“Now is the time for us to look after the people who work for us. When a company steps up at a time like this, it builds loyalty, commitment, and long-lasting teams.” –   Arjun Agarwal

We’ve become accustomed to work-from-anywhere, grocery pick-up-orders, homeschooling, and viewing sporting events via live stream. Many of these pandemic-mandated changes to everyday life have transitioned, to one degree or another, into our new normal as post-pandemic life gains its footing.

Whether for the sake of convenience or because folks like having more options, life after the COVID-19 outbreak will not be a carbon copy of those difficult-to-remember days we left behind in early 2020. One of the latest who-would-have-thought-it twists to impact the staffing industry comes via the recently coined term The Great Resignation.

Fact or Fiction?

Proponents on both sides passionately defend their yay or nay stand, mingling data with a mixture of intuition.

Data from workforce analytics company , Visier, suggests the great resignation is indeed real and began in late summer/early fall of 2020. Specific data findings include—

  • Resignations rose most frequently among mid-career workers

Between August 2019 and August 2020, employees in the 30-45 age range saw significant increases in resignations, up 19.6% for those 35-40 and a 25.1% increase for those 40-45, signaling that workers more established in their careers have continued to shift jobs.

  • Manager resignation rates have increased during the pandemic

As of December 2020, a 12% hike over the previous year in managerial resignations was cited.

Reports abound, announcing that American workers are quitting their jobs to pursue new opportunities at the highest rate in two decades, while survey results indicate  over a quarter of workers plan to look for a new job.

This compilation of data raises valid concerns for HR departments and staffing agencies scrambling to fill open positions.

But according to Jack Kelly, the Great Resignation is “greatly exaggerated.”

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It’s rational that some people will start looking for new jobs. Will they quit en masse to spite their employers? No, they won’t. In surveys, respondents can be brave and talk tough. When asked if people will quit their jobs if they’re forced to go back to the office, they may honestly say “yes” at that time. Given a little room to think about the reality of this decision, they’ll quickly realize it’s not such a smart decision to depart without another job offer in hand,” says Kelly.

It’s true that sometimes, talk is indeed cheap. And hopes and dreams do not always manifest in follow-through decisions. So it remains to be seen how much of the talk will translate into action.

So, do we do something or nothing?

As the situation continues to play out, the best approach for the staffing industry is a proactive one that tackles head-on several issues known to impact retention and turnover.

  • Onboarding and re-boarding

We already know the incredible power of effective onboarding and the positive impact it has on retention. We get how it sets the tone for those crucial first days and weeks. Unfortunately, onboarding took a hit during the pandemic with long-held processes and procedures turned on their ear and the need to transition much of the onboarding process to virtual.

Companies did what they had to do to keep moving forward. But now, as the return to routine continues, an intensified focus on onboarding could stem the tide of resignations. Companies can decrease their turnover rate by “re-boarding” those employees who joined the team during the pandemic and improving the onboarding of current recruits.

  • Throw open wide the doors of communication and connections

Seek feedback with a genuine, demonstrated desire to hear and learn from your employees. Heap on sincere praise and encouragement and appreciation. Make connecting a top priority. Capitalize on every opportunity to nurture meaningful relationships. Speak candidly about current plans and how you picture the future.

The pandemic threw a boulder-sized wrench in keeping people connected and in face-to-face opportunities to discuss important things. Thus, focus as much time and energy as necessary on ensuring that these pandemic-necessary ways do not become the norm in this post-pandemic season.

  • Initiate discussions about career growth and opportunities

Considering all we’ve been through in the last eighteen months, it’s perfectly understandable that people are looking at employment scenarios through a different lens. This type of intense reflection finds people asking themselves, What am I looking for from my job, and am I getting it?

While concerns focused around meaning, satisfaction, and passion rose to the surface for many employees, others have emerged from the pandemic supercharged to advance their careers. To seek bigger and better opportunities wherever they can find them. The uncertainty of the past year-and-a-half has squashed the hesitancy that may have kept them in their current position and replaced it with an emboldened desire to make a career-advancing move.

So, task management with initiating conversations about growth opportunities within the company, pronto, rather than suddenly having to make a counteroffer once a two-week notice is received.

As the staffing industry forges full steam ahead, the team at ASJ Partners is pulling out all the stops to assist our clients in navigating the choppy waters of a post-pandemic boon. There’s never been a better time than now to reap the benefits of a comprehensive, customized marketing strategy that will catapult your staffing agency into the recruitment and hiring conversation. Why are you waiting? Contact the ASJ team today.