As the pandemic continues to blur our vision of the future, more employees are finding that they would rather work from home than return to the office anytime soon. It’s the same sentiment all over the world; according to PwC’s Global Workforce Hopes and Fears Survey 2022, the so-called great resignation is set to continue in the coming years, with one in five employees stating that they plan to change jobs in the next year.
It’s the same situation in the Philippines, with employees resorting to online jobs that give them the freedom to work remotely. According to the State of HR Report 2022 by Sprout Solutions, there has been an upward trend in company resignations despite the pandemic.
While some might think that this is an inevitable result of the pandemic, there are some steps you can take to minimize attrition rates and avoid a “talent exodus.”
The Great Resignation is a Systemic Problem
People have changed their perspective about work-life balance since the pandemic. They now demand more freedom and flexibility because they know that it’s a feasible and, in many cases, more productive option. As a result, employees are expecting their employers to provide the support needed to accommodate the changes in work arrangement and show empathy toward how these changes affect their mental health.
The challenge for employers now is that employees have showed an increased willingness to leave their jobs if employers fail to provide the necessary support or a toxic corporate culture isn’t remedied. Working from home has, in some ways, masked the culture dilemma but presented another one. Despite the accessibility of digital tools that help facilitate remote communications and asynchronous work, digital connectivity can’t replace physical presence and face-to-face interactions.
Companies have kept digital connectivity up but have noticed a widening chasm between teams and employees—one that can’t be addressed through video conferences and chat messages. As companies move forward, it’s vital that they embrace a more hybrid model of working, among other factors. Regardless of what working arrangements re implemented, it’s important to involve employees in a continuous dialogue about workplace guidelines, office politics, and the framework upon which your new work environment will be built.
Keeping employees engaged has been pushed at the forefront, especially since their wellbeing is the main topic of conversation. Encouraging employee feedback and aligning expectations is paramount if you’re to strike a balance between remote work and in-office collaboration.
The 5-step Strategy Against the Great Resignation
If employers are to reduce attrition rates, they must first understand why employees are leaving in the first place. It’s not always about compensation and benefits, however, because there are relational factors that affect employee satisfaction and that may actually drive employee exodus.
Organizations should overhaul their culture to integrate respect and recognition so that employees see how their contributions are being valued. It’s imperative that employers make the effort to understand the needs and demands of their employees because these are what drives attrition—and what can help minimize it.
Aside from the freedom to work from home, there are other factors that affect the great resignation. Below are the steps you can take to help keep your best people from quitting and give them good reasons to stay.
Practice Empathetic Leadership
It’s a sad fact that some employees leave good jobs to get away from bad managers. It’s even sadder that behaviors that are considered non-inclusive are the main reasons that people quit. Employees resign because they feel unfairly treated, undervalued, and disrespected.
Empathetic leadership will make an enormous difference because it’s the type of management that fosters relationships founded on trust. It’s also an effective method to build and strengthen relationships despite difficult times.
Essentially, leaders should lead by example and start with self-reflection to discover behaviors and actions that subvert change and hinder the promotion of inclusivity. Effective leadership should be able to encourage and bring about curiosity, courage, commitment, collaboration, and cultural sensitivity from employees.
Maintain Engagement Throughout the Employee Lifecycle
As more employees work remotely, the challenge of finding channels for listening to and understanding employee concerns and their level of satisfaction become more prominent. Keep employees engaged by being responsive to feedback and taking it a step further by acting upon that feedback. This course of action shows employees that their feedback is valued and empowers them to be agents of change.
Communication is also key in maintaining engagement. Employers should make the goals of change initiatives and other company programs clear to employees and explain how these goals impact them individually. Give them a sense of ownership so they’re empowered to take on projects and resolve problems without worrying about career barriers.
Keeping communication lines open has the compound effect of showing your employees that they’re trusted and helping the organization gather more ideas. More ideas means a higher chance of better outcomes, and better outcomes encourage continuous feedback and participation from employees in the planning and execution of business initiatives.
Focus on Employees’ “Personal” Wellbeing
The pandemic has highlighted the need for employers to address the needs of both the employee and the person, because the needs of both are important in taking care of an individual’s wellbeing. Providing support for each person as a whole at work entails investing in employees’ physical and financial wellbeing, together with the tools and programs that will assist in their career development.
Providing flexibility in work arrangements like allowing employees to work from home or remotely and easing stringent office schedules shows them that you care about their emotional wellbeing. On the financial side, you can show support to employees by employing a pay-for-performance model, allowing them to get some paid time off to take care of personal matters, and providing other incentives that show their contributions are valued.
The focus on employee wellbeing should also be a continuous effort and not a one-off initiative. This entails a commitment to health and wellbeing programs and a continuous dialogue with employees about what works and doesn’t work for them. This dialogue should be between employers and employees, and also between employees themselves. Peer discussions will help determine what programs or initiatives work for the employee population as a whole.
Foster a “Human” Environment
After focusing on the humanity of employees, employers should cultivate an environment of fairness and inclusivity to help with employee retention. Allowing employees to work from home isn’t enough; you should also show them that the organization is prepared to change to accommodate their changing needs. Teach allyship across the organization by observing employees’ varied experiences, listening to candid feedback, taking action, and leading the initiatives that help break barriers so that each employee can rise above challenges and grow together personally and professionally.
Nothing shows employees how they’re valued by an organization more than involving them in the process of decision making, especially during critical times of the employee lifecycle. Employees should have a voice when it comes to their development, performance, and rewards. This helps reinforce the fact that you and your employees share a common purpose, thus further boosting collaboration, connectivity, and a sense of belonging.
Reiterate Purpose
Arguably, the biggest reason why most employees leave their jobs isn’t because they’re seeking online jobs or work-from-home opportunities; it’s because they ‘ve lost all sense of purpose in their current job. Jobs have never been all about the money, and this sentiment has become more prominent today. A person’s job should fit into the bigger picture of life, where it becomes not just a source of income but also of personal satisfaction and fulfillment.
Employers should take this as an opportunity to not only convince employees to stay but also to provide them a greater sense of purpose. Show your employees that you value their actual contributions to the company and not just because they “show up.” This will empower them to achieve set goals and exceed expectations, which empowers them to go for larger goals. Employees who find purpose in what they do are less likely to leave a job that promotes such an atmosphere.
From “Great Resignation” to “Great Attraction”
As businesses continue to battle the great resignation and explore hybrid and remote work, the landscape will continue to evolve. The great resignation is real, and it will get worse before it gets better. However, it’s also a great opportunity for you to step back, learn, and make the necessary changes that shifts focus from the business to the people behind it.
Make the changes that will address employee needs, starting with the relational aspects of work that employees miss the most. Understand why employees are leaving, act based on this knowledge, and it will be the first step toward transforming the Great Resignation into the Great Attraction that will both retain talent and attract the best ones.
Schedule a quick call with us today and let us show you how outsourcing can help your business get the best people from a world-class pool of talent and what it takes to make them stay.