64% of Belgians want a new job: what to do about talent retention?

A new trend is emerging in the job market: two out of three Belgian workers (64%) plan to change employers in the coming year. This striking figure, from the latest Talent Pulse survey by Acerta and Stepstone, is near record levels. It signals a profound transformation in career aspirations that human capital leaders must understand in order to take action.

A paradoxical job market: a desire to leave, tempered by caution

While the intention to leave is widespread, it's now tempered by a new sense of realism. Economic uncertainty has noticeably dampened market euphoria. Last year, a third of workers (32%) thought they could find a new job within a few weeks; now, only a quarter (28%) share that optimism.

This paradox creates a new dynamic. Mobility is becoming more deliberate, opening a crucial window of opportunity for companies that can re-engage their hesitant employees before they make the leap. The war for talent is now as much about proactive retention as it is about attraction.

The quest for meaning: professional and personal reinvention

The study's most striking finding is the very nature of this desire to move on. For three-quarters of potential departures, it's not just a matter of a career adjustment. They aspire to a radical change, aiming for both a new sector and a new role. This desire for total reinvention signals a deep disconnect that can't be fixed with a simple raise or a new title. It's proof that the conversation must focus on the meaning of work, the company's mission, and alignment with its corporate culture.

Breaking points: red flags for the employee experience

The survey identifies with remarkable clarity the triggers that lead an employee to consider leaving. These "breaking points" act as alarm bells for any company's management:

1. Misalignment of values: the most common factor is when an employee's personal goals no longer align with the company's mission.
2. Work-life imbalance: when this becomes too pronounced, it can become a point of no return.
3. A feeling of stagnation: the impression of having hit a glass ceiling and being unable to grow is a powerful driver for change.

These three elements demand an ongoing audit of the employee experience. They challenge us to question the authenticity of our stated values, the reality of our flexibility policies, and the existence of clear, stimulating career paths.

Unexpected loyalty: a strategic opportunity

In this landscape of high mobility, one piece of data is surprising and offers a promising outlook. Nearly three out of ten young people under 30 (28%) say they want to stay with their current employer for their entire career. Far from the cliché of a "job-hopping" youth, this aspiration for stability is a hand extended that forward-thinking employers can seize.

This opportunity is made even more tangible by the fact that 6 out of 10 employees say they are prepared to change jobs internally to avoid leaving their company. Loyalty isn't dead; it just needs to be cultivated. By making internal mobility a strategic pillar of talent management, companies can transform this thirst for novelty into an engine for internal growth. The best way not to lose talent is often to offer them their next opportunity.

In conclusion, the Talent Pulse 2025 survey isn't a picture of inevitability, but a call to action. The "Great Ambition" of Belgian workers is an invitation to rethink the corporate social contract. The organizations that will thrive are not those that simply ride this wave, but those that transform it into a shared dynamic of development by aligning values, reinventing careers, and making job sustainability their greatest asset.

Source

• Acerta & Stepstone, Talent Pulse 2025