5 Ways Of Countering The Great Resignation
When employees are listened to, they feel more valuable in the organisation. This statement proved to be more real during the Great Resignation amidst the pandemic.
Managers were and still are compelled to think of ways of countering the Great Resignation. But these tactics should be empowering, bespoke, creative, and relatable to employees of today and tomorrow.
Each such way to counter resignation must lead an employee to outgrow their career expectation. With that promise, remote and in-house workers would still stick around in the firm – pandemic or not.
5 Ways of Countering The Great Resignation Are:
Your leaders should show compassion towards employees.
A major factor influencing DEIB (Diversity, Equity, Inclusion, and Belonging) is how managers or team leaders treat their employees.
If managers keep pointing out the negatives of an employee, even a top-performer would feel disrespected and demotivated. Some studies conclude that 70% have a sense of belonging when managers have a refined tone and behaviour.
Employees also feel that their relationship managers are their ultimate guides in the firm. So, they happen to emulate their attitudes frequently. Therefore, managers have to be careful in setting up behaviour benchmarks before their subordinates.
Only then can employees be inspired, motivated, engaged enough to sustain external adversities like the Great Resignation.
Foster a trustworthy and caring environment inside the firm.
An important element of employee management skills to tackle voluntary resignations is to gain staff’s trust. In addition, employers must have a sense of responsibility to care for their employees.
For that, they have to:
- Open direct communication channels: Offer Social Intranet features to subordinates to clear misunderstandings on the spot.
- Ensure there are doors instead of walls: Let employees take the initiative to approach their managers without hesitation.
- Encourage employees to feel free to share their opinions: uKnowva HRMS is the best example for using polls, surveys, and private/group chats.
- Show employees their opinions matter: Give them rewards or insights to highlight the importance of their suggestions or feedback.
- Motivate them to do better next time: Do not disrespect employees if their ideas fail.
Above are a few practices that make employees feel cared for or looked after in a company. With the implementation of strategies, employees work harder and smarter to achieve time-bound goals. That’s because they then realise that their efforts will be rewarded or recognised.
Additionally, employees develop a sense of trust in their managers when their work is appreciated instead of being criticised all the time.
Prioritise inclusion in the company culture.
Pandemic has taught employees to work where they matter. Their locations should not be the top priority for employers to validate their efficiency.
A Deloitte study concludes inclusion as a driving force of company culture where people love to work. According to that, inclusive company culture will be:
- 6 times more agile and innovative.
- 8 times more successful in achieving business goals.
- 3 times more likely to work with top-performing employees.
It shows that managers should prioritise inclusion to counter resignation, especially when it is voluntary. With that policy, HRs can hire talented workforce from any corner of the country or the world if the budget allows.
Ultimately, these ways of countering the Great Resignation can stimulate career and business growth. Because when employees get to work in a hybrid and inclusive culture, they become self-reliant in achieving their periodic targets.
Moreover, managers can help top-performing employees with an HRMS like uKnowva. Using it, even remote employees will know the latest happenings in the organisation.
So, the distance would not be an obstacle for them to connect with their peers and feel a sense of belonging.
And that employee experience alone helps them trust company culture more. So with that strategy in the loop, they wouldn’t want to depart from the firm even in the pandemic.
Train your employees to foster a target-based mindset.
Employees drive companies to newer heights – be it the Great Resignation or not. And if they have set goals to accomplish, these external threats to the company do not matter.
Besides that, managers can help re engage employees in company culture by upgrading their skill set and knowledge. They do so with eLMS, shareable content, webinars, and rigorous product or process training sessions.
HRs feel that their employee management plans are more successful when employees know what a firm expects from them.
Then, they are disciplined with adequate training to complete those KPIs. As this strategy infuses in the company’s culture, it gets easier to track employee performance rates over a given time frame.
HRs need those reports to understand whether employees are achieving their predefined goals or not.
If they are, it shows that employees are not anxious about external changes in the company. Rather, they are focused on continuously achieving their deliverables.
With that mindset, there’s always a hope to do better for employees and hiring managers. And if a company runs on that principle, employees themselves do not wish to depart. Instead, they foresee their careers taking a concrete shape in the years ahead.
Therefore, talented people continue to prefer working there – remote or otherwise. It’s when they recognise that their company is giving them a platform to learn and grow – consistently.
Ensure there is gender pay equality.
The last of these ways of countering the Great Resignation in today’s blog post happens to be the principle of fostering gender pay equality. It’s another important element of boosting DEIB company culture in any workplace.
Because gender or otherwise total pay equality would mean there is no room for discrimination in the company. Employees earn their salaries based on their talent, engagement, contribution, and projects completed throughout their tenure.
This principle bridges talent gaps at every stage of employee management, acquisition, development, or engagement.
Because if there is transparency in gender pay equality, people do not feel that they are underpaid. Hence, they would not look for another company to work for even when pandemic-like adversity hits the market.
Simply put, companies must have salary bars defined for job roles. This way, employees feel more committed to the pay equity in the firm without disclosing each employees’ salary.
Conclusion:
There are more than 5 ways of countering the Great Resignation. The most relatable, efficient, and feasible to new-gen and tomorrow-ready companies are listed above.
These principles or strategies boost DEIB company culture, which in return effectively persuades good employees to continue to stay.
They would not think of leaving the firm when their basic professional goals are met with compassion, right tools/software, and complete transparency.
