Last November, a record-breaking 4.5 million workers left their jobs. As of this May, that number hovers at 4.3 million, according to the Labor Department’s latest report.
“Before the pandemic, millions were struggling with feelings of burnout,” says Dr. Darren D. Moore, Ph.D., a licensed marriage and family therapist and professor. “After an extended period of working from home, many of them began prioritizing work-life balance and personal fulfillment over their careers. If there is a lesson to learn from the Great Resignation, it’s that employers can no longer take their employees for granted.”
Is the Great Resignation over?
This workplace revolution is moving ahead at full steam. In fact, according to a recent survey of over 52,000 workers worldwide, one in five employees plan to resign sometime during 2022.
“The pandemic caused many to reevaluate where, how, and why they worked,” remarks Dr. Moore. “Some decided they needed a greater work/life balance, while others appreciated increased flexibility and wanted to continue working from home. With time to reflect, many realized they wanted more fulfilling careers.”
After coming through the collective experience and impact of COVID-19, tens of millions of employees reexamined what they considered to be fair compensation for their time and skills. They took a hard look at their worth, their needs, their family’s needs, and their values. In many cases, they decided these things did not align with the compensation they received from their employers and left to pursue better opportunities elsewhere.
“Whatever their reasons were for leaving, changing careers causes massive stress,” says Dr. Moore. “The transition takes a toll on the employees who resign themselves, their families, their co-workers, and their employers. In addition, the months of upheaval employees experienced during the pandemic are still very much in the back of their minds. A declining economy and continued workplace uncertainty contribute to mounting anxiety. The question faced by organization leaders today is how to respond. Will they move forward as if nothing has happened, or will they answer their employees’ needs with compassion?”
Is burnout fueling the great resignation?
Monster’s 2021 hiring survey reveals that burnout is the top reason employees have been — and still are — leaving their jobs. Burnout can be a reaction to prolonged stress, and is often characterized by feelings of exhaustion, cynicism, and reduced professional ability.
“To address burnout, employers need to transition from an administrative stance to a more progressive employee-centered role,” suggests Dr. Moore, who works with leaders regarding mental health in the workplace. “The leaders who navigate the new workplace realities by putting employees first and responding with compassion will be the ones who retain a greater percentage of their employees during the Great Resignation.”
Compassionate employers are forging new strategies and building people-centered workplaces. These employers realize that their decisions make a real difference in the lives of their employees and their businesses, and are helping to set the stage for the future of workplaces everywhere.
Is remote work solving the problem?
The transition to remote work is causing stress in many workplace environments. While some workers thrive on the flexibility of working remotely, others do not. A shift to remote work can cause some workers to put in long hours and blur boundaries between work and home. In addition, decreased social interaction between co-workers leads some (though not all) to struggle with prolonged feelings of isolation, loneliness, and depression.
On the other side of the coin, employers worry productivity is suffering. However, many have noted improvements in work productivity among remote workers. When more and more employees work remotely, communication throughout the organization can become challenging. Therefore, it is not only important, but critical for employers to adapt their communication strategies. Power struggles can arise between employees and employers who have different desires, needs, and values regarding how, when, and — more importantly — where work is performed.
Employers can establish a task force to smooth the transition to remote work. It’s vital to keep tabs on how remote workers feel, offer support, and help them remain connected.
As remote work is becoming the norm in many organizations, company leadership should consider how to maintain relationships and fun in the culture. Almost everyone who works from home struggles with feelings of isolation to some degree. Social activities like virtual happy hours and holiday celebrations can help make remote staff feel valued and included.
Addressing needs with increased communication
Employers who consistently communicate with employees will drastically reduce workplace turnover. They need to put forth a message that is transparent and clear, but they also need to listen. Open communication reveals workplace sentiment, fosters community, and inspires confidence.
Modern workplaces are constantly evolving and navigating new territory. Employees are aware there isn’t a playbook, and they don’t demand all the answers. What they want is timely feedback and a chance to offer input.
“In light of changes in today’s workplace, employers are learning the value of honest communication,” Dr. Moore adds. “When company leaders and employees openly discuss needs and goals, the workplace can adapt.”
Employers can commit to practical communication in several ways. Frequent manager surveys taking a pulse on areas such as work/life balance, workplace culture, and collaboration are critical.
“The Covid-19 pandemic was a defining event worldwide,” Dr. Moore observes. “Many employees remain vulnerable and uncertain. Instead of defending a return to pre-pandemic workplace culture, employers must find ways to show their employees that they deserve more than money to compensate for their time and talent. Compassion and empathy are the tools to make workers feel valued and put an end to the Great Resignation.”
