Addressing the root causes of the ‘Great Resignation’

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Peakon, a weekday company is a business reporter client

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With millions of workers rethinking what work is for them and how they want to be valued by their employers, the great resignation trend may be just beginning – well beyond the initial waves of record-setting turnover reported in some industries and sectors. .

The latest findings from Peakon, a weekday company, based on an analysis of more than 60,000 leavers in 250 organizations around the world, identified that 27 percent of current employees have the same scoring behavior as employees who have left their jobs in the past year. .

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Drawing from responses from millions of employees, this data shows that more than a quarter of all employees worldwide in various industries are showing clear, measurable warning signs that are usually associated with people who are already have left.

Employees are waiting for the right time to leave

Our research indicates that many people are harboring a suppressed desire to leave their current role. Why? Employees have been set to remain in their current roles for almost twice as long during the pandemic, despite scoring behavior indicating they were planning to leave. Globally, the expected average industry turnover rate decreased by 5.9 percent in the first half of 2021 compared to the same period last year.

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This decline in expected employee turnover occurred across industries, with some of the biggest reductions seen in the consumer and transportation sectors, along with others such as manufacturing, professional services, nonprofits and technology.

For most people, the ongoing economic uncertainty and lack of job opportunities in early 2021 meant that leaving their current role was not an option, but as vaccination efforts began to yield positive results in some sectors , this reluctance may decrease.

It’s not too late for organizations to act

The “great resignation” is far from a foregone conclusion – especially for organizations that take swift and effective action. As the data in this report shows, there are specific scoring behaviors that can not only predict but help prevent voluntary employee turnover.

Before the pandemic, potential leavers could be identified about six months before their actual departure, during which time turnover intentions declined significantly. During the pandemic, however, it has become possible to identify potential levers 11 months ahead of time, as they have shown a more gradual decline in engagement scores.

When strategic decisions and actions at all levels of the organization align with ever-changing employee expectations, it is possible to see the “Great Resignation” and begin planning for the “Great Resignation.”

download Our new Heartbeat report, “The Great Regeneration: Turning the Tide on Employee Regeneration,” learn more about why employees are leaving, and how organizations can identify signs someone is planning to leave. , before it’s too late

originally published on business reporter

Credit: www.independent.co.uk /

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