After several years of deep recession marked by widespread redundancies, benefit reductions, and pay cuts, many might assume workers would be singing "I can't get no satisfaction" and actively on the hunt for new jobs.



However, the survey indicates that most workers are satisfied or very satisfied with their current employment (62%), and fewer than one in five has an updated profile or CV/resume on a job board or networking site such as LinkedIn or Monster. This is even true among highly skilled professionals.

But despite this, there is a large majority of passive job seekers lurking. Seventy-two percent of the workers surveyed say they would consider a new job or career opportunity if approached, even if they're not actively looking - and at 74%, the number is even higher among skilled professionals

The survey further reveals that the desire for higher salary (46%), career and/or advancement opportunities (27%) or general change (27%) are the top three reasons cited as to why they are actively and passively job hunting. Active job seekers cite career and/or advancement opportunities as the number one reason for looking (42%).

Jeff Kristick, Senior Vice President of Marketing at Plateau, comments, "The large percentage of passive job seekers represented by this survey shows that employers need to get a clear view of their workforce as the economy improves, and they must be proactive in raising the level of employee engagement. While many might be satisfied just to have a job when their neighbours do not, we could see a tipping point emerge where passive seekers become active very quickly."

Kristick continues, "It was also interesting to see how consistent the responses were when compared with the results of our survey in the US. This is clearly a global issue."

In this environment, HR leaders have the opportunity make a significant impact on workers' perceptions, if not the reality of their circumstances. One way they can do this is by giving a high priority to putting in place career-and-development programmes - for example, ensuring that employees have a career plan in place that gives them a clear picture of their future with the firm.

HR can also play a role in providing greater transparency around what it takes to meet advancement opportunities - for example, by establishing position-based competencies. Additionally, linking pay to performance can help ensure that top-performing and high-potential employees are fairly compensated and thus less likely to jump when a competing firm comes calling.