Overcoming the “great resignation”

Leaders who believe that the worst of the Great Resignation is over – settle in for a bumpy ride. The latest trend reports show that even more people are keen to quit their jobs this coming year. From senior executives to mid-career management – everyone’s looking for greener pastures. 

During the pandemic, a quiet workforce revolution was afoot – what the world today known as the Great Resignation. But from an employee perspective, it was more of a Great Re-Examining. 

The horrors of a global health crisis prompted many to reconsider their values and needs. Do I like my workplace culture? Is my work meaningful? Does it align with who I want to be? Are people treated fairly at my workplace? The number of people seeking purpose in their careers grew exponentially last year. If the current employer couldn’t support these goals, people moved on. Add acute talent shortages to the mix, and the narrative feeds into general fears of a vicious unending hiring cycle.

Discussions on the Great Resignation tend to focus on the “why.” But the world has debated this at length and ad nauseam. Perhaps it’s time to flip the script and consider the “what” instead.

By focusing on the “what,” the onus shifts from the employees to the employers. What can workplaces do to ensure employee retention? What are employers missing that would prompt resignations en-mass across the globe? What are the common underlying causes, and how can workplaces become co-collaborators with employees to address these issues?

The answers are multi-faceted and complex, involving a massive rethink of how we view leaders and employees. Most importantly, it means recognising how employee priorities have undergone a significant rehaul. For organisations to succeed in the future, they must address this new workplace dynamic.

Highlighted below are five ways companies can stay ahead of the Great Resignation and come out stronger:

A rethink on leadership development

The business world has always valued a certain kind of leader – bold, decisive, and somewhat aggressive. While these traits remain valuable, the pandemic forced organisations to rethink the type of capabilities leaders must possess. Whether global pandemic or not, businesses today need agile, empathetic leaders who can plan for multiple scenarios. In addition, leaders must understand digital disruption and how to leverage it. Companies providing opportunities to upskill leaders are better positioned for employee retention.

A commitment to diversity

Future-ready workplaces must address barriers to inclusivity and equity. Many companies still fail to recognise inherent biases in their recruitment, promotion, and leadership development processes. A diverse workplace is a reflection of workplace culture. Companies that walk the talk are likely to appear more favourable than others to potential and existing employees.

Flexibility

The pandemic demonstrated that presence in the office doesn’t necessarily amount to productivity. Many jobs can function seamlessly from remote locations. As a result, companies that establish a blanket return to work may face backlash. Reports show that 35% of employees will find a new job if forced to return to the office – especially those with long commutes and family obligations. The key is to remain flexible wherever circumstances allow it. If employees don’t get the flexibility they need, they will find it elsewhere. 

Align personal and professional goals

Employers can retain talent by assigning meaning to work. Work together with employees as collaborators of their personal growth. Provide opportunities where employees can define, develop, and pursue personal purpose through work. 

Mental health and well-being

After the unspeakable loss and trauma from COVID-19, prioritising mental health and well-being is crucial to retaining employees. It’s simple – people will stick around wherever they feel a sense of belonging. 

Above all, a little appreciation goes a long way. Employees leave when their efforts aren’t seen, heard, or acknowledged at their workplaces. Genuine appreciation and empathy is the easiest, short-term solution to curb the Great Resignation.