Ricky Turner - JD, PHR’s Post

Making Sense of the Great Resignation As "The Great Resignation" dominates headlines, it's more important than ever for HR professionals to separate facts from hype. While turnover surely spiked in 2021, the underlying drivers merit thoughtful examination over panic. Yes, many reassessed work-life balance during the pandemic. But for others, the choice to leave was years in the making due to stagnant wages or lack of career opportunities. Mass resignations were arguably the fault line of pre-existing fractures. Rather than speculate, we must listen to understand individual needs that compelling offers elsewhere could fulfill. organizational changes can then meaningfully impact the entire employee experience and stem resignations. Blaming external factors alone solves little. This is a chance for reflection - How might we evolve our culture to better retain and motivate top contributors? Ultimately, retention depends on aligning personal and professional goals through open communication. The role of HR Leaders is supporting managers to prioritize such connections daily, not just in times of turmoil. Let's work to replace resignation with affordable engagement wherever possible through proactive, nuanced solutions. Our workforce's wellbeing and business success both depend on it.

We’ve all heard of "The Great Resignation” but what about the great resignation…. According to Gallup, “nearly 80% of employees worldwide are still not engaged or are actively disengaged in their work”. We know about the number of people who left the workforce or changed jobs post-pandemic. I’ve written previously about the ambition gap companies are facing in finding those willing or able to take the step up to senior management or executive levels. But, what about those resigned to a certain level of underperformance? This comes in two directions. Those leaders, who on the whole have benefited from the results and accolades that the post-pandemic boom has delivered, in addition to hard work and brilliance on their own part, whilst still accepting a certain level of underperformance in areas of their business. Maybe there are personal relationships, maybe there are complicated HR issues to deal with, or maybe it’s partly the leader's fault. But, inevitably these things will get found out and need to be dealt with. I suggest that’s now if not months ago. From the other perspective, the pandemic engrained a certain amount of fatalism in all of us. Things were quite simply beyond our control, so why stress, or at least why be overly stressed about it? Have certain people become far too used to delivering bad news? Are they resigned to an “acceptable” level of underperformance? Have you let a level of resignation develop when it comes to underperformance? Is your team fit for the challenges ahead? Do you let this run into 2024 or take action now? #performace #executivesearch #fitforpurpose

Stabilised resignation rates might indicate the “Great Resignation” is over, but we still need to tread cautiously if we want to retain our best talent, especially with the rise of Gen Z talent in the workforce. Recent practices such as flexible work arrangements, attractive compensation and emphasis on career advancement should continue - with no debate. Instead of returning to our old ways prior to the “Great Resignation”, we must continue adapting to the evolving expectations of employees in order to nurture a thriving organisational culture in the long term. #thegreatresignation #organisationalculture #talentacquisition

It seems like Great Resignation 2.0 is on the horizon, predicted to surpass the wave experienced in 2021. Recent studies highlight the impending trend, with the second study in a month pointing towards this direction. With key factors aligning, I believe this wave is expected to hit in the next 6-18 months. Companies should take proactive measures now to retain their workforce. Read more here: https://lnkd.in/gmEr_hJk

Remember the Great Resignation of 2022? Employees in many industries resigned from their jobs voluntarily and in huge numbers. Employers, and specifically HR teams, were left to pick up the pieces. They lost a lot of human capital, institutional knowledge and productivity. A common misconception that companies had then, and which is still very much true now, is that what people are looking for in a job is just a great salary. They want an environment that respects them and their time, but also includes meaningful opportunities for growth. This is where L&D comes in. If you want to keep your employees, and keep them happy, you must offer them learning, development and upskilling. This shows your teams that you are aware of their strengths and weaknesses, and are invested in them to help them succeed. Bottom line: L&D can play a crucial part in turning the Great Resignation into the Great Stay. Agree or disagree? I'd love to hear your thoughts! #LearningAndDevelopment #Upskilling #GreatResignation #EmployeeEngagement Yes, this article isn't new, but the learnings are still relevant: https://lnkd.in/ebbAR4QC.

