Have you heard talk of the September exodus? More than 4 million Americans quit their jobs that month, breaking the record for resignations set the previous month. And about XNUMX% of the remaining employees are also considering leaving, according to a Microsoft report.
The crisis is even worse in technology. TalentLMS and Workable recently reported that seventy-two% of US-based tech workers plan to leave their jobs in the next twelve months.
It is not just the USA. The Great Resignation is a worldwide phenomenon.
Experts point to many causes of the trend, from government stimulus controls and increased hidden work to licensed millennials and even the burden of a pandemic.
In general, there is no doubt that there is a growing incompatibility between the reality and the expectation of the employee's experience.
Worse still, the more people quit smoking, the more difficult life becomes for those who stay at work. This is uniquely true for tech workers. IT departments have been remarkably understaffed, and as the Great Resignation hits tech workers more slowly, each and every employee experiences more downtime, cyberattacks, and implementation slowdowns.
It is an urgency. You need to know why so many people quit smoking.
The many reasons why people quit
After examining interviews, surveys, and reports in detail, I have compiled a list of the top reasons people gave for quitting throughout the Great Resignation. These are:
- Frustration with failing laptops, desktops, networks, and systems - a trend that was exacerbated throughout the pandemic when many far-flung workers were literally forced to fend for themselves. There is also widespread confusion about what to do when technology is down.
- Lack of control over workspaces and processes. Many employees feel they have a lot to add to the way work is done, yet they cannot chat on their own.
- A "toxic mix" of low pay, heavy workloads and a lack of wider recognition. This observation comes from the Trade Union Congress regarding employees in the public sector.
- Lack of balance between work and private life. The hidden work run by Covid has made millions of employees want to travel less and spend more time with their families, and they realize they could support it with another employer.
- General inflexibility about how things work, how work is done, and when.
- Lack of training opportunities. Tech workers in particular want more training opportunities - XNUMX% said so in the TalentLMS and Workable survey report.
- Many quit because they are physically and emotionally drained. And the departure of so many makes the situation even worse for those who remain.
While these reasons are not surprising, it is essential to understand what each and every one of them have in common.
It's about technology... and culture.
As companies of all sizes are racking their brains and also trying to fix this, the truth is that our technology products and the way they are used, like our culture around management and also interaction with Employees are precisely what drives people.
Technology frustrates workers, creates friction as well as inertia, blocks employee progress and empowerment, creates superfluous work, and produces feelings of isolation and helplessness.
The good news is that better technology is a big part of the solution. Here's what to do to start retaining and attracting employees.
- Transform training. Adaptive learning technology based on Artificial Intelligence (AI) can make employee training considerably more relevant by enabling employee-centered learning based on what the person already knows, ending frustration with IT systems. administration, room-type or generic training. Typically emphasize training and professional development. Promote from within whenever possible. Supporting employees in their career path, wherever it may take them, in the company. Because products require an action plan, each and every employee requires it.
- Allow natural connections between employees. Simple-to-use cooperation tools promote connection and culture. Focus not only on getting the job done, but also on team training and the psychology of each employee on a team.
- Use cutting edge HR technology, but communicate too much with a human touch. Automated human resources contribute to the downside of burnout. In the case of changes in the employee's status, compensation, benefits, supervisors and other personal events that have a significant impact on the employee, communication in this regard must always and at all times be from person to person, and not through e-mails or automatic notifications.
- Avoid surveillance of employees. Many companies have responded to the hustle for hidden work with employee monitoring software. Monitoring screen activity, mouse movements, online time, and other metrics is the surest way to scare off employees. Absolutely no one wants Big Brother to look always and at all times, singularly at home. Develop alternative means of measuring and evaluating employee performance. Be results-oriented and don't categorize employees by how often the mouse moves. This is true for out-of-the-way workers, office workers, and the entire new hybrid workforce.
- Embrace transparency, authenticity, and empathy. Most of the changes in corporate culture occur due to the fact that from year to year a new group of young people enter the workforce and a larger group retires. Younger employees, those who have entered the workforce in the last ten years, have very, very different expectations about their employer's behavior. They want to know what's going on and to work with humans who care. If young employees feel like a cog in a machine, they are more likely to pack up and leave.
- Embrace agility and flexibility. Technology that fosters flexibility in hybrid work, hidden work, shift shifts, and flexible hours will go a long way toward enhancing the employee experience and sense of well-being.
- Develop a holistic approach to employee satisfaction. With recondite and hybrid workforces, organizations must assist employees in coping psychologically and emotionally with the realities of different and disruptive workplaces and environments. Previously, it was sufficient to sporadically organize team training exercises and off-site events. Now, managers, supervisors and leaders must assist employees not only to feel like a part of the team, but also to maintain their physical and mental health. One part of this process is technological. Feelings of connectedness, participation, a sense of mission, and a work-life balance can be aided, or compromised, by technology choices such as work policies and management approaches.
- Put burnout prevention at the top of the list when selecting technology. With each passing month, AI gains ground in technology, to serve as an example. But it can have opposite effects, whether it be contributing to exhaustion or alleviating it. AI that replaces human interaction, for example, overly automated HR, can leave employees frustrated and abandoned. AI that increases human performance can empower employees, making them feel empowered and supported. It is also true that automating repetitive tasks can free up employees to do things that only humans can. Automation should be applied to assist and empower humans, not to replace them.
The reasons for the Great Resignation are numerous. But it is time we recognized the role that technology has played in separating employees en masse, and the role it can play in bringing people back through the creation of a flexible, supportive and empowering workplace that will empower to the employees. Happy, productive and committed to the company. mission.
Copyright © two thousand twenty-one IDG Communications, Inc.