At a time when many workers are prioritising job security as a response to labour market challenges, new research suggests HR professionals may be preparing to do the opposite.  

Two thirds (65 per cent) of people professionals expect to leave their organisation in the coming year, according to a research by HR and payroll provider Ciphr.

Of the 300 UK HR decision makers polled, only a third (35 per cent) said they were not actively job hunting or planning to look for new roles.

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The most common reason HR professionals gave for wanting to change companies was a desire to gain new knowledge and skills (33 per cent), while 24 per cent cited higher pay as their motivation.

A fifth (20 per cent) said they were seeking a more rewarding or fulfilling role, while 19 per cent were motivated by improving work-life balance.

“Most employers are very aware that retention continues to be a challenge, but they may not be expecting to see such high figures of discontent and risk of attrition among their own HR teams,” said Claire Hawes, chief people and operations officer at Ciphr.

Respondents also cited stress and high workloads as factors influencing their decision to change jobs. 

HR practitioners are facing “intense demands”, according to Charlie O’Brien, head of people at HR software business Breathe HR, including navigating legislative change and handling increasing volumes of job applications.

“All of this is playing out against a backdrop of limited resources and rising expectations. It’s no surprise that many are looking elsewhere for better support, stronger development pathways and more competitive rewards,” he added. 

Improving retention within people teams 

High levels of turnover within the HR function can have a significant impact on organisations, said Gregory Rouvelin, digital marketing director at recruitment platform Employers.io. 

“When HR staff walk out, you lose continuity in things such as workforce planning, pay reviews and culture initiatives, and those aren’t easy to pick up,” he explained. 

Retention issues among HR personnel can also be an indicator of wider cultural issues. “If you’re not doing what you can to meet HR’s needs and priorities, another organisation will,” warned Hawes. 

Providing clear career pathways, mentorship and stretch opportunities for progression will demonstrate to employees that their development is a priority, according to Rouvelin. 

“Even small moves make it more likely that ambitious HR professionals see a future where they are,” he said. 

However, some level of attrition within organisations can be healthy, said Martin Drake, founder of recruitment agency Higher People. If someone leaves a role it creates an opportunity for another employee to change positions, he explained. 

“However, the caveat is that organisations with the best overall package will still have the choice of the best talent,” Drake added. 

Companies can boost retention and ensure workers do not stagnate in their roles by prioritising training and giving workers time to focus on their own development, according to Hawes. 

“Structuring teams in a way that enables cross-specialist learning, secondments to other departments or more involvement in wider business projects can all be valuable in helping HR professionals gain commercial awareness and a broader understanding of the organisation,” she said. 

“Otherwise, who can blame them for considering going to work for another company that will respect and value their vital role?” 

For guidance on how HR professionals can look after their own wellbeing, read the CIPD’s guide