People are quick to say, “Things are getting back to normal,” now that the pandemic is showing signs of fading. I am quick to reply, particularly when speaking about the workplace, “We will never go back to what was, and who would want it to?”
Here are some major challenges leaders have dealt with over the past two years.
The Great Resignation does not necessarily mean employees are leaving the workforce forever. More likely they will switch employers, bosses, careers, or professions, possibly with some time in-between.
According to a Gallop poll, 55% of American workers plan to seek a new job in the coming year. That is a staggering number. Keep in mind certain groups are far more represented in the count than others. Healthcare and other essential workers are the largest group. They’ve had it. Burn out is rampant because of the physical and emotional stress and the horror witnessed. Gen Zs are also in the “I am going to leave” list, as are other younger workers, lower waged people, and minorities (especially African Americans and Latinx, many of whom also fell into the essential work group).
The talent shortage is the worst it has been in ten years and there is no indication it will get better anytime soon. Understanding the backstory is important if we are to make the right decisions and moves.
What are some of the reasons people left their jobs or the workforce?
- Unrelenting volume of work — a dozen Zoom calls in a day, and late-night hours to catch up with the demands. Productivity is higher than ever, and people are paying the price.
- Continuing need for the flexibility pandemic-style working offered.
- Family demands of children, ill partners, and older parents with limited back-up and few public or private services to help.
- The boss — their personality and manner, management style, requirements, lack of understanding and empathy, and unwillingness to advocate or help advance.
- Commuting has gotten just too much.
- Wanting or needing to stay working remotely and the job is requiring in-person.
- Awareness they have chosen the wrong career and decide to follow their dreams.
- Money. Employees can easily access salary surveys and know whether they are being properly compensated. If not, they move on. Others have turned to entrepreneurship, sometimes converting their side hustle into a full-time job. For older workers, particularly, the realization that saving all these years has put them in a position where working is a choice not a requirement.
- “There is more to life than work” has made some re-think their priorities and where they spend their time and energy. It’s not just money. This is what’s still driving the Great Resignation.
The Forbes Human Resources Council (a group of Forbes selected Human Capital executives who share their thoughts and observations about the workforce and workplace) suggest the following.
Leaders and their organizations can attract and retain quality employees by …
- Building an environment where people want to work.
- Understanding the needs and wants of the team, rather than those of the manager.
- Ridding the workplace of bad bosses. Today’s workforce will not tolerate inappropriate behavior in leaders. Hierarchy is no longer an excuse or safety net. Bad bosses are the number one reason people leave their company or their department.
- Demonstrating appreciation and respect in everyday occurrences.Make it specific and meaningful. “Good job” doesn’t meet the want or the need.
- Not just talking money; helping employees become aware of their total compensation package. Benefits, such as health insurance and PTO (Personal Time Off) are important to many workers, sometimes more than money.
- Being aware 20% is the pay increase people expect if they move jobs.
- Acknowledging titles, roles, and responsibilities count. Revisit frequently. Compare to competitors.
- Showing empathy. Surveys tell us this is lacking in most organizations (though it increased during the pandemic). An employee experiencing a life struggle is two times more likely to leave.
- Talking about career not just the job. What this will do for them, not what they can do for you.
- Detailing their potential growth. Paint a picture.
- Stressing what they will learn. Show how this is priceless.
- Incentivizing based on individual performance, ideas, and leadership not just company profits or department successes.
- Knowing what is happening in the marketplace. Read the surveys your employees see, know what your competitors are offering, take the details interviewees offer (even those you don’t hire).
- Using valid comparisons. The organization’s location, sector, local cost of living and the specifics of the job all contribute to what you offer.
- Incorporating work/life balance into the equation.
- Attending to who is thriving. Spend more time and effort with the people who are star performers rather than wasting it on the weak links.
- Being specific about expectations. Employees want clear goals, measurements, and need feedback on a regular basis not just at an annual review. Weekly is considered ideal.
- Appreciating line managers have the highest levels of burnout.Their jobs often have considerable responsibility and little authority. They are the buffer between top management and the staff with little support from either.
These lists are meant to be guidelines. I know they are extensive (could be even longer). Many leaders and managers are doing excellent jobs. The pandemic has challenged their skills and fortitude more than ever. Hopefully the above is seen as suggestions and red flags. None of us can do it all, nor should we be acting alone. Let’s be here for one another.
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