I advise my direct reports and people new to work that you should seriously interview every six months.

As a manager, the one-to-ones we have when my people are interviewing are much more goal oriented and concrete, and give me actionable information to help them get more out of their career.

That typically helps them, our team and our shared mission. Sometimes it leads to departures, but they and I are conscious about why - we can’t always give them the work or the opportunities that they are seeking. Sometimes it’s remuneration; it’s either a useful datapoint which can be matched and used for salary adjustments through our org, or a unicorn offer which we can’t match in cash, but which offers a discussion about growth and maybe their own priorities.

In nearly all cases it’s just a huge win.

People do leave for pure pay concerns, but it’s not that simple for many.

Also: this strategy might not work so well in places where future financial security isn’t so assured, as where I am. Thinking about the USA or some developing countries where I grew up - piling up capital is so critical to survive surprises ranging from illness to state failure, so ymmv.