What did you think of when you first heard about The Great Resignation?
Is it a bunch of white-collar workers who threw their monitors out the windows, tore up contracts, and messed up their swivel chairs?
Because reality is a little less cinematic. People were burned, miserable, and. For many, quitting is their last resort.
The great resignation concept gets some things right and many things wrong. Workers are quitting in large numbers, but not all are leaving for the same reasons.
Health care workers are exhausted; long hours and limited resources are exhausting them in the ongoing pandemic. Knowledge workers are tired of spy bosses and poor career paths – they’re looking for better opportunities elsewhere.
Both are bad, but they’re hardly comparable. Do nurses go through the same resignations as marketing executives?
During the pandemic, many of us have adjusted our lives, taking advantage of remote work to spend more time with our families, or on our side hustle.
White collar workers get a taste of what it’s like to be a remote worker. Businesses are discovering that work can continue outside the office, something digital nomads have known for years.
With benefits comes traps. The poisonous gas that silently permeated the office resurfaced remotely. Bosses install mouse trackers while lamenting past attendance. Trust between employer and employee is achieved.
So, with worker protections eroded, trust eroded, wages stagnant, and fears of contracting Covid-19 in the workplace, is it really that surprising that people are leaving their jobs?
If The Great Resignation highlighted one thing, it’s this: There’s a huge gap between what employers offer and what individuals need for their jobs. Bosses need to rethink not only their hiring practices, but their entire company culture to accommodate this shift.
We spoke with two recent Techleap teams to learn more about the rapidly growing scale. As experts in HRTech recruiting, they have seen the pitfalls and best practices for recruiting and retaining talent during these uncertain times.
Respect the shift
After the pandemic, employees will want to keep some perks, such as flexible hours and remote work. Others, like cramming monitors into their box-sized home offices on a weekly basis, need to stop.
To close the “big resignation” gap, employers must respect the shift in work in the eyes of the team.
Niels Arntz, co-founder of gig platform who connects independent workers to their shifts in their region, has seen firsthand how colleagues at headquarters and platform users interact with the new world of work.
“Pandemic-led years have raised awareness,” Niles told me. “People realize that having freedom and flexibility during the work week is actually very good. People also have the opportunity to explore meaningful questions, such as: Is my job important? Does my manager trust me?”
Post-pandemic, according to a McKinsey report. Before the pandemic, only 30% of workers did so.
If you want to attract and retain people, you can’t drop the Uno reverse card and ask people to work like they used to. There’s no turning back, baby.
Talk to your staff about the parts of the pandemic that work, and what they don’t like much. Then create your policy and benefit package based on their ideas.
What’s more, you may not even need to hire anyone at all. There are plenty of experienced freelancers (or FreeFlexers as the Temper team calls them) to help you fill in the gaps in your team. A solid roster of independent workers may even be a bargain – you don’t need to add anyone to your payroll, just find a contractor when you need an extra pair of hands.
Capitalize on ‘raw’ talent
Do you really need a world-leading software designer, or is that your ego? Companies that struggle to recruit are better off leveraging raw talent. Instead of pitching for everyone you’re fighting for, look for skilled recruits from parallel industries.
Otto Verhage is Director of Operations at TestGorilla, a pre-employment testing platform that supports the candidate experience. He has seen firsthand how employers can unintentionally create barriers for good candidates.
“Businesses tend to hire purely based on experience. Employers should be looking for talent that others don’t have. They’ll have a better chance of finding people because there’s less competition.”
This strategy has been mentioned in .Otto, employees do not need industry experience to get a position at the company.
“We let everyone apply for our jobs, regardless of their background. If we only used resumes, our skills assessments identified promising candidates that we might not have considered. They allowed us to see different candidates .”
Niels also highlighted the benefits of a skills-oriented approach. “When I imagine the future of work, I imagine a labor market that everyone can access. Covid has shown us the importance of flexibility. Let’s embrace it and empower more people.”
In this case, maybe it’s time to stop claiming 10 years of experience for junior developer roles. Be real, man.
Make every day a learning day
in England, . People have been looking for opportunities to test their small, curved cranial organs. Proactive employers will get one step ahead and start offering these options themselves.
When businesses implement L&D, they can hire less experienced people and make them better. People are obviously willing to learn. You just have to give them a chance.
According to Otto, “When employers look for candidates outside of their usual scope, they have a better chance of hiring someone. But if you want to turn math teachers into data scientists, you need to teach them a lot. ”
Businesses that make learning and development an integral part of their offerings can also improve retention. According to Gallup’s U.S. Upskilling Study, 61% of U.S. workers believe that upskilling opportunities are .
If you use a platform like Temper to find experienced independent workers, make sure you include them in your learning opportunities for full-time employees as well.
Although their numbers are growing, freelancers and flexible workers are often forgotten when it comes to company perks, so when employers are willing to offer them those perks, it makes a huge difference. However, involving these employees and taking the time to train them in business operations ensures that you have a pool of skilled temporary workers that you can call on when needed.
According to Otto, “The speed of technological development and changes in the labor market mean that people have to learn all the time. The pandemic has created an urgency to keep learning relevant.”
Take it back to basic (needs)
In a sea of employee stocks, stationary stipends, and flexible Fridays, basic employee needs get lost.
Sometimes you just want to hear “great presentation!” or “well done for figuring out how to remove the potato filter!” A little bit of praise goes a long way.
Otto identified this with one of TestGorilla’s pre-employment tools. The platform provides candidates and businesses with a that assesses if the job matches what the candidate is looking for. They also have a separate test to assess culture add which measures value alignment.
“We know for a fact there’s a list of about 10 job characteristics that are incredibly important to candidates. Things like: Do I have enough autonomy in my job? Do I get enough recognition? Can I work on something end to end? Those things are super important.”
Until employers can meet those basic human needs, they probably shouldn’t aim for the bells and whistles anyway. It’s time to get real about what you want and need from candidates.
While you’re at it, don’t fish from the same talent pool as everyone else. Don’t write off raw talent if they have transferable skills. And for crying out loud — do not list Zoom socials as a perk of the job .