As worker values and workforce communication styles shift, companies must stay open to change—or risk losing their best talent.
The Great Resignation. Quiet quitting. Talent wars. Among all the buzzwords about whether employees choose to work—and stay—with a business lies a central truth: Workers today want more from their companies, and they want it without sacrificing everything for a job. Full-time, salaried employees spend about four years with a company, on average, meaning that no single role, manager, or firm can expect to be everything to an individual. So, to keep staffers onboard and actively engaged for as long as possible, how can an organization keep its promises about the “great company culture” touted during recruitment?
This much is clear: Business leaders need to ditch outdated understandings of what motivates employees and lean on newer, pandemic-era-aware retention methods. Rather than believing individuals should be grateful to have any job at all, especially as the economy slips toward a recession, executives should stay in tune with what workers value now. Smart leaders will look out for and prioritize the most highly valued components of the employee experience and put conditions in place to foster an attractive, agile, and sustainable workplace culture. That’s the only sure way to bolster engagement, boost productivity, and maintain top talent during significant workplace movements.
Recognizing and reacting to cultural shifts
An initial step for employers building a sustainable workplace culture is acknowledging that employee values have shifted since 2020. In 2022, money isn’t the top priority, according to new research from HCLTech, an IT service firm and consultancy.
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