There is so much brilliant talent across York and Ryedale. I see it every day. Hard-working people. Ambitious people. Loyal people. People who want to build good careers, do meaningful work and contribute to businesses that genuinely value them.
But I also know the challenge many local employers are facing. You recruit someone great, invest time in developing them, help them grow in confidence, and then, sometimes, the pull of the bigger cities starts to appear.
Leeds. Manchester. London. Bigger salaries. Bigger brands. More perceived opportunity.
It can feel frustrating, especially when you know there are fantastic businesses right here in York, Malton, Pickering, Helmsley, Kirkbymoorside and across Ryedale offering real career opportunities.
So how do we keep hold of our best people?
And just as importantly, how do we show candidates that they do not have to leave the area to build a successful career?
We need to change the conversation around local careers
For too long, there has been a perception that if you want to progress, you need to move to a bigger city. I do not believe that has to be true.
York and Ryedale have an incredible mix of businesses, from professional services and finance to manufacturing, logistics, hospitality, agriculture, tech, marketing, education, charities and growing SMEs. There are employers here doing brilliant things, often without shouting loudly enough about it. That is part of the challenge.
The big city employers are often very good at selling the dream. They talk about progression, culture, benefits, flexibility and career development. Local businesses need to do the same, but in a way that feels real and authentic.
Because the offer here is strong. Shorter commutes. A better quality of life. Close-knit teams. More access to senior decision-makers. The chance to make a visible impact. A stronger sense of community. A life outside work. For many people, that is hugely valuable.
But we cannot assume candidates will automatically see it. We have to show them.
Recruitment is not just about filling a vacancy
One of the biggest mistakes I see businesses make is treating recruitment as a short-term fix. Someone leaves, a vacancy appears, and the focus becomes: “How quickly can we replace them?” I understand why. When you are busy, under pressure and trying to keep a business moving, you need people in place.
But good recruitment should never just be about filling a seat. It should be about finding the right person for the business, the role, the team and the future.
That means being clear on what you can offer beyond the salary. It means understanding what matters to candidates. It means thinking about whether the role is genuinely attractive in today’s market.
Candidates are asking different questions now.
They want to know:
- Is there flexibility?
- Will I be supported?
- Can I progress?
- What is the culture really like?
- Will I be valued?
- Is this a business I can see myself staying with?
If employers cannot answer those questions clearly, they risk losing good people before the process has even really started.
Salary matters, but it is not the only thing that keeps people
Let’s be honest. Pay is important. With the rising cost of living, candidates and employees need to feel that they are being paid fairly. Local employers cannot ignore salary benchmarking, especially when candidates can see city salaries online very easily.
But salary is not the whole story. People leave roles for lots of reasons. They leave because they feel stuck. They leave because they do not feel listened to. They leave because they cannot see a future. They leave because their manager does not support them. They leave because another employer made them feel more wanted.
That last point matters.
Retention starts long before someone hands in their notice. It starts with how you onboard them. How you communicate with them. How often you check in. How you recognise their work. How you handle difficult conversations. How you help them see what their future could look like.
Sometimes, businesses are so focused on attracting new talent that they forget to nurture the people already in the building. And those people are often your biggest asset.
Give people a reason to stay
If we want to stop the best talent leaving York and Ryedale, we need to give them a reason to stay.
That does not always mean creating layers of promotions or matching big city salaries pound for pound. For many local businesses, that simply is not realistic. But it does mean being intentional.
Can you offer training or qualifications?
Can you give someone ownership of a project?
Can you create a clearer development plan?
Can you introduce more flexibility?
Can you improve communication from managers?
Can you recognise people more consistently?
Can you involve employees in decisions that affect their roles?
These things make a difference.
People want to feel like they are growing. They want to know their employer sees their potential. They want to feel trusted and respected. A good employee who feels valued, challenged and supported is far less likely to be tempted away.
Flexibility is a huge advantage for local employers
Flexible working is one of the biggest opportunities for businesses across York and Ryedale.
I know not every role can be done remotely. Many roles need people on site, with customers, in offices, warehouses, factories, farms, schools, hotels or care settings.
But flexibility does not always mean working from home five days a week. It might mean flexible start and finish times. Hybrid working where possible. Part-time options. Compressed hours. More understanding around family commitments. A sensible approach to appointments, school runs or caring responsibilities.
For candidates living in more rural areas, flexibility can be the difference between a role being possible or impossible. Employers who take a practical, human approach to flexibility will open themselves up to a much wider talent pool.
And in a competitive recruitment market, that matters.
Local employers need to shout louder
One thing I feel strongly about is that we do not talk enough about the brilliant opportunities that exist locally.
There are young people growing up in this area who assume they will have to leave to build a career. There are experienced professionals commuting further than they need to because they do not realise what is available closer to home. There are candidates who would love to work for a values-led local business, but they simply do not know who is hiring.
That is why employer branding is so important. Show your team. Share your values. Talk about career journeys. Celebrate promotions. Highlight your culture. Show behind the scenes. Talk about why people enjoy working for you.
This does not have to be polished corporate content. In fact, it is often better when it is not. People connect with real stories.
A post about someone progressing from administrator to office manager. A short video from a team member explaining why they enjoy their role. A blog about your approach to training. A photo from a charity day or team event.
These small things build trust. They help candidates picture themselves working for you.
Management and leadership make or break retention
People rarely stay just because of a job title. They stay because they feel they belong. They feel supported. They feel that their manager has their back. They feel that their contribution matters.
Leadership is a huge part of retention. Managers do not need to have all the answers, but they do need to communicate. They need to hold regular conversations. They need to listen properly. They need to give feedback, not just when something has gone wrong. They need to notice when someone is becoming disengaged.
One of the simplest things employers can do is ask people what they need before they start looking elsewhere. Not once a year in an appraisal that feels like a tick-box exercise, but regularly and honestly.
Ask:
- What are you enjoying?
What is frustrating you?
What would you like to learn?
Where do you see yourself developing?
Is there anything that would make your role better?
Those conversations can prevent resignations. They can also show people that you care.
We all have a part to play in keeping talent local
Keeping talent in York and Ryedale is not just down to individual employers. It is something we all have a role in. Businesses, schools, colleges, recruiters, local authorities and community organisations all need to work together to show people what is possible here.
We need to connect young people with local employers earlier. We need to promote apprenticeships and entry-level routes. We need to support returners to work. We need to help people develop new skills. We need to make sure local businesses can access the talent they need to grow.
Because when talented people stay in the area, everyone benefits. Businesses become stronger. Communities become stronger. The local economy becomes stronger. And people get to build careers without feeling they have to leave the place they call home.
The big cities will always have their appeal. We cannot pretend otherwise. But York and Ryedale have something very special to offer.
We have ambitious businesses, strong communities, beautiful places to live, and employers who can give people the chance to make a real difference.
The challenge now is to be more confident in that offer.
Recruit well. Look after your people. Invest in development. Be flexible where you can. Communicate better. Share your story. Show people that a brilliant career does not have to mean leaving the area.
Because the best talent is already here. Now we need to give them every reason to stay. Get in touch with our team for more information on how we can support your business:
01723 313505 | 01904 862642 | 01482 762199
enquiries@kdrecruitment.co.uk | Click here