It is nothing new that retention is key to building and sustaining organisational capability. We need passionate and capable people. When they leave, our reflex is often to assume it is for better pay or a promotion.
Research from Harvard’s Ethan Bernstein and Michael B. Horn reveals a deeper truth: most employees leave not because of money, but because they’re on a personal quest for progress. Understanding the push and pull factors that lead someone to quit means we can target our retention efforts where they will be most meaningful.
An article published by the Australian Human Resource Institute (read it here) summarises their research in more detail, noting the four key “quests” that drive people to move on:
- To get out of a toxic or limiting environment
- To regain control of their work-life balance or autonomy
- To realign their work with their values and strengths
- To take the next step in a traditional career path
Each quest reflects internal motivators that often go unnoticed by managers. That’s where as leaders, we must dig deeper.
So what can you do?
- Have real conversations. Ask your team what energises them, what drains them, and when they last felt fully in control of their work. Listen not to respond, but to understand.
- Reassess growth pathways. Not everyone wants to climb the ladder. Some seek purpose, flexibility, or alignment. Create space for all kinds of growth, not just promotions.
- Create “shadow” job descriptions. Go beyond the formal checklist and get clear about what the job really involves—day to day. That’s what keeps people engaged.
Ultimately, retention isn’t just about throwing more perks at your team. It’s about crafting roles and cultures that evolve with people’s lives, values, and aspirations.