August 2021
Many companies have started to backpedal their return to the office, citing the COVID-19 Delta variant; some have declared permanent work from home policies, while others have mandated vaccines and a return to in-person. In the face of constant uncertainty and plummeting employee engagement, the companies who offer their workers flexibility and understanding will be most likely to retain their talent. (Ladders)
Between the 48% of employees looking for a new job, an exceptionally high rate of attrition, and a record number of unfilled positions, it is apparent that a growing number of Americans are unhappy, unfulfilled, and disengaged at work. While better pay, benefits, and bonuses can assuage workers temporarily, well-trained managers are key to reversing these trends and reengaging workers – is your organization ready for the “Great Resignation?” (Gallup)
Among the more than half of Millennials who are worried about their future employment prospects, 60% would still leave a job over a clash of values (the highest proportion of any generation). Managers should take note: Even in the most competitive conditions, many younger employees would rather take their chances on the job market than work for a company they’re not proud of. (Atlassian)
As organizations plan for the long-term future of working from home, some have begun creating leadership roles with titles like “Head of Hybrid Work,” “Head of Dynamic Work,” and “Workplace Environment Architect.” Internal communications have emerged as a key issue facing fully remote companies, with an emphasis on maintaining a workplace culture and improving employee connectedness. (CMSWire)
Recruiters are struggling to find new hires for their sales teams, citing the lack of an academic pipeline into the industry and a pervasive image problem of pushy salespeople. This shift is also a generational one as entrepreneurial Gen Xers have been replaced by risk-averse Millennials and Gen Z, generations who look for stability and shy away from fields they perceive as exploitative or predatory. (The Wall Street Journal)
It has become increasingly clear that “wacky office perks” like ping-pong or yoga studios do very little, if anything, to improve employee recruitment, retention, or engagement. Younger workers in particular are looking for respect in the form of flexibility and personal development, something that employers can foster through increased autonomy, workshops, and on-the-job training. (Fast Company)
Fewer than a third of Boomers and Xers look to their employers as their most important provider of mental health support (21% and 33% respectively), compared to over half of Millennials. This disconnect can lead to older managers significantly underestimating the potential impact they (and their company policies) can have on employees’ mental health, retention, and engagement. (Atlassian)
Generation X is the least likely to believe they’ll get rich one day, with only 47% of 45 to 54 year-olds agreeing that it’s possible to become wealthy or part of the elite class. While this share is lower than both Boomers or Millennials, Xers would be the first to claim that they aren’t pessimistic, just realistic – an approach they bring to their personal lives, finances, and professional pursuits. (The Harris Poll)