Much has been published regarding COVID-19’s long-term influence on how individuals do their professions. People had the space and time during the epidemic to think about what really mattered to them, and to address major questions like “Am I happy?” The crisis functioned as a stimulus for change for many people, resulting in the Great Resignation or the Great Talent Swap for those who lost staff to a rival or a new organization. With the abundance of alternatives and flexibility currently accessible, people may achieve life objectives they may have only daydreamed about previously.
Our data at Workhuman backs this up; 30% of individuals searching for a new job indicate they are seeking more flexibility, and parents appear to particularly driven to move, accounting for 65% of all job seekers. Many workers are clearly seeking solutions to better balance their family and work obligations. For example, according to research performed for our Human Workplace Index, 56 percent of respondents who want to stay at their current job say it is because they enjoy their boss and/or coworkers. As a result, culture is critical to attracting and maintaining employees.
All of this points to the necessity for corporations and leaders to take action. The Great Resignation has created an employment market in which people have a plethora of job opportunities and maybe more meticulous about who they work for, As a result, employers must provide current workers with a reason to remain and potential employees with a reason to apply.
It is now more important than ever to have a good workplace brand. Companies that do not do so risk suffocating their own growth due to a lack of talent, since voluntary turnover might cost firms billions of dollars throughout the world.
In today’s labor market, it is more critical than ever to ensure that the employee experience is seamless, engaging, and founded on a culture of reward and recognition. Here are three ways that companies may use data-driven strategies to improve employee satisfaction:
HR technology has traditionally been transactional and task-oriented. Right now, the technology required focuses on people as much as it does on their experience with the activity at hand. Because it strengthens employees’ emotional links to each other and the business, human-centered technology that drives behaviors like continuous feedback, employee recognition, celebrating individual and team successes, and developing a more human workplace has demonstrable bottom-line advantages.
Setting up a peer-to-peer recognition platform where people may publicly honor the efforts of their peers is one option. Employees might earn points toward goods or experiences through the site, which could be linked to a rewards program. The technique also gives vital data on where and by who effective work is being done in the firm, allowing employers to identify high performers and ensuring that they appropriately engaged at work.
