​Our latest salary survey offers valuable insight into what is motivating professionals to change jobs across HR, Finance, IT and Business Support functions. Looking specifically at respondents who have been with their current employer for 0 to 2 years, the findings reveal a clear picture of what candidates value most when deciding to move. For employers, this data matters. Understanding why people leave previous roles can help shape stronger retention strategies, improve hiring success and create workplaces that are more attractive in an increasingly competitive market.

Career progression remains the biggest driver

The most common reason for leaving a previous role was career progression, selected by 41% of respondents. This is a significant result and one that employers should pay close attention to. It shows that many professionals are not simply moving for short term gain. They are actively looking for opportunities to develop their careers, take on more responsibility and continue building their skills.

When progression pathways are unclear, promotion opportunities are limited or development conversations are inconsistent, employees often begin to look elsewhere. Ambitious professionals want to feel they are moving forward, and if that momentum is missing internally, they will seek it externally. For businesses, this highlights the importance of succession planning, internal mobility and transparent career frameworks. Employees are more likely to stay when they can clearly see what the next step looks like and understand how to reach it.

Salary continues to influence movement

The second most common reason for changing roles was a salary increase, cited by 27% of respondents. While conversations around culture, flexibility and purpose have become more prominent in recent years, salary remains a central factor in career decisions. For many employees, pay is not only about finances. It is also closely linked to recognition, fairness and market value.

In a market where living costs remain front of mind for many households, candidates are naturally more aware of what their skills are worth. If salaries fall behind market expectations, employers risk losing strong talent to competitors offering more attractive packages. This does not always mean businesses need to lead the market on salary. However, it does reinforce the value of regular benchmarking, transparent pay structures and ensuring employees understand the wider value of their package.

Redundancy has shaped many career moves

One in five respondents, 20%, said they left their last role due to redundancy. This is an important reminder that not all movement in the market is voluntary. Across many sectors, businesses have experienced restructuring, budget changes and operational shifts that have impacted support functions such as HR, Finance, IT and Administration. For candidates affected by redundancy, changing roles is often about stability, security and finding an employer with a clear future direction. For hiring managers, this also presents an opportunity. Many highly capable professionals entering the market due to redundancy bring strong experience, resilience and adaptability. Employers who assess talent carefully, rather than making assumptions about circumstances, can access an excellent pool of candidates.

Location and flexibility still matter

A better location was selected by 18% of respondents as a reason for leaving their previous employer. Although remote and hybrid working have reshaped expectations, location still has a real influence over career decisions. Time spent commuting, travel costs and the ability to balance personal commitments all play a role in how attractive a role feels. For some, a move may mean joining a company closer to home. For others, it could mean choosing an employer offering hybrid flexibility that reduces travel demands. This finding reinforces that workplace strategy remains a key part of attraction and retention. Flexibility is no longer seen as a perk by many professionals. It is often part of the baseline expectation.

Benefits can be the deciding factor

While benefits ranked lower overall at 10%, they should not be overlooked. In many hiring processes, salary may get a candidate’s attention, but benefits can help secure a decision. Enhanced annual leave, pension contributions, private healthcare, wellbeing support, bonuses and flexible working policies all contribute to the overall employee experience. Benefits can also be particularly influential when salary differences between competing offers are small. In those moments, the quality of the wider package often becomes the deciding factor. For employers, this means benefits should be regularly reviewed and clearly communicated. A strong package only adds value if employees understand and appreciate it.

Culture and leadership remain powerful hidden drivers

The survey comments add another layer of insight beyond the headline percentages. Respondents frequently referenced poor leadership, difficult working environments and cultures that did not align with their values. These issues are often less visible than salary or progression, but they can have an equally strong influence on decisions to leave.

Many employees do not resign from a business purely because of the company itself. They often leave because of their day-to-day experience within it. Leadership quality, communication, trust and team culture all shape engagement levels. Employers who focus only on compensation while ignoring management capability or workplace culture may still struggle with retention. Strong leaders create clarity, motivate teams and help employees feel supported. Weak leadership can quickly undermine even the best pay and benefits package.

The reasons people move roles are rarely one dimensional. Career ambition, financial reward, leadership quality, flexibility and personal circumstances all play a part. What this year’s salary survey shows most clearly is that employees are making thoughtful, informed decisions about where they work. They are assessing not just what a role pays today, but what it offers for tomorrow. For employers, the message is simple. Retention is no longer about one single lever. The organisations that succeed will be those that create clear futures, reward people fairly and build environments where employees want to stay.