While ‘The Great Resignation’ is a catchy term, it doesn’t capture the multitude of factors impacting employee retention. So what is causing so many to leave their job for other opportunities? Rampant stress and the shift to remote work are undoubtedly a force to be reckoned with in light of the pandemic. When major life events occur, people often reflect on what is important in life – a phenomenon dubbed the ‘Great Rethink.’
In the second half of 2021, Americans quit their jobs at record pace with about 23% of employees seeking new jobs in 2022 and 9% already securing a new position (Smith). With people in the ‘Great Rethink’ phase, leaders need new strategies to move towards ‘The Great Retention.’
Hear Sofia Roman, Vice Board Chair at WriterCoach Connection, and Anica Solis, Human Resources Manager at Expert Marketing Advisors, discuss the strategies leaders can implement to move away from the Great Resignation and towards the Great Retention.
In this webinar we will explore:
Okay, well, thanks so much for joining us today. We’re excited to talk about combating the great resignation and how to move towards the great retention. I’m excited to introduce our speakers today. We have Sophia Roman and Anica Solis. Sophia is the founder of raise up marketing. So interested to hear her perspective on this.
Resignation and what she’s seen working in the great retention and then a Anica Solis is giving us kind of the human resources perspective. So I’ll hand it over to you. So you to talk about what, what you’re seeing happening.
I thank you, Sarah. So for today’s presentation, we really want to focus on you know, we realized there’s, there’s this great resignation and how do we move beyond that?
So we do have some information in terms of, you know, who is driving this, what is happening today? But more importantly, what, how, how can we rethink the right, the great resignation into. More actionable steps that we can take as organizations or as team leaders to move beyond that and really focus on how do we retain the talent that we have.
And what do we do with that so that we can combat the great resignation.
So the first step that we have here really is you know, around what is driving the great resignation. There are several internal, external forces that are driving this. You know, some of it really is about. Individual employees and how they’re feeling about their role, how happy they are or, you know, what may be missing as they evaluate their role, what may be missing there for them.
So, so that’s one of the, you know, one of the key indicators, I think now people are beginning to focus more in terms of. You know, where do I want this role for me to go moving forward? Wages are also, you know, another issue in terms of you know, we’ve heard a lot of talk recently around inflation and what’s that?
What is that doing? How is that impacting employees in the workforce? So that’s another. Piece that we should also be that, that, you know, we know is driving this. And then there’s also, you know, a sense now it could, cause I think what’s happened is with the pandemic, people have had a lot of time to reflect, right?
So they’re really reflecting on wages. They’re looking at their roles and figuring out what does this mean from a life work balance? You know, what is that wellness component for, for for workers today? In addition to, you know, some of the, the company cultures and their roles and, you know, so, you know, what is it driving?
Just folks having time to think about, you know, is this really working for me as an employee? So that’s really, what is, I think driving a lot of decisions in terms of employees deciding whether, you know, their role is really ideal for them from, for, from a long-term perspective.
So, yeah, so those are some forces, but now it’s, you know, about how do we go from you know, how do we make that transition? What do we need to look at? In terms of. Moving forward to more of a retention focused mindset for, for everyone, you know, whether it’s employees and employees reflecting on what they see they need and for employers in reflect and really evaluating what their teams are looking for from an employment perspective.
So now that we know what is driving the great resignation, we want to explore some ways. Some companies can retain, maybe even recruit some employees. So. Because everybody’s had time to reflect on what they’re looking for out of work. A lot of companies are starting to become more flexible with the work schedules.
You know, I’ve heard of some companies are offering still remote work, but also coming back into office. So given that. I’m also offering, maybe just coming in one day a week so they can touch bases with everybody there, here at EMA, what we we’ve recognized our working moms. So some of our moms, we have ’em take a later start time in the morning.
So they’re able to do school drop off. And sometimes even in the middle of the day, the same moms are taking an extended. For school pickups. So that is some of the ways we’ve helped to I’m due for a flexible work schedule. It’s also important for the companies to recognize the talent that they have in house.
So developing what they have. So allowing your employees. To shadow others in different departments is a great way to acknowledge someone’s skill, maybe as a trainer, that they didn’t realize that they had in-house. And also it gives an opportunity to introduce the employee who’s being trained in somewhere else, you know, a possible career change within the company.
So just acknowledging what you have in house is a great way to retain the talent that you have. Thoughtful employee rewards and incentives is always a nice perk to give your employees.
It’s here at EMA. We really root for each other success. And so we’ve started using the Bonusly app and that is a great way to acknowledge like a job well done that Sophia has done and that I all acknowledge her, but it recognizes it across the company.
