September 26, 2022
Why Are People in U.S. and U.K. Quitting Their Jobs

An enumeration of recent 5,000 employees across both the U.S. and U.K. provides valuable insight into the retention challenges that plague employers.

In the post-pandemic society the phenomenon of mass turnover has occurred due to people reevaluating their careers and their lives as well as from companies that are in the clear. “The Great Resignation” is here , and it’s the time for leaders to take action and put their employees on the map.

There are methods to reduce the constant cycle of turnover. In the 2nd edition of the 2021 talent index, Beamery surveyed 5,000 employees across both the U.S. and U.K. to get insights into policies for post-pandemic workplaces and retention issues that plague employers.

The employees of today seem to have an advantage when it comes to their careers however there are steps that business managers can follow to effectively navigate the workforce landscape.

Top four methods that leaders can draw and keep talent:

1. Career growth opportunities for employees.

In the Talent Index, 83 percent of employees believe that companies must aid in the progression of their careers however, 44 percent of them say they don’t work for companies that have programs to accelerate their talent. If employers don’t provide their employees the opportunity to develop and provide the possibility of promotion elsewhere, they shouldn’t expect their talents to stay in their current company.

Abakar Saidov Co-founder and CEO of Beamery is a believer in skill-based retention programs. Saidov says “When employees don’t have visibility about opportunities, they also miss information about what the desired skills are that will help progress their growth and development. It’s important to give talent clear indicators of mobility within their organization to entice them to stay and grow with the business.”

2. Don’t confuse happiness with loyalty.

Half of respondents said they were satisfied about how their employers handled and supported them through the epidemic however 53 percent are contemplating leaving their jobs within the next year and nearly a quarter of them are already considering leaving.

Communication is crucial leadership should be asking their team members how they can improveand what improvements they would like to observe. There is always more job-related elements that can be addressed like the ability to work from home or mentorship programs. reward system.

3. Find a balance between work and life.

The epidemic gave some employees the chance to experience a better life balance due to remote work, and the Beamery Talent Index suggests they do not want to go back to it. Nearly a third respondents said that their work-life balance improved during the time of the epidemic, and 42 percent would like flexible working to be a part of their return to work.

“It’s important for leaders to reassure employees that a work-life balance remains a priority,” Saidov says. Saidov. “This is done through embracing a hybrid approach where employees determine which option works best for them, whilst ensuring adequate in person contact time to achieve progress-based goals and keep morale high.”

To do this Leaders should encourage innovation and establish connections. Establish a time frame for employees to take on interests and side projects. Plan breaks and video-free meetings to give workers a sense of relief and to avoid burning out. This can lead to better productivity and better balanced work-life integration.

4. Consider mental health as a top priority.

Businesses must make more efforts to provide wellbeing and mental health benefits for employees. A third of survey respondents said they would like more support for mental health in the workplace, however, only 24 percent of respondents believed the HR department was making adjustments to make it a priority.

Saidov insists that managers should be asking how to effectively determine or assess the mental health status of employees instead of simply waiting on employees go to them. Making proactive efforts to gain a better understanding of issues first is essential.

An important insight from Generation Z

Another interesting point regarding attraction, the survey revealed important insights from Gen Z which is the most recent generation to join the workforce — that point to the necessity for traditional processes of recruitment to adapt.

“Gen Z is a mission-driven generation [and] pivoting to non-traditional recruiting methods with a focus on company culture, employee engagement, DE&I and sustainability is key to attracting future generations,” Saidov suggests. Saidov.

To be able to attract people who will be the “candidate of today,” companies must upgrade the channels they utilize to connect with customers by leveraging platforms such as SMS, WeChat, and Whatsapp to allow for more effective communication. They also need to take advantage of emerging social media channels (everything between Instagram through Tiktok) to ensure that their message is relevant to their target audience.

The final word: As the rapid growth in turnover continues, it’s essential that managers reevaluate their the methods of attracting and retaining employees. When they look inward, they can identify the gaps in retention of talent and using new approaches to fill them, companies are able to attract, engage and retain their biggest assets — their employees.

 

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