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* More than third of UK employees want to leave their company immediately because their boss lacks vital leadership qualities in their workplace

* Call to action for bosses and managers to review their leadership style and learn new skills or face losing talent in their organisation.

More than a third of UK workers (36%) are planning to leave their company imminently because their boss does not inspire them, fails to listen to them or create a clear career structure, according to the latest research by Jobrapido - the world’s leading job search engine. Within twelve months, two thirds of employees plan to leave due to their boss’s poor leadership style.

Given the current challenges that UK businesses face to attract and retain talent, the latest statistics shine an even harsher light for business owners. According to statistics from Eurostat, there is a 2.7 vacancy rate in the UK, on the highest level compared to last decade*.
Jobrapido’s research was conducted amongst 1444 employees across more than twenty different industry sectors including sales, marketing, engineering, transportation, construction and technology. The research took place between June-July 2019.

When respondents of the research were asked which characteristic of their boss in order for them to remain in the company, nearly half (47%) believe a boss should have is to inspire their staff and make them want to stay. A further 39% believe that the ability to listen is the most important quality for a manager. 10% believe that bosses should provide a clear career structure for all their staff and not just a select few.

Rob Brouwer, CEO of Jobrapido comments:
“In UK, the demand is becoming vigorously strong and far outstripping the supply for talent. There is clearly a need for bosses, line manages and HR departments to pay even more attention to the need not only to attract the best talents on the market but, once on board, to look at all the way to engage and retain them.

“The issue can arise because staff and senior management, whilst technically brilliant at the job and or excellent at running a business, have never received training of how to lead, manage and nurture the careers of other members of their team.

“If Britain’s bosses are keen to retain their staff, then they should look at way to inspire them and perhaps, getting direct and constructive feedback via 360-degree reviews from all their staff; also, wherever possible, look at how they can address any concerns and give adequate responses.

“At the same time, no boss or line manager should think they are above learning new skills if it can help to bolster the company spirit and retaining talent. Embarking on the right leadership training or a series of courses will be an important step to inspire staff so they feel inclined to stay for many more years within the company, considering how crucial the talent is for a company business and its success on the short and the long term.”

*Source Eurostat:

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Sam Pepper/Charlotte Priest/Michelle Redmond 07958 329 175

About Jobrapido
Jobrapido is the world’s leading job search engine. As industry frontrunners Jobrapido is shaping a new standard in online job searching; to revolutionize the way people get jobs. Jobrapido analyses and aggregates job listings from all over the web, so that candidates can find all relevant jobs in one place. Using pioneering technology and innovative products, Jobrapido connects the dots between great employers and stellar candidates.
Established in 2006, Jobrapido lists over 20 million jobs every month, records 55 million visits per month and has more than 85 million registered users. In the UK, Jobrapido registers 4 million visits per month, has around 7 million registered users and has 2 million available jobs in its search engine.
From its headquarters in Milan, Jobrapido conducts business in 58 countries, and helps job seekers to apply for a role in line with their expectations, and those who offer jobs find the right candidate for the role. From April 2014, Jobrapido is part of the Symphony Technology Group (STG).

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