So everybody else can see what a rock star she is. Probably to prioritize. Sorry, mental health is definitely something at the top. I believe of everybody’s agenda. When it comes, you know, we’ve all been taking our mental health days. We’ve just disguised it a little differently. You know, we’ll say we’re feeling sick or we have a family emergency, so we’re not able to come into work.
So as a company, why not try to cut down on those sporadic days being taken off and just give it to every. It doesn’t have to be an entire day. It can be half days, maybe a late start. So allowing your employees to sleep in and come in at noon, because you had a late work day, the prior day, or leave a half a day early on Friday so they could have a little extended week, weekend even an extended lunch break is, you know, a nice little park to give employees.
So they know that they’re appreciated. And that they can concentrate on themselves.
I find the the flexible work arrangement being so critical today you know, during the pandemic organizations, employees, and employers, you know, realize that yeah, we can do work remotely. And because of. A lot of the external factors you know, especially for working moms that this is really you know, a huge opportunity for employers to recruit new talent because we know right now, you know, people are resigning, right?
So how are we back filling some of these roles and, you know, Folks that are leaving, are looking for flexibility. So that is, you know, important, not just to keep your employees that you have now, but to also recruit you know, I, I know a lot of you know, marketing colleagues that are only looking for remote opportunity.
Like they don’t ever want to go into the office again. So how do we address that? You know, so that is something to consider. And then another point that you made was around career development and internal mobility, which I think is a huge piece in making sure that employees are really happy with their roles and how.
Are we looking at developing their roles from a long-term perspective, you know, what skillsets community as employers provide employees so that they’re developing and they’re able to make those lateral career changes potentially or promotions within the organization. So we’re not always looking externally to find talent, to fill specific roles.
We have a question that kind of. To this a little bit. But the question being are just in your experience, are you seeing a certain group of folks who are more likely to resign from a position than others? Is there like a group that we’re seeing a bigger impact?
Yeah, no, no. I was just going to say in general terms, I think that it is across the board where everyone at you know, all different career levels different industries.
I think everyone is really being hit by this and, and the job numbers are showing that, you know, and in. Really difficult for organizations right now to backfill these roles. But there is an emphasis on, on the mid-level you know, that there are folks that are in mid, in, in their mid career that we are seeing, you know, really high resignation numbers, steps for them for, for, for folks in that in that area.
And then the last point here, which was, I’m going to go back to this just really quickly. You don’t have to go back on the slide, but around mental health. Right. This is something that I I’m just, I’m thrilled. That is something that, that, that employers and people in general in society is, is paying more attention to because you know, at the end of the day, we’re all here.
And you know, so let’s treat everyone as, as a human, as opposed to like a little working robot. So, so I’m thrilled to see that, that people are being more mindful about that and that they’re building in programs and allowing employees the grace to deal with with, with any mental health you know time that they might need.
So company. You know, you really need to leverage your company culture. So it’s one thing to have your company culture written down and talked about amongst each other, but unless you really implemented and live it and breathe it. You’re not going to be able to promote that life work balance. So it’s really important to take the time to listen to your employees.
So listen to them with, you know, whatever it may be, how their day’s going, how the job’s going, you know, checking in on them and seeing their bandwidth and seeing if you, as a manager can be of any assistance to them. For here at EMA, we’ve made it a priority to check in with all of our employees. Once a month, we have these one-on-ones with them and just checking in on them, just seeing how they’re feeling and how it’s going and taking, listening to them and what they need.
Is there something we need to get them any kind of more training?
So we’re really taking the time to listen to them and, you know, develop their career and help them grow. We want all of our. Employees here to be empowered to make the decisions. So they don’t always have to go to us. It’s really trying to build that sense of trust.
So it’s really taking the time and living the company culture. Like if you’re going to talk about mental health is really, you know, demonstrating it, you know, implementing something within your company. So you really live it and breathe it and show that it is important to you as a company, as opposed to just having it written.
I think that’s such a great point. I, you know, it’s almost like leaders need to really lead by example, right? This is not just about having a set of roles in terms of like what we’d like our company culture to be, but it’s really, you know, there, there should be action associated with all of that and you know, all leaders should be leading.
By example, here.
Okay. So I think we’ll jump into the Q&A section. We have a good set of questions. One question is how have you seen the great resignation impact companies most from an agency perspective?
So I know like here at EMA, we’ve seen some of the companies where we’ve jumped in and helped them with the marketing, because some of their marketing, you know, have, you know, decided to change direction in their jobs. So we’ve been able to jump in and help them out and help out with their marketing needs.
