answer for regular employees was that they were “dissatisfied with or had problems with interpersonal relationships with their superiors or co-workers.”*
* “Q1. Please tell me what made you start thinking about changing jobs before you started looking for a job. (Multiple answers allowed)” * When asked, 64.9% of high-performing employees (n=111) answered that they had “limited opportunities for growth and career advancement,” and 64.9% of regular employees (n=104) answered that*
42.3%* of respondents said they were dissatisfied with (problems with) relationships with their superiors, colleagues, etc.
*
The number one reason for starting a job change among high performers was “I wanted to improve my personal growth and career,” while the number one reason for regular employees was “I wanted to increase my salary.”*
* When asked “Q2. Why did you actually start looking for a job? (Multiple answers allowed),” high-performing employees (n=111) answered *
54.1%* of general employees (n=104) answered, “I wanted to improve my personal growth and career,” while 44.2%* of general employees (n=104) said, “I wanted to increase my salary.”
*
Changes in the way people approach work: Approximately 40% of high-performing employees answered that they “stopped paying attention to their surroundings” between the time they started thinking about changing jobs and the time they started looking for a job change*
* “Q3. Have there been any changes in the way you approach work over time? (Matrix format)” *
When asked, high-performing employees (n=111) answered, “From the time I started thinking about changing jobs to the time I started looking for a job change”*
38.7%* said that they had “stopped being considerate to those around them”, while regular employees (n=104) at all stages* “did not make any particular changes”*
became the most common answer.
* -High performing employees (n=111)-*
* TOP 3: From when you start thinking about changing jobs until you start looking for a job change *
* ・I stopped paying attention to my surroundings: 38.7%*
・Reduced communication with surrounding people: 35.1%
・Motivation towards work decreased: 28.8%
* TOP 3: From starting job hunting until receiving a job offer * * ・Lowered the quality of my work (I tried to finish it within a certain amount): 37.8%*
・Reduced overtime hours: 29.7%
・I started avoiding new jobs: 24.3%
* TOP 3: From receiving a job offer to informing the company of your change of job *
* ・Lowered the quality of work (made sure to finish it within a certain amount): 29.7%*
・Reduced speaking at meetings: 22.5%
・Increased dissatisfaction with work: 20.7%
* -General employees (n=104)-*
* TOP 3: From when you start thinking about changing jobs until you start looking for a job change *
* ・No particular changes: 44.2%*
・Motivation towards work decreased: 27.9%
・Increased dissatisfaction with work: 16.3%
* TOP 3: From starting job hunting until receiving a job offer * * ・No particular changes: 51.9%*
・Motivation towards work decreased: 19.2%
・I stopped paying attention to my surroundings: 11.5%
・I started avoiding new jobs: 11.5%
* TOP 3: From receiving a job offer to notifying the company of your change of job *
* ・No particular changes: 49.0%*
・Motivation towards work decreased: 15.4%
・Reduced communication with surrounding people: 12.5%
・I stopped paying attention to my surroundings: 12.5%
* Regarding the period of time it took to decide to change jobs, the most common answer for both high performers and general employees was “1 month to less than 3 months”*
* “Q4. Please tell us how long it took for each item. (Matrix format)” * When asked, 42.3% of high-performing employees (n=111) answered “from 1 month to less than 3 months” from the time they started thinking about changing jobs to the time they started looking for a job change. Among general employees (n=104), 32.7%* answered “from 1 month to less than 3 months” for “from the time I started thinking about changing jobs to the time I started looking for a job change.”
*The number one reason for changing jobs for both high performers and general employees is “high salary”*
* “Q5. Please tell me the number one reason why you decided to change jobs.”* When asked, high-performing employees (n=111) answered * 21.6% said “High salary”, 21.6% said “I can work the way I want (ratio of telework to work, etc.)”, followed by*
“I can expect growth and career advancement” was a close second at 20.7%*. On the other hand, for general employees (n=104)* 18.3% said “salary is high”*
That’s the answer.
* 89.2% of high-performing employees answered that their “actual reason for leaving” and “the reason for leaving that they told the company” were the same, while only 47.1% of regular employees* * “Q6. When you resigned, were the “actual reason for resignation (true feelings)” and “the reason for resignation that you
communicated to the company” the same? ”* When asked, high-performing employees (n=111)
89.2%* answered “Yes [I told the company my actual reason for leaving (my true feelings)]”, while regular employees (n=104)*
47.1%* of respondents answered, “Yes, I told the company the actual reason for my resignation (my true feelings).”
*Results revealed that the reason for leaving the company that was different from the real intention was that high-performing employees were more likely to have a health problem, and ordinary employees were more likely to have family reasons.*
For those who answered “No” to Q6, * “Q7. What reason did you tell the company about your reason for leaving? (Multiple answers allowed)” * When asked, 50.0% of high-performing employees (n=12) answered “Physical health problems (e.g. health reasons, poor health due to stress)”*
, 42.6%* of regular employees (n=47) answered “Family circumstances (e.g., caring for family members, prioritizing time with family).”
