Determining criteria in the choice of a company by professionals  

Recently, a client company shared with us its concern about an increase in turnover of some of its key positions. Based on an open conversation about the possible causes, we decided to take an in-depth look at what factors play a determining role in a candidate’s decision to consider a new career opportunity. 

Based on various global market studies and our experience in selection processes, we have identified six key factors that directly impact the attractiveness of a company: 

1. Purpose, culture and organizational values 

More and more professionals are looking to work in companies with an organizational culture aligned with their personal values. Factors such as sustainability, social impact, work flexibility, and diversity and inclusion (D&I) influence the perception of the company. According to LinkedIn’s “Global Talent Trends” study, 76% of candidates consider culture as a key factor when evaluating a job offer. 

2. Type of product or service 

A company’s attractiveness is also determined by the impact and innovation of its products or services. Companies with innovative solutions, cutting-edge technology or close to the consumer usually attract professionals motivated by the challenge and the possibility of contributing to cutting-edge projects. 

3. Salary Package and Benefits 

The level of compensation remains a deciding factor, especially at management levels and highly specialized roles. It’s not just about base salary, but also fringe benefits, such as bonus plans, stock options, health insurance, wellness programs, and telecommuting policies. Studies like Mercer’s indicate that a competitive salary offer can reduce turnover by up to 30%. 

4. Location and working model 

The rise of remote work has changed the importance of the physical location of companies. While in industries where face-to-face work is key (manufacturing, retail, healthcare), location continues to be a determining factor, in sectors such as technology or consulting, work flexibility is a key differentiator. A McKinsey study reveals that 87% of professionals prefer hybrid or remote models. 

5. Professional Development and Growth 

Opportunities for learning, training, and internal growth are aspects that directly impact talent retention. Companies that invest in training and career plans are perceived as more attractive. According to Gallup, employees who see a clear path to growth within their organization are twice as likely to stay with it long-term. 

6. Stability and long-term vision 

Professionals are looking for security and clear strategic direction in the companies where they work. Factors such as financial stability, strong leadership, and organizational growth prospects can tip the scales when making a job change decision. 

Logically, the weight of each of these factors varies according to the talent segment: 

 Senior management and senior profiles: They prioritize economic compensation, strategic impact, flexibility and corporate purpose. 

 Technical and specialized profiles: They focus on innovation, access to advanced technology and participation in challenging projects. 

 Young professionals: They value organizational culture, training, opportunities for growth and work-life balance. 

And what is the conclusion or recommendation for companies? 

Companies that want to stand out in the current adverse context for attraction and loyalty must develop a value proposition that integrates these six factors in a balanced way and adapted to their industry and type of target talent. 

However, not all companies can excel in each of these factors, so it is essential to carry out an internal and honest self-analysis, as a first step. 

Companies must identify where they are strongest and where they can improve. Based on this diagnosis, they must define a clear and realistic value proposition that allows them to differentiate themselves in the labour market. 

It is not a matter of meeting all the factors, but of strategically choosing those in which the company can stand out and that are most relevant to its target talent segment. 

For example, if a company is headquartered in an unattractive location, it’s a point you probably can’t change (at least in the short term). However, you can review your telecommuting policies, offer hybrid models, or define a more aggressive compensation policy to compensate for that drawback. In the same way, a company that cannot compete on salaries can bet on other differentiating 

benefits such as accelerated professional development, strong company culture or a greater level of autonomy in decision-making. 

It is therefore a matter of identifying the areas in which the company has room for manoeuvre and taking advantage of them strategically to counteract the factors that play against it. 

Companies that do not act in this direction will face increasingly prolonged selection processes, and a gradual increase in turnover, with the consequent impact on costs and operational efficiency.