Be it, you know, the full-scale marketing or maybe on a smaller scale. So, you know, Like Sophia had said earlier, it’s, you know, across the board, people have been resigning. So it’s nice, you know, for a small company like us to be able to jump in and help you.
And from an employee perspective, I’m going to offer that perspective.
But as a potential employee this really does, you know, provide you know, marketers that are not looking for full time. You know, they, they may need that flexibility. They might be moms that are shuffling in balancing a lot of you know, things throughout their day. You know, this model kind of gives that opportunity for employees to have more flexibility and still do that rewarding work that they like to do.
I think it feeds well into the next question, which is with the economy taking place. This will sharpen skills for employees, but do you think the gig economy is going to stick around with a grow essentially predictions on and the gig economy and the great resignation.
I love the gig economy. I think it gives folks opportunities to grow and learn.
I, and I think that people have seen the benefit of the gig economy, not just financially, but you know, in growing their, their skillset. And having that working flexibility. So important you know, for, for families you know, as they, you know, try to sustain their family and, and, and still earn a living.
So I’m a big fan of the gig economy.
From an employee standpoint, definitely the gig economy is I think it’s going to stick around because lay employees are what’s going to drive going forward. And so the gig economy gives them the opportunity to learn many skills that they may not have been able to in the past.
And so I think it’s going to stick around for. Yeah.
Next question is what are some ways to revamp your company culture? If it’s not currently working,
you know, you have to really sit down and think about what’s going to be important and look at your employees because it really depends upon the company. And what you’re willing to offer, but you know, doing some small little things upfront is a great way to revamp it, doing, recognizing any rewarding kind of programs.
Like the Bonusly app is a great little way to recognize a job well done. Doing some half workdays or even an extended lunch for your employees, or even getting it catered in is a great way to try to shift to a more positive company culture. So just starting little, and then you’ll be able to build upon that and get down back to your core of what you want your culture.
I also think it to add to that, because I think those are some great, like potential rewards and really understanding your employees and what they’re looking for. Part of that is, is kind of you know, doing kind of an employee survey to get that benchmark data. Right. So that you have a sense of understanding in terms of where are your employees right now?
Are they happy? What are some of the pinpoints that your employees are experiencing? And that way that data will not only serve as benchmark data, so you can, you know, follow and see what metrics look like once you start implementing changes, but it will inform what potential programs you may want to introduce.
And we’ll help you in the future to determine. What’s working, what’s not working where have I moved the needle with some of these programs? So I think it’s you know, stepping back and taking a holistic view in terms of what do we have, what do we want to offer? But most importantly, get feedback from people.
I think it’s important. Just the different ways that people receive appreciation. Like what makes somebody feel appreciated? How leadership may view like expressing appreciation may not be the way that those like, involved or really care to receive it as a great point. And then final question besides pay.
What is something people are looking for in a new role?
The flexible schedule, you know, that’s definitely a top priority going on just not only for working moms, it can also be for working dads who want to be there in the afternoon to do soccer practice. So having that flexible schedule for the workforce is a top priority.
I agree with that. I would add two things in there. I, I think that employees are also looking for appreciation in terms of, you know, acknowledging their work, acknowledging the impact that they’re making to an organization. You know, I think is critical in terms of, you know, that feedback loop.
Everyone who feels appreciated just wants, do more. You know, and that’s just kind of human nature. So that would be one thing. The second thing is I think employees want to, I think they want to learn and they want to figure out, you know, if, if, if I’m in this role and I really liked this role, how can I tell.
My career to the next level. So it’s a lot of, lot of like working closely with you know, managers and employees working closely to define, you know, what that individual career path looks like for individual employees. I think that that is you know, really important in retaining key talent in your organization is, is, is having those meaningful conversations.
But also having an action plan, you know, I I’ve always loved one of the things that I’ve always done is said, okay, so here’s your role today? Tell me, what do you want to add to your resume? What can we add to your resume? You know, if we’re a small team, we can figure out how do we add that skillset so that you can see the progression in your own growth from an employee perspective.
So I think that those you know, two pieces in addition to flexibility are all super important, right? Yeah.
thank you so much to everyone who joined us today. And thank you for the questions. It was a great conversation. Really appreciate your time, both Sophia and, and Anica and your perspective. If anybody has any comments or questions, please feel free to reach out [email protected] is a great email address to send to and we’ll be sending out the replay at the conclusion of the event.
So thanks so much and have a great rest of your day. Thanks everyone.
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