*Reasons for not expressing true feelings to the company, such as high-performing employees saying there was harassment, and general employees saying there was an atmosphere where they couldn’t express their feelings*
For those who answered “No” to Q6, * “Q8. Why did you not tell the company your true feelings when you resigned? Please tell us specifically. (Free answer)” *
When asked, high-performing employees (n=12) * “There was
harassment” * and regular employees (n = 47) * “There was an atmosphere that made it difficult to speak out.” *
I was able to get answers such as:
* -High performing employees (n=12): Free answers/excerpts- * ・35 years old: Finally, I just want to quit.
・26 years old: Not evaluated.
・41 years old: There was harassment.
* -General employees (n=47): Free answers/excerpts- *
・44 years old: If I tell them, it will make me feel awkward while I am still employed.
・46 years old: I’m quitting my job, so there’s no need to tell me my true feelings.
・35 years old: Because it couldn’t be called a human relationship. ・31 years old: There was an atmosphere that I couldn’t express. ・35 years old: Because I wanted to avoid trouble.
*High-performing employees said that they would have been able to avoid changing jobs if they had been provided with “promotional opportunities,” and regular employees said that they would have been able to avoid changing jobs if they had been offered “improved pay.”* * When asked, “Q9. What kind of encouragement do you think your company would have given you that would have kept you from changing jobs? (Multiple answers allowed)” * High performing employees (n=111) answered *
55.0%* answered “Providing opportunities for promotion,” while 42.3%* of general employees (n=104) answered “Improve pay.” Also* “Nothing in particular”*
The percentage of high performers is * 0.9%*, compared to * 18.3%* for regular employees.
High performers answered that the company’s efforts had a positive effect on them.
*
The timing at which they reconsider changing jobs after being approached by the company is high-performing employees, “from the time they start looking for a job until they receive a job offer,” and the average employee, “from the time they start thinking about changing jobs to the time they start looking for a job.” Most* For those who selected anything other than “Nothing in particular” or “I don’t know/can’t answer” in Q9, *
When asked, “Q10. If your company had approached you at a better time, do you think you would have reconsidered changing jobs?”* When asked, high-performing employees (n=110)
37.3%* answered “From the time I started looking for a job until I received a job offer,” while 32.5% of regular employees (n=80) said “From the time I started thinking about changing jobs until I started looking for a job.”*
That’s the answer.
*
87.4% of high-performing employees answered that their previous company provided them with opportunities and internal systems to express their thoughts about the company and their concerns, a result 61.4 points higher than that of general employees*
* “Q11. At the company you worked for before changing jobs, were there any opportunities or internal systems in place to express your thoughts about the company or your concerns?” *
When asked, 87.4% of high-performing employees (n=111) answered “very much” or “somewhat”, while regular employees (n=104) *
A total of 26.0%* answered “very much” and “somewhat”.
*
42.8% of high-performing employees and 27.2% of general employees felt that they would not have changed jobs if they had had the opportunity to express their thoughts about the company and their concerns, as well as internal systems.*
For those who answered “Not very much” or “Not at all” in Q11, * “Q12. Do you think you would not have changed jobs if you had had the opportunity to express your thoughts about the company and your concerns, or if there had been an in-house system?”*
When asked, 42.8% of high-performing employees (n=14) answered “Strongly Agree” or “Somewhat Agree”*, while regular employees (n=70) answered *
A total of 27.2%* answered “strongly agree” and “somewhat agree.”
* A system that makes it easy for high-performing employees to express their true feelings about the company; “employee surveys” for high-performing employees; “1on1 meetings” for regular employees * * Q13.Are there any places, opportunities, or systems that make it easier to express your true feelings and feelings toward the company, both before and after changing jobs? (Multiple answers)”*
When asked, high performing employees (n=111) were *
61.3%* of “employee surveys (e.g. questionnaire surveys, engagement surveys, organizational surveys, etc.)” and general employees (n=104) *
“1on1 meetings” was the answer of 36.5%*.
* More than half of high-performing employees answered “introducing and utilizing organizational surveys” and “introducing a highly transparent evaluation system” as an opportunity to reduce the mismatch between the company and their own ideas *
* “Q14. What kind of opportunities do you think would reduce the mismatch between the company’s ideas and your own? (Multiple answers allowed)” *
When asked, 54.1% of high-performing employees (n=111) said they had “introduced and utilized organizational surveys,” and 54.1% said they had “introduced a highly transparent evaluation system.”*
, general employees (n=104)* 35.6% said they had “regular feedback opportunities”*
That’s the answer. While ordinary employees seek opportunities to express their opinions directly, high-performing employees can be said to have opportunities to objectively express their opinions and systems that reduce mismatches.
* summary*
The reasons why high performers started thinking about changing jobs were that “opportunities for growth and career advancement were limited” (64.9%), and for regular employees, “I was dissatisfied with interpersonal relationships with superiors and co-workers” (42.3%). ) was the most common reason for starting a job change, and high performers said “I wanted to improve my personal growth and career” (54.1%), while regular employees said “I wanted to increase my salary” (44.2%). It can be seen that high-performing employees are changing jobs in search of opportunities for career advancement.
In addition, when asked why regular employees started changing jobs (Q1), the most common response was “I was dissatisfied with interpersonal relationships with my boss and colleagues” (42.3%), but “the salary was low” (41.3%). It was notable that the responses were also about the same. Regarding the reason for leaving, many
respondents said, “I didn’t express my true feelings (Q6)” and “There was no opportunity or internal system to express my concerns (Q11),” making it clear that employees do not actively communicate their concerns to the company. It has become. In addition,
“opportunities for regular feedback” (35.6%) and “opportunities to freely exchange opinions” (29.8%) were cited as opportunities to reduce mismatches with the company. It seems that an attitude of actively intervening and trying to find out what employees really think is required.
On the other hand, about 90% of high-performing employees “expressed their true feelings” (Q6) regarding their reasons for leaving, and the reasons for deciding to change jobs were “high salary,” “ability to work as desired,” and “opportunity for growth and career advancement.” (Q5) were almost the same. Furthermore, 55.0% of respondents said that they would not take the decision if their company offered them a promotion opportunity (55.0%) or a “growth opportunity” (39.6%), so it can be said that providing a sense of growth and career advancement will help prevent employees from quitting their job. .
This survey revealed the reasons for job changes and the actual state of job change activities among high-performing employees and regular employees. As an effective measure against turnover, there are cases where an attitude of actively trying to find out the true feelings of employees is required, and cases where companies provide opportunities for employee growth and career advancement. I understand that I need to take appropriate action. By conducting competency diagnostics and engagement surveys to understand the aptitude of each employee and deepening their understanding, companies can expect sustainable growth and improved employee satisfaction.
* ▼Click here to download the report of this survey*
https://corp.miidas.jp/documents/rr_09?type=docs
*About the mid-career recruitment service “Miidas”*
“Miidas” is the world’s first* recruitment and job change service that reduces mismatches in recruitment and job changes while supporting success after joining the company.
Job seekers use Midas’ unique “Possibility Diagnosis” to visualize the characteristics of job seekers’ behavior and thinking in business situations, stress factors, strength of cognitive bias, etc., and learn about their own characteristics and strengths as business people. You can.
Furthermore, based on the results of this “Possibility Diagnosis,” companies can select people who match their company’s “Activity Factors” from among the more than 520,000 job seekers nationwide (as of June 2024) who have undergone the Potential Diagnosis. You can send scouts directly. By understanding the characteristics of human resources who will be active in your company based on the results of an employee “potential diagnosis” and hiring people with similar tendencies, you can acquire human resources who are likely to be active and stay in your company.
*As a free smartphone app diagnostic service that enables recruitment, placement, and training of human resources using the “Bias Diagnosis Game” (test to measure cognitive bias) and “Competency Diagnosis” (May 2023)
Research by Future Trend Research Organization)
* “Miidas’ Job Satisfaction Survey” allows you to accurately understand employees’ job satisfaction and clearly identify the issues that need to be solved and their priorities. *
The “Work Satisfaction Survey” is a survey that allows you to accurately calculate a company’s “Work Satisfaction” by aggregating the engagement of workers through a questionnaire. By measuring subjectively, objectively, and needs, the questionnaire clearly identifies the issues that need to be solved and their priorities, and quantitatively shows whether the company is creating an environment that brings out the motivation of its employees. You can evaluate it. This “Work Satisfaction Survey” is provided free of charge, making it easy for companies such as small and medium-sized enterprises (SMEs) that lack the funds and human resources to allocate for surveys, as well as companies that lack research know-how, to implement it. We are able to provide value to companies that value each and every worker. Click here for details: https://corp.miidas.jp/landing/engagement_survey
*About Midas Co., Ltd.*
Midas Co., Ltd. was launched in April 2019 with the aim of leading the promotion of innovation in the HR field of the entire Persol Group and further contributing to the human resources needs of companies. The assessment recruiting platform “Miidas” operated by Miidas Co., Ltd. started providing services in July 2015.
Starting with winning the Grand Prize in the 2019 Japan Human Resources Department HR Awards 2019 “Professional
Recruitment/Employment Category”, the 8th annual award will be held in 2023.
Received the Excellence Award in the Human Resources System Service Category at the HR Technology Awards. In 2024, “ITreview Grid Award 2024
Awarded the highest rank of “Leader” in three categories for the fifth consecutive year at “ITreview Best Software in Japan” at “ITreview Best Software in Japan”.
It has received many awards, including being selected as one of the 2024 TOP50.
Official website: https://miidas.co.jp/
HR Award 2019: https://hr-award.jp/2019/prize.php
8th HR Technology Award: https://hr-souken.jp/hrtech_award2023/ ITreview Grid Award 2024 Spring:
https://www.itreview.jp/award/2024_spring.html
ITreview Best Software in Japan 2024:
https://www.itreview.jp/best-software/2024
【Company Profile】
Company name: Miidas Co., Ltd.
Established: April 1, 2019
Representative Director: Yoshietsu Goto
Address: Persol Minami Aoyama Building 6F, 1-15-5 Minami Aoyama, Minato-ku, Tokyo 107-0062
Business details: Planning, development, and operation of the job change support and recruitment support service “Miidas”
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