How To Survive the Great Resignation
As economists, human resource professionals, and politicians speculate on what’s causing the Great Resignation, one thing is clear: people are leaving their jobs in record numbers and companies are struggling to fill roles. There’s a major shift happening in the workforce right now, and we need to acknowledge it before we can adapt to the changing landscape. The Pandemic has caused many people to reflect on what they are willing to do for a paycheck. Workers are leaving jobs that put them and their families at greater risk of Covid-19, people who are close to retirement are leaving the workforce earlier than planned, and others are quitting their jobs for more existential reasons.
Since the first lockdown, many people have been working remotely and spending much of their time at home. With a new perspective and more space for reflection, people are reconsidering what they want from their career and life. Many of them are looking for more meaning, impact, balance, and flexibility in their work. The choices they are making now are going to have a major influence on how the workforce will evolve in 2022 and beyond, so if your company hasn’t already begun assessing and adapting your hiring strategies, now is the time.
As job seekers set out to find better opportunities, you can pique their interest by featuring your company’s mission, values and how you support a healthy work-life balance. Resist the temptation to dust off an old job description for reuse, and be sure to include all the information potential candidates are looking for. And finally, don’t forget to invest in your existing employees so you don’t lose them to the Great Resignation. We’ve put together some ideas to help you get started as you rethink your approach to hiring in the new year.
Hire for Mission & Values Alignment
Let’s face it, holding a full-time job is a huge commitment. For many of us, work is how we spend the majority of our waking hours. Even when we’re not “on the clock”, our jobs have an insidious way of following us home and loitering in the back of our minds. This becomes a real burden when our jobs are not in alignment with our personal purpose and values. Since the Pandemic threw reality into stark relief, people have been questioning how they earn a living, and many have found their current jobs lacking. They have begun the process of seeking new opportunities that provide more meaning and purpose in their lives.
You can’t attract candidates who share your mission and values if you don’t clearly state what they are. Many companies share their story as part of their branding and marketing efforts targeted toward their customers, but often forget to include this vital information on their careers page and in their job descriptions. Let your potential future employees know that your company is about more than just profits. Share your mission and explain how your values influence decision making and company culture. By doing so, you’re extending a direct invitation to seekers who want to be a part of the impact your company is making in the world.
Hiring values-aligned employees increases engagement, which benefits everyone. More engaged employees are happier and help to create healthier and more productive organizations. But many companies struggle with disengagement. They tend to focus on using team-building exercises and financial incentives to bandage the problem, while failing to address the root cause. In his book Drive, Daniel Pink introduces the key factors behind intrinsic motivation: autonomy, mastery, and purpose. Finding the sweet spot between these three factors leads to higher levels of engagement and enjoyment from work, but of the three, purpose is the one that needs to be there from the beginning. Autonomy and mastery can be developed over time, but it’s super important to hire people whose personal purpose and values are in alignment with the company’s mission so you can start off on the right foot.
Write better job descriptions to attract the best candidates
Investing in your hiring process is a worthwhile endeavor that can save your company time and money, and it all starts with the job description. Here are some common mistakes to avoid, and what you can do to improve your recruiting outcomes.
Using the same job descriptions over and over again
It might feel like you’re saving time by pulling out the same old job description for a new listing, but cutting corners in this way often comes at the expense of finding the best person for the job. By reusing the same description, you risk attracting candidates who won’t meet your current needs, and they may feel disappointed or even dupped once they realize the actual position doesn’t match the expectations you established. Your job description should be up-to-date, honest, and straightforward. Avoid jargon or any insider lingo. Instead, use accessible and inclusive language that reflects your company culture and values so you can attract diverse candidates who align with your company. Your job description is the first point of contact, so put the time in to make a good impression. Write something that appeals to today’s seekers and is customized for the role, team, and your company’s current needs.
Listing too many requirements or asking for overqualified candidates
There’s no need to include a ton of details when describing duties and responsibilities. It’s better to keep things high-level than to list an overwhelming amount of specifics and thereby deter good candidates from applying. Consider what information is essential to clearly communicate what’s needed to do the job. Ask for what you really need, include a few “nice-to-have” skills and leave it at that. Here are some basic questions to help you get started:
Why is the role needed?
What are the primary duties and responsibilities?
Who will the candidate work with? Who will they report to?
What level of training will be available to them?
Keep it simple. Getting too specific can overly limit your pool of candidates. Companies tend to include requirements that aren’t necessary for the position. Not all jobs require a college degree, especially now that people have more access to independent learning resources. And you shouldn’t be asking for 5+ years of experience for an entry-level position. There’s a difference between a “nice-to-have” requirement and trying to appeal to candidates whose experience far outweighs what you’re willing to pay for. Also, don’t discount the value of transferable skills. For example, if you’re looking for a new salesperson, you don’t necessarily need someone with past sales experience. Think about what skills are required for the job and list those instead.
Not providing key information about culture, environment, and compensation
As you’re drafting your new job description, keep in mind that seekers aren’t only reading to see if they are qualified and interested in doing the work - they also want to learn more about the company to make sure it’s the right place for them. So help them out by including information about your company culture, the work environment, the pay range for the role, and any other considerations that will help them make an informed decision. Ask yourself why people are currently leaving their jobs and highlight the perks and benefits that would meet their needs. For example, if you offer flexible schedules, that will appeal to candidates who want to spend more time with their family. Regarding compensation, many companies avoid sharing the specifics, but it is a huge factor in a person’s decision to take a job. Why put yourself and your candidates through the paces only to find out your numbers are too far apart? This is not only inconsiderate of their time, but your own as well.
Invest in the employees you already have & hire from within
If you’re one of the many companies who have already felt the impact of the Great Resignation, you know what a challenge it is to lose people and hire replacements. But even if you haven’t been affected so far, don’t assume you have nothing to worry about. Do your best to retain the employees you have. Don’t wait until they say they are moving on to ask how to keep them - take preventative measures.
Use this moment as an opportunity to turn your company into a great place to work. Ask questions about how the company can help to improve work-life balance and employee wellbeing. Get feedback from your employees on how to make things better and start implementing those ideas.
Revisit the three factors of intrinsic motivation. Focus on incorporating autonomy by creating an environment conducive to independent work. Invest in employee training and development to improve mastery. And make sure your current employees feel valued by recognizing their contributions and by providing opportunities to grow. Whenever possible, offer new job openings to your current staff before seeking to fill those roles externally. You can help employees who like your company, but not their jobs, find new opportunities within. If you don’t show your people that there is room for them to grow and try new things within your company, you run the risk of losing them.
When it comes to the Great Resignation, the best way to face it is head on. Don’t ignore it or pretend it won’t happen to you. The companies that have been the hardest hit are those that take their employees for granted. All relationships require investment, so take care of your team, hire from within, and bring new people on board who care as much as you do about your company and its mission.
