In 2022, over 50 million people quit their jobs, breaking the 47.8 million record set the prior year. While the pace of quitting has since subsided, the so-called Great Resignation has had significant impacts on the employment landscape.
Although these mass resignations are often attributed to the COVID-19 pandemic, this phenomenon is far more complex. While the pandemic played a role in accelerating the trend, the roots of the Great Resignation run much deeper, tapping into long-standing workplace issues that have been simmering for years - many of which continue today.
This raises important questions about the underlying factors driving this mass exodus from the workforce. Are we overlooking crucial issues that have been influencing employee satisfaction and retention long before the pandemic struck?
Understanding the true drivers behind the Great Resignation requires us to look beyond the surface and delve into persistent workplace issues that have quietly fueled dissatisfaction for years.
Mental health in the workplace has been a growing concern for years, with the National Institute of Mental Health reporting that more than one in five US adults lived with a mental illness. The pandemic merely brought these issues into sharper focus.
Many employees are struggling with stress, anxiety, burnout, and other mental health issues due to factors such as increased workloads, remote work challenges, and financial uncertainty. Unfortunately, the stigma associated with mental health can prevent employees from seeking help or disclosing their struggles.
The quest for better work-life balance has been a significant factor in job satisfaction long before remote work became widespread. Employees increasingly value flexibility in their work arrangements, seeing it as essential for managing personal responsibilities and maintaining overall well-being.
This desire for flexibility extends beyond just the ability to work from home. It encompasses flexible hours, compressed workweeks, and the autonomy to manage one's own schedule. Companies that resist offering these options may find themselves at a disadvantage in attracting and retaining top talent.
Negative workplace cultures have been pushing employees out the door for decades. Key issues contributing to toxic work environments include poor communication, lack of recognition, limited career growth opportunities, and feeling undervalued or disrespected.
These factors can create a pervasive sense of dissatisfaction that erodes employee loyalty over time. Even high-performing employees may choose to leave if they feel their contributions are not appreciated or if they see no path for advancement within the organization.
To combat the Great Resignation and create more resilient workplaces, employers must take decisive action on several fronts. By addressing the underlying issues that contribute to employee dissatisfaction and turnover, companies can not only retain their current workforce but also attract top talent in an increasingly competitive job market.
Mental health has emerged as a critical factor in employee well-being and productivity. Employers must go beyond traditional benefits to create a truly supportive environment.
Comprehensive Mental Health Training
Educating managers and employees about mental health issues is crucial. This training should provide tools for supporting colleagues who may be struggling and aim to reduce the stigma around mental health discussions in the workplace. Consider working with an EAP to bring in mental health professionals to lead interactive workshops that combine theoretical knowledge with practical scenarios.
Accessible Counseling Services
Partnering with Employee Assistance Programs (EAPs) to provide confidential counseling is a great start. For larger organizations, on-site counseling options can be particularly effective. Ensure that mental health services are adequately covered in health insurance plans and communicate these benefits clearly to all employees.
Encouraging leadership to share personal experiences can go a long way in normalizing conversations about mental health. Regular "mental health check-ins" or town halls create opportunities for open discussion. Consider implementing a peer support system where trained employees can offer a listening ear to colleagues in need.
Stress Management Initiatives
The pandemic has proven that flexible work arrangements can be both productive and beneficial for employee well-being. To stay competitive, companies should adopt a comprehensive approach to flexibility.
Flexible Work Policies
Develop policies that offer options for remote work, hybrid schedules, and flexible hours. The focus should be on outcomes and deliverables rather than hours logged. Provide necessary technology and support for remote work success, including stipends for home office setups.
Remote Team Management
Training managers on effective remote team management is essential. This should emphasize trust-based leadership and results-oriented performance evaluation. Provide tools and strategies for maintaining team cohesion and communication in distributed environments. Regular virtual team-building activities can help preserve company culture across remote teams.
Reimagining Office Space
For companies maintaining physical offices, consider:
Addressing Potential Inequities
It's crucial to ensure that remote workers have equal opportunities for career advancement. Develop clear guidelines for promotion and professional development that apply equally to in-office and remote employees. Regularly assess and adjust policies to ensure fairness and effectiveness across all work arrangements.
A positive company culture is essential for combating the issues that lead to employee dissatisfaction and turnover.
Open Communication and Transparency
Implement regular "ask me anything" sessions with leadership to foster trust and openness. Share company goals, challenges, and successes openly with all employees. Create multiple channels for feedback, such as anonymous suggestion boxes, regular surveys, and open-door policies with management.
Recognition and Reward Programs
Develop a multi-faceted approach to employee recognition:
Collaboration and Teamwork
Design work processes that promote cross-functional collaboration. Use team-building activities to strengthen relationships, especially in remote or hybrid environments. Consider creating cross-departmental task forces for key initiatives to break down silos and foster innovation.
Professional Growth Opportunities
Investing in employee development is crucial for retention and engagement:
Make DEI a cornerstone of your company culture:
Aligning Values
Ensure that company values resonate with employees:
By taking a holistic approach to addressing these root causes, employers can create work environments that not only retain employees but also attract top talent. The key is to view these initiatives not as one-time fixes, but as ongoing commitments to creating a workplace where employees feel valued, supported, and motivated to contribute their best work.
Today's employees are looking for more than just a paycheck. They're seeking purpose, growth, and a sense of belonging in their work. This shift in priorities has been gradually taking shape over the past decade.
While the Great Resignation served as a dramatic wake-up call for employers, workers have been increasingly placing value on meaningful work that aligns with their personal values for many years.
When you partner with Ulliance, our Life Advisor Consultants are always just a phone call away to teach ways to enhance your work/life balance and increase your happiness. The Ulliance Life Advisor Employee Assistance Program can help employees and employers come closer to a state of total well-being.
Investing in the right EAP or Wellness Program to support your employees will help them and help you. Visit https://ulliance.com/ or call 866-648-8326.
The Ulliance Employee Assistance Program can address the
following issues:
• Stress about work or job performance
• Crisis in the workplace
• Conflict resolution at work or in one’s personal life
• Marital or relationship problems
• Child or elder care concerns
• Financial worries
• Mental health problems
• Alcohol/substance abuse
• Grief
• Interpersonal conflicts
• AND MORE!
References:
The Great Resignation Didn’t Start with the Pandemic; Harvard Business Review; Joseph Fuller and William Kerr
https://hbr.org/2022/03/the-great-resignation-didnt-start-with-the-pandemic
The Great Resignation Evolves; Data Path
https://dpath.com/great-resignation-evolves/
Unlocking the Secrets of The Great Resignation; Kumospace; Drew Moffitt
https://www.kumospace.com/blog/the-great-resignation
What Exactly Is “The Great Resignation?”; Middle Georgia State University; Dr. Simone Phipps
https://www.mga.edu/news/2022/04/what-is-the-great-resignation.php