– A spotlight on the people who stay and do the work and a quick look back on the factors of the Great Resignation.

This new normal has brought several new schools of thought, ideas, protocols, and so many more.  For leaders and organizations, the rise of the ear of the Great Resignation has made a huge impact. As the ways of working have now shifted to a hybrid workspace (digital and in-person), organizations have sought more effective ways to deliver training, engage employees, and promote productivity.  

The question is why are employees exploring opportunities outside of their current employers? In this uncertain time, shouldn’t one stay in their current role that is secure? Or is this the right time to move and experiment? 

In this blog, join us as we discover the factors that are making employees leave as well as how the people who are staying should be recognized.  

In 2021, a record of 2.2 million Americans have quit their jobs. How did this happen? Fear and uncertainty.  Employees have reflected on the relationship they have with their current employers, chances for growth, and pay. Different aspects of their work just did not fit with the times anymore – rising prices of basic commodities, challenges in transportation, and the increased internet connection plans. All these combined have added to employees’ fear that where they are may not be sustainable anymore. That because of these factors their employers would soon create a re-organization that would eliminate roles. And so, people have decided to take matters into their own hands and have started updating their resumes and then applied for other opportunities, with the hopes of a greener pasture on the other side.

Meanwhile, leaders and the HR team are brimming with frustrations for not having enough people to complete tasks and achieve their targets. According to an article from the Harvard Business Review: “not having the right people in the right quantities in the right seats to get the work done creates a hamster-wheel effect — you keep running, faster and faster, exhausted with forces outside your control.”. So let’s see what factors we can control and influence an outcome.

1. Look on the bright side.

Say for example that you have employed the people that you need, in the right quantities with the right qualities, even during the era of the Great Resignation. Celebrate the fact that you have completed hiring, but don’t stop there. Harness this energy and make it stronger by being curious and reaching out to employees.  Ask them what they envision with their role, team, and organization. What actually excites them every day at work?  Giving value to the views of your team and listening to their ideas is a great way to build collaboration, loyalty, and drive your business goals. 

2. Notice your influence and impact on your employees

As a leader, always expect that all eyes are on you. Whether the organization is moving up or down, be mindful of how you react and convey your messages to your team members. Always bear in mind that your employees feel the energy that you give off. In times when you need to relay messages around pain points, make sure that you are not adding to their concerns and fear. When you know the impact that you have on your employees, you will be able to manage your messaging and presence better. 

3. Create a culture where it is okay to leave

Workplace culture is vital for all employees. It is also important to have a nourishing workplace atmosphere, not just to retain employees, but also when they decide to eventually leave. Be grateful that you had the chance to work together and hopefully the employees were able to learn something as well. This will promote a more harmonious relationship within the organization. When you appreciate the things that the soon-to-be ex-employee has contributed to your team, you reflect the attitude of being grateful. Ending one’s career phase with your organization on a good note. 

4. Always give your employees the attention and respect that they deserve

Your employees should be one of your stakeholders. Treat them as your customer and make sure that you give thoughtful attention to make them stay. To achieve this, follow the R. R. E.:

  • Reward – Rewards and recognition motivate team members and let them know that all of their contributions are valued. This may not be in the form of a monetary reward, but meaningful recognition that other team members may also be inspired by.
  • Re-recruit – And this can still happen even with those who feel that they are in a lull in their career. This time, ask about their career aspirations. Strike that conversation to get to know them. Encourage them to make a positive impact on the team.
  • Engage – When the employees who stay are stressed because they are overloaded, have a conversation with them and learn more about their wins and struggles. Employees also feel valued when you ask for their help. You will be surprised at how passionate they can be. 

Be daring and challenge the things that are already there. Bid goodbye and wish all the best to those who will leave. Work on your culture to retain your employees. And when they stay, acknowledge their contributions and make them feel valued.