Summer is drawing to a close and many workers are starting to think about their careers and their development as they do every year.
Often, back to school is synonymous with questioning and the desire for a new start. After rest and the summer rhythm, many employees see September as the time for change.
This change involves applying for job offers and departing employees to new professional horizons.
In this article, we will try to find out why employees want to change jobs and what measures employers should take to limit the departure of their employees?
Why do Canadians want to quit their jobs?
Quick response: the pandemic has passed this way. COVID-19 has changed the way we work and our expectations of our employers. We want more flexibility, more accommodations, more empathy and a strong corporate culture through thick and thin.
According to a poll taken last spring, 42% of Canadians want to change jobs during the year. There are many reasons: some want flexibility, others want to quit a job in a company that does not correspond to their values.
Another part of the workers wants to have a clear and visible career plan in the medium term.
Another factor: 35% of respondents say they want to quit their job because they are not feeling well and are suffering from burnout.
So these are some reasons why employees feel the need to change jobs.
What can employers do to keep their employees?
Here again, a quick response: listen to the needs of their employees. Let’s continue for the detailed answer.
Here are some tips to keep your employees during this time and attract new ones in this context of workforce crisis in certain sectors:
Strengthen the corporate culture, including teleworking Review salaries and social benefits Be open to adaptation and career advancement
Strengthen the corporate culture, including teleworking
Working remotely does not mean being disconnected from your employees and showing no interest in them. Again, not having your employees next to you, present in the workplace doesn’t mean that you don’t have to worry about their well-being and their needs.
You must have read that open workspaces and playrooms at work are not enough to build a corporate culture and a great atmosphere at work. It’s the same principle in teleworking: just saying that you care about the well-being of your employees is not enough. We need concrete actions.
Among the actions you can take: listening better to the needs of your employees and better communication at a distance.
For example: in a perspective of returning to the office, if some of your employees want to continue working at home, try to find a solution such as hybrid working mode.
How to know? Simply by creating surveys and taking the pulse of your work teams. This will help you get the facts straight and make the right decisions for your business and for your employees.
This survey dynamic must also extend to mental health issues. Ask your employees how they are doing in these tough times. We all need a listening ear and a promise to listen and help when needed.
Review the salaries and benefits offered
Many will argue that now is not the time to increase employee wages because of the pandemic and the losses it has wrought. This is partly wrong.
Considering the costs associated with recruiting, headhunting and losing a vacant position, it is better to increase your teams’ salaries and be able to keep them with you than to let them go for the sake of money.
Benefits are also a good way to attract and retain talent. If this is not the case, review the range of insurance offered to your employees, offer incentives for the well-being and health of your teams and encourage the practice of physical activity by offering an allowance, for example.
All of these actions will make your company more competitive in the job market and allow your employees to feel considered during this troubled time.
Be open to adaptation and career advancement
One of the main reasons that push employees to quit their jobs is the lack of visibility into their careers. The pandemic has increased the feeling of insecurity we feel about the redefinition of our jobs. Therefore, employers should communicate more about career advancement opportunities within the company.
In addition to motivating teams, it will give a career plan to employees who need it to project themselves and apply themselves in order to achieve their goals.
Another point: if one of your employees needs additional training to reach a professional goal, why not help him in his process? Apart from financial support, just being flexible about working hours and possible absences due to exams, for example, can make a big difference.
Thus, you will have the image of an employer who encourages training in a professional environment and personal development through apprenticeship.
Attracting talent and retaining employees have become real challenges for employers, regardless of their industry. Of course, new circumstances make the task more difficult. That’s why it’s important to stay tuned to employee needs and be proactive in order to avoid an exodus. Remember, the growth of a business depends on the growth of its employees.