The ‘Great Resignation’ is a rather unique phenomenon; one that would likely never have happened if not for the Covid-19 pandemic. However, this movement has made employees around the world realize that they have all the cards in this increasingly tight and shrinking workforce market. There are a number of reasons why people are leaving their jobs en masse right now. However, the main reasons can be summed up as:
- Backlog of employees who wanted to resign before the pandemic but held on a bit longer
- Burnout, especially among frontline workers
- ‘Pandemic epiphanies’ in which people experienced major shifts in identity and purpose that led them to pursue new careers or start their own businesses
- An aversion to returning to offices after a year or more of working remotely
Even employees who are still staying at their companies for now are feeling empowered to ask for greater compensation and benefits, as well as better working conditions, such as remote work and flexible schedules.
Organizations will have to reach a compromise if they wish to retain their top talent during these disruptive times. Keeping their employees satisfied and engaged will be key to ensuring that they won’t be the next ones to hand in their resignations.
Understand How Employees’ Needs, Priorities, and Expectations Changed
As the pandemic winds-down, some businesses are requesting, in some cases demanding, that employees return to the workplace. However, employers must understand that employees’ lives have changed substantially since the onset of Covid-19. They have spent the last two years homeschooling their kids, started a new side business, taken on large home projects, and have a new daily routine in general. These changes bring with them new needs, priorities, and expectations. It is of utmost importance that managers speak with each and every employee to understand what these new routines are and do whatever they can to accommodate them
Address Burnout
Burnout has become a very real and pervasive problem over the course of the pandemic. In order to prevent said burnout, organizations need to create a supportive environment. Company culture needs to be reviewed and turned into one that makes employees feel valued. Consider positive notes of recognition and encouragement that come directly from senior leaders and direct managers. The onus is on leaders in HR or otherwise to Regularly ask employees how they’re doing and about their workload, so that adjustments can be made to offer additional support as needed. It would also do well for managers to encourage employees to take better care of themselves, especially regarding the use of PTO and other benefits.
Boosting Workplace Wellbeing
While providing opportunities for employees to get active, like offering virtual or in-person fitness classes, is great, understand that employee wellbeing encompasses much more than physical health. Mental wellbeing also plays a huge part, along with feeling financially secure, and having a sense of purpose. Leaders should communicate regularly with their employees, not necessarily about work, but more about building resiliency, boundary setting, and financial planning.
Enhance the Employee Experience
As mentioned previously, compensation and benefits are not the only things that will help an organization retain their talent. A positive employee experience is absolutely vital as well. Essential elements of the employee experience include quality of employee-supervisor relationships, quality of peer relationships, opportunities for growth and development, a sense of purpose in one’s work, perks, flexible work arrangements and amenities within the physical workplace. It is also a good idea to take a look at what competitors are offering. It is easy to learn from them to determine the areas where your own organization is deficient.
Reward Those That Choose to Stay
The Great Resignation is affecting remaining employees as much as it is any business. Resignations are usually a massive blow to morale, doubly so if multiple employees leave at once. This makes keeping the remaining employees even more difficult. Those that stay have lost friends, and are likely being made to take on some of their tasks to compensate for their loss. These employees may end up feeling lost or stretched thin. Focus available resources on these employees to encourage them to stay. Try to focus on teambuilding activities to get employers to regularly interact with others that they don’t normally mingle with. It’s also important to reward your remaining employees with opportunities for growth. When one employee quits, that’s an opportunity for others. Whether it’s an interesting project, promotion or any other type of growth, employees will be grateful.
