Jim Flynn
CEO, Great Place to Work Ireland
Employee retention has become one of the most telling indicators of career confidence in today’s workforce.
As organisations across Ireland navigate economic uncertainty, skills shortages and shifting employee expectations, understanding what motivates people to stay, or prompts them to consider a move, has never been more important.
Why job-seeking is generally lower, but elevated in one cohort
Insights from the Great Place to Work© European Workforce Study, which surveyed 26,458 employees across Europe, including 1,526 in Ireland, provide a clear view of job-seeking intent and career confidence. When asked, “Will you be looking for a new job this year?” Irish employees show a distinct pattern compared to the European average. While many remain open to change, job-seeking intent in Ireland remains lower, reflecting a stronger attachment to employers and rising expectations of work.
The data becomes even more compelling when we look at employees and junior managers specifically. Junior managers in Ireland show elevated levels of job-seeking intent compared to individual contributors, highlighting a group under pressure. Often positioned between leadership expectations and team needs, this cohort is reassessing whether their organisations are supporting long-term career progression, wellbeing and growth.
Organisations that invest in learning opportunities, transparent career pathways
and psychologically safe cultures are more likely to retain talent
Factors driving retention
So, what does this mean for employers? Retention today is no longer driven solely by salary or job security. Employees are increasingly evaluating whether their workplace supports meaningful career development, offers flexibility and fosters trust. A great place to work is one where people feel valued, listened to and confident that their role contributes to personal and organisational success.
Organisations that invest in learning opportunities, transparent career pathways and psychologically safe cultures are more likely to retain talent — even during periods of transformation. These factors don’t just reduce turnover; they actively build career confidence, enabling employees to envision a future within the organisation rather than elsewhere.
As Irish employers look ahead in 2026, retention should be viewed not as a defensive strategy, but as a powerful signal of organisational health. By understanding job-seeking intent and addressing what truly makes a great place to work, organisations can support meaningful career transformation for their people and their business.
