Viewpoint on the QWL of IT professionals

Study : Quality of life at work in IT - How to retain highly mobile talent despite a high level of satisfaction?

In a particularly tight IT job market, Coexya has conducted a study to understand the real expectations of professionals in the sector in terms of Quality of Life at Work. In this article,  Carine GROZ, Marketing and Communications Manager at Coexya, looks back at the key findings and identifies some key levers for retaining talent in the sector.

Quality of working life (QWL) is a key concern for many companies, particularly in the IT sector. Yet few studies offer a detailed view of how professionals in this sector perceive their day-to-day lives at work. That’s why we conducted a survey of more than 1,200 IT professionals to gain a better understanding of their expectations, their levels of satisfaction, and the levers that can be used to improve their well-being. The results reveal a striking paradox: a high level of general satisfaction, but surprisingly low loyalty.

 

High levels of satisfaction, but loyalty in question

First surprise: 92% of IT professionals say they are satisfied with their quality of life at work. This rate is higher than the average for other sectors in France. At first glance, the sector seems to be meeting the expectations of its talented workforce. However, 36% of respondents are considering changing jobs in the next two years.

This finding highlights the fact that satisfaction, while important, is not enough to guarantee loyalty. High staff turnover in IT does not necessarily reflect a malaise, but rather complex dynamics. Career opportunities, remuneration and the search for meaning play a major role in the decision to stay or leave.

 

Young talent: a sense of work, the No. 1 criterion for a new job

The under-30s, who often represent the future of companies, are particularly revealing. Our results show that 94% of them are satisfied with their quality of life at work, a figure even higher than the average. However, they are also the most likely to leave their jobs: 47% of them are considering changing jobs within two years.

This paradox illustrates the new expectations of this generation: beyond job satisfaction, they are looking for meaning in their work. Their work is no longer just a source of income; it must correspond to their personal values and offer them opportunities for development. Flexibility, autonomy and the ability to work on high-impact assignments have become essential criteria.

Digital Services Companies: unexpected satisfaction in a demanding environment

Another surprising finding is that employees of Digital Service Companies (DSCs) are just as satisfied with their quality of life at work as their counterparts working in other types of organisation. This contrasts with the often perceived image of ESNs as unstable environments, seen as more demanding.

Despite the youth of their workforce and the intense pace of projects, DSCs manage to offer a satisfactory working environment. However, volatility remains high, probably due to the perceived instability of assignments and the perpetual quest for new projects in line with the aspirations of young talent.

 

Reinventing the working model

The findings of this study highlight the need to change the IT working model. Flexibility, autonomy and work-life balance are now fundamental expectations. To remain competitive and attract the best talent, companies need to adapt their internal policies.

To meet these challenges, a number of actions need to be taken:

  • Aligning missions with employees’ personal values and expectations: Offering meaningful projects that allow employees to invest themselves fully is becoming a priority for retaining talent.
  • Encourage a more human management culture: Relationships with management are a crucial lever for strengthening commitment and reducing the number of people intending to leave.
  • Encourage ongoing training and access to cutting-edge technologies: IT talent is looking for opportunities to develop rapidly. By offering them ongoing training and innovative projects using emerging technologies, companies can reduce the risk of them leaving for other horizons.
  • Rethink benefits and company life: Although remuneration is a central criterion, the non-financial benefits offered by the company play a key role in retaining talent. Offering teleworking options, wellbeing programmes (physical and mental), or extra-professional activities, all contribute to a better work-life balance.

The study reveals that, despite a high quality of life at work, the IT sector needs to adapt its model to retain its talent. Flexibility, career development and the meaning of work have become crucial elements. It is now time for companies to adjust their practices and respond to the new aspirations of their employees. It’s no longer just a question of satisfaction, but of re-engagement in a world of work in the throes of transformation.

 

 

Dowload the results of the study