Why Are Employees Leaving Their Jobs?
The seismic shift in people’s attitudes towards their jobs, which resulted in mass quitting last year, shows no signs of abating.
People are voluntarily changing employment at an alarming pace. When a person quits employment, the previous employer pays 1.5-2x that individual’s compensation on average.
The employer must recruit, train, and wait for the new worker’s productivity to equal that of the previous employee. Since managers are more fast to recruit and dismiss, businesses are losing out on people who would be very beneficial over time.
The days of staying with one work for life are long gone, so it should come as no surprise that today’s employees change jobs more often than previous workforce generations.
Here we discuss the causes behind today’s job changing environment.
Better prospects elsewhere
Employees leave jobs for better possibilities, therefore they leave the message that the existing company and position did not satisfy their expectations for the future.
This is linked to two main issues:
- Companies are unable to offer workers a clear career route: There is no question that individuals leave organisations because of their bosses, but they also leave if you are unable to show them a clear career path.
- When workers’ personal needs are not met: Individuals depart for a variety of personal reasons that are not met in a company. These demands include not just remuneration, but also ambition, work environment, social status, growth of needs, or meaningful work that aligns with the employee’s values.
Rigid return-to-office policies
Employees who are balancing careers and personal lives are looking for a better work-life balance. Pandemic lockdowns gave many people the opportunity to work from home on more flexible schedules.
Several businesses began to mandate a return to the office last year, putting an end to the remote work and flexible schedule that many people had become used to.
Many workers and future employees are put off by the inflexible back-to-office work environment, leading to additional career or job changes.
A major motivator for employees seeking a job move is poor leadership. Leaders often fail to appreciate the contributions individuals make to their organisations. According to a recent poll by market research company PlanBeyond, feeling undervalued is a top reason individuals leave across all age groups.
According to workforce management experts, some of the greatest turn-offs for employees are: micromanagement; inability to address workers career aspirations; and failing to provide feedback.
Moreover, supervisors may modify a toxic working atmosphere by promoting employee cooperation, knowing what motivates workers, and offering opportunity for them to work on new projects, participate in enrichment programmes, or redefine their responsibilities to guarantee they are satisfied.
These factors will become more beneficial when the workforce shifts away from pandemic procedures and towards hybrid working, in which employees will work both in the office and remotely.
Individual workers must also be forthright and honest with their bosses about what they want and desire from their work experience. Communication that is open in both ways results in better judgements and clarity for both leaders and staff.
Attracting & retaining top lubricants talent
During the recent Argus Global Base Oils Conference, James Moorhouse, ABN Resource Founder & Director was given an opportunity to deliver a speech “How to deliver sustainable growth in your business”. The presentation was designed to equip lubricants business with talent attraction and retention strategies, as well as the skills needed to ensure long-term growth and high-performance teams.
You can download the presentation, here.