There are many stories about The Great Resignation, but very few about its causes and what can be done to prevent it. Brandon Hall Group recently asked businesses if their employees feel their work stress is manageable and only 3% of organizations strongly agreed.
Employers can’t address all concerns employees have, but they can analyze where the biggest problems are, address them, then design communication campaigns to inform the workforce. Even when you act, engage employees to be part of the solution and get their feedback so you can adjust as needed.
The Great Resignation — a mass exodus of workers leaving their organizations (and often going somewhere else) is often framed as people leaving for better pay. While compensation certainly plays a part, the most common reasons people leave are unmanageable stress, and also because managers were not prepared to work with them in this new workplace environment.
High-performing teams are critical to business success in the era of hybrid work. Unfortunately, they are exceedingly rare. Only 11% of organizations have teams whose members understand their roles and trust each other to operate within team norms and objectives, according to Brandon Hall Group research.
This generation of employees needs a reason not to look for greener pastures. They are used to continuous change and evolution. Seeking new experiences comes naturally. Therefore, organizations must provide reasons why the grass is not greener elsewhere. One way to do that is to show employees they can have a bright future right where they are. Here are six high-level strategies to do that.
Over the last two years, organizations sorted out their response to the pandemic environment and built their strategies around a workforce where a large portion work remotely. This is having an impact on L&D teams where the bulk of learning occurred in person for years. Companies had to figure out how to simultaneously meet the learning needs of on-site and remote workers, while addressing the business’ changing needs.
Change is not a single thing. Every change an organization makes, from improving employees’ work experience to reimagining recruitment, career development and performance management and everything in between, is different and requires nuanced leadership and management. As organizations determine their future-of-work priorities, the scope of change that leaders will have to manage can be overwhelming.
The evolution of work requires a more personalized, continuous approach to performance that focuses on developing employees for future roles and meeting the evolving needs of the organization. But in most companies, manager-employee check-in meetings focus on current performance rather than development.
Leadership development is a continuous journey. Organizations can offer leaders formal training but that only serves as a foundation. Leaders also need time for self-reflection and self-development, which most feel they lack. They also may require assistance on how to reflect upon their values, skills, relationships and development needs.
Remember, the focus should always be on the candidate’s experience in the hiring process, not merely the result of that process.
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