Survey: Resignations on the increase despite recession and unemployment

Chartered Management Institute (CMI) logo
Chartered Management Institute (CMI) logo

by business editor Trevor Sturgess

The tough employment market hasn’t deterred people from quitting their jobs, according to a survey.

Despite recession and rising unemployment across Kent and the south east, resignations increased in the past 12 months.

The 2010 National Management Salary Survey by the Chartered Management Institute (CMI) and XpertHR found the labour turnover rate jumped from 12.4 per cent in 2009 to 13.6 per cent.

Resignations stood at 4.7 per cent, compared to 4.5 per cent 12 months ago.

The survey also found employers are apparently failing to persuade staff to stay, with requests for internal transfers as an alternative to leaving dropping to 3.6 per cent from a high of 5.8 per cent, last year.

More than half the employers questioned (53.8 per cent) admitted restructuring and job insecurity caused many of their staff to jump ship.

A significant proportion (38.5 per cent) recognised their "failure to offer career opportunities and training" contributed to employees leaving. Some 61 per cent also admitted workers had been tempted to quit by head-hunters and recruitment consultants.

The annual survey, now in its 37th year, reveals that salaries rose by just 1.4 per cent across the region – well below the national average of 2.5 per cent and also below last year’s figure of 4.5 per cent.

The average south east salary was £17,888 for junior staff, £47,680 for team leaders and £123,769 for senior function heads.

Ian Staniforth, CMI south east regional manager, said: "A year ago employers were looking at job transfers as a way of halting growth of the dole queue.

"However, with the latest figures showing that staff are prepared to run the risk of unemployment by jumping ship, questions must be asked about employee engagement levels in organisations up and down the country."

On salaries, he said employers should no longer reward people with "pay rise after pay rise".

Money was not the main motivator anymore. "Instead, employers must concentrate on building remuneration packages that incorporate earnings with development opportunities, offer flexible approaches to work and recognition of the need to better engage with staff."

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