The Great Resignation is a term that encapsulates the large number of people that have and continue to leave their jobs since the pandemic began.
A direct manifestation of a remote-first economy is a change in how employees and workers now look at work in general.
Having spent a lot of time with themselves and working remotely, people seem to have increased their expectations regarding their job. They now look for more opportunities to grow and thrive and may become ‘job hoppers’ in search of positions and roles that align with their new idea of work and life. A lot of the conversation seems to have turned to “Why should I work for you”.
Retaining employees in a world of ‘job hoppers’ doesn’t have to be difficult. Companies simply need to do a bit more to meet these new employee requisites.
Of course, for starters, a people-first culture and policy should be adopted. Importantly, we need to do that without adding risk to the business – which is where risk management comes in as the very first step to the transition.
Flexibility is the number one benefit.
In addition, employee engagement is something that can never be overstated. And it needs even more effort in a remote and hybrid work environment. Giving your workers a voice in the organization works in more ways than one. They feel heard, and you get honest suggestions about what the core problems are and how they can be addressed.
This, in turn, makes employees place faith in the company. Discussions about long-term relationships and employee responsibilities become more seamless.
Apart from this, it would help management to keep analyzing who is competing for their company’s employees and work towards adjusting compensation packages and other worker benefits to avoid resignations. Again, remote and hybrid work tends to separate the wheat and the chaff in terms of work delivery.
Author(s)– People Practices Team – Jackstien Practices