The Great Resignation may have slowed, but now companies have to contend with resenteeism instead 🤷🏻♀️ The trend started in April 2021 and by the end of 2021 47 million had quit with 50 million more resignations into 2022 (according to the US Labor Department). It may seem that the tables have turned in 2023 and the Great Resignation if coming to a close BUT employers shouldn’t get too comfortable. So what is resenteeism? When a worker stays in an unsatisfying job due to a perceived lack of options even as resentment to their employers grows. Why is it a problem? ❗️ Poor outputs and bad results ❗️Poor customer care leading to loss of customers, reputational damage ❗️ Contributes to toxic workplace culture How can you reduce resenteeism? ✔️ Seek employee feedback ✔️ Open communication ✔️ Offer development opportunities ✔️ Leadership training for Managers Article here 👉🏼 https://lnkd.in/eE_ZA_rh DM REDUCE RESENTEEISM to me if you’d like to know how I can support you 🙋🏻♀️ #greatresignation #mondaymotivation #mondayinspiration #leadershiplessons #leadership #employeeretention #business #corporateleaders #entrepreneursuccess #remotefirst

The Great Resignation: A Wake-Up Call or a Passing Storm? 🌩️ The workforce is evolving, and the Great Resignation has been a loud wake-up call for organisations worldwide. Millions have handed in their resignations, seeking more than just a paycheck: they yearn for purpose, flexibility, and a healthy work-life balance. This movement challenges long-held beliefs about work and employee retention. No longer can companies rely solely on financial incentives; the modern workforce demands meaningful engagement, opportunities for growth, and genuine care for their well-being. As we navigate through these changing tides, businesses must adapt or risk being left behind. The Great Resignation isn't just a phase; it's a transformation of the employment landscape that calls for a profound re-evaluation of how we define and approach work.

Is the Great Resignation really over, or are we missing the bigger picture? The narrative around the employment landscape post-pandemic has largely centred on the Great Resignation. A phenomenon where employees, en masse, decided to leave their jobs in pursuit of better opportunities, work-life balance, and overall job satisfaction. But as we venture further into 2023, questions emerge about whether this trend is truly fading or if we're merely witnessing an evolution in workplace dynamics. Employer-employee expectations have undeniably shifted. What started as a wave of resignations has transitioned into a more nuanced demand for flexibility, meaningful work, and cultures that prioritise mental well-being. Are businesses keeping pace with these changes, or are they at risk of a resignation resurgence by sticking to pre-pandemic norms? In conclusion, while the surge of resignations may have plateaued, the undercurrents reshaping the world of work remain potent. Organisations that fail to recognise and act upon these evolving employee needs might find themselves outpaced by those that do. The narrative isn't about ending; it's about transforming.

The Great Resignation of 2021/2022? NOPE, Welcome to The Great Detachment of 2024 Chloe Berger from Fortune paints the picture for you. https://lnkd.in/g9WtFDDz Here’s a quick summary: Declines in hiring and increases in inflation elevate the risk associated with changing jobs. Instead of leaving, employees are checking out. This applies to all levels, including upper management. A strong market in 2021/2022 provided opportunities for people to leave for jobs that gave them purpose or paid them more. Many are realizing the grass wasn't greener. Employees want out but are deterred by the competitive market, leading to increased disengagement. Employees are feeling a disconnection from work’s mission and are dealing with unclear expectations. 42% of those who left their jobs in the past year said their manager or company could have prevented their departure. This is challenging when managers themselves are also disengaged. There are obviously many exceptions. Especially those companies who lead with their values however, I'm hearing it at every level. What's next? The Great.....?

Companies need to be #flexible and #empathetic to retain talent. Attrition is a huge cost to company. #retention with #employeeengagement is the game changer in saving